Since the adoption of the Caltrain Long Range Service Vision in the fall of 2019, the Caltrain Business Plan has been focused on analysis related to the near- and medium term future of the railroad. With the advent of the COVID-19 Pandemic, the Business Plan is pausing a number of activities and re-orienting our focus for the next several months to recovery planning. We will bring these efforts forward through the same stakeholder venues that we have been using for the Business Plan process to date. We hope to complete these efforts and bring the entire Business Plan process to a conclusion in fall of 2020.
In the meantime, please explore work completed to-date and sign up for updates on the Get Involved page. Thanks for visiting and take care!
Business Plan Overview
Caltrain is one of the busiest commuter rail systems in the country and demand for our service is growing. Caltrain already provides a convenient and cost effective alternative to driving, connecting more than 65,000 passengers a day to jobs and housing in San Francisco, San Mateo, and Santa Clara counties. In order to support a changing region and meet future demand the system will need to grow.
The Caltrain Business Plan is a joint effort with agency partners and communities along the corridor to plan for this growth. The Business Plan will help us develop a better understanding of the region’s future transportation needs and will identify opportunities and strategies for how the Caltrain system can help.
Why think about the future of the corridor?
The Bay Area population and economy have continued to grow, leading to:
Traffic congestion and longer, unreliable commutes
Increased cost of transportation and housing
Electrification of the Caltrain corridor is underway and will allow Caltrain to run faster, more frequent service while reducing noise and emissions.
Electrification creates the potential for expanded Caltrain service that will meet the current and future needs of our region. The Business Plan will identify the best strategies for maximizing this potential by developing a long-term service vision for the corridor, defining the infrastructure needed to support that service vision, and identifying opportunities to fund the implementation of these improvements.