Short Range Plan Rio Metro Regional Transit District - Addendum 7, May 2019
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Rio Metro Regional Transit District
Short Range Plan
FY2020 - FY2026
Addendum 7, May 2019
Table of Contents Introduction .................................................................................................................................................. 3 I.1 Short Range Plan Structure ................................................................................................................. 3 I.2 Relationship to the TAM Plan ............................................................................................................. 3 I.3 Fiscal Impact of Positive Train Control ................................................................................................ 4 Section 1: FY2020 Budget and FY2021-FY2026 Projections ......................................................................... 5 1.1 New Mexico Rail Runner Express Budget .......................................................................................... 5 1.2 Transit Budget .................................................................................................................................... 7 Section 2: Accomplishments and Goals ........................................................................................................ 9 2.1 Administration and Finance ............................................................................................................... 9 2.2 Marketing Division ............................................................................................................................. 9 2.3 Planning Division .............................................................................................................................. 10 2.4 Rail Division ...................................................................................................................................... 10 2.5 Transit Division ................................................................................................................................. 11 Section 3: New Mexico Rail Runner Express Capital Plan ........................................................................... 13 3.1 Capital Maintenance Program ......................................................................................................... 15 3.2 Grade Crossing Improvement Program ........................................................................................... 20 3.3 Bridge Improvement Program ......................................................................................................... 24 3.4 Capital Projects Program.................................................................................................................. 25 3.5 Plans and Studies ............................................................................................................................. 33 Section 4: Transit Capital Plan .................................................................................................................... 34 4.1 Revenue Vehicle Replacement Program .......................................................................................... 35 4.2 Service Vehicle Replacement Program ............................................................................................ 37 4.3 Capital Projects Program.................................................................................................................. 39 4.4 Plans and Studies ............................................................................................................................. 41 Section 5: FY2021-FY2025 Infrastructure Capital Improvement Plan ........................................................ 44
Introduction
I.1 Short Range Plan Structure
This addendum to the Short Range Plan is divided into five sections:
Section 1 positions the budget for the upcoming fiscal year and projections for the subsequent six
years up front. In a way, the “answers” are provided first for the Board’s convenience, whereas
more detailed descriptions for many of the planning- and capital-related projects are provided in
later sections (particularly Sections 3 and 4).
Section 2 summarizes Rio Metro’s accomplishments in the last fiscal year and its goals for the
upcoming fiscal year. In doing so, this relatively brief progress report provides an across-the-
agency snapshot of Rio Metro’s realized and anticipated achievements, including administrative,
marketing and planning initiatives.
Section 3, the New Mexico Rail Runner Express (NMRX) Capital Plan, satisfies the requirement in
Rio Metro’s memorandum of agreement with NMDOT to jointly develop a five-year minimum
capital maintenance plan/capital improvement plan for the NMRX system. Critically, by its direct
link to Rio Metro’s Transit Asset Management (TAM) Plan, the NMRX Capital Plan also satisfies 49
USC 5337(b)(2), which requires that projects receiving Section 5337 State of Good Repair funding
be included in a recipient’s TAM Plan.
Section 4, the Transit Capital Plan, assesses Rio Metro’s non-rail capital needs, including planning
and operational initiatives that may ultimately result in future capital investments. This section
also includes an evaluation of Rio Metro’s non-revenue (i.e., service) vehicle needs, regardless of
the mode they serve.
Section 5, Rio Metro’s Infrastructure and Capital Improvement Plan (ICIP) prioritizes unfunded
and underfunded projects vetted in sections 3 and 4 for inclusion in the State of New Mexico’s
coordinated ICIP. The State’s ICIP is the primary process whereby local government projects are
considered for capital outlay and other state funding.
I.2 Relationship to the TAM Plan
With the adoption of its first TAM Plan in 2018, Rio Metro intentionally created a link between the TAM
Plan and the Short Range Plan.
Foremost, the investment priorities that were established in the TAM Plan must be revisited and refined
annually in the Short Range Plan. This occurs in two primary ways. First, lifecycle cost models that were
developed in tandem with the TAM Plan help identify capital maintenance and replacement needs
without regard to funding (i.e., an “unconstrained” scenario). The models’ outputs are subsequently
weighed against staff’s first-hand understanding of asset condition and known budgetary constraints to
determine Rio Metro’s investment priorities.
Second, with respect to replacements within an asset class, staff also work their way through the
evaluation criteria from Section 6.1 of the TAM Plan to guide their prioritization. For example, the criteria
that follow, listed in descending order of importance, would inform which cutaway buses to replace when
the budget is not adequate to replace all cutaway buses that have reached the end of their useful lives:
Safety: Does the condition of the asset pose a safety risk to the travelling public, operators or
others that cannot be easily mitigated through routine maintenance?
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Impacts to Service/Operations: Does the condition of the asset impact the ability to provide
revenue service and meet existing levels of service?
Maintenance: What is the level of maintenance and inspection required to keep the asset in
working condition?
Age: Is the asset beyond its useful life?
Condition: What is the condition of the asset?
In summary, the graphic below demonstrates how the lifecycle cost models, evaluation criteria and staff
input work together to inform the Short Range Plan.
Figure I-1: Short Range Planning Approach
I.3 Fiscal Impact of Positive Train Control
This Short Range Plan is unmistakably shaped by Positive Train Control (PTC), a congressionally-mandated
system designed to protect against train-on-train collisions, overspeed derailments, work zone incursions,
and movements through red signals and misaligned switches. In FY2019, Rio Metro received conditional
approval of a temporary main like track exception from FRA that extends the date for full PTC
implementation to December 31, 2020. Around the same time, Rio Metro was also awarded $29.4 million
and $2.5 million grants from FRA under the Consolidated Rail Infrastructure and Safety Improvements
(CRISI) PTC program. In conjunction with a $10.9 million State Infrastructure Bank (SIB) loan and other
federal and local funds, Rio Metro has amassed the $63.1 million to bring the project to fruition prior to
the deadline.
Despite securing significant, outside funding sources, Rio Metro must dedicate nearly all of its excess gross
receipts tax (GRT) revenues—except what is necessary to maintain existing levels of service, perform high-
priority maintenance, and complete previously programmed capital projects—to fund PTC. As will become
apparent in later sections, significant capital maintenance, replacement and improvement projects have
been scaled back or delayed to accommodate PTC. In short, the Rail Runner will undoubtedly benefit from
the enhanced level of safety that PTC provides, but it does mean that some assets will not be maintained
or improved at a level that Rio Metro would desire in the interim.
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Section 1: FY2020 Budget and FY2021-FY2026 Projections
Rio Metro’s budget is divided into two sections based on mode. The first accounts for all revenues and
costs associated with the New Mexico Rail Runner Express commuter rail service. The second accounts
for all of Rio Metro’s other transit services (e.g., bus) and administration.
1.1 New Mexico Rail Runner Express Budget
The FY2020 budget for the Rail Runner amounts to $124.0 million in revenues and $72.7 million in costs.
Costs are further divided between operations and maintenance (O&M; $27.2 million) and capital ($45.4
million). O&M costs reflect an unchanged level of service, and are anticipated to only marginally increase
in later years. Capital costs are largely associated with PTC and the capital maintenance needs outlined in
Section 3. Notably, PTC debt service payments on the State Infrastructure Bank loan will begin in FY2020
and grow to $786,000 annually after PTC implementation is complete.
The sizeable $51.3 million carryover from FY2020 into FY2021 is primarily due to the continuation of PTC,
and includes portions of two FY18 CRISI PTC grants, Section 5337 funds, matching GRT, and State
Infrastructure Bank (SIB) Loan proceeds. Following the completion of PTC in FY2021, subsequent
carryovers reflect unspent federal formula funds and some GRT. For example, the FY2020 budget reflects
two years of Section 5307 and 5337 funding that is theoretically available to Rio Metro in any given year;
however, half of that amount will continue to carryover unless additional matching funds become
available or an emergency warrants its use.
Table 1-1-1: Rail Runner Revenues
Rail Runner Revenues State Fiscal Year (Thousands of Dollars)
Capital & Operating FY2019 Approved FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
5307 Large Urban Capital 17,067 17,092 8,945 9,102 9,285 9,470 9,660 9,853
5307 Large Urban Capital Carryover
5307 Large Urban Oper. Transfer to Bus -1,200 -1,200 -1,200 -1,200 -1,200 -1,200 -1,200 -1,200
5307 Small Urban 155 155 155 155 155 155 155 155
5337 State of Good Repair 17,285 19,794 9,275 9,414 9,555 9,746 9,941 10,140
5337 State of Good Repair Carryover 7,724 9,657
5309 TAM Carryover 240
CMAQ Operating Assistance 1,000 1,000 1,000 1,000
STP-U Alameda Siding 1,367 1,367
STP-U Centalized Traffic Control 4,288 4,288
STP-U Main 2 Extension 563 4,061
Flex Fund Carryover 95
State Capital Outlay 2,150
State Bridge Repair/Replacement 250 250
Section 130/Crossing Improvements 825 257 550 165
BNSF/Amtrak Gross Ton Mile Fee 2,200 2,200 2,266 2,300 2,335 2,370 2,406 2,454
Rio Metro/NCRTD GRT 14,500 15,500 15,810 16,126 16,449 16,778 17,113 17,456
Farebox 2,200 2,000 2,000 2,000 2,000 2,000 2,000 2,000
GRT From Bus 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200
STP-U PTC and Wi-Fi 529 529
PTC Discretionary Grant 3,600 3,600
PTC CRISI Grant 29,359 31,856
State Infrastructure Bank (SIB) Loan 10,900 10,900
Cash Reserves (GRT) 4,955 5,966
Projected Carryover (Grant/GRT/SIB) 51,322 35,886 38,717 40,830 42,691 45,126
TOTAL REVENUES 113,001 124,022 91,323 80,436 84,346 85,660 84,215 87,183
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Table 1-1-2: Rail Runner Costs
Rail Runner Costs State Fiscal Year (Thousands of Dollars)
Operations & Maintenance FY2019 Approved FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Salaries & Benefits 1,442 1,440 1,485 1,530 1,576 1,623 1,672 1,722
Professional Services 26 250 250 0 28 29 30 31
Non-Professional Services 26 65 27 28 28 29 30 31
Communication 618 650 650 660 670 680 690 700
Utilities 454 350 375 380 385 390 395 400
Travel 15 15 15 16 16 17 17 18
Indirect Overhead (MRCOG) 311 350 321 330 340 350 361 372
Printing/Supplies 26 26 27 28 28 29 30 31
Insurance 3,000 3,200 3,200 3,300 3,300 3,300 3,300 3,300
Fuel 2,600 2,600 2,678 2,758 2,841 2,926 3,014 3,105
Vehicle Maintenance 16 20 20 20 21 21 22 22
Herzog Transit Contract 17,500 18,028 18,389 18,756 19,139 19,522 19,912 20,310
Rental Expenses 215 215 221 228 235 242 249 257
TOTAL OPERATIONS & MAINTENANCE COSTS 26,249 27,209 27,658 28,034 28,608 29,159 29,723 30,298
PTC Debt Service FY2019 Approved FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
SIB Loan Repayment (GRT, 18-yr, 1%) 109 54 109 109 786 786 786 786
TOTAL PTC DEBT SERVICE COSTS 109 54 109 109 786 786 786 786
Capital FY2019 Approved FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Capital Maintenance Program 2,533 4,374 6,124 7,844 7,774 7,174 6,574 7,544
Grade Crossing Improvement Program 825 257 550 165
Bridge Repair and Replacement Program 110 100 100 100 100 350 250
Maintenance Facility 100 300 1,300 1,300
Service Vehicle Purchase 102 25 44 19 25 69
Positive Train Control & Wi-Fi 34,500 38,616 20,500
TAM Plan 300
Security Projects 105 121 121 123 126 128 131 134
Rehab/Renovate Rail Stations 111
Alameda Siding 1,600 1,600
Centraized Traffic Control 5,019 5,019
Main 2 Extension 659 4,753
Wi-Fi/Signal Lease (incl. some O&M) 267 267 275 300 300 300 300 300
TOTAL CAPITAL COSTS 40,351 45,437 27,670 13,576 14,121 13,025 8,580 9,347
TOTAL COSTS 66,709 72,700 55,437 41,719 43,515 42,970 39,089 40,431
PROJECTED CARRYOVER 51,322 35,886 38,717 40,830 42,691 45,126 46,752
Grant Carryover 40,185 34,886 37,717 39,830 42,691 45,126 46,752
GRT/SIB Carryover 11,137 1,000 1,000 1,000
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1.2 Transit Budget
While the Rail Runner is obviously a mode of public transit, “transit” here refers to all other Rio Metro and
partner services, including:
Sandoval County commuter bus routes and Route 366 in Bernalillo County;
Valencia County Dial-a-Ride, Pueblo of Isleta Dial-a-Ride and commuter bus routes;
Rio Rancho Dial-a-Ride for seniors and individuals with disabilities;
Job Access demand taxi service;
Bike share program;
ABQ RIDE fixed-route service;
NMDOT Park & Ride Purple Route, which replaces an early morning Rail Runner train and
connects the Santa Fe County/NM 599 Rail Runner Station to Los Alamos; and
Rio Metro staff in the Administration and Finance, Marketing, Planning and Transit divisions.
The FY2020 transit budget comprises $23.8 million in revenues, $17.3 million in costs, and preserves the
$5 million agency-wide cash reserve established in FY2015. Unlike the Rail Runner, which has significant
capital commitments, the transit budget largely funds operations, maintenance and administration.
Nevertheless, the transit budget contains some planning and capital investments, including vehicle
replacements, University Blvd. BRT project development and transit-oriented development efforts, the
construction of the Los Ranchos/Journal Center Rail Runner Station expansion, and the continued growth
of the bike share program.
Table 1-2-1: Transit Revenues
Transit Revenues State Fiscal Year (Thousands of Dollars)
Capital & Operating FY2019 Approved FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
5307 Small Urban/5339 Small Urban 760 1,509 775 790 806 822 839 855
5307 Large Urban from Rail 50/50 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200
5307 Large Urban from Rail 50/50 Carryover 1,500 1,500
5307 Large Urban Community Transportation 191 382 191 191 191 191 191 191
Subtotal, Urban Funds 3,651 4,591 2,166 2,181 2,197 2,213 2,230 2,246
5310/5311/5339 Vehicle Purchase 72 258 447 324 519 432 541
5311 Rural Operations 850 830 842 851 859 868 877 885
5304 Valencia County Transit Facility Eng. Report 52
Subtotal, Rural Funds 922 882 1,100 1,298 1,183 1,387 1,309 1,426
CMAQ TDM/Marketing 178 273 281
CMAQ Los Ranchos/Journal Center Stn. Expansion 900 900
CMAQ/PPTOD UNM/CNM/Sunport BRT Project Dev. 1,547 1,547
TAP/STP-U Bike Share Expansion/Replacement 511 563 750 750
STP-U Small Urban Valencia County Transit Facility 1,000
Subtotal, Discretionary Funds 3,136 3,283 281 750 0 1,750 0 0
TOTAL FEDERAL AND STATE REVENUES 7,709 8,755 3,546 4,230 3,380 5,350 3,539 3,672
Projected Carryover 1,625 2,582 5,497 6,475 6,671 7,100 7,178 7,729
Farebox 90 90 91 92 93 94 95 96
Advertising 88 100 100 100 100 100 100 100
Rio Metro GRT 12,300 12,700 12,546 12,797 13,053 13,314 13,580 13,852
Rio Metro GRT to Rail -1,200 -1,200 -1,200 -1,200 -1,200 -1,200 -1,200 -1,200
UNM/CNM/Sunport BRT Partners 800 800
TOTAL LOCAL REVENUES 13,703 15,072 17,034 18,263 18,717 19,408 19,753 20,577
TOTAL REVENUES 21,412 23,827 20,580 22,493 22,097 24,758 23,291 24,249
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Table 1-2-2: Transit Costs
Transit Costs State Fiscal Year (Thousands of Dollars)
Operations & Maintenance FY2019 Approved FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Sandoval County Commuter Bus 1,470 1,470 1,492 1,537 1,583 1,630 1,679 1,730
Rio Rancho Dial-a-Ride 700 750 761 784 808 832 857 882
Subtotal, Sandoval County 2,170 2,220 2,253 2,321 2,391 2,462 2,536 2,612
Valencia County Dial-a-Ride and Fixed Route 1,500 1,600 1,624 1,673 1,723 1,775 1,828 1,883
Subtotal, Valencia County 1,500 1,600 1,624 1,673 1,723 1,775 1,828 1,883
ABQ RIDE 4,500 4,355 4,355 4,755 4,755 4,755 4,755 4,755
Job Access Program 382 382 382 382 382 382 382 382
Subtotal, Bernalillo County 4,882 4,737 4,737 5,137 5,137 5,137 5,137 5,137
Routes 366 and 505A 175 185 180 186 191 197 203 209
NMDOT Purple Route 145 150 152 157 162 166 171 176
Pueblo of Isleta Partnership 233 240
Subtotal, Regional Commuter 553 575 332 343 353 363 374 385
Administrative Overhead 2,400 2,400 2,472 2,546 2,623 2,701 2,782 2,866
Indirect Overhead (MRCOG) 1,245 1,200 1,200 1,200 1,200 1,200 1,200 1,200
TDM/Marketing 1,000 800 800 800 800 800 800 800
Ski Santa Fe (NCRTD) 15 15 15 15 15 15 15 15
UNM/CNM/Sunport BRT Project Dev./TOD 1,856 1,856
UNM/CNM/Sunport BRT Partners 800 800
RMRTD Studies and Plans 150 150 150 150 150 150 150 150
Valencia County Transit Facility Eng. Report 65
MRMPO Assistance 200 200 200 200 200 200 200 200
Bike Share Expansion/Replacement 598 659 878 878
Subtotal, Administration, Planning and Programs 8,265 8,146 4,837 5,789 4,988 5,944 5,147 5,231
TOTAL OPERATIONS & MAINTENANCE COSTS 17,369 17,277 13,783 15,263 14,592 15,681 15,022 15,248
Capital FY2019 Approved FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Valencia County Transit Facility 750 1,250
Rio Metro Vehicle Purchase 90 322 559 405 649 540 676
Los Ranchos/Journal Center Station Expansion 1,053 1,053
TOTAL CAPITAL COSTS 1,893 1,053 322 559 405 1,899 540 676
TOTAL COSTS 19,262 18,330 14,105 15,822 14,997 17,580 15,562 15,924
PROJECTED FUND BALANCE 10,497 11,475 11,671 12,100 12,178 12,729 13,325
Cash Reserve 5,000 5,000 5,000 5,000 5,000 5,000 5,000
Projected Carryover 5,497 6,475 6,671 7,100 7,178 7,729 8,325
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Section 2: Accomplishments and Goals
The purpose of this section is to highlight each division’s major accomplishments in the past fiscal year
and goals for the upcoming fiscal year. Although many of the larger and more costly efforts described
below are covered in more detail in the subsequent NMRX and Transit capital plans, this section also calls
attention to smaller activities that, for example, incrementally implement the broader goals and
objectives of Rio Metro’s Long-Term Strategic Vision Plan.
2.1 Administration and Finance
FY2019 Accomplishments
Completed $60 million PTC funding package, including executing State Infrastructure Bank
loan.
Issued RFP, negotiated and executed contract with Xorail, and began PTC implementation.
Submitted a Safety Risk Assessment and Risk Mitigation Plan to FRA and subsequently
received approval of a temporary main line track exception extending the PTC deadline two
years.
Monitored usage and gathered community feedback on Phase I bike share expansion and
identified Phase II station locations.
FY2020 Goals
Complete installation of PTC infrastructure, leaving final testing, training and revenue
service demonstration for the first half of FY2021.
Maintain adequate cash flow and reserves during PTC implementation.
Install 50 bike share stations and 250 bicycles as part of Phase II expansion.
2.2 Marketing Division
FY2019 Accomplishments
Completed website re-design in September 2018.
Implemented an interactive, responsive train scheduler (available on website/mobile devices)
that allows passengers to plan their trip in an easier, more user-friendly way.
Conducted a Customer Feedback Survey, including questions regarding the train, and, for the
first time, Rio Metro buses.
Expanded Seniors 62+ Ride Free Program to the entire 2019 calendar year. Year-over-year
program ridership was up 35% in February and 12% in March.
Santa’s Village, Rio Metro’s most significant annual incentive event, had 6,000 attendees
(10% increase over FY2018).
FY2020 Goals
Publish a “Riding Rio Metro” brochure that encompasses all services and positions Rio
Metro as a multi-modal transportation organization.
Create vignettes of passengers from different target profiles sharing why they ride.
Conduct a Customer Feedback Survey.
Expand Rio Metro’s digital platform to include billboards.
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2.3 Planning Division
FY2019 Accomplishments
Completed five discretionary grant applications resulting in $31.9 million in federal funding
for PTC implementation and associated improvements on the Rail Runner corridor.
Submitted a grant application for the Valencia County Transit Facility. While this application
was not successful, Rio Metro secured funding to complete environmental and engineering
services to advance the project in support of an FY2020 grant application.
Collaborated with the City of Albuquerque to develop an interim University Blvd. transit
service alignment and operating plan, which is consistent with the recommendations of the
UNM/CNM/Sunport study.
Completed Rio Metro’s Transit Asset Management (TAM) Plan prior to FTA’s October 1, 2018
deadline and began the integration of the TAM Plan with Rio Metro’s budget and capital
planning activities, National Transit Database reporting, and internal administrative
procedures.
Completed construction of Phase I of the Town of Bernalillo pedestrian safety improvement
project.
Developed an initial “dashboard” that provides RMRTD staff access to information and
analysis on performance data about Rio Metro ridership, operations and performance.
Began preparing monthly Rail Runner and transit performance reports delivered to the
RMRTD Board of Directors.
FY2020 Goals
Construct Los Ranchos/Journal Center Station parking and pedestrian improvements.
Continue collaboration with the City of Albuquerque and project partners on finalizing interim
service design and advancing the implementation of transit service on University Blvd.
Complete the design and engineering of Phase II of the Town of Bernalillo pedestrian safety
improvement project, including a potential pedestrian crossing of the railroad tracks and two
roadway crossings.
Continue to pursue discretionary grant funding for the Valencia County Transit Facility, Rail
Runner corridor improvements and other priority capital needs.
2.4 Rail Division
FY2019 Accomplishments
Completed maintenance (including the replacement of 12,500 railroad ties) and repairs on
the Rail Runner corridor, including the replacement of bridge panels on the Rio Grande bridge.
Constructed Downtown Bernalillo Station Crossing, which included a new pedestrian crossing
with gate arms, audible and visual warning devices, and an advance train warning system. Rio
Metro and Operation Lifesaver conducted a joint public education effort on pedestrian safety
at the crossing and along the rail corridor.
Completed the scope of work, schedule, initial data collection and coordination for PTC
implementation that will, in turn, be carried out by the PTC contractor, Xorail.
Completed a Safety Risk Assessment and Risk Mitigation Plan for the NMRX system and
implemented the capital improvements and operational modifications required by the plan
in advance of the FRA deadline, thereby allowing the Rail Runner to continue operating at
current levels.
10 In coordination with Bernalillo County, relocated and reconstructed the Desert Rd. crossing
to include: the elimination of a skewed crossing configuration; new traffic signals and
pavement markings on all approaches that serve vehicles and pedestrians; improved drainage
infrastructure to prevent future track washouts; a four-quadrant gate system to prevent
motorists from driving around gates when lowered; and fencing and landscaping that
discourages trespassing and encourages safe crossing behavior.
Conduct eighth biennial NMRX Full Scale Exercise in Albuquerque, NM in June 2019. This
exercise is critical to the Rail Runner, and is designed to test a scenario that includes an active
shooter, chemical dispersal devices, decontamination, mass triage, and multi-agency
communication.
FY2020 Goals
Construct the new Alameda siding between Alameda Blvd. and Alameda Rd. in Albuquerque
to reduce delays and improve operating efficiencies.
Continue a facilities review and implement Americans with Disabilities Act improvements at
Rail Runner stations including braille station signs, handrail modifications, and local agency
notification/coordination.
Begin the first two locomotive engine overhauls (commonly referred to as “top deck”
overhauls). The remaining seven locomotive overhauls will be phased over the next four
years.
As part of NMDOT’s 2017 TIGER grant project, complete rail corridor improvements on the
NMDOT-owned tracks between Lamy and Madrid, which is used almost exclusively by Amtrak
(the Southwest Chief). These improvements include upgrading the signal and
communications systems, track and culvert replacement, and fencing.
Collaborate with the City of Albuquerque and other stakeholders to determine if and how the
Rail Runner may serve Balloon Fiesta Park.
2.5 Transit Division
FY2019 Accomplishments
Purchased Remix planning and scheduling software to more efficiently evaluate existing
routes, develop new routes/schedules, and create bid rosters; and to minimize the staff hours
required to complete these tasks manually.
Implemented Route 210 deviated fixed route service on NM 6 in Los Lunas (June 2019).
Installed fareboxes on all Rio Rancho Dial-a-Ride buses and changed fare structure to be
consistent with Valencia County Dial-a-Ride.
Implemented the See Something Say Something program by displaying posters on all buses
and at offices to improve customer and employee safety.
Upgraded Trapeze schedule software in partnership with ABQ RIDE.
Redesigned and replaced all Rio Metro bus stop signs in Sandoval and Valencia counties.
Issued a Request for Proposals (RFP) jointly with North Central Regional Transit District for
driver/dispatcher/maintenance uniforms.
Issued an RFP for a new dial-a-ride scheduling software with options including automatic
passenger counters, automatic vehicle location, automated voice annunciators, real-time
vehicle tracking and other customer-side enhancements, and data collection required for
federal and state reporting.
11 Issued a Request for Qualifications for the Job Access Program to solicit responses from both
taxi and Transportation Network Companies (TNCs) such as Uber and Lyft.
FY2020 Goals
Implement anti-human trafficking campaign to include training bus operators to look for signs
of human trafficking, and placing posters on buses and in offices.
Develop a training curriculum to improve operational consistency between both Rio Rancho
and Valencia County divisions, ensure compliance with federal and state safety regulations
and enhance customer service.
Evaluate the performance of and implement route, schedule and stop changes to Route 206
in the City of Belen.
Identify, evaluate and implement potential changes to Rio Rancho Dial-a-Ride, including
expanding the service area and/or providing service to the general public.
Identify, evaluate and implement changes to the Job Access program that would improve
operational efficiency and ridership, including the developing a new brochure and
informational material.
12Section 3: New Mexico Rail Runner Express Capital Plan
The FY2020-FY2026 New Mexico Rail Runner Express (NMRX) Capital Plan finds it basis in the 2013
memorandum of agreement (MOA) between Rio Metro and NMDOT:
The parties shall jointly develop a five (5) year NMRX and NMRX Corridor capital maintenance
plan/capital improvement plan that will be subject to the joint approval of the RMRTD Chief
Executive Officer and the NMDOT Cabinet Secretary. The capital maintenance/capital
improvement plan will be reviewed annually and updated at least every two (2) years. The plan
shall focus on maintaining NMRX in a safe condition and a state of good repair and shall identify
the projected annual costs of planned programs, projects, major purchases, and activities;
projected annual funding amounts by funding source for each program, project, major purchase
or activity; and a demonstration that the plan will maintain NMRX in a safe condition and a state
of good repair. The plan shall comply with the FTA-required NMRX capital asset management plan
and shall demonstrate how the programmed expenditures assist in meeting NMRX performance
targets. The plan will be presented to the STC by RMRTD as part of the NMRX annual report.
As alluded to above, the NMRX Capital Plan is inextricably linked with Rio Metro’s Transit Asset
Management (TAM) Plan. In part, this satisfies 49 USC 5337(b)(2), which requires that projects receiving
Section 5337 State of Good Repair funding be included in a recipient’s TAM Plan. Moreover, because the
NMRX Capital Plan is updated annually as part of Rio Metro’s Short Range Plan—whereas the TAM Plan is
updated every four years—this approach is more responsive to changing asset conditions, previously
unidentified needs, and known budgetary constraints.
The NMRX Capital Plan is divided into five programs:
1. The Capital Maintenance Program accounts for the projects necessary to maintain the rolling
stock, signals, fixed guideway, structures and communications equipment in a state of good
repair. These projects are typically funded with Section 5337 funding.
2. The Grade Crossing Improvement Program lists highway-rail and pedestrian-rail crossings
scheduled for repair or reconstruction. Unless otherwise noted, these projects are funded by
NMDOT through the Section 130 Railway-Highway Crossings program and/or tenant railroad
trackage fees and contributions.
3. The Bridge Improvement Program is derived from the NMRX Annual Bridge Inspection Report
and input from Rio Metro staff and NMDOT’s Rail and Bridge Design bureaus.
4. The Capital Projects Program includes funded and unfunded capital projects that have the
potential to enhance safety, add track capacity, increase train speed and reduce travel time,
improve facilities and equipment, implement Americans with Disabilities Act modifications, etc.
5. Plans and Studies includes various efforts that, if pursued, would likely results in significant
capital and operational investments on the NMRX system.
Each program includes a table with project titles, funding source, costs allocated by fiscal year of
expenditure, and total costs. The tables are accompanied by brief descriptions of each project, and where
applicable, status updates. Also, as noted in the introduction to Rio Metro’s Short Range Plan and more
thoroughly in the TAM Plan, all funded projects reflect Rio Metro’s investment priorities based, in part,
on the outputs of lifecycle cost models and Rio Metro and NMDOT staff input.
13Finally, the NMRX Capital Plan includes improvements on segments of the NMRX system that are not
traversed by the Rail Runner, but are used by Amtrak and/or BNSF. 1 Rio Metro can neither apply federal
formula funds or gross receipts tax revenues (GRT) toward projects along such segments, nor does it have
direct capital responsibility for them (as defined by the TAM rule). These projects are highlighted with an
asterisk noting Rio Metro’s lack of direct capital responsibility.
Nevertheless, NMDOT receives federal formula grants (e.g., Section 130), discretionary grants (e.g.,
TIGER), and trackage fees paid by Amtrak and BNSF that can be applied toward projects off the Rail Runner
corridor. Consequently, these projects are included in the NMRX Capital Plan because they 1) impact the
broader NMRX system; and 2) their funding sometimes passes through Rio Metro’s financial system when
NMDOT utilizes Rio Metro’s contract with Herzog Transit Services, Inc. (HTSI). In these instances, NMDOT’s
(or another agency’s) participation is also noted.
1“Rail Runner” refers to the commuter rail service owned by NMDOT and operated by Rio Metro. “NMRX system” refers to the
railroad infrastructure likewise owned by NMDOT and variously used by Amtrak, BNSF and the Rail Runner.
143.1 Capital Maintenance Program
The capital maintenance program consumes a significant portion of Rio Metro’s Section 5337 State of
Good Repair apportionment, and is typically the largest of the funded programs in the NMRX Capital Plan.
Most of the projects are “programmatic”—that is, they receive about the same amount of funding
annually to maintain an asset (e.g., railroad ties) at an acceptable condition as determined by staff and
the TAM Plan’s lifecycle cost models. Other projects, like locomotive overhauls, are discrete, one-time
costs that arise at a specific time in an asset’s lifecycle.
Capital maintenance projects are divided into four categories: rolling stock (e.g., train cars), fixed
guideway (tracks, signals, bridges, stations, etc.), facilities (e.g., stations) and equipment.
3.1.1 Rolling Stock
Clean Oil, Test and Stencil (COT&S): Every four years, each Bombardier BiLevel cab and coach car
undergoes a detailed inspection and replacement of all major air valves and brake actuators as required
by the Federal Railroad Administration (FRA). This process is referred to as “clean, oil, test and stencil”
(COT&S). There are 13 coach cars and 9 cab cars in the Rail Runner fleet, which means that 5 to 6 cars are
subject to this requirement each year. The annual cost, which includes the COT&S kits, is $170,000.
Exterior Refinish: The cab and coach cars entered service in 2006 and 2008. Since that time, weathering
(sunlight, rain, wind and sand) has negatively affected the exterior paint and Rail Runner logo, and
altogether diminished the look and appeal of the rolling stock. Several companies specialize in refinishing
car exteriors, which includes paint touch up, waxing and buffing, and treating the entire exterior with a
weather- and UV-resistant coating. Approximately $220,000 would be needed to refinish all 22 cars
($10,000 each): 10 in FY2020, 10 in FY2021 and 2 in FY2022 vehicles.
Heating, Ventilation and Air Conditioning (HVAC) Overhaul/Conversion: Each of the 22 cab and coach
cars has 2 HVAC units that must be overhauled periodically and also converted at their first overhaul to
accept a new refrigerant based on US EPA rules. The cost per unit is $20,000, and the program provides
funding for all 44 overhauls within the seven-year program.
Cab/Coach Car Midlife Overhaul: Although far less involved than a locomotive overhaul, each cab and
coach car require some maintenance when they reach midlife. $1,000,000 is reserved in FY2026 to replace
seats and door motors, rebuild the trucks, and refinish the exterior, if necessary, on six cab cars and six
coach cars that entered service in 2006. Depending on each car’s condition and the recency of other
treatments, these overhauls may be staggered into later years.
Head End Power (HEP) Overhaul: Each locomotive has a main engine that applies power to the wheels
and a head end power (HEP) engine that powers the lighting, HVAC and other electrical systems in cab
and coach cars. HEPs must be overhauled as they approach their maximum recommended hours of use.
One HEP will be overhauled per year at an annual cost of $160,000.
15Table 3-1: Capital Maintenance Program
Capital Maintenance Program
Project Unit Unit Cost FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 7-Year Total
Rolling Stock
Cab/Coach Clean, Oil, Test & Stencil Annual Cost $170,000 $170,000 $170,000 $170,000 $170,000 $170,000 $170,000 $170,000 $1,190,000
Cab/Coach Exterior Refinish 22 $10,000 $100,000 $100,000 $20,000 $220,000
Cab/Coach HVAC Overhaul/Conversion 44 $20,000 $130,000 $130,000 $130,000 $130,000 $130,000 $130,000 $100,000 $880,000
Cab Midlife Overhaul 6 $100,000 $600,000 $600,000
Coach Midlife Overhaul 4 $100,000 $400,000 $400,000
Loco. Head End Power (HEP) Overhaul 1/Year $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $160,000 $1,120,000
Loco. Top Deck Overhaul 101 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 102 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 103 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 104 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 105 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 106 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 107 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 108 1 $600,000 $600,000 $600,000
Loco. Top Deck Overhaul 109 1 $600,000 $600,000 $600,000
Loco. Traction Motor Repair 8 Repairs/Year $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,400,000
Loco. Turbo Replacement 1/Year $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $24,000 $168,000
Coupler Repair/Replacement 4/Year $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $140,000
Wheel Replacement 15/Year $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000
Fixed Guideway
Ballast 10,000 Tons/Year $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $1,400,000
Bridge Components Annual Cost $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $210,000
Emergency Drainage Cleanout Annual Cost $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $560,000
Fencing 10 Miles/Year $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000
Frog Replacement 5/Year $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000
Other Track Material Annual Cost $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000
PTC Capital Maintenance Annual Cost $3,500,000 $1,750,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $19,250,000
Signal Component Replacement Annual Cost $189,000 $189,000 $189,000 $189,000 $189,000 $189,000 $189,000 $189,000 $1,323,000
Ties 11,500/Year $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $7,000,000
Ongoing Capital Maintenance Annual Cost $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,750,000
Facilities
Station IT Refresh Annual Cost $172,000 $172,000 $172,000 $172,000 $172,000 $172,000 $172,000 $172,000 $1,204,000
Station Rehabilitation Annual Cost $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $230,000 $1,610,000
Station Signage Refresh Annual Cost $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $19,000 $133,000
Equipment
Communications System (Radios) 1 $50,000 $50,000 $50,000
Total $4,374,000 $6,124,000 $7,844,000 $7,774,000 $7,174,000 $6,574,000 $7,544,000 $47,408,000
16Locomotive 101-109 Top Deck Overhauls: Rail Runner service utilizes nine Motive Power MP36PH-3C
locomotives. Five were built in 2005 and four were built in 2008. Locomotives are typically subject to a
“midlife” overhaul 15 years from their first date of use. Midlife overhauls are necessary to correct wear in
mechanical and electrical parts, including the main engine, traction motors, trucks, switchgear, electrical
components, turbos, etc. Because many of these components are already repaired, replaced or
overhauled through other projects in this capital maintenance program, the “top deck” overhaul focuses
on the prime mover (diesel engine) and the main generator that powers the traction motors.
According to the lifecycle cost
models, the five oldest locomotives
should all be overhauled in FY2021
and the remainder should be
overhauled in FY2024. However,
because the capital maintenance
budget cannot absorb the $5.4
million ($600,000 per locomotive) to
perform these overhauls over just
two years, the overhauls will be
spread over five years. Therefore,
two locomotives per year will be overhauled between FY2020 and FY2023. The ninth locomotive will be
overhauled in FY2024.
PTC Capital Maintenance: Following PTC installation in the first half of FY2021, the onboard, wayside,
communication and hosted back office segments will require significant maintenance and component
replacement. Furthermore, the PTC system requires periodic licensing fees and software/hardware
upgrades. This project anticipates these needs by programming $1,750,000 in FY2021 and $3,500,000 in
subsequent years.
Traction Motor Repair: Traction motors are the electric motors in the truck assembly of a locomotive that
turn the wheels when power is applied from the main engine. Rail Runner locomotives experience traction
motor failures at higher rates than other passenger rail operators for a variety of environmental reasons
including altitude, climate and grade. When a traction motor fails, it has to be shipped out of state because
of the specialized equipment and parts required to perform the repairs. The program allocates $200,000
annually for traction motor repairs.
Turbocharger Replacement: The turbochargers on Rail Runner locomotives need to be replaced
periodically due to normal wear and lifecycle replacement requirements. $24,000 is included in each of
the program’s seven years to replace one turbocharger.
Wheel Replacement Program: Locomotive and car wheels wear over time and must be replaced based
on FRA’s regulations pertaining to wear. This program allocates $50,000 per year to replace approximately
15 wheels on Rail Runner rolling stock.
173.1.2 Fixed Guideway
Note: Projects labeled “Material Only” exclude labor. Instead, this labor is budgeted in Rio Metro’s annual
operations and maintenance contract with HTSI.
Ballast (Material Only): Ballast is used in the undercutting and resurfacing processes to restore the
roadbed upon which the ties and rail rest. Similar to repaving a highway, periodically cleaning and
replacing the ballast helps maintain the tracks’ alignment and ensures a safe and smooth ride. $200,000
is allocated annually to purchase 10,000 tons of ballast.
Bridge Components (Material Only): $30,000 is allocated annually to purchase bridge components for
minor or immediate repairs identified in the annual bridge inspection process.
Emergency Drainage Cleanout: Pipes,
culverts and other drainage structures along
the guideway can become clogged or
damaged because of flooding or excessive use
and may require emergency cleaning or
repairs. While the cost of this work can vary
widely from year to year, $80,000 is set aside
annually in line with historical costs.
Frog Replacement: Frogs are an integral part
of a railroad turnout or switch. Frogs require
grinding and welding at periodic intervals to
extend their service life, and eventually need
to be replaced. The life span of a frog is highly
dependent on the tonnage that it carries,
requiring some to be replaced more often
than others. Based on historical need,
$50,000 is allocated to replace up to five frogs
per year.
Other Track Material (Material Only): In addition to ties, ballast and rail, the guideway requires other
minor components such as anchors, tie plates, spikes, etc. to remain operable and in a state of good repair.
$50,000 per year is programmed to purchase these ancillary materials.
Signal Component Replacement (Material Only): The signal system controls the movement of trains and
is essential to safety. Major components of this system—including control points; intermediate signals;
signal bungalows; switches and switch heaters; highway-grade crossing gates and signals; high water
detectors; dragging equipment detectors; pole line circuits; data and voice communications equipment;
etc.—have subcomponents that must be replaced periodically as they reach the end of their useful life or
because of the operating environment. $189,000 is allocated annually to replace these components.
Ties (Material Only): In order to keep the track in a state of good repair and at a suitable FRA-designated
class for Rail Runner and Amtrak passenger service (typically Class IV), about 11,500 ties are replaced each
year. $1 million per year is programmed to purchase these ties.
18Ongoing Capital Maintenance: This project reserves funding for the capital maintenance of rolling stock,
fixed guideway, facilities and equipment that are not otherwise anticipated by the previous projects. The
amount allocated to this project is typically the difference between preceding project costs and the
anticipated obligation for the Section 5337 program, which can vary from year to year. Accordingly, the
final amount in Rio Metro’s grant application for this project is commonly adjusted upward or downward
from the amount shown in Table 3-1 ($250,000).
3.1.3 Facilities
Station IT Refresh: Each of the 15 Rail Runner station has multiple IT, audio and security components,
including a PC, router, network switch, uninterrupted power supply, audio controller, amplifier, speakers,
cameras, DVR, message board, etc. These components reach the end of their useful lives between 5 and
10 years, so the capital maintenance program now includes $170,000 annually to ensure that each
station’s IT components may be replaced every 7 years.
Station Rehabilitation: As with the Rail
Runner fleet, station infrastructure, especially
parking lots, are beginning to show wear and
may require a variety of treatments (e.g.,
crack sealing, overlay, and milling and paving).
Based on the lifecycle cost models, Rio Metro
should begin setting aside approximately
$230,000 per year, on average, to maintain
them in a state of good repair.
Station Signage Refresh: There are signs of
various types (monument, wayfinding, kiosk,
etc.) and sizes at Rail Runner stations that are
wearing, particularly because of UV- and sun-
related damage. Based on the lifecycle cost
models, Rio Metro should begin setting aside
approximately $19,000 per year, on average,
for repainting and resurfacing, and replacing
components and sign faces.
3.1.4 Equipment
Communications Equipment (Radios): Almost all Rio Metro rail staff utilize a radio (handheld or vehicle
based) on a regular basis to monitor train activity, respond to emergencies, maintenance calls, weather
events, etc. The entire set of radios is scheduled to be replaced in FY2022 at an estimated cost of $50,000.
193.2 Grade Crossing Improvement Program
The NMRX system has approximately 120 public highway- and pedestrian-railroad grade crossings. About
80 of these crossings are traversed by the Rail Runner, but others, for which Rio Metro has no direct capital
responsibility, are used exclusively by Amtrak (e.g., between control points Madrid and Lamy) or by BNSF
(e.g., crossings on industry spurs).
Over the years, NMDOT and Rio Metro have worked cooperatively to close or improve these crossings, as
they are locations where trains, vehicles, pedestrians and bicyclists can potentially come into conflict. In
fact, NMDOT continues to allocate a portion of the state’s Section 130 (Railway-Highway Crossings
Program) apportionment from USDOT for NMRX system crossings. These Section 130 funds are
sometimes supplemented by tenant railroad contributions and local government funding when their
highway and pedestrian projects require crossing improvements. Table 3-2 identifies crossings presently
funded through the Section 130 program and unfunded crossings that are likely candidates for Section
130 funding as it becomes available.
Unless otherwise noted, the crossings described on the following pages are typically reconstructed to
address the following common issues:
The crossing has sunk below the level of the roadway and the field-side boards (those between
the rails and the roadway edge) have turned inward toward the rail. This dip-like condition allows
water to collect underneath and undermine the crossing and the approaching asphalt.
The crossing boards are made of a material other than concrete (e.g., rubber, timber). These
materials are more likely to deteriorate and deform. To increase longevity, all crossings are now
reconstructed with concrete panels.
The ties supporting the crossing boards have deteriorated, causing the screw spikes that hold the
crossings boards in place to back out.
3.2.1 Funded Crossings
Alta Vista Trail (Santa Fe): While signed, the
existing sidewalk that crosses the railroad
tracks on the south side of Alta Vista St. lacks
lights and gates. This project will utilize
$97,000 in Section 130 funds in FY2020 to
install lights and gates at this east-west
crossing, thereby converting it into a multi-
use trail crossing in conjunction with a City of
Santa Fe project to extend the Rail Trail.
013759J Avenida Bernalillo (Town of
Bernalillo): The Avenida Bernalillo crossing,
which includes Main 1 and the Bernalillo
Siding, will receive new gate mechanisms at
and sidewalks through the crossing to connect
with recently constructed pedestrian improvements in the vicinity of the Downtown Bernalillo Station.
$400,000 is allocated in F2021.
20Table 3-2: Grade Crossing Improvement Program
Grade Crossing Improvement Program
Funded
Crossing Funding FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 7-Year Total
Alta Vista Trail 130 $97,000 $97,000
Avenida Bernalillo 130 $400,000 $400,000
Courthouse Road* HSIP TBD TBD
Indian Service Road 88** CMAQ TBD
Lucero Road 130 $160,000 $160,000
Ortega Road 130 $165,000 $165,000
Rio Bravo Boulevard*** STP-U TBD
Sawmill Spur: 8th Street 130 $150,000 $150,000
Woodward Road*** STP-U TBD
Subtotal $257,000 $550,000 $165,000 $0 $0 $0 $0 $972,000
Unfunded
Crossing Funding FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 7-Year Total
Claremont Avenue -- $472,000 $472,000
Griego Road -- $185,000 $185,000
Lomas Blvd. -- $98,000 $98,000
Menaul Blvd. -- $204,000 $204,000
Tribal Road 54 -- $200,000 $200,000
Trujillo Road -- $185,000 $185,000
Subtotal $0 $0 $302,000 $472,000 $0 $570,000 $0 $1,344,000
Total Cost $257,000 $550,000 $467,000 $472,000 $0 $570,000 $0 $2,316,000
*Project funded/budgeted by the Village of Los Lunas. Does not appear in Rio Metro's budget.
**Project funded/budgeted by Kewa Pueblo. Does not appear in Rio Metro's budget.
***Project funded/budgeted by Bernalillo County. Does not appear in Rio Metro's budget.
019462Y Courthouse Road (Los Lunas): As part of a larger safety improvement project, the Courthouse
Rd. grade crossing will be relocated approximately 200 feet north and aligned perpendicular to the tracks.
A four-quadrant gate system will also be installed that will protect the sidewalks at the crossing and make
the crossing quiet-zone compatible. The larger project has HSIP funding in FY2020 and FY2021, although
costs specifically attributable to the crossing are not presently known.
013737J Indian Service Road 88 (Kewa Pueblo): Kewa Pueblo is constructing a multi-use trail along ISR
88, which will include improvements to the existing crossing east of the Kewa Station. The larger project
has CMAQ funding in FY2020, although costs specifically attributable to the crossing are not presently
known.
013760D Lucero Road (Town of Bernalillo): $160,000 has been programmed in FY2020 to construct
pedestrian improvements in connection with the Downtown Bernalillo Station Crossing and Trail Safety
Improvements, Phase II. The timber crossing panel was recently replaced with a concrete panel in FY2019.
013773E Ortega Road (North Valley): $165,000 has been programmed in FY2022 to reconstruct this
timber crossing.
21019424P Rio Bravo Boulevard (Bernalillo County): As part of a larger project to reconstruct the Rio Bravo
Blvd./2nd St. intersection, the crossing will be reconstructed to include the replacement of cantilever
signals with a signal bridge. The larger project has STP-U funding in FY2020, although costs directly
attributable to the crossing are not presently known.
Saw Mill Spur: 019373G 8th Street (Albuquerque): The Saw Mill spur extends west from Main 1 and allows
BNSF to occasionally serve commercial and industrial businesses in the Saw Mill neighborhood located
between I-40 and Mountain Rd. The Saw Mill spur crosses 1st, 2nd, 3rd, 4th, 5th, 6th, 8th and 12th streets.
These crossings have rubber and timber panels that are warping, sinking and in some cases unravelling.
The 8th St. crossing features three tracks, one of which was upgraded with concrete panels in 2015. The
remaining two crossings will receive concrete panels in FY2021 at a cost of $150,000.
019415R Woodward Road (Bernalillo County): As part of a larger project to improve Woodward Rd., the
Woodward Rd. grade crossing will be reconstructed and a four-quadrant gate system will be installed. The
larger project has STP-U funding in FY2020, although costs directly attributable to the crossing are not
presently known.
3.2.2 Unfunded Crossings
019359L Claremont Avenue (North Valley): The rubber crossing boards have reached the end of their
useful life and need to be replaced with concrete panels. The NMRX Grade Crossing Pedestrian & Bicyclist
Safety Study also calls for extending the panels, relocating gate masts and guardrails that are in line with
existing sidewalks, constructing the sidewalks through the crossing, and potentially relocating a utility
pole. Additional signage, markings and detectable warning surfaces would also be installed. $472,000 in
FY2023 would be adequate to construct these improvements.
019453A Griego Road (Los Lunas): The Griego Rd. crossing has settled, causing a depression in the
roadway and track that will worsen over time. Although the crossing features concrete panels, their first-
generation design precludes easy removal and maintenance. The only option is to reconstruct the
crossing. Accordingly, $185,000 is recommended in FY2025.
019399J Lomas Blvd. Median Gates (Albuquerque): The two existing gate arms on the shoulders of Lomas
Blvd. are each long enough to span three vehicle lanes. However, their excessive length leads to several
22problems: damage during high winds, long descent times to reach their final horizontal position, and gate
mechanism wear. The NMRX Grade Crossing Pedestrian & Bicyclist Safety Study also called for extending
the existing panels and modifying the sidewalk width for ADA compliance, in addition to installing
additional signage, markings and detectable warning surfaces. $98,000 is recommended in FY2022 to
construct these improvements.
019360F Menaul Blvd. Median Gates (Albuquerque): The two existing gate arms at the Menaul Blvd.
crossing suffer the same issues as those at Lomas Blvd. and would likewise benefit from median gates so
that the length of the existing gate arms may be reduced. The NMRX Grade Crossing Pedestrian & Bicyclist
Safety Study also called for relocating the existing masts to meet ADA requirements for sidewalk width,
diverting the sidewalk around a utility pole, and installing additional signage, markings and detectable
warning surfaces. $204,000 is recommended in FY2022 to construct these improvements.
019445H Tribal Road 54 Cut-Off Track (Isleta Pueblo): The crossing at Tribal Rd. 54 has two tracks, Main
1 and a cut-off track used by Amtrak trains that connects the Albuquerque Subdivision to the Gallup
Subdivision that is part of BNSF’s Southern Transcontinental route. While the Main 1 crossing was recently
reconstructed, the cut-off track has settled, causing a depression that affects both motorists and trains.
Furthermore, because this crossing is in the middle of a curve, it is possible that train wheels could leave
the rail and ride on the wooden crossing board. Finally, the deteriorating ballast is hindering drainage,
which will exacerbate these conditions with time. $200,000 is recommended in FY2025 to reconstruction
this crossing.
019457C Trujillo Road (Los Lunas): Like Griego Rd., the Trujillo Rd. crossing has settled, causing a
depression in the roadway and track that will worsen over time. Although the crossing features concrete
panels, their first-generation design precludes easy removal and maintenance. The only option is to
reconstruct the crossing. Accordingly, $185,000 is recommended in FY2025.
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