RIVERSIDE TRANSIT AGENCY 1825 Third Street Riverside, CA May 4, 2016

Transcription

1 RIVERSIDE TRANSIT AGENCY 1825 Third Street Riverside, CA May 4, 2016 TO: THRU: FROM: BOARD BUDGET AND FINANCE COMMITTEE Larry Rubio, Chief Executive Officer Craig Fajnor, Chief Financial Officer Rohan Kuruppu, Director of Planning SUBJECT: Request to Hold a Public Hearing on the Fiscal Year 2016/2017 (FY17) Operating Budget, Capital Budget, and Short Range Transit Plan (SRTP) and Adopt the FY17-FY19 SRTP and Budgets Summary: Presented for consideration are the Agency s Operating budget, Capital budget, and SRTP for the fiscal year ending June 30, 2017 (FY17). The SRTP must be updated annually in order for the Agency to remain eligible for external funding. It should be noted that the SRTP document accompanying this staff report is not final at this point as additional comments from key external stakeholders had not been received at the time this agenda item was published. However, key concepts and facts, such as service plans and financial data, contained in the document are valid and correct. The final version the full Board of Directors will consider will include all other inputs and will not result in material changes. The proposed budgets are developed to support the overall Agency goals of providing safe and reliable public bus transportation in western Riverside County, providing excellent customer service, and increasing ridership all within given fiscal constraints. The FY17 SRTP assumes an increase in system-wide revenue service hours of six percent over FY16. However, the FY17 SRTP assumes a ridership reduction of over eight percent compared to FY16 due to the current declining trend which staff hopes to reverse during FY17. The FY17 Operating and Capital budgets reflect the Agency s plan to continue to address and implement the direction of the Boardadopted Comprehensive Operational Analysis (COA) / 10-year Plan where financially viable. Consistent with recent fiscal years, the budget and SRTP reflect a strategy to provide a service offering that is efficient and cost effective. Item 11 24

2 In summary, the $75,997,588 FY17 Operating budget represents a ten percent increase over the FY16 Operating budget. Conversely, the $11,284,466 FY17 Capital budget is planned to decrease 61% over the FY16 mid-year Capital budget. The Operating budget increase and Capital budget decrease are discussed in greater detail in this staff report as well in the attached Budget Summary. Operating Budget The FY17 Operating budget assumes the following service adjustments from the soon-to-be-completed FY16: 1. Full-year Feeder services to the new Metrolink Perris Valley Line 2. Mid-year implementation of new/additional 91 Express service in support of the 91 Freeway expansion 3. The addition/re-implementation of Sunday service on three holidays: Thanksgiving Day, Christmas Day, and New Year s Day 4. The second year of a two-year pilot project known as DAR Plus. DAR Plus evaluates the feasibility of providing demand response service beyond the current/statutory ¾ mile boundary of a fixed route. 5. Enhancements to existing routes to address passenger demand and improve system performance. The budget includes the sixth year of the award-winning Freedom To Go travel training program, which commenced in FY12. Travel training is designed to move passengers from demand response Dial-A-Ride (DAR) service to local fixed route service, which benefits both the customer and the Agency. The Operating budget also includes the full-year run rate of certain positions added in FY16, while deleting other positions to ensure the agency lives within its means. Other post-employment benefits (OPEB) funding is, again, at an estimated annual required contribution (ARC) level. Highlights of the FY17 Operating Budget are: 4 Coach Operator positions above the FY16 budget due to growth in directly-operated service attributed to the items identified above. 1 Maintenance position below the FY16 budget due retirement. 9 Administrative positions below the FY16 budget in order to live within given fiscal constraints. Item 11 25

3 Fringe Benefits including, but limited to, medical and Worker s Compensation Increased Purchased Transportation costs from FY16 budget due to established rates per contracts, service growth, and fuel. Compressed natural gas (CNG) and unleaded gasoline fuel costs consistent with recent history. Increased insurance costs reflective of market conditions. Capital Budget As mentioned previously, the FY17 Capital budget is reduced by 61% over the current mid-year FY16 Capital budget. The biggest driver in the reduction is no programming of Prop 1B funds compared to FY16 ($13 million). The $11 million request includes the programming of Bond Proceeds funding from the 91 Freeway expansion project. These funds supplant previously-programmed LTF for the purchase of 6 40 CNG buses to operate on the new 91 Express services. The remainder of the budget includes funding for: revenue vehicles and spare parts/tires; facilities and maintenance-related items; information systems; transit facilities/improvements; and, additional funding toward a new central Operations & Maintenance Facility. Staff has prioritized the Agency s capital improvement needs with strong consideration toward maintenance of critical operations, vehicle procurements to maintain and grow existing services, and development of future transit facilities. FY17 Capital projects include the following: Mid-sized contracted fixed route revenue vehicles (10) Demand Response revenue vehicles (33) Support equipment including tire lease Facility maintenance Associated Transit Improvements Centralized Operations and Maintenance Facility Item 11 26

4 The FY17 Operating and Capital budgets are fully funded based on revenue projections that are contained in the Agency s SRTP, most of which are provided by the Riverside County Transportation Commission (RCTC). Operating and Capital revenue sources, as requested to RCTC, are summarized below: Revenue Source Operating Capital Local Transportation Funds (LTF) $ 44,449,217 $ (3,698,701) Federal Transit Administration $ 14,500,000 $ 6,130,270 Section 5307 Federal Transit Administration Section 5339 $ $ 3,161,767 Federal Transit Administration $ 370,000 $ - Section 5310 Federal Transit Administration $ 550,261 $ - Section 5311 Federal Transit Administration Section 5304 $ 83,600 $ - Bond Proceeds $ 425,000 $ 3,698,701 State Transit Assistance (STA) $ - $ 1,992,429 Passenger Fares $ 11,050,000 $ - Measure A $ 2,804,000 $ - Cap & Trade Low Carbon Transit $ 460,410 $ - Ops Program Other (Interest, Shelter Advertising, RIN s/lcfs credits) $ 1,305,100 $ - Total $ 75,997,588 $ 11,284,466 The proposed Operating and Capital budgets represent the financial resources required to implement the FY17 service plan and to position the Agency for future operations. At this time, due to funding guidance provided by RCTC, staff believes that overall budgeted amounts can be supported, in aggregate, through the use of both new FY17 revenues and the use of prior year funds. However, clearer delineation of funding sources by cost objective could change over the next several weeks resulting in minor adjustments. An overview of revenues, expenditures and analysis of Operating budget changes is shown in a Budget Summary that accompanies this report. The budget package also includes the following schedules: Detailed comparative budget schedules by department Travel Budget (at the end of the Budget Summary) Item 11 27

5 Fiscal Impact: Recommendation: The SRTP also contains estimates for FY18 and FY19 operating expenses and capital needs. These estimates are based on anticipated aggregate revenues that could require further service modifications. The FY17 and FY18 budgets estimates reflect nearterm needs as well as the projection of significant capital demands such as vehicle replacements due to the aging Agency mid-sized revenue fleet and the Agency support vehicle fleet. The proposed FY17 Operating budget is $75,997,588. The proposed FY17 Capital budget is $11,284,466. The total proposed FY17 Operating and Capital budget is $87,282,054. Funding for all operating activities, in aggregate, is available from: LTF; Measure A; Federal Sections 5304, 5307, 5310, and 5311 funds; farebox sources; and, other local support revenues. Funding for all capital projects, in aggregate, is available from: Federal Sections 5307 and 5339; Bond Proceeds; and STA. Recommend this item to the full Board of Directors for their consideration as follows: Hold a public hearing on the FY17 Operating budget, FY17 Capital budget, and the FY17 FY19 SRTP, and adopt the SRTP and budgets at the May 26, 2016 Board of Directors meeting. Authorize staff to amend all necessary contractual documents affected by the adopted budget as appropriate and in accordance with Agency Procurement Policies. Item 11 28

6 FY17 BUDGET SUMMARY Introduction The Agency s fiscal year 2016/2017 (FY17) budget reflects a strategy to grow current levels of safe, reliable and effective public bus transportation service by six percent while considering the continued economic and systemic pressures that demand efficiency to the greatest extent possible. To that end, the Agency is planning for a service level that balances forecasted fiscal constraints with the varied profile of the service area as well as delivering services aimed at key areas involving new Metrolink Perris Valley Line service and enhanced 91 freeway express services. Staff remains fully committed to exploring all service and financial alternatives necessary to meeting the public transit needs of the citizens who live and work in Western Riverside County. Public transportation helps alleviate congestion, ensures mobility, promotes more livable communities, and assists with meeting additional needs that arise as a result of the Americans with Disabilities Act (ADA). Ridership Through fiscal year-to-date March 2016, systemwide ridership is three percent lower than the prior year. The Agency has experienced a three percent decrease in ridership across its fixed route service segments while Dial-A-Ride (DAR)/taxi overflow service has increased three percent. Despite the planned six percent increase in service levels, FY17 system-wide ridership is expected to decrease over eight percent compared to the FY16 budget. FY17 service and corresponding ridership projections are an annualized version of where the service offering will be as of June 30, 2016 plus a conservative estimated effect of the adjustments and additions contemplated in FY17. Fare revenue is forecasted to decrease six percent over the FY16 budget. Revenues As currently budgeted, total Agency revenue for FY17 is $87,282,054, with $75,997,588 projected for operating expenses and $11,284,466 projected for capital projects. Agency operating revenues for FY17 reflect an increase of $6,918,001, or ten percent over FY16, while capital revenue will decrease $17,380,179 or 61% under FY16 levels. The significant decrease in the capital budget request is attributable to not programming any Prop 1B funding in FY17 as well as a reduced vehicle procurement requirement. Operating revenue of $75,997,588 consists of: Local Transportation Funds (LTF); Federal sections 5307 (current year apportionment and carryover), 5310, and 5311; Measure A; passenger fares/revenue agreements; and, other local revenues. The projected LTF operating revenues of $44,449,217 is 59% of the total, and represents an increase of $5,581,449 or 14% over FY16 levels. Item 11 29

7 Federal funding to be used for operating is $18,224,261 and represents 20% of the total. Passenger Fares (15%), Measure A (4%), and other local revenues (2%) constitute the remainder and include Low Carbon Transit Operations Program (LCTOP), Bond Proceeds and those related to CNG usage. The Operating budget covers service to be provided on both directly operated and contracted fixed routes, as well as DAR/taxi overflow trips including the second year of DAR Plus. For FY17, the operating budget also includes funding for the continuation of the Travel Training program and completion of the First and Last Mile Study. Capital revenues of $11,284,466 are programmed in FY17. The majority of these funds will be spent beyond FY17. Capital funding consists of: Federal Sections 5307 and 5339 (82%); and, State Transit Assistance (STA; 18%). Bond Proceeds will supplant previously programmed LTF for the purchase of 6 heavy-duty CNG buses that will be used on the new 91 Express service. Item 11 30

8 Total Operating & Capital Revenues $87,282,054 Operating Revenues Capital Revenues $75,997,588 $11,284,466 Passenger Fares Federal $11,050,000 $9,292,037 LTF Operating Assistance FTA Section 5307 $44,449,217 $6,130,270 Federal Operating Assistance FTA Section 5339 $15,503,861 $3,161,767 FTA Section 5307 STA $14,500,000 $1,992,429 FTA Section 5310 Bond Proceeds $370,000 $3,698,701 LTF (re-program to FTA Section 5311 Operating) $550,261 ($3,698,701) FTA Section 5304 $83,600 Low Carbon Transit Ops (Cap & Trade) $460,410 Measure A $2,804,000 Bond Proceeds $425,000 Other Local Revenue $1,305,100 Item 11 31

9 Service Modifications FY17 will feature full-year feeder service to the new Metrolink Perris Valley Line and mid-year implementation of new 91 Express service. In addition, the Agency will continue its DAR Plus pilot/demonstration program which will provide demand-response service for those DAR-eligible customers living up to two miles beyond the current three-quarter mile boundary of a fixed route. The agency receives specific funding for DAR Plus, including Measure A. This unique service must be farebox ratio recovery compliant (10% or greater) after the twoyear pilot period concludes (end of FY17) in order to continue to be funded. Through March 2016, DAR Plus actual farebox recovery ratio is 14.16%. The Agency will also re-start Sunday service on three holidays: Thanksgiving Day, Christmas Day, and New Year s Day. Service for FY17 is budgeted to increase six percent over the service offering budgeted in FY16. Fixed route service is expected to grow five percent over FY16 budgeted levels. DAR service is expected to increase ten percent over FY16 budgeted levels. Operating Budget - Functional Profile $14,917,378 Operations $1,178,485 Maintenance Planning Administration $9,949,615 $49,952,110 Operations (66%) constitute the largest component of the proposed operating budget. Maintenance (13%) is the second largest component of the total. Thus, combined Operations and Maintenance equate to 79% of the Agency Operating budget. Planning and Administration combine for the remaining 21% of the operating budget. The Agency s FY17 Operating budget does include funding up to the estimated Annual Required Contribution (ARC) level for Other Post- Employment Benefits (OPEB) in this case retiree medical. An updated actuarial valuation for this benefit will be calculated after the completion of FY17. Functional Operating budget highlights: Staffing budgeted at 6 positions (net) below FY16 Budget including: o Coach Operators (+4) o Maintenance (-1) o Administration (-9) Item 11 32

10 Fringe benefits including, but not limited to, medical insurance and Worker s Compensation Purchased transportation including: o the first year of Empire Transportation s second contract for contracted fixed route service o the third full fiscal year of Transdev s contract for DAR service. Transdev commenced service for the Agency in February o the fourth year of Network Paratransit s contract for taxi overflow service. Network will also provide service under DAR Plus. Continued restricted use of consultants for scheduling, planning, legislative and information systems activities Completion of a First/Last Mile Study Provision for CNG and Unleaded Gasoline fuel costs Agency s overall insurance program Travel and training at levels to retain currency with industry and specialty knowledge Operating Budget - Cost Element Profile The operating budget contains five (5) major cost elements. The elements are: Salaries and Benefits (50%), which are made up of wages and fringe benefits including medical, Worker s Compensation and OPEB ARC. Purchased Transportation (36%), which represents the resources required for contracted transportation services for DAR/Taxi Overflow and certain fixed-route services Materials and Supplies (4%), made up primarily of fuel, parts, and lubricants for the operation, repair and maintenance of Agency vehicles Services (4%), such as external auditing, legal counsel, legislative support, marketing, outside maintenance, custodial, armored transport, actuarial services, insurance brokerage and towing Other Expenses (6%), which include insurance, utilities, printing and publications, advertising and promotion, dues and subscriptions, and other miscellaneous expenses. Item 11 33

11 A profile of proposed expenditures by cost element is shown below: $5,074,034 Salaries & Benefits $27,516,161 Services $3,120,381 $2,659,039 $37,627,973 Materials & Supplies Purchased Transportation Other Expenses Farebox Recovery Ratio Based on a target of 17.48%, the Agency s budgeted Farebox Recovery Ratio of 19.35% exceeds target by 1.87%. The Agency must meet this ratio in order to continue to receive LTF and STA funding. Capital Budget The proposed FY17 Capital budget totals $11,284,466. Capital funding will be used for the purchase of critical items to maintain and grow existing operations and service levels. A Capital budget profile by project element is shown below: $200,000 $1,576,202 Maintenance Revenue Vehicles Facilities $4,218,969 $5,289,295 Shelters & Stops Notable capital projects included in the proposed FY17 Budget include: Revenue vehicles replacement (10 mid-sized fixed route, 33 DAR) Spare parts and tire lease IT, facilities and maintenance support equipment Improvements for bus stops, transfer points, and transit centers Additional funds for a centralized Operations and Maintenance facility Item 11 34

12 Riverside Transit Agency FY17 Operating Expense Budget Account name All Departments Salaries & Wages Union Salaries & Wages Union OT Light Duty Union Admin Salaries Admin Salaries OT Total Salaries Medicare Union Medicare Social Security Pension Plan Union Pension Plan Deferred Comp Union Deferred Comp Non Union Hospital, Medical/Surg Un Hospital, Medical/Surg GASB OPEB Dental Plan Union Dental Plan Life Insurance Union Life Insurance State Disability Unemployment Ins Union Unemployment Ins Workers Comp Union Workers Comp Sick Leave Pay Union Sick Leave Pay Holiday Pay Union Holiday Pay FY16 Budget FY17 Budget 11,972,593 12,642,198 1,712,094 1,882,554 14,960 2,379 7,042,931 7,099,523 94,558 98,740 20,837,136 21,725, , , , ,078 12,606 11,626 1,370,839 1,593, , , , ,750 98, ,272 4,607,513 3,609,520 1,563,041 1,141,272 1,350,000 2,500,000 59,866 59,378 18,735 16,368 15,878 9,366 50,936 38,284 65,067 64,833 40,000 40,000 10,000 10, , ,000 20,000 50, , , , , , , , ,962 Item 11 35

13 Riverside Transit Agency FY17 Operating Expense Budget Account name Vacation Pay Union Vacation Pay Other Paid Abs Union Other Paid Abs Uniform Rental Union Uniform Rental Tool Allowance Union Educational Benefit Other Fringe Total Benefits Total Salaries & Benefits Prof & Tech/Consultants Legal Medical Review Temporary Help Contract Service Air Time & Repeater Service CNG Compressor Maint Security Security Downtown Terminal Other Services Towing Fees Total Services Office Supplies & Postage Janitorial Supplies Stops & Zones Supplies Time Tables/System Map Tickets, Passes & Transfers FY16 FY17 Budget Budget 890, , , ,583 82,816 88,126 16,293 16,992 72,858 85, ,710 13,530 59,131 38,824 36,900 45,000 15,400,546 15,902,578 36,237,682 37,627, , , , ,000 23,500 23,500 12,000-1,142,696 1,034,009 49,200 25, , , , , , , ,968 7,700 8,500 2,849,733 2,659,039 75,500 25,000-55,000 51,343 30, , ,000 5,000 - Item 11 36

14 Riverside Transit Agency FY17 Operating Expense Budget Account name Kiosks Unleaded Gas Diesel Fuel Lube/Oil CNG Fuel Tires & Tubes Non Inventory Parts Inventory Parts Shop Tools & Equipment Other Mat & Supplies-Misc Total Materials & Supplies Light, Heat, Gas, Sewage CNG Electricity Telephone/Internet Total Utilities Premium-Physical Damage Premium-Liability Ins Property & Other Ins Prem First Aid Recovery Payments Liability Payouts Total Insurance Fuel & Lube Taxes Haz Waste Generator Fees UST Fees (Taxes/Testing) S.C.A.Q.M.D. Permit Fees Industrial Water Fees Indust Oper Permit Fees FY16 FY17 Budget Budget 6,000 8, , , , ,736 1,500,421 1,488,161 8,000 15,333 34,718 35, , ,946 21,000 9, ,330 94,600 3,162,908 3,120, , , , , , , , , , , ,000 2,600, , , (20,000) (35,000) 50, ,000 1,355,435 3,190,034 26,500 28,000 2,550 2,650 5,215 3,215 2,550 2,750 7,100 4,000 7,200 7,750 Item 11 37

15 Riverside Transit Agency FY17 Operating Expense Budget Account name Fees & Permits/Other Taxe Total Taxes & Permits Promo-Graphic Design & Art Promo-Printing Website Design Maintenanc Translation Services Photography Special Events - Operatio Ad & Promo-Radio Ad & Promo-Expos/Shows Ad & Promo-Newspaper Ad Ad & Promo-School Publica Ad & Promo-Misc Pub Ads Ad & Promo-Community Advert Ad & Promo-Promo Items Ad & Promo-Misc Total Advertising Dues & Subscriptions Employee Activities Awards Program Annual Rodeo Rule 1501-Rideshare Total Dues & Subcriptions Travel & Meetings Training & Mileage Per Diem - Mileage Per Diem Total Training FY16 Budget FY17 Budget 3,323 4,740 54,438 53,105 31,700 29,200 43,150 41,700 11,675 8, ,000 2,000 2,000 10,000 8,500 70, ,000 1,000 9,000 8,000 45,000 91,500 15,500 12,500 5,000 5, , , ,375 75,941 76,224 31,350 22,720 6,623 2,500 5,485 8,000 3,850 1, , ,694 43,200 20,300 30,505 9,095 14,000 12, ,000 95, , ,895 Item 11 38

16 Riverside Transit Agency FY17 Operating Expense Budget Account name PT : Line 3 Norco/Corona PT : Line 7 Lake Elsinore PT : Line 8 Lake Elsinore PT : Line 19 PT : Line 23 Temecula PT : Line 24 PT : Line 26 PT : Line 30 Perris PT : Line 31 Hemet / SJ PT : Line 32 Hemet/SJ PT : Line 33 PT : Line 35 Baning/Cal PT : Line 40 PT : Line 41 PT : Line 42 San Jacinto PT : UCR Crest Cruiser PT : OCTA 794 Express PT : Line 50 PT: Line 52 PT : Line 61 Sun City Scooter Line 55: Temecula Green Line PT : Line 74 San Jacinto- Heme PT : Line 79 Hemet-Winchester- PT : Commuter Rte 202 Oceansid PT : Sunline 220 PT : Commuter Rte 208 Temecula Route 210 Route 212 Canyon Lake Shuttle PT : Hemet/SanJac DAR FY16 Budget FY17 Budget 369, , , ,052 1,506,028 61,015 75, ,253 1,113, , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,428 1,227,885 66,912 84, ,342 1,597, , , , , , , , ,798 39,545 48, , , , ,075 1,312,476 1,332,724 Item 11 39

17 Riverside Transit Agency FY17 Operating Expense Budget Account name PT : Jurupa DAR PT : Lake Elsinore DAR PT : Moreno Valley DAR PT : Murrieta DAR PT : Norco DAR PT : Perris DAR PT : Sun City DAR PT : Banning/Beaumont DAR PT : Grand Terrace, High Grove PT : Riverside DAR Pur Tran: Misc Pur Tran: Variable Pur Tran: PPH Incentive Pur Tran: Contract Penalty Total Purchased Transportation Hardware Software Other Misc Expense Advertising Physicals Drug Screening Testing Interest Expense Total Miscellaneous Total Expenses FY16 FY17 Budget Budget 343, , , ,672 1,493,077 1,710, ,268 1,025, , , ,992 1,107, , ,465 72,425 87, , ,523 1,635,235 1,867,176 3,854,229 3,819,792 (59,286) (406,305) 250, ,000 (137,200) (326,500) 23,681,559 27,516,161 11,845 48, , ,225 19,590 37,620 25,000 15,000 30,000 66,000 3,402 4,000 7,120 9,299 1,250 6, , ,768 69,079,587 75,997,588 Item 11 40

18 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2100 Department Name: Street Operations Budget Preparer: Tom Franklin FY16 FY17 Account name Budget Budget Street Operations Salaries & Wages Union 9,464,971 9,873,342 Salaries & Wages Union OT 1,677,407 1,787,936 Light Duty Union 14,960 2,379 Total Salaries 11,157,338 11,663,657 Medicare Union 178, ,114 Pension Plan Union 1,087,433 1,240,753 Deferred Comp Union 141, ,750 Hospital, Medical/Surg Un 3,697,199 2,787,436 Dental Plan Union 48,838 49,481 Life Insurance Union 12,872 7,544 Sick Leave Pay Union 492, ,839 Holiday Pay Union 659, ,686 Vacation Pay Union 702, ,085 Other Paid Abs Union 71,064 75,510 Uniform Rental Union 30,350 42,581 Total Benefits 7,122,114 6,592,780 Total Salaries & Benefits 18,279,452 18,256,437 Air Time & Repeater Service 49,200 25,500 Other Services 32,584 18,444 Total Services 81,784 43,944 Fees & Permits/Other Taxe 1,748 2,115 Total Taxes & Permits 1,748 2,115 Total Street Operations 18,362,984 18,302,496 Item 11 41

19 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2200 Department Name: Operations Supervision Budget Preparer: Tom Franklin FY16 FY17 Account name Budget Budget Operations Supervision Admin Salaries 911, ,295 Admin Salaries OT 78,437 82,730 Total Salaries 990,117 1,022,025 Medicare 16,417 16,741 Pension Plan 104, ,418 Deferred Comp Non Union 18,000 18,000 Hospital, Medical/Surg 224, ,556 Dental Plan 2,926 2,375 Life Insurance 6,961 5,267 State Disability 9,206 9,371 Sick Leave Pay 49,465 50,475 Holiday Pay 52,287 53,285 Vacation Pay 89,747 84,058 Other Paid Abs 2,816 2,874 Total Benefits 576, ,420 Total Salaries & Benefits 1,566,660 1,582,445 Fees & Permits/Other Taxe Total Taxes & Permits Total Operations Supervision 1,566,760 1,582,545 Item 11 42

20 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2900 Department Name: Operations Administration Budget Preparer: Tom Franklin FY16 FY17 Account name Budget Budget Operations Administration Admin Salaries 445, ,193 Admin Salaries OT 2,804 2,789 Total Salaries 448, ,982 Medicare 7,340 12,068 Pension Plan 48,774 91,965 Deferred Comp Non Union 2,700 2,700 Hospital, Medical/Surg 112, ,483 Dental Plan 1,075 1,781 Life Insurance 3,138 4,093 State Disability 4,102 6,610 Sick Leave Pay 22,976 38,863 Holiday Pay 23,432 41,382 Vacation Pay 33,180 58,005 Other Paid Abs 1,054 1,133 Total Benefits 261, ,083 Total Salaries & Benefits 710,065 1,100,065 Contract Service 70,000 70,000 Total Services 70,000 70,000 Employee Activities Annual Rodeo 5,485 - Rule 1501-Rideshare 3,850 1,250 Total Dues & Subscriptions 9,335 2,090 Travel & Meetings 7,000 4,750 Item 11 43

21 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2900 Department Name: Operations Administration Budget Preparer: Tom Franklin FY16 FY17 Account name Budget Budget Total Training 7,000 4,750 Software - 18,500 Total Miscellaneous - 18,500 Total Operations Admin 796,400 1,195,405 Item 11 44

22 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2300 Department Name: Operations Stops & Zones Budget Preparer: Tom Franklin FY16 FY17 Account name Budget Budget Operations Stops & Zones Salaries & Wages Union 307, ,834 Salaries & Wages Union OT 14,359 15,345 Admin Salaries 86,057 87,437 Total Salaries 408, ,616 Medicare Union 5,329 5,703 Medicare 1,460 1,473 Pension Plan Union 34,989 41,164 Pension Plan 9,972 11,158 Deferred Comp Union 1,320 1,320 Deferred Comp Non Union Hospital, Medical/Surg Un 139, ,075 Hospital, Medical/Surg 9,323 8,080 Dental Plan Union 1,756 1,584 Dental Plan Life Insurance Union Life Insurance State Disability Sick Leave Pay Union 15,428 15,546 Sick Leave Pay 4,710 4,558 Holiday Pay Union 18,872 20,275 Holiday Pay 4,994 4,830 Vacation Pay Union 25,552 27,341 Vacation Pay 9,605 9,288 Other Paid Abs Union Total Benefits 285, ,969 Total Salaries & Benefits 693, ,584 Item 11 45

23 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2300 Department Name: Operations Stops & Zones Budget Preparer: Tom Franklin FY16 FY17 Account name Budget Budget Contract Service 94,600 83,300 Total Services 94,600 83,300 Stops & Zones Supplies 51,343 30,109 Total Materials & Supplies 51,343 30,109 Fees & Permits/Other Taxe 500 1,500 Total Taxes & Permits 500 1,500 Other Misc Expense Total Miscellaneous Total Operations Stops & Zones 840, ,693 Item 11 46

24 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3100 Department Name: Maintenance Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Maintenance Salaries & Wages Union 2,006,271 2,204,492 Salaries & Wages Union OT 17,783 76,405 Total Salaries 2,024,054 2,280,897 Medicare Union 33,549 37,987 Pension Plan Union 225, ,067 Deferred Comp Union 14,520 25,080 Hospital, Medical/Surg Un 693, ,489 Dental Plan Union 8,247 7,324 Life Insurance Union 2,210 1,352 Sick Leave Pay Union 99, ,125 Holiday Pay Union 136, ,561 Vacation Pay Union 147, ,014 Other Paid Abs Union 10,944 11,747 Uniform Rental Union 42,508 43,180 Tool Allowance Union 12,710 13,530 Total Benefits 1,427,993 1,520,456 Total Salaries & Benefits 3,452,047 3,801,353 Contract Service 195,183 29,664 CNG Compressor Maint 220, ,000 Towing Fees 7,500 8,300 Total Services 422, ,964 Lube/Oil 155, ,736 CNG Fuel 1,500,421 1,488,161 Item 11 47

25 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3100 Department Name: Maintenance Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Non Inventory Parts 34,718 35,421 Inventory Parts 831, ,946 Shop Tools & Equipment 20,000 9,500 Other Mat & Supplies-Misc 56,000 28,800 Total Materials & Supplies 2,598,273 2,596,564 Fuel & Lube Taxes 26,500 28,000 Haz Waste Generator Fees 2,550 2,650 UST Fees (Taxes/Testing) 5,215 3,215 S.C.A.Q.M.D. Permit Fees 2,550 2,750 Industrial Water Fees 7,100 4,000 Indust Oper Permit Fees 7,200 7,750 Fees & Permits/Other Taxe Total Taxes & Permits 51,490 48,940 Dues & Subscriptions 2,500 2,500 Total Dues & Subscriptions 2,500 2,500 Training & Mileage 2,700 2,700 Total Training 2,700 2,700 Software 4,800 4,800 Total Miscellaneous 4,800 4,800 Total Maintenance 6,534,493 6,694,821 Item 11 48

26 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3200 Department Name: Maintenance Supervision Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Maintenance Supervision Admin Salaries 915,110 1,026,910 Total Salaries 915,110 1,026,910 Medicare 15,703 17,578 Pension Plan 107, ,181 Deferred Comp Non Union 7,681 7,800 Hospital, Medical/Surg 196, ,173 Dental Plan 2,196 2,324 Life Insurance 7,145 5,959 State Disability 9,088 10,158 Sick Leave Pay 51,980 58,148 Holiday Pay 53,296 60,723 Vacation Pay 105, ,671 Other Paid Abs 4,415 4,744 Uniform Rental Total Benefits 561, ,158 Total Salaries & Benefits 1,476,222 1,592,068 Dues & Subscriptions Total Dues & Subscriptions Travel & Meetings - 1,450 Total Training - 1,450 Total Maintenance Supervision 1,476,336 1,593,797 Item 11 49

27 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3500 Department Name: Maintenance Service Support Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Maintenance Service Support Contract Service 134, ,477 Towing Fees Total Services 135, ,677 Unleaded Gas 209, ,775 Diesel Fuel Tires & Tubes 8,000 15,333 Other Mat & Supplies-Misc 6,500 6,500 Total Materials & Supplies 224, ,408 Fees & Permits/Other Taxe Total Taxes & Permits Total Maintenance Service Support 360, ,535 Item 11 50

28 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3300 Department Name: Facilities Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Facilities Salaries & Wages Union 61,630 65,938 Salaries & Wages Union OT 1,433 1,601 Total Salaries 63,063 67,538 Medicare Union 1,137 1,219 Pension Plan Union 7,629 9,115 Deferred Comp Union 3,960 3,960 Hospital, Medical/Surg Un 11,469 8,080 Dental Plan Union Life Insurance Union Sick Leave Pay Union 3,527 3,815 Holiday Pay Union 4,115 4,422 Vacation Pay Union 5,083 5,462 Total Benefits 37,209 36,326 Total Salaries & Benefits 100, ,864 Contract Service 314, ,100 Security Service 28,500 - Total Services 343, ,100 Janitorial Supplies - 55,000 Shop Tools & Equipment 1,000 - Other Mat & Supplies-Misc 52,600 40,450 Total Materials & Supplies 53,600 95,450 Light, Heat, Gas, Sewage 459, ,473 CNG Electricity 183, ,000 Item 11 51

29 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3300 Department Name: Facilities Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Total Utilities 642, ,472 Training & Mileage 1,000 - Total Training 1,000 - Total Facilities 1,140,798 1,218,886 Item 11 52

30 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3310 Department Name: Corona Transit Center Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Corona Transit Center Contract Service 53,850 53,350 Security Service 119,357 - Total Services 173,207 53,350 Other Mat & Supplies-Misc Total Materials & Supplies Light, Heat, Gas, Sewage 15,525 15,561 Total Utilities 15,525 15,561 Total Corona Transit Center 189,382 69,161 Item 11 53

31 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3315 Department Name: Riverside Transit Center Budget Preparer: Bob Bach FY16 FY17 Account name Budget Budget Riverside Transit Center Contract Service 3,415 3,415 Security Downtown Terminal 191,350 - Total Services 194,765 3,415 Other Mat & Supplies-Misc Total Materials & Supplies Total Riverside Transit Center 195,265 3,415 Item 11 54

32 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3745 Department Name: Contract Ops - Empire Transportation Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget 3745 Contract Ops: Empire Transportation PT : Line 3 Norco/Corona 369, ,753 PT : Line 7 Lake Elsinore 583,730 - PT : Line 8 Lake Elsinore 582,052 1,506,028 PT : Line 19 61,015 75,261 PT : Line 23 Temecula 826,253 1,113,496 PT : Line , ,279 PT : Line , ,020 PT : Line 30 Perris 527, ,966 PT : Line 31 Hemet / SJ 668, ,963 PT : Line 32 Hemet/SJ 630, ,165 PT : Line , ,282 PT : Line 35 Baning/Cal 430, ,038 PT : Line , ,133 PT : Line , ,578 PT : Line 42 San Jacinto 328, ,903 Line , ,223 Line , ,104 Line , ,012 Line ,428 1,227,885 Line 55: Temecula Green Line 66,912 84,479 Line ,342 1,597,663 Line , ,865 Line , ,997 Line , ,798 Route ,545 48,064 Route , ,979 Item 11 55

33 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3745 Department Name: Contract Ops - Empire Transportation Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget Route , ,075 Pur Tran: Misc 229,281 - Pur Tran: Perf Inc 73,805 - Pur Tran: Contract Penalty (25,000) (25,000) Total Purchased Transportation 11,603,447 14,940,008 Total 3745 Contract Ops: Empire Transportation 11,603,447 14,940,008 Item 11 56

34 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3775 Department Name: Contract Ops - Transdev Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget 3775 Contract Ops: Transdev PT : Hemet/SanJac DAR 1,179,871 1,193,215 PT : Jurupa DAR 312, ,538 PT : Lake Elsinore DAR 329, ,736 PT : Moreno Valley DAR 1,432,121 1,652,556 PT : Murrieta DAR 825, ,621 PT : Norco DAR 377, ,072 PT : Perris DAR 778,825 1,042,842 PT : Sun City DAR 407, ,526 PT : Banning/Beaumont DAR 24,286 38,829 PT : Grand Terrace, High Grove 112, ,401 PT : Riverside DAR 1,482,318 1,724,538 Pur Tran: Misc 3,624,948 3,819,792 Pur Tran: Variable (51,819) (370,528) Pur Tran: PPH Incentive 250, ,000 Pur Tran: Contract Penalty (110,700) (300,000) Total Purchased Transportation 10,976,306 11,647,138 Total 3775 Contract Ops: Transdev 10,976,306 11,647,138 Item 11 57

35 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3760 Department Name: Contract Ops - Network Paratransit Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget 3760 Contract Ops: Network Paratransit PT : Hemet/SanJac DAR 88, ,314 PT : Jurupa DAR 20,221 16,236 PT : Lake Elsinore DAR 53,511 39,396 PT : Moreno Valley DAR 40,476 46,394 PT : Murrieta DAR 56,209 47,218 PT : Norco DAR 60,070 53,172 PT : Perris DAR 58,546 52,181 PT : Sun City DAR 21,885 11,222 PT : Banning/Beaumont DAR 31,966 39,319 PT : Grand Terrace, High Grove 39,280 28,275 PT : Riverside DAR 101, ,833 Pur Tran: Variable (5,000) (29,187) Pur Tran: Contract Penalty (1,500) (1,500) Total Purchased Transportation 565, ,872 Total 3760 Contract Ops: Network Paratransit 565, ,872 Item 11 58

36 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3761 Department Name: Contract Ops - Network Paratransit - DAR Plus Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget 3761 Contract Ops: Network Paratransit-DAR Plus PT : Hemet/SanJac DAR 44,551 27,195 PT : Jurupa DAR 10,231 3,931 PT : Lake Elsinore DAR 27,074 9,539 PT : Moreno Valley DAR 20,479 11,234 PT : Murrieta DAR 28,439 11,433 PT : Norco DAR 30,392 12,875 PT : Perris DAR 29,621 12,635 PT : Sun City DAR 11,073 2,717 PT : Banning/Beaumont DAR 16,173 9,521 PT : Grand Terrace, High Grove 19,874 6,846 PT : Riverside DAR 51,375 27,805 Pur Tran: Variable (2,468) (6,591) Pur Tran: Contract Penalty - - Total Purchased Transportation 286, ,142 Total 3761 Contract Ops: Network Paratransit-DAR Plus 286, ,142 Item 11 59

37 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3790 Department Name: Contract Ops - Overhead Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget 3790 Contract Ops: Overhead Budget Admin Salaries 397, ,707 Total Salaries 397, ,707 Medicare 6,674 5,409 Pension Plan 45,715 41,223 Deferred Comp Non Union 5,700 5,700 Hospital, Medical/Surg 131,784 70,809 Dental Plan 1,610 1,170 Life Insurance 3,166 1,836 State Disability 4,011 3,261 Sick Leave Pay 23,094 18,350 Holiday Pay 23,642 18,554 Vacation Pay 37,179 28,009 Other Paid Abs Other Fringe 4,800 4,800 Total Benefits 288, ,734 Total Salaries & Benefits 685, ,441 Contract Service Total Services Dues & Subscriptions Total Dues & Subcriptions Other Misc Expense 1,040 1,040 Total Miscellaneous 1,040 1,040 Total 3790 Contract Ops: Overhead Budget 687, ,809 Item 11 60

38 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3785 Department Name: Travel Training Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget Travel Training Admin Salaries 224, ,953 Total Salaries 224, ,953 Medicare 3,609 3,538 Pension Plan 24,656 26,953 Deferred Comp Non Union - 3,060 Hospital, Medical/Surg 73,594 50,532 Dental Plan Life Insurance 1,530 1,201 State Disability 2,413 2,134 Sick Leave Pay 11,195 11,817 Holiday Pay 11,479 12,131 Vacation Pay 11,939 13,191 Other Paid Abs Total Benefits 141, ,440 Total Salaries & Benefits 365, ,392 Other Mat & Supplies-Misc 1,000 1,000 Total Materials & Supplies 1,000 1,000 Telephone/Internet - 3,000 Total Utilities - 3,000 Special Events - Operatio 2, Total Advertising 2, Total Travel Training 368, ,892 Item 11 61

39 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3720 Department Name: Contract Ops - OCTA 794 Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget 3720 Contract Ops: OCTA 794 PT: OCTA 794 Express 146, ,000 Total 3720 Contract Ops: OCTA , ,000 Item 11 62

40 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3725 Department Name: Contract Ops - Sunline 220 Budget Preparer: Virginia Werly FY16 FY17 Account name Budget Budget 3725 Contract Ops: Sunline 220 PT: Sunline , ,000 Total 3725 Contract Ops: Sunline , ,000 Item 11 63

41 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3600 Department Name: Budget Preparer: Purchasing & Material Management Vince Rouzaud FY16 FY17 Account name Budget Budget Purchasing & Material Management Salaries & Wages Union 131, ,593 Salaries & Wages Union OT 1,112 1,268 Admin Salaries 472, ,680 Total Salaries 605, ,541 Medicare Union 2,241 2,801 Medicare 7,870 8,284 Pension Plan Union 15,076 21,221 Pension Plan 53,768 63,119 Deferred Comp Union - 2,640 Deferred Comp Non Union 1,800 1,800 Hospital, Medical/Surg Un 65,715 41,439 Hospital, Medical/Surg 81,490 75,077 Dental Plan Union Dental Plan 1,170 1,188 Life Insurance Union Life Insurance 3,587 2,810 State Disability 4,457 4,603 Sick Leave Pay Union 6,550 6,766 Sick Leave Pay 25,157 26,625 Holiday Pay Union 7,949 10,137 Holiday Pay 26,916 28,423 Vacation Pay Union 9,736 10,137 Vacation Pay 37,435 44,829 Other Paid Abs Union Item 11 64

42 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3600 Department Name: Budget Preparer: Purchasing & Material Management Vince Rouzaud FY16 FY17 Account name Budget Budget Other Paid Abs 1,036 1,094 Other Fringe 4,800 9,600 Total Benefits 358, ,959 Total Salaries & Benefits 963,991 1,028,499 Contract Service 18,268 18,268 Total Services 18,268 18,268 Office Supplies & Postage 75,000 25,000 Other Mat & Supplies-Misc 6,100 6,100 Total Materials & Supplies 81,100 31,100 Ad & Promo-Misc Pub Ads 15,000 16,500 Total Advertising 15,000 16,500 Dues & Subscriptions 3,216 3,480 Total Dues & Subscriptions 3,216 3,480 Total Purchasing & Material Mgmt 1,081,575 1,097,847 Item 11 65

43 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2700 Department Name: Planning Budget Preparer: Rohan Kuruppu FY16 FY17 Account name Budget Budget Planning Admin Salaries 722, ,899 Admin Salaries OT 7,125 2,947 Total Salaries 730, ,846 Medicare 11,699 9,466 Pension Plan 79,970 72,145 Deferred Comp Non Union 6,180 8,304 Hospital, Medical/Surg 133,991 76,173 Dental Plan 1,660 1,188 Life Insurance 5,338 3,211 State Disability 6,722 5,357 Sick Leave Pay 37,295 30,374 Holiday Pay 39,654 32,449 Vacation Pay 39,304 36,223 Other Paid Abs Other Fringe 4,800 4,800 Total Benefits 367, ,227 Total Salaries & Benefits 1,097, ,073 Prof & Tech/Consultants 405, ,962 Temporary Help - - Other Services - - Total Services 405, ,962 Other Mat & Supplies-Misc Item 11 66

44 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2700 Department Name: Planning Budget Preparer: Rohan Kuruppu FY16 FY17 Account name Budget Budget Total Materials & Supplies Dues & Subscriptions Total Dues & Subscriptions Travel & Meetings 5,850 1,250 Training & Mileage 6,340 1,200 Total Training 12,190 2,450 Total Planning 1,515,547 1,178,485 Item 11 67

45 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2800 Department Name: Marketing Budget Preparer: Jim Kneepkens FY16 FY17 Account name Budget Budget Marketing Admin Salaries 294, ,938 Total Salaries 294, ,938 Medicare 4,868 5,053 Pension Plan 33,234 38,521 Deferred Comp Non Union 2,940 2,940 Hospital, Medical/Surg 42,302 34,767 Dental Plan Life Insurance 2,196 1,714 State Disability 2,796 2,814 Sick Leave Pay 15,652 16,323 Holiday Pay 16,583 17,367 Vacation Pay 20,904 24,521 Other Paid Abs Other Fringe 4,800 4,800 Total Benefits 147, ,882 Total Salaries & Benefits 442, ,820 Prof & Tech/Consultants 48,000 48,000 Total Services 48,000 48,000 Time Tables/System Map 125, ,000 Kiosks 6,000 8,000 Other Mat & Supplies-Misc 9,500 10,700 Total Materials & Supplies 140, ,700 Item 11 68

46 Riverside Transit Agency FY17 Operating Expense Budget Department #: 2800 Department Name: Marketing Budget Preparer: Jim Kneepkens FY16 FY17 Account name Budget Budget Promo-Graphic Design & Art 31,700 29,200 Promo-Printing 43,150 41,700 Website Design Maintenanc 11,675 8,475 Translation Services 500 1,000 Photography 2,000 2,000 Special Events - Operatio 8,000 8,000 Ad & Promo-Radio 70,000 - Ad & Promo-Expos/Shows Ad & Promo-Newspaper Ad 1,000 1,000 Ad & Promo-School Publica 9,000 8,000 Ad & Promo-Misc Pub Ads 30,000 75,000 Ad & Promo-Community Advertising 15,500 12,500 Ad & Promo-Promo Items 5,000 5,000 Ad & Promo-Misc ,000 Total Advertising 228, ,375 Employee Activities - 21,780 Annual Rodeo - 8,000 Total Dues & Subscriptions - 29,780 Travel & Meetings 7,850 6,350 Training & Mileage - - Total Training 7,850 6,350 Other Misc Expense 6,250 12,130 Total Miscellaneous 6,250 12,130 Total Marketing 873, ,155 Item 11 69

47 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3791 Department Name: Budget Preparer: Call Center Jim Kneepkens FY16 FY17 Account name Budget Budget Call Center Admin Salaries 299, ,381 Total Salaries 299, ,381 Medicare 4,499 4,992 Social Security 11,713 11,626 Pension Plan 12,024 17,340 Deferred Comp Non Union Hospital, Medical/Surg 39,798 41,382 Dental Plan Life Insurance State Disability 869 1,223 Sick Leave Pay 11,650 13,248 Holiday Pay 4,936 6,402 Vacation Pay 6,330 7,787 Other Paid Abs Total Benefits 93, ,993 Total Salaries & Benefits 393, ,374 Other Mat & Supplies-Misc Total Materials & Supplies Software 25,000 25,000 Total Miscellaneous 25,000 25,000 Total Call Center 418, ,874 Item 11 70

48 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5400 Department Name: Budget Preparer: Human Resources Laura Camacho FY16 FY17 Account name Budget Budget Human Resources Admin Salaries 712, ,486 Admin Salaries OT 1,415 1,309 Total Salaries 713, ,794 Medicare 11,711 7,507 Pension Plan 79,591 56,726 Deferred Comp Non Union 9,000 10,620 Hospital, Medical/Surg 178,974 56,509 Dental Plan 1, Life Insurance 5,332 2,541 State Disability 6,806 4,259 Unemployment Ins Union 40,000 40,000 Unemployment Ins 10,000 10,000 Sick Leave Pay 38,725 24,941 Holiday Pay 40,010 25,682 Vacation Pay 50,149 36,569 Other Paid Abs 1,679 1,696 Educational Benefit 59,131 38,824 Other Fringe 4,800 4,800 Total Benefits 537, ,267 Total Salaries & Benefits 1,251, ,062 Prof & Tech/Consultants 12,900 14,100 Legal 1,600 - Item 11 71

49 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5400 Department Name: Budget Preparer: Human Resources Laura Camacho FY16 FY17 Account name Budget Budget Temporary Help 8,000 - Contract Service 24,300 19,300 Other Services 11,050 15,923 Total Services 57,850 49,323 Other Mat & Supplies-Misc Total Materials & Supplies Dues & Subscriptions 4,560 4,169 Employee Activities 31, Awards Program 4,123 - Total Dues & Subcriptions 40,033 4,269 Travel & Meetings 7,200 - Training & Mileage 3,615 2,400 Total Training 10,815 2,400 Other Misc Expense 8,500 20,300 Advertising 25,000 15,000 Physicals 30,000 66,000 Drug Screening 3,402 4,000 Testing 7,120 9,299 Total Miscellaneous 74, ,599 Total Human Resources 1,434, ,653 Item 11 72

50 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5900 Department Name: Risk Management Budget Preparer: Rick Majors FY16 FY17 Account name Budget Budget Risk Management Admin Salaries 260, ,553 Total Salaries 260, ,553 Medicare 4,108 3,836 Pension Plan 28,047 29,240 Deferred Comp Non Union 600 2,220 Hospital, Medical/Surg 38,359 21,742 Dental Plan Life Insurance 1,903 1,301 State Disability 2,486 2,314 Workers Comp Union 880, ,000 Workers Comp 20,000 50,000 Sick Leave Pay 13,432 12,643 Holiday Pay 13,872 13,129 Vacation Pay 8,722 10,129 Total Benefits 1,012,164 1,097,147 Total Salaries & Benefits 1,272,229 1,337,700 Medical Review 23,500 23,500 Temporary Help 4,000 - Contract Service 222, ,235 Security - 430,000 Other Services 50 - Total Services 250, ,735 Item 11 73

51 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5900 Department Name: Risk Management Budget Preparer: Rick Majors FY16 FY17 Account name Budget Budget Other Mat & Supplies-Misc 2,000 - Total Materials & Supplies 2,000 - Premium-Physical Damage 100, ,000 Premium-Liability Ins 950,000 2,600,000 Property & Other Ins Prem 274, ,034 First Aid Recovery Payments (20,000) (35,000) Liability Payouts 50, ,000 Total Insurance 1,355,435 3,190,034 Dues & Subscriptions 3,235 3,150 Total Dues & Subcriptions 3,235 3,150 Travel & Meetings Training & Mileage 2,300 2,795 Total Training 2,800 3,295 Interest Expense 1,250 6,700 Total Miscellaneous 1,250 6,700 Total Risk Management 2,887,174 5,222,614 Item 11 74

52 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3800 Department Name: Information Technologies Budget Preparer: Rick Kaczerowski FY16 FY17 Account name Budget Budget Information Technologies Admin Salaries 254, ,780 Admin Salaries OT 527 4,465 Total Salaries 254, ,245 Medicare 4,345 4,551 Pension Plan 29,692 34,683 Deferred Comp Non Union 3,240 3,600 Hospital, Medical/Surg 54,158 57,989 Dental Plan Life Insurance 1,979 1,544 State Disability 2,618 2,743 Sick Leave Pay 14,206 14,912 Holiday Pay 14,870 15,627 Vacation Pay 27,661 29,328 Other Paid Abs Other Fringe 4,800 4,800 Total Benefits 158, ,020 Total Salaries & Benefits 413, ,266 Prof & Tech/Consultants 120, ,000 Total Services 120, ,000 Telephone/Internet 168, ,130 Total Utilities 168, ,130 Item 11 75

53 Riverside Transit Agency FY17 Operating Expense Budget Department #: 3800 Department Name: Information Technologies Budget Preparer: Rick Kaczerowski FY16 FY17 Account name Budget Budget Travel & Meetings 2,000 2,000 Training & Mileage 10,000 - Total Training 12,000 2,000 Hardware 11,845 48,925 Software 212, ,925 Total Miscellaneous 224, ,850 Total Information Technologies 939,237 1,068,245 Item 11 76

54 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5210 Department Name: Budget Preparer: Finance Craig Fajnor FY16 FY17 Account name Budget Budget Finance Admin Salaries 755, ,549 Admin Salaries OT 1,250 1,500 Total Salaries 756, ,049 Medicare 12,543 13,290 Pension Plan 85, ,099 Deferred Comp Non Union 7,200 8,328 Hospital, Medical/Surg 185, ,242 GASB OPEB 1,350,000 2,500,000 Dental Plan 2,341 2,177 Life Insurance 5,708 4,505 State Disability 6,914 7,464 Sick Leave Pay 41,961 44,466 Holiday Pay 42,865 45,470 Vacation Pay 65,322 72,486 Other Paid Abs 1,648 1,753 Other Fringe 4,800 4,800 Total Benefits 1,812,677 2,962,080 Total Salaries & Benefits 2,568,946 3,761,129 Prof & Tech/Consultants 167, ,500 Other Services 106, ,200 Total Services 274, ,700 Item 11 77

55 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5210 Department Name: Budget Preparer: Finance Craig Fajnor FY16 FY17 Account name Budget Budget Office Supplies & Postage Tickets, Passes & Transfe 5,000 - Other Mat & Supplies-Misc 2, Total Materials & Supplies 7, Dues & Subscriptions Total Dues & Subcriptions Travel & Meetings Training & Mileage 4,550 - Total Training 4,800 - Total Finance 2,855,996 4,037,459 Item 11 78

56 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5100 Department Name: Executive Management Budget Preparer: Larry Rubio FY16 FY17 Account name Budget Budget Executive Management Admin Salaries 291, ,762 Admin Salaries OT 3,000 3,000 Total Salaries 294, ,762 Medicare 4,938 5,291 Pension Plan 33,243 38,754 Deferred Comp Non Union 32,300 32,300 Hospital, Medical/Surg 59,861 39,759 Dental Plan Life Insurance 1,631 1,167 State Disability 1,700 1,632 Sick Leave Pay 15,969 16,731 Holiday Pay 16,650 17,509 Vacation Pay 39,803 40,491 Other Paid Abs 961 1,008 Other Fringe 3,300 6,600 Total Benefits 210, ,637 Total Salaries & Benefits 505, ,399 Prof & Tech/Consultants - - Legal 110, ,000 Contract Service - 3,400 Total Services 110, ,800 Other Mat & Supplies-Misc Item 11 79

57 Riverside Transit Agency FY17 Operating Expense Budget Department #: 5100 Department Name: Executive Management Budget Preparer: Larry Rubio FY16 FY17 Account name Budget Budget Total Materials & Supplies Dues & Subscriptions 60,241 61,388 Awards Program 2,500 2,500 Total Dues & Subscriptions 62,741 63,888 Travel & Meetings 12,550 4,000 Per Diem - Mileage 14,000 12,500 Per Diem 100,000 95,000 Total Training 126, ,500 Other Misc Expense 3,600 3,950 Total Miscellaneous 3,600 3,950 Total Executive Management 808, ,637 Item 11 80

58 Item 11 81

59 SHORT RANGE TRANSIT PLAN FY17-FY19 Item 11 82

60 Short Range Transit Plan FY17 FY19 Table of Contents EXECUTIVE SUMMARY... 4 CHAPTER 1: SYSTEM OVERVIEW JURISDICTION POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 11 Population Profile Rider Characteristics Demographic Projections FIXED ROUTE AND PARATRANSIT SERVICES 13 Fixed Route Services Paratransit Services CURRENT FARE STRUCTURE 15 Cooperative Fare and Subsidy Programs REVENUE FLEET EXISTING AND PLANNED FACILITIES 18 Existing Facilities Planned Facilities EXISTING COORDINATION BETWEEN TRANSIT AGENCIES 19 Regional Coordination Interregional Coordination and Transfer Agreements CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE KEY PERFORMANCE INDICATORS 21 Service Standards and Warrants Productivity vs. Coverage Target Warrants for New Service Annual State of Public Transit Report EXISTING FIXED ROUTE AND DIAL-A-RIDE SERVICE PRODUCTIVITY IMPROVEMENT EFFORTS TRIP GENERATORS AND PROJECTED GROWTH MARKETS PASSENGER TRANSIT FACILITIES AND EQUIPMENT AND PASSENGER AMENITIES 24 Passenger Transit Facilities Equipment and Passenger Amenities CHAPTER 3: RECENT AND PLANNED SERVICE CHANGES RECENT SERVICE CHANGES PLANNED SERVICE CHANGES MODIFICATIONS TO PARATRANSIT SERVICE MARKETING PLANS AND PROMOTION BUDGET IMPACT ON PROPOSED CHANGES 38 CHAPTER 4: FINANCIAL AND CAPITAL PLANS OPERATING AND CAPITAL BUDGET FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS TUMF NEXUS STUDY REGULATORY AND COMPLIANCE REQUIREMENTS 44 1 Item 11 83

61 Short Range Transit Plan FY17 FY19 Tables Comparative Statistics Table 1 Table 2 Table 2A Table 3 Table 3A Table 4 Table 4A Table 5.1 Table 5.1A Table 5.2 Table 5.2A Table 6 Table 7 Table 8 Table 9 Table 9A Table 9B Appendix A Fleet Inventory 1) Motor Bus / Directly Operated 2) Motor Bus / Purchased Transportation 3) Commuter Bus / Directly Operated 4) Demand Response / Purchased Transportation SRTP Service Summary 1) Routes: All Routes (System-wide Totals) 2) Routes: Non-Excluded Routes 3) Routes: Excluded Routes 4) Program: Directly Operated Fixed-Routes 5) Program: Contracted Operated Fixed-Routes 6) Program: Dial-A-Ride 7) Program: Taxi Excluded Routes SRTP Route Statistics FY16/17 Individual Route Descriptions Summary of Funds Requested for FY16/17 Capital Project Justification for FY16/17 Summary of Funds Requested for FY17/18 Capital Project Justification for FY17/18 Summary of Funds Requested for FY18/19 Capital Project Justification for FY18/19 FY 2016 Triennial Review Summary of Findings Service Provider Performance Targets Report FY16/17 SRTP Performance Report Highlights of SRTP Operating and Financial Data Fare Revenue Calculation RTA System Map and Fixed-Route Maps 2 Item 11 84

62 Short Range Transit Plan FY17 FY19 Glossary of Acronyms 5304 Discretionary grants for statewide and nonmetropolitan transportation planning 5307 Formula grants for urbanized areas 5309 Discretionary grants for fixed guideway capital investments 5310 Discretionary grants for enhanced mobility of seniors and individuals with disabilities 5311 Formula grants for rural areas 5316 Job Access and Reverse Commute Program 5317 New Freedom Program 5339 Formula grants for bus and bus facilities ADA Americans with Disabilities Act A&E Architectural and Engineering AHSC Affordable Housing and Sustainable Communities Program ATIS Advanced Traveler Information System BRT Bus Rapid Transit CMAQ Congestion Mitigation and Air Quality Improvement Program CNG Compressed Natural Gas COA Comprehensive Operational Analysis CPUC California Public Utilities Code CTSA Consolidated Transportation Services Agency CTSGP-CTAF California Transit Security Grant Program California Transit Assistance Fund DAR Dial-A-Ride paratransit services DBE Disadvantaged Business Enterprise EEO Equal Employment Opportunity FTA Federal Transit Administration FTIP Federal Transportation Improvement Program FY Fiscal Year GASB Government Accounting Standards Board GGRF Greenhouse Gas Reduction Fund HSR California High-Speed Rail ITS Intelligent Transportation System JARC Job Access and Reverse Commute Program, also known as FTA Section 5316 LCTOP Low Carbon Transit Operations Program LEP Limited English Proficiency LTF Local Transportation Fund MJPA March Joint Powers Authority MPO Metropolitan Planning Organization MSJC Mount San Jacinto College NF New Freedom Program, also known as FTA Section 5317 OCTA Orange County Transportation Authority OPEB Other Post-Employment Benefits OPEB ARC Other Post-Employment Benefits Annual Required Contribution PEPRA Public Employees Pension Reform Act of 2012 PTMISEA Public Transportation Modernization, Improvement, and Service Enhancement Account PVL Perris Valley Line RCC Riverside City College RCTC Riverside County Transportation Commission RTA Riverside Transit Agency RTPA Regional Transportation Planning Agency SCAG Southern California Association of Governments SGR State of Good Repair SR State Route SRTP Short Range Transit Plan STA State Transit Assistance TCM Transportation Control Measure TDA Transportation Development Act TIRCP Transit and Intercity Rail Capital Program T-NOW Transportation NOW TSP Transit Signal Priority TTS Timed Transfer System TUMF Transportation Uniform Mitigation Fee UCR University of California, Riverside U-PASS University Pass U.S.C. United States Code UZA Urbanized Area as defined by the U.S. Census Bureau WRCOG Western Riverside Council of Governments 3 Item 11 85

63 Short Range Transit Plan FY17 FY19 EXECUTIVE SUMMARY The Short Range Transit Plan (SRTP), updated annually, covers fiscal years 2017 to The plan provides a description of Riverside Transit Agency s (RTA) services, regional transit needs and a look ahead at RTA s proposed service plans and capital projects. The plan will ultimately require approval by the Riverside County Transportation Commission (RCTC) as mandated by California Public Utilities Code (CPUC) Approval by RCTC allows the plan s operating and capital projects to be programmed in the Federal Transportation Improvement Program (FTIP). Approval also supports RTA s claim for Local Transportation Funds (LTF), State Transit Assistance funds (STA), County Measure A funds and the submittal of grants to the Federal Transit Administration under 49 U.S.C. 5304, 5307, 5310, 5311, 5339 and the Congestion Mitigation and Air Quality Improvement (CMAQ) Program. Similarly, RCTC administers Transportation Development Act (TDA) funds and, with the approval of the SRTP, will issue allocation and disbursement instructions for Local Transportation Funds (LTF) and State Transit Assistance (STA) funds to the county auditor/controller. RCTC also administers County Measure A funds and will process payments to RTA consistent with the SRTP. Furthermore, the SRTP also lists projects eligible for Transportation Uniform Mitigation Fee (TUMF) funds administered by the Western Riverside Council of Governments (WRCOG). Upon completion of the TUMF Nexus Study by WRCOG in conformity with the Mitigation Fee Act, all eligible projects will be added to the TUMF Transportation Improvement Program (TIP) based on funding availability. The completion of the Nexus Study and preparation of the updated TIP is slated for fall of The State of California also offers several new funding programs which focus on reducing greenhouse gas emissions. These Cap and Trade programs are funded by annual auction proceeds from the Greenhouse Gas Reduction Fund (GGRF). The Low Carbon Transit Operations Program (LCTOP) is administered by Caltrans and funds capital and operating expenses. In previous years, RTA was awarded LCTOP funds to help construct an on-street layover facility in downtown Riverside and to provide increased bus services to connect with the 91/Perris Valley Line rail service. This year, RTA applied for LCTOP funds to help construct a Mobility Hub at University of California, Riverside. The other Cap and Trade programs that are offered by the State of California are the Transit and Intercity Rail Capital Program (TIRCP) and the Affordable Housing and Sustainable Communities Program (AHSC). Lastly, the SRTP allows RTA to develop business strategies and funding mechanisms to bring to fruition planned services, programs and capital improvement projects that fall beyond the lifespan of the SRTP and are included in RTA s Ten-Year Transit Network Plan, which is designed to meet the future transit needs of western Riverside County. 4 Item 11 86

64 Short Range Transit Plan FY17 FY19 Operating Plan: For nearly 40 years, RTA and the region s transit network have evolved from a suburban transit system to a complex multimodal network of high-demand timed connections between buses, trains, paratransit services and non-motorized modes of transit. The demand for public transportation for high school and college students has also increased. Although RTA has enjoyed record-breaking ridership over the past few years, there is a reduction during the current fiscal year due to factors such as record low gas prices and increased auto sales. The resulting growth in personal automobile trips also impacts performance of the highway and road network. Collectively, these elements combined with major construction projects can negatively impact on-time performance of transit services resulting in costly remedies. RTA is challenged with expanding services to emerging new communities and neighborhoods, and maintaining on-time performance as running times grow longer and less predictable due to increased congestion, major road construction projects and area growth. Being proactive and adaptable to change will ensure RTA s ability to meet future mobility needs. In an effort to plan for those future mobility needs, RTA completed a Comprehensive Operational Analysis (COA) study in The study reviewed RTA s entire transit network structure and performance to provide a comprehensive understanding of market conditions and service expectations. The findings led to the development of a phased set of service recommendations designed to build upon market opportunities and performance strengths, ridership growth and improve both overall passenger experience and financial sustainability. The recommendations were based on analysis of existing and future market conditions, service performance and feedback from RTA Board Members, passengers and key stakeholders. The end product of the COA, the Ten-Year Transit Network Plan, was approved by the Board of Directors in January 2015 and was used as a guide in preparing the SRTP. The primary recommendations of the Ten-Year Transit Network Plan are to streamline routes, improve frequencies, enhance connections, improve bus stop amenities and adhere to bus stop spacing and service design standards to enhance RTA s future services. Furthermore, the Ten- Year Transit Network Plan recommends enhanced service on popular routes to increase ridership and generate increased fare revenue. The plan also recommends maintaining appropriate transit service in lower potential ridership areas. The recommendations are designed to create a transit system that remains attractive to existing and potential new riders while maintaining the delicate balance between efficiency and effectiveness while staying within fiscal restraints. Within this framework, the SRTP lays out a program of projects to accomplish the goals established in the Ten-Year Transit Network Plan. 5 Item 11 87

65 Short Range Transit Plan FY17 FY19 The first round of recommendations from the Ten-Year Transit Network Plan were implemented in FY15 and focused on improvements to the frequency, span and connectivity of the highest-performing services. In FY16, the plan focused on providing increased bus services feeding the new 91/Perris Valley Line (PVL) Metrolink service between Riverside and south Perris. This new rail line provides four new intermodal stations: Hunter Park, March Field/Moreno Valley, Downtown Perris and south Perris. The PVL feeder plan includes additional trips on ten existing transit routes and weekday service on two new routes. Other proposals implemented in FY16 included frequency and connectivity improvements, the streamlining of routes, addressing capacity constraints and expanding RTA s span of service. Specifically, several service recommendations were implemented in the southern portion of the RTA service area (Lake Elsinore, Wildomar, Murrieta and Temecula) to improve service frequencies, spans and connectivity. Lastly, in an effort to provide service to those who live in rural areas that have no access to public transportation, RTA implemented a new project called Dial-a-Ride Plus, Riverside Transit Agency Lifeline Service. The two-year pilot project expands the Dial-a-Ride coverage by an additional two miles around the RTA fixed-route network. The service provides wheelchair accessible taxi service to seniors 65 and over and to persons with disabilities for lifeline services such as doctor s appointments, dialysis and chemotherapy treatments and trips to the pharmacy, to the grocery store for food, or to the senior center for hot meals. Moving forward, service plans for the next three years and beyond will continue to be shaped by the transit plan s proposed strategies and recommendations. For planning and programming purposes the SRTP covers a rolling three-year span with a focus on FY17. The table below summarizes fixed route service changes suggested for FY17: Metric FY16 (Budget) FY17 (Budget) Difference % Difference Total Hours 603, ,989 28, % Total Miles 9,044,125 9,445, , % Total Fixed Route Ridership 9,873,872 8,972, , % The FY17 service plan includes the following service changes effective January 2017: The Downtown Riverside Operating Plan will streamline operations and facilitate the closure of the downtown bus station and provision of a new layover facility at Vine Street opposite of the Riverside Downtown Metrolink Station. New CommuterLink express service on the Highway 91 in conjunction with the opening of the toll lanes. Because of the large investment in Perris Valley Line feeder bus service and new Highway 91 express service, it is only possible to sustainably implement one other service improvement in FY17. Effective September 2016: 6 Item 11 88

66 Short Range Transit Plan FY17 FY19 Revised service for May Ranch area in northeast Perris to connect to new Orange Vista High School and the retail area of Perris. Finally, RTA will implement Sunday service on the remaining three no service days: Thanksgiving, Christmas and New Year s Day. Looking ahead to FY18, new RapidLink Gold Line limited-stop, peak-period weekday service between Corona Transit Center and UCR via Magnolia and University avenues is planned for launch in September Construction of a new mobility hub at UCR will also be completed in FY18. COA service improvements that will be considered for implementation in the period FY18 and FY19 (subject to sufficient funding levels): Splitting Route 27 into two separate routes: 27 (Perris Galleria) and 28 (Perris Hemet) with improved weekday frequency and more direct service between Hemet and Perris. Extending Route 61 from Sun City to Perris, replacing the current Route 27. Route 61 will also gain Sunday service. Merging of routes 16 and 19 between UCR, Moreno Valley and Perris. Fifteen-minute service frequency will be provided on weekdays. The new Route 16 will interface with Route 1 at UCR Mobility Hub instead of traveling to downtown Riverside. Increasing weekday service frequency on Route 40 from the current minutes to every 60 minutes and serving Mt. San Jacinto College s Menifee campus. Providing trial Saturday service on local routes 35 (Banning/Beaumont Moreno Valley) and 40 (Lake Elsinore Menifee), the only RTA local routes that lack weekend service. Providing trial Sunday service on Route 42 (Hemet-San Jacinto-Soboba Casino) due to its relatively high ridership on Saturdays. Extending Route 79 from Hemet Valley Mall to Mt. San Jacinto College s San Jacinto campus and coordinating routes 74 and 79 schedules between Winchester, Hemet and San Jacinto to provide 30-minute frequency service. This change also restructures Route 24 at Temecula into a loop route. Providing an earlier weekday afternoon northbound trip on Route 217 between Escondido and Temecula. In FY18, the Agency will focus on fine tuning the 91/Perris Valley Line bus services and Highway 91 express service, while implementing the new RapidLink Gold Line, new Route 16 and other COA initiatives listed above that were not possible to fund in FY17. There will also be a review of other emerging needs and opportunities for further COA initiatives to be implemented within the expected fiscal conditions for the coming years. 7 Item 11 89

67 Short Range Transit Plan FY17 FY19 Capital Improvement Program: The development of transit infrastructure (bus stops, mobility hubs and operations/maintenance facilities) is essential to the safe, comfortable and efficient operation of transit services. In spite of the 13c/PEPRA hold on federal grants, the Agency managed to complete the following projects in FY16 through a combination of funds already approved and local funds: Route 3 Stop Enhancements Project in Corona/Norco to accommodate 40-foot buses. New 91/Perris Valley Line Route 26 Stops Project. Moreno Valley Mall Transit Center Landing Platform Expansion Project. Sanderson at Wentworth Stops Installation Project for staff access to Hemet Division. Lake Elsinore Park and Ride Stop Enhancement Project. Main Street at Garner Stop Installation Project for Ability Counts company relocation. FY17 will see significant capital improvements in the following facilities: Implementation of the Downtown Riverside Operating Plan with improved transit amenities in place of the existing Riverside Downtown Terminal. The closure of the terminal and the transition to decentralized stops is scheduled to take place in January of New RapidLink Gold Line bus stops will be completed in time for commencement of service in September of In partnership with UC Riverside, a conceptual plan has been developed to build an oncampus transit hub, called the UCR Mobility Hub, at the gateway to the campus. This project will improve operating efficiency and is essential to support the operation of RapidLink, Route 1, the upcoming new Route 52 and other service enhancements planned for future years. In partnership with the City of Temecula and the Promenade Mall, staff completed conceptual plans to expand the bus stop at the mall to support the planned expansion of service. Architectural and engineering work will begin in 2017 and construction is slated to start in 2018 and be completed before the end of The conceptual planning work for the Mount San Jacinto College Mobility Hub in San Jacinto is slated for The architectural and engineering and construction schedule will be based on the adopted conceptual plan of the facility. FY17 will also see the delivery of 23 new 40-foot buses for the implementation of new Highway 91 CommuterLink routes and RapidLink Gold Line. Smaller buses will also be delivered to support the planned expansion of contracted fixed-route services for the 91/Perris Valley Line and other improvements. 8 Item 11 90

68 Short Range Transit Plan FY17 FY19 With the completion of the Bus Stops Strategic Policy in June of 2015, RTA launched the annual bus stop improvement initiative. Based on the implementation plan commencing in FY17, bus stops will be improved throughout the service area with upgraded accessibility, enhanced safety and amenities such as shelters, benches and trash receptacles. RTA s First and Last Mile Mobility Plan study began in FY16. The objective of this project is to establish a plan that identifies cost-effective improvements to solve first-mile and last-mile barriers for commuters who could potentially take transit but whose origin or destination cannot be conveniently accessed from the nearest transit facility due to distance, terrain, or real or perceived safety issues. This study will examine the experience of transit customers accessing transit stops from their trip origins and destinations. A set of four templates will be developed to improve the customer experience in the first-mile, last-mile environment. This project will be completed in FY17. RTA staff is preparing to develop a new centralized Operations, Maintenance and Administration Facility. During the first phase of this undertaking, staff will assess future operating, maintenance and support infrastructure needs to accommodate expansion services as well as emerging vehicle, energy and fuel technologies and strategies. Following this assessment, staff will develop a comprehensive facilities master plan to advance RTA beyond the current 10-year (2025) planning horizon. At capacity already, RTA is unable to operate in the long-term with existing operating and maintenance facilities. Without a comprehensive facilities master plan, RTA will be unable to efficiently implement future service improvements, make major investments in new technologies and support infrastructure, and aggressively compete for discretionary grant funding sources. Total RTA revenues for FY17 are budgeted at $87.3 million which includes $76.0 million in operating expenses and $11.3 million for capital improvements. The Operating Budget increase of $6.9 million, or 10 percent over FY16, is due to service expansion; established rates for purchased transportation; and increased insurance costs. The Capital Budget is decreasing $17.4 million, or 61 percent, from FY16 mid-year budget amendment due to not programming Proposition 1B funds in FY17. 9 Item 11 91

69 Short Range Transit Plan FY17 FY19 CHAPTER 1: SYSTEM OVERVIEW 1.1 JURISDICTION RTA s jurisdiction is among the largest in the nation for a transit system, encompassing approximately 2,500 square miles of western Riverside County. Included in the boundaries are eighteen (18) incorporated cities including Banning, Beaumont, Calimesa, Canyon Lake, Corona, Eastvale, Hemet, Jurupa Valley, Lake Elsinore, Menifee, Moreno Valley, Murrieta, Norco, Perris, Riverside, San Jacinto, Temecula and Wildomar and unincorporated areas of Riverside County Supervisorial Districts 1, 2, 3 and 5. Unlike other agencies of similar size, RTA is unique in that it provides service in both urban and rural areas. Urbanized and rural areas are defined by the United States Census Bureau (US Census), which is based on population size and revised every 10 years. The urbanized areas (UZA) in the jurisdiction are Riverside-San Bernardino, Hemet and Murrieta-Temecula-Menifee. Portions of RTA routes also connect to Los Angeles-Long Beach-Anaheim and San Diego UZAs, providing interregional mobility options to RTA customers. Based on data from the 2010 US Census, over 90 percent of RTA s services are located in urbanized areas. The map below illustrates RTA s jurisdictional boundaries and highlights the portions of the region considered urbanized. 10 Item 11 92

70 Short Range Transit Plan FY17 FY POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS RTA is challenged by the changing demographics in various communities and continues to be proactive by planning routes that are customer-oriented, viable, efficient and cost-effective. By studying the characteristics of riders, a better understanding is gained to more appropriately plan for and meet the needs of the transit market. Rider characteristics, along with demographic and population changes, are used to shape and strategize how resources will be allocated in future years. Population Profile Rider Characteristics Bus passenger characteristics were collected from on-board surveys conducted in spring 2013 as part of the COA study. A demographic summary of weekday RTA riders offered the following characteristics: SUMMARY OF RIDER CHARACTERISTICS 1 Average Age (Years) 33 Employed Average Travel Time (Minutes) 52 Bus Fare Categories Yes 70% How Long Using RTA Services General 57% No 30% First Time 5% Passes 2 22% Primary Language Less Than 6 Months 16% Disabled/Senior 15% English 95% 6 Months-2 Years 29% Youth 5% Spanish 5% 2 Years-5 Years 22% Medicare 1% Other <1% More Than 5 Years 28% Median Household Income Automobile Ownership Frequency Of Using RTA Buses Under $7,500 28% Yes 67% First Time 3% $7,500-$14,999 19% No 33% Less Than Once A Month 4% $15,000-$24,999 16% Gender Less Than Once A Week 4% $25,000-$34,999 12% Female 52% 1-2 Days Per Week 14% $35,000-$49,999 10% Male 48% 3-4 Days Per Week 25% $50,000-$74,999 8% Veteran 5 Days Per Week 26% Over $75,000 6% Yes 4% 6-7 Days Per Week 23% Highest Level Of Education No 96% Ethnicity Less Than High School 16% Customer Destinations Latino/Hispanic 37% High School Diploma 28% School 37% White/Caucasian 22% Some College 34% Work 27% Black/African American 20% Associate s Degree 8% Shopping/Errands 11% Mixed 10% Bachelor s Degree 6% Social/Recreational 10% Asian/Pacific Islander 5% Some Graduate School 3% Other 9% Other 3% Graduate Degree 4% Medical/Social Services 6% American Indian 2% Source: RTA COA Study ( ) 1 Totals may not add to 100% due to rounding. 2 Go-Pass, U-Pass and CityPass. 11 Item 11 93

71 Short Range Transit Plan FY17 FY19 Demographic Projections Demographic projections directly correlate to the allocation of future transit services. Demographic data such as population, employment, urban density, income levels, age distributions and development patterns are the primary variables that shape public transit in a community. Growth projections for the region are compiled by SCAG, County of Riverside and WRCOG in collaboration with local jurisdictions. At the local level, jurisdictions have the ability to plan and revise land use and transportation characteristics to target a desired level of intensity for employment, housing and commercial areas. On a regional scale, population and employment density in the RTA service area is generally focused into centers, concentrated hubs of residents and jobs. The region s most populated area spans from Corona to Riverside and Moreno Valley, which encompasses more than onethird of the two million residents and 750,000 jobs in western Riverside County 3. Communities such as these have more diverse land uses, making public transit a more viable option for travel. The majority of the jurisdictions in western Riverside County, however, consist of lower density, single types of land uses. Communities outside of the larger network centers are primarily suburban-residential. Employment-to-population ratios are lower in communities with a high concentration of single family residential units, requiring residents to rely heavily on private automobiles to complete daily trips. A market assessment, including a demographic analysis was conducted with the COA and identified the following trends: By 2035, the population in western Riverside County is projected to reach 2.7 million people, an increase of 28 percent from the 2020 projected baseline. The highest rates of growth are expected to occur in areas that are currently suburban developments, though a comparable volume of growth will occur in the more densely populated, transit-supportive, urban communities. Employment in the RTA service area is expected to grow by 34 percent compared to the 2020 projected baseline. The 250,000 new jobs will bring the 2035 employment total to over one million. Similar to population, the rate of employment growth will be highest in the suburban markets. The northwest sub-area (Corona, Eastvale, Home Gardens, Jurupa Valley, Norco and Riverside) has the highest concentrations of population and employment in the RTA service area. However, outside of a few communities, future changes in density within the sub-area will remain moderate. Downtown Riverside is projected as an area of concentrated growth that can foster more opportunities for transit. The suburban communities in the city of Eastvale and along the Bellegrave Avenue corridor will be sites of larger population growth while employment increases are projected in Corona and Norco along Hamner Avenue. The core of the sub-area will still be downtown 3 SCAG RTP Growth Forecast. 12 Item 11 94

72 Short Range Transit Plan FY17 FY19 Riverside and the Magnolia Avenue-University Avenue corridor. Other residential communities in the northern portion of the sub-area will remain automobile-oriented communities because of the lack of mixed-use density. In the Moreno Valley/Perris sub-area (Mead Valley, March Air Reserve Base, Moreno Valley and Perris), growth will primarily occur outside of the existing core and in the outlying communities. Moreno Beach Drive and the areas south of the Lake Perris Reservoir will experience significant growth in population density. Most of the new employment is concentrated near the Riverside County Regional Medical Center. Serving the new residential areas would present a challenge for effective transit due to their distance from major corridors. Residential development will still be the dominant land use in the sub-area. Moreno Valley will remain a dense, residential community. Most of the population and employment density in Perris will remain focused around Perris Boulevard. The Hemet/San Jacinto/Pass sub-area (Banning, Beaumont, Calimesa, Hemet and San Jacinto) is expected to undergo the highest rates of growth in the system. The increases are concentrated in the Beaumont and San Jacinto jurisdictions. The majority of the population growth in Beaumont will take place in the rural and suburban areas between Pennsylvania Avenue and Highland Springs Avenue. In San Jacinto, residential density will increase east of the State Street corridor. The sub-area employment growth is minimal and limited to a few key corridors, specifically along Sixth Street/Ramsey Street, Florida Avenue and State Street. Hemet will maintain transit-supportive densities and land uses in The Florida Avenue corridor is positioned to be the key corridor in the sub-area due to high levels of employment density. Although the rate of overall growth in the sub-area is significant, the future success of transit will largely depend on how the new development patterns interact with the existing ones to promote sustainable growth. In the southwest sub-area (Canyon Lake, French Valley, Lake Elsinore, Menifee, Murrieta, Temecula, Wildomar and Winchester), the key change will be the large concentration of employment growth in Murrieta along the I-15 and I-215 freeways. The change in density is particularly intense east of the I-15 and will occur on currently undeveloped parcels. The only significant changes in population density occur in Winchester and Lake Elsinore, areas outside of the sub-area core. By 2035, Temecula and Murrieta are projected to have the highest density in the sub-area. More trip generators should be expected where higher population and employment densities are proposed. 1.3 FIXED ROUTE AND PARATRANSIT SERVICES As of July 1, 2016, RTA will operate thirty-six (36) regional, local, rural and trolley service routes and eight (8) CommuterLink express routes. Routes in higher density urban areas with greater peak ridership are usually operated with larger vehicles, while routes in suburban and rural 13 Item 11 95

73 Short Range Transit Plan FY17 FY19 areas with lower ridership are usually operated with smaller- to medium-sized vehicles. Refer to Table 3A for a complete listing of both directly operated and contract operated routes. Fixed Route Services The service recommendations of the recently completed COA classified all RTA fixed-route services under five service tiers. Each tier serves a different role in the network and has different expectations for service performance and frequencies. Frequent Key Corridor: Frequent key corridor routes form the core spine of the network and provide lifestyle transit options for riders. They have the highest ridership and performance in the system and the highest service frequencies (30 minute or better) to accommodate this high ridership. These routes have the potential to support Bus Rapid Transit (BRT) services in the future. The corridors identified in this tier are RapidLink Gold Line along the Route 1 corridor between UCR and Corona primarily along University and Magnolia avenues (implementation September 2017) and a future RapidLink Blue Line between UCR and Perris Metrolink Station though Riverside, Moreno Valley and Perris. Supporting Local: Supporting local routes constitute the majority of the route network, providing connections to key employment centers, activity centers and transfer hubs. They offer lifeline service for those dependent on transit while also providing connections to lifestyle services. Frequencies will vary depending on the market support for transit, but will be at least hourly. Regional Connectors: Regional connectors are longer distance routes that connect multiple urban centers separated by geographic gaps in density. These routes tend to have lower performance due to their longer distances and lower densities in the areas between the urban centers they connect. Frequencies are generally hourly. As their name suggests, these routes provide network connectivity between dispersed activity centers and between high- and lowdensity areas across the RTA service area. Community Feeders: Community feeders are shorter distance routes (including special trolley services) that connect key destinations within a community. They connect residents with local shopping centers, educational facilities, medical facilities or transit stations. CommuterLink: CommuterLink routes are long-distance, peak-hour express services that provide both inter- and intra-county connections. They connect commuters directly with major employment centers or indirectly through connections at major multi-modal bus and rail hubs. Paratransit Services RTA offers demand response paratransit services known as Dial-A-Ride (DAR) to seniors (age 65 and above) and persons with disabilities. DAR is an origin-to-destination advanced 14 Item 11 96

74 Short Range Transit Plan FY17 FY19 reservation transportation service that travels to areas within three-quarters of a mile of an RTA fixed route, excluding express services. These areas are referred to as the Dial-A-Ride service area and trips must begin and end in the service area. If the trip starts or ends outside the service area, passengers must find a safe place within the service area to be picked up and dropped off to be eligible for service. DAR service is provided at times equivalent to local fixed route bus service in the area. RTA has two types of DAR service: Americans with Disabilities Act (ADA) Priority DAR Service: RTA gives priority service to individuals who are certified under ADA law. Persons who are ADA certified are eligible for trips throughout the RTA service area that are within three-quarters of a mile of a fixed route bus service, excluding express routes and during the hours of fixed route bus service operation. Senior/Disabled DAR Service: Seniors age 65 and above and persons with disabilities are eligible for local DAR service within a single city and within three-quarters of a mile during the hours of fixed route bus service operation, excluding express service. Transportation is provided only within the city in which the trip begins. In an effort to provide service to those who live in more rural areas that have no access to public transportation, in July 2015 RTA began a new pilot project, Dial-a-Ride Plus, Riverside Transit Agency Lifeline Service. The project, a two-year pilot program approved under the RCTC Measure A Call for Projects, extends the DAR service boundary by an additional two miles. Primary funding for the two-year period are Local Transit Funds (LTF), but 10 percent is provided from Measure A to ensure the program is farebox compliant. The program provides wheelchair accessible taxi service to seniors aged 65 and over and to persons with disabilities for lifeline services such as doctor s appointments, dialysis and chemotherapy treatments, trips to the pharmacy, to the grocery store for food, or to the senior center to access hot meal service. The program began providing trips July 1, 2015 and will continue beyond the two-year pilot only if revenues generated by passenger fares achieve farebox compliance without the use of Measure A funds by the end of the pilot period. If successful, additional funding may be sought from Federal 5310 program funds. 1.4 CURRENT FARE STRUCTURE The most recent change to the fare structure was in July 2013 when the Board of Directors approved a revision to include the addition of discounted fares for veterans and active duty military, police and fire personnel as shown in the table below. Other fare categories were established in June 2009 after the last fare study which was completed in March A review of the current fare structure is anticipated over the next two years. 15 Item 11 97

75 Short Range Transit Plan FY17 FY19 FIXED ROUTE FARES Fare Categories Base Fares Day Pass* 7-Day Pass* 30-Day Pass* General $1.50 $4.00 $16.00 $50.00 Youth (grades 1-12)** $1.50 $4.00 $16.00 $35.00 Senior/Disabled** $0.70 $2.00 $16.00 $23.00 Medicare Card Holder $0.70 $2.00 $16.00 $23.00 Veteran** $0.70 $2.00 $16.00 $23.00 Child (46 tall or under) $0.25 N/A N/A N/A COMMUTERLINK FARES COMMUTERLINK + LOCAL Fare Categories Base Fares Day Pass 30-Day Pass General $3.00 $7.00 $75.00 Youth (grades 1-12)** $3.00 $7.00 $75.00 Senior/Disabled** $2.00 $5.00 $50.00 Medicare Card Holder $2.00 $5.00 $50.00 Veteran** $2.00 $5.00 $50.00 Child (46 tall or under) $2.00 N/A N/A DIAL-A-RIDE FARES Not accepted on fixed route buses Fare Categories Base Fares 10-Ticket Books Senior/Disabled $3.00 $30.00 Medicare Card Holder $3.00 $30.00 Child (46 tall or under) $0.50 N/A *Accepted as base fare. CommuterLink trips require an additional $1.30 (Senior/Disabled/Medicare/Veteran) or $1.50 (General/Youth) per trip. **Proper identification is required at time of boarding. In addition to these fare categories, RTA also has U-Pass, Go-Pass and CityPass programs. Cardholders of these programs get unlimited rides on any fixed route, including CommuterLink, in the RTA network at no cost. Active duty military, police and fire personnel in uniform with valid identification are also eligible for complimentary rides on RTA fixed routes. Cooperative Fare and Subsidy Programs RTA makes every effort to create partnerships that will improve service for customers by developing fare programs that promote the use of public transit. In FY17, the following cooperative fare and subsidy programs will continue: California Baptist University U-Pass Program City of Riverside CityPass for Employees City of Temecula Route 55 Temecula Trolley County of Riverside Route 50 Jury Trolley La Sierra University U-Pass Program Moreno Valley College Go-Pass Program Mount San Jacinto College Go-Pass Program 16 Item 11 98

76 Short Range Transit Plan FY17 FY19 Riverside City College Go-Pass Program University of California, Riverside (UCR) U-Pass Program, Route 51 Crest Cruiser College and university programs allow students with a valid identification card from these campuses to receive unlimited access to any of RTA s fixed routes. These programs are funded by the institution or students. The City of Riverside subsidizes the CityPass fare program for its employees to ride the bus for free and serves as a pass outlet (Riverside Go Transit) for its residents by discounting 20 percent to 30 percent off on 7-day and 30-day passes, respectively. Other subsidized transit services include the trolley and circulator routes which are funded by UCR or local jurisdictions. 1.5 REVENUE FLEET As of March 2016, RTA has a total active fixed-route fleet size of 200 buses. The bus types consist of 122 CNG-powered 40-foot buses currently used for directly operated fixed routes and 78 medium-sized buses for contracted fixed routes. RTA also has an additional 98 vehicles for operation of paratransit services, for a total of 298 revenue service vehicles. Refer to Table 1 for a detailed inventory of the RTA fleet. Note that Table 1 shows all fleet vehicles active during FY16, and includes buses that are no longer in service. The CNG heavy duty buses used on directly operated routes generally cover more densely populated areas such as Riverside, Corona, Moreno Valley and Perris while the medium-sized buses are typically used as local and express vehicles on contract operated fixed routes in less densely populated communities. In FY17 through FY18, with the implementation of RapidLink Gold Line and new SR-91 CommuterLink Routes, the directly operated fixed route fleet will grow to 145. Once WRCOG adopts the 2015 Nexus Study, RTA will have approximately $11 million to spend on new vehicles. The contracted fixed-route fleet of medium-sized buses is anticipated to grow by five additional buses in FY17, as a result of extra fleet needed for PVL service expansion. These needs will be met by a contingency fleet retained after the delivery of 36 new replacement medium buses in FY16. A further batch of new medium buses is expected to be delivered by the end of FY17, allowing the replacement of the contingency fleet. The trolley fleet will also be reduced to five buses. 17 Item 11 99

77 Short Range Transit Plan FY17 FY EXISTING AND PLANNED FACILITIES Existing Facilities RTA s primary facility is located in the City of Riverside and houses the administration, operations and maintenance departments with approximately 353 active employees on site. RTA s secondary facility, located in Hemet, opened in June It now has approximately 86 administration, operations and maintenance employees assigned to the division. The Hemet facility houses our Customer Information Center, is utilized for routes in the southern portion of the service area and maintains a portion of the CNG vehicle fleet. In FY17, RTA s contracted fixed-route service will continue to be provided by Empire Transportation, who operates from a facility in Perris. DAR service is currently provided by TransDev (formerly Veolia Transit) and is also based out of Perris. Both contractors are responsible for housing, operating and maintaining RTA vehicles. The DAR facility in Perris also houses the DAR reservation call center. RTA offers taxi overflow through Network Paratransit. Planned Facilities According to the California Department of Finance, Riverside County s population will grow by more than 14 percent by As a result, RTA will need to expand future transit service for the additional 340,000 people expected to live in the County. RTA s current operations and maintenance facility in Riverside is at capacity, and the outdated layout of the facility in Riverside results in a long and difficult maintenance process with vehicles having to drive in a loop on Third Street just to be serviced and washed. This facility cannot accommodate additional vehicles, consequently prohibiting the Agency s ability to expand transit service efficiently. Similarly, the Hemet facility has limited space left for expansion, and in order to support RTA s service expansion plans identified in the Ten-Year Transit Network, additional maintenance infrastructure would be needed. The Hemet Facility also poses locational challenges and results in increased deadhead miles. The new operations, maintenance and administration facility will allow RTA to implement the service goals identified in the Ten-Year Transit Network Plan, reduce costly deadhead miles, increase operating efficiency, and allow the agency to accommodate ridership growth in western Riverside County. Moreover, RTA will use this new facility to implement new and emerging technologies such as electric/hybrid vehicles, solar power generation, etc. These new technologies will provide environmental benefits and promote sustainable business practices that will benefit the region and support the state s goals of reducing greenhouse gas emissions. RTA will complete a site selection study and produce a master plan document for the new facility during FY18 and FY19. Site selection will evaluate a variety of locational factors, such as lot size, distance to fixed route service areas, comparison of reduced nonrevenue miles and operating cost, accessibility for Disadvantaged Communities, and Title VI compliance. The site 18 Item

78 Short Range Transit Plan FY17 FY19 selected will decrease deadhead hours/miles thus increase productivity and efficiency. The first phase of the project, Site Selection and Master Plan, will be completed by the end of FY19. Funding for site selection, land acquisition, and conceptual planning has been programmed and RTA has already secured over $12 million in Proposition 1B PTMISEA funds toward the architectural and engineering, land acquisition and construction phases of this project. RTA will apply for approximately $5 million in FTA 5339 competitive and formula funds during FY17. RTA has also identified funding in the Western Riverside Council of Governments (WRCOG) Transportation Uniform Mitigation Fee (TUMF) 2015 Nexus Study, which is slated for approval in fall EXISTING COORDINATION BETWEEN TRANSIT AGENCIES RTA is one of two designated Consolidated Transportation Services Agencies (CTSA) in Riverside County, the other being SunLine Transit Agency in the Coachella Valley. RTA s role as a CTSA is to assist RCTC in coordinating public transit throughout the approximate 2,500-square-mile service area; support driver training and technical workshops; and assist with preparing grant applications. Regional Coordination In the cities of Corona, Beaumont and Banning, RTA coordinates regional services with the Corona Cruiser and Pass Transit. In FY17, Beaumont Pass Transit is working to implement new transit service in the City of Calimesa, which RTA strongly supports. In the City of Riverside, RTA coordinates with Riverside Special Services, which provides complementary ADA-compliant service to RTA s fixed routes. Additionally, RTA staff periodically meets with social service providers, bus riders and other advocates through forums such as RCTC s Citizens Advisory Committee, RTA s quarterly ADA meetings, Transportation NOW (T-NOW) chapters and surrounding regional transit operators. As the CTSA and a federal grantee, RTA receives FTA funds directly and indirectly and is responsible for the provision and compliance of sub-recipients adhering to federal regulations and policies. RTA has and continues to assist other agencies throughout western Riverside County with applying for federal funds such as the FTA Section 5310 program. The projects funded through the 5310 program improve mobility for seniors and individuals with disabilities by removing barriers to transportation services and expanding the transportation mobility options available. The remaining projects funded through these programs include specialized public transportation initiatives that are targeted to assist low income individuals, seniors and persons with disabilities who require support beyond conventional public transit services to maintain their independence and mobility. 19 Item

79 Short Range Transit Plan FY17 FY19 Interregional Coordination and Transfer Agreements Though most trips are completed within RTA s service area, there is a demand to provide connectivity to areas outside of RTA s jurisdiction. As such, RTA has collaborated with other transit agencies on agreements for funding splits and/or jurisdictional overlap, in order to further interregional connectivity via public transportation. As a result of these collaborations, RTA has transfer agreements with the following agencies: Metrolink, Omnitrans, Orange County Transportation Authority (OCTA), Corona Cruiser, SunLine and Pass Transit. Metrolink tickets and passes are accepted on RTA fixed routes that serve Metrolink stations during the period from one hour before to one hour after Metrolink s service hours and are valid on the day of travel. Fare media from Omnitrans and Pass Transit are accepted at transfer locations at the equivalent base fare rate, excluding CommuterLink service, on the day of travel. Corona Cruiser fare media are accepted at transfer locations and adjacent stops. OCTA fare media is accepted for base fare on CommuterLink Route 216 at transfer locations in Orange County as well as La Sierra Metrolink between RTA Route 15 and OCTA Route 794. This arrangement will be expanded to include new RTA SR-91 CommuterLink services. Current and retired employees as well as dependents of Omnitrans and OCTA are eligible to ride any local fixed route or CommuterLink in the RTA service area. In FY17, RTA will continue to collaborate with these agencies to provide options for enhanced interregional connectivity via transfer and funding agreements, and jurisdictional overlap. 20 Item

80 Short Range Transit Plan FY17 FY19 CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE 2.1 KEY PERFORMANCE INDICATORS RTA evaluates and plans for its services using the RTA Board-adopted Service Standards and Warrants metrics and those set by RCTC s Annual State of Public Transit Report, which are both updated annually. Service Standards and Warrants The Service Standards and Warrants guidelines are design standards that set the requirements for a minimum level of service that respects service quality characteristics such as route structure, service area coverage, operating hours and on-time performance. There are several factors that are typically considered when objectively measuring service performance. These factors, used in conjunction with the Annual State of Public Transit Report, help determine whether service is cost effective. SUMMARY OF SERVICE STANDARDS AND WARRANTS Population Density Density is determined by the number of people housed per square mile or the number of employees per square mile. RTA aims to serve at least 85 percent of all residences, places of work, high schools, colleges and shopping centers with access to bus service. Route Classifications RTA service can be classified into five fixed route tiers frequent key corridor, supporting local, regional connector, community feeder and CommuterLink. Complementary to the fixed route service is Dial-A-Ride. See Table 3A for the route classification of each route. Span of Service The span of service or the hours of operation refers to the start and end time of a route. The span of service will vary based on the demand in the community and the classification of the route. Bus Stop Spacing Depending on the population density, bus stop spacing in urban areas usually averages about 1,500 ft. (.28 miles) to 2,500 ft. (.47 miles). As service approaches more suburban and rural areas, bus stop spacing may be limited to locations with accessible curb and gutters and sidewalks suitable for ADA compliance. The new bus stop spacing standards allows spacing of 0.25 to 0.33 miles for support local, regional and community feeder routes; 0.25 to 0.5 miles for frequent key corridor local service; and 0.5 mile stop spacing for RapidLink service. On-Time RTA requires that no bus shall leave a time point early and should arrive at a Performance time point no later than six minutes after the scheduled arrival time. This limit is appropriate for RTA s service area due to the average distance traveled by each route and the combined rural and urban areas. 21 Item

81 Short Range Transit Plan FY17 FY19 Headways (Frequency) Transfer Wait Time Load Factor (Maximum Vehicle Loads) Headways are the timed intervals between each scheduled trip within a fixed route bus (e.g., the bus runs every 30 minutes). Headways range anywhere from every 15 minutes to every 120 minutes depending on the density and are aimed at operating in 15 minute increments for frequent key corridors supporting local and regional connector tiers. Community feeders and CommuterLink routes may vary depending on demand. Transfer Wait Time refers to the amount of time a passenger has to wait when transferring from one mode of transportation to the next, whether it is bus or rail. In more urbanized areas such as downtown Riverside, average transfer wait times should not be longer than approximately 20 minutes. In smaller urbanized and even in rural areas, the average transfer wait time can reach up to 30 to 45 minutes depending on the frequencies of the routes in the area. Depending on the bus, the maximum number of passengers should not exceed 150 percent of the seating capacity or the legal weight limit of the bus. Dial-A-Ride vehicles should not exceed 100 percent of the seated capacity. Source: RTA s Service Standards and Warrants (2012), Bus Stop Strategic Plan (2015) Productivity vs. Coverage Target To help improve effectiveness and efficiency, RTA sets a target for the productivity level of service to operate. In order to meet productivity requirements, while continuing to provide coverage to areas that would not be served if performance were the only factor, RTA has adopted standards requiring 60 percent of their fixed-route service to perform up to productivity standards while the remaining 40 percent of fixed routes operate to maintain coverage. This means that service that exceeds performance standards enable a minimal level of operations in areas of need that do not meet performance standards. Given RTA s diverse and widespread service area, there are places that are being served based on the need to provide coverage. The 60/40 split establishes a benchmark for productive service to meet mandatory farebox recovery. However, it also allows for new service to be implemented following Transportation Development Act (TDA) guidelines for exemption based on performance standards within the year the service was implemented and the following two fiscal years. This objective also enables RTA to maintain highly productive service and still meet the requirements of Title VI. It is the policy of RTA to ensure compliance with Title VI so that no person shall be excluded from participation in, denied the benefits of, or be subjected to discrimination on the basis of race, color or national origin under any transit program or activity. 22 Item

82 Short Range Transit Plan FY17 FY19 Warrants for New Service The Service Standards and Warrants are also used as a guide for the implementation of new service. New service is exempt from meeting the required criteria for up to two years plus the year of commencement. New service is evaluated during this initial period using the Service Standards and Warrants and the Annual State of Public Transit Report. The objective is to give a route time to perform up to standards, or it may be discontinued. Annual State of Public Transit Report RCTC s Annual State of Public Transit Report is based on audited information of operators after the end of the preceding fiscal year. 2.2 EXISTING FIXED ROUTE AND DIAL-A-RIDE SERVICE In FY16, RTA budgeted 795,421 revenue hours for the operation of 12.7 million revenue miles system-wide. Total revenue hours budgeted was 603,568 for fixed routes and 191,853 for DAR and taxi service. Total revenue miles included 9 million for fixed routes and 3.7 million for DAR and taxi. Passenger growth had exceeded projections in recent years due to significant increases in pass programs, customer satisfaction, rising gasoline prices, a high unemployment rate and an improving economy. These factors, as well as other service efficiencies made in prior years, helped to increase ridership and passengers per hour. However, the second half of FY15 and the first half of FY16 saw decreases in passenger activity virtually system-wide. While service improvements made to select routes in January 2015 have shown positive returns, the rapid growth seen in previous years is unlikely to continue. Service improvements, including the addition of new CommuterLink routes, are projected to help increase ridership for FY17 and establish a foundation for sustained ridership long-term. 2.3 PRODUCTIVITY IMPROVEMENT EFFORTS Improving productivity is a priority in which performance measures, particularly farebox recovery and passengers per hour, are monitored regularly. These two measurements are key factors in evaluating underperforming service. Performance evaluation directs staff to research and analyze unproductive routes more closely to determine whether segments or trips can be eliminated or altered due to low ridership. This process is used and has proven to be beneficial because it streamlines services, reduces expenses and has the least impact on customers. RTA has the opportunity to implement service changes three times per year in the winter, spring 23 Item

83 Short Range Transit Plan FY17 FY19 and fall to accommodate travel patterns and modify schedules as necessary to improve service performance. 2.4 TRIP GENERATORS AND PROJECTED GROWTH MARKETS While RTA services are expanding among the public in general, students and CommuterLink users are market segments with the greatest potential for continued growth. Customer surveys conducted during the COA indicated that approximately 47 percent of current riders are students; about 12 percent identified as youth (K-12) and 35 percent identified as college students. The CommuterLink, or express bus market, has seen significant increases over the last six years. Growth in the student market is attributable to pass programs with local colleges and universities, outreach to schools and reduced school district funding. At the secondary level, most passengers who utilize RTA services are high school students. RTA makes every effort to reach out to districts and school sites to compile and maintain a database on bell schedules and attendance boundaries for routing and scheduling purposes. At the college level, RTA continues to develop and build relationships with college and university officials to improve transportation for their students through pass programs and enhanced services that meet the needs of students, such as later evening trips. Major initiatives were implemented in January 2015 to extend service span on routes serving community colleges until 10 p.m. on weeknights. The CommuterLink market is monitored closely to target major trip generators such as train stations, colleges and universities, and other connecting regional services. The amenities on CommuterLink routes such as the high-back upholstered seating, free Wi-Fi and charging stations are added values to the service that attract and retain customers. To expand on this market base, RTA continually monitors capacity on express routes to foster growth by adding larger vehicles or additional trips. 2.5 PASSENGER TRANSIT FACILITIES AND EQUIPMENT AND PASSENGER AMENITIES In addition to improvements to service frequency and expanded service, the Ten-Year Transit Network Plan recommends the creation of a Timed Transfer System (TTS) and improving support infrastructure such as bus stops and transfer hubs to meet the growing demand for transit services in the most efficient manner. 24 Item

84 Short Range Transit Plan FY17 FY19 As the transit provider for one of the fastest-growing counties in California, RTA continues to face the challenge of serving a rapidly growing, low-density suburban environment with limited resources. That s why it is neither feasible nor cost-effective to run direct service from every trip origin to every destination. The only system that can possibly meet this demand at this point, with existing resources, is a system that enables timed transfer connections from one service or mode to another. Therefore, strategically located transfer hubs are essential to making a Timed Transfer System work at its optimum. Routes with various destinations often converge at transfer hubs. These key hubs provide transfers between multiple bus routes or modes of transportation. Some of these hubs also provide coach operators with access to restroom facilities. This section identifies numerous capital projects that would enhance customer experience and improve service operations needed to fully implement the Ten-Year Transit Network Plan. Passenger Transit Facilities Transit facilities are more than just a place to make bus connections. They can be communitycentered, multi-modal facilities where bus and rail customers share a selection of mobility choices. These modes of travel can include single-occupancy vehicles, carpools, vanpools, bicycles, pedestrian walkways, local and commuter express buses, light rail and regional rail networks. Transit hubs are generally owned by various public agencies and are well-situated for the advancement of public-private investment partnerships leading to transit-oriented commercial and residential development. The following is a summary of the existing transit facilities in the RTA service area: Perris Station Transit Center: Completed in January 2010, this transit center is located in the City of Perris at C Street and 4 th Street (State Route 74) and has eight bus bays served by seven RTA routes. The facility will ultimately handle multi-modal transfers between Metrolink; RTA local, regional and express routes; and park-and-ride patrons in the southwest region. Corona Transit Center: This transit center was opened in September 2010 and is located off Grand Boulevard and North Main Street and includes eight bus bays and a pedestrian bridge to trains at the North Main Corona Metrolink Station. 25 Item

85 Short Range Transit Plan FY17 FY19 Galleria at Tyler Bus Stop Improvements: The demand for enhanced connections and improved bus stop amenities prompted RTA to improve the stops at the Galleria Mall at Tyler, which serves nine routes and more than 3,000 daily boardings and alightings. Completed in October 2014 and nearly doubling in size, the transit facility now includes six bus bays with new passenger shelters equipped with solar lighting. The facility also includes real-time arrival and departure information and customer amenities that comply with Americans with Disabilities (ADA) design standards. Reinforced concrete bus pads were installed to protect the roadway and increase the useful life of this facility. These improvements can accommodate new service such as RapidLink and support existing connections between routes. Moreno Valley Mall Transfer Station: Similar to the Galleria at Tyler, the transfer station at Moreno Valley Mall is integral toward establishing transfers within RTA s network. Completed in March 2015, the station, which serves seven bus routes, has tripled in size to include six upgraded bus bays with pedestrian amenities that comply with ADA design standards. New transit shelters with solar lighting, information kiosks, benches and trash receptacles were installed. Concrete bus pads were also installed to preserve the roadway and increase the useful life of the stop. On average, more than 1,500 boardings and alightings occur at this station every day. Transit Enhancements: A number of smaller capital projects were completed during the last fiscal year. The Route 3 Stop Enhancement Project enhanced two stops to accommodate increased ridership and the operation of new 40ft buses in the Corona and Norco area; The Route 26 Stop Installation Project installed four new bus stops in Riverside s Canyon Springs area for this new route serving the Metrolink s Perris Valley Line; The Moreno Valley Mall Transit Center Landing Platform Expansion Project expanded the size of the boarding/alighting area to better serve passengers utilizing mobility devices; The Sanderson and Wentworth Stops Installation Project installed two new stops to accommodate increases in ridership in this area of Hemet and provide access for RTA staff to the Hemet division; The Lake Elsinore Park and Ride Stop Enhancement Project added a new transit shelter and amenities at the Park and Ride boarding/alighting area to accommodate the growth in ridership at that facility; The Main Street at Garner Stop Installation Project installed a new stop to accommodate new business development in the north Riverside area, allowing RTA to continue to serve disabled riders traveling to/from work at the relocated Ability Counts Company. The following is a summary of the planned transit facilities and enhancements in the RTA service area: 26 Item

86 Short Range Transit Plan FY17 FY19 Bus Stops Improvement Program Implementation: The Bus Stop Improvement Program was approved by RTA s Board of Directors in June This program uses a two-tiered approach to the allocation of new bus stop amenities within the allocated funding of an annual Bus Stop Improvement Program. The two tiers focus on ridership and geographic equity respectively, providing a more balanced distribution of improvements across the service area compared to a methodology purely focused on ridership (which is biased towards more urbanized areas). Tier 1 is prioritized based on the ridership per stop across all RTA bus stops. This tier covers 50 percent of bus stops receiving improvements as part of the program and ensures the network s busiest bus stops receive some priority. Tier 2 is prioritized on an equitable allocation based on each jurisdiction s population and ridership. This approach to allocation of amenities will cover the remaining 50 percent of bus stops receiving improvements as part of the program and will ensure a balance between need and geographic equity. In conjunction with the tiers, there are also a number of other criteria such as a limit per jurisdiction, ADA compliance, available space and limited stop ridership threshold. To implement this plan, RTA will start by rolling out current bench and trash receptacle inventory to qualified stops. During this time, procurement of shelters will also occur. Once shelters have been received, RTA plans to roll out the shelters in adherence with the program. Due to maintenance costs associated with the additional shelters, this schedule will be dependent on available operating funds. Downtown Riverside Operating Plan: This project is based on a plan to modernize service in downtown Riverside. The operating plan was developed in conjunction with the Comprehensive Operational Analysis (COA), which provides RTA with a blueprint for fixed-route operational and capital enhancements for the next ten years. A key recommendation from the COA is to improve the provision of transit service in downtown Riverside by creating an onstreet grid system. The operating plan will improve passenger transfers, consolidate routes to enhance service delivery and boost productivity, and reduce the number of buses traveling to downtown thereby improving traffic circulation. The architectural and engineering phase for this project was completed in December 2015 and construction will begin in July This project will be completed in time for the January 2017 service change for the new downtown Riverside bus stops with implementation of RapidLink service following in September RapidLink Gold Line (Corona to UCR Corridor) and RapidLink Blue Line (UCR to Perris Corridor): The Agency has identified the corridor between UCR and Corona primarily along University and Market/Magnolia Avenues as a candidate for limited-stop bus service, dubbed RapidLink. More than 9,000 customers use bus services along this corridor on weekdays. Route 1 alone has more than 7,500 daily boardings, accounting for almost 25 percent of RTA s entire weekday ridership. The UCR and Perris Metrolink Station corridor through Moreno Valley/Perris Boulevard has also been identified as a second candidate for RapidLink service due to its high ridership. 27 Item

87 Short Range Transit Plan FY17 FY19 RTA has completed Architectural and Engineering (A&E) for construction of the Corona-UCR Corridor and the conceptual design of the UCR-Perris Corridor is in progress. Construction and implementation of the Corona-UCR Corridor is slated for September The UCR-Perris Corridor will begin final design and construction once funding is secured. University of California, Riverside Mobility Hub: Riverside County is the fastest growing county in the State of California with a projected population increase from 2,308,441 to 2,478,059 by 2020, a 7.3 percent increase, according to the California Department of Finance. Currently, 21 percent of UCR s population ride RTA buses and UCR is one of the busiest transit destinations in the Agency s transit network, with over 1,785 boardings and alightings reported on an average weekday. The planned service improvements, the popular U-Pass Program, parking price increases, increased congestion and resulting environmental and sustainability challenges are projected to contribute toward positive ridership gains in the future. The current on street bus stops at UCR located on Canyon Crest Drive are utilized by routes 1, 16, 51 and 204. This location will also be utilized by planned service improvements such as Route 52 (which will begin operating with the launch of PVL rail service), RapidLink Gold Line (which commences in September 2017) and CommuterLink Route 216 (which is the planned extension from Orange County). This stop currently does not have the space, bus shelters or other amenities essential to effectively accommodate these current and planned service changes. The proposed UCR Mobility Hub has an efficient bus turnaround that will allow more direct routing, eliminating excess travel on local streets currently needed to turn the buses around. The estimated annual operating and capital cost savings and operational efficiencies that can be gained by implementing the proposed UCR Mobility Hub is about $600,000 per year and two buses. In turn, these cost efficiencies and buses will be reallocated to assist in implementing increased service as recommended in the Ten-Year Transit Network Plan. The proposed UCR Mobility Hub will have capacity for six buses and be utilized by current and proposed routes (1, 16, 51, 52, 204, 216, RapidLink Gold Line and Blue Line). The project will also include the following amenities: bus shelters, benches, trash receptacles, security features, drought tolerant landscaping, connectivity to UCR s bicycle amenities and better integration with existing City of Riverside bike lanes and trails. This project is an ongoing partnership between UCR and RTA with an estimated construction start date in September Promenade Mall Mobility Hub: RTA initially planned to develop a Twin Cities Transit Center Project in the Temecula/Murrieta area. The Agency went through a very lengthy site selection and conceptual planning process jointly with both cities and identified a site located at Jefferson Avenue in the City of Temecula. However, the project experienced extended delays due to an intersecting project with the Riverside County Flood Control District and US Army Core of Engineers and the funds were sitting idle with no plan for development. Additionally, the commuter rail and the proposed high-speed rail station site selection studies undertaken by Riverside County Transportation Commission (RCTC) and the California High-Speed Rail Authority will determine the optimal location for an intermodal transportation center in this 28 Item

88 Short Range Transit Plan FY17 FY19 area. Consequently, to make the infrastructure improvements necessary to implement transit service enhancements recommended in the 10-Year Transit Plan, the Agency undertook the task of developing an alternative site within the City of Temecula. Both RTA and the city worked together to identify a new project site located 1.2 miles away at The Promenade. The Promenade is a 1.1 million-square-foot shopping mall located in Temecula, California. Since the Promenade s inception in 1999, visitors have been shopping at over a 100 plus retail establishments, dining at several restaurants, touring dozens of farmers markets and viewing new releases at the movie complex. The Promenade is quickly becoming the epicenter for shopping, dining and entertainment in the City of Temecula. It is essential for RTA to expand its public transit infrastructure in order to accommodate the growing demand in service from the ever increasing number of people traveling to and from the Promenade. The Promenade currently has a single bus stop that serves six RTA bus routes (55, 79, 202, 206, 208 and 217). In partnership, staffs from RTA, the Promenade and the City of Temecula completed the conceptual plan that outlines design recommendations for the proposed expansion of the Promenade s current single bus stop. RTA will construct a Mobility Hub at Promenade Mall which will serve the immediate needs that were planned to be met by the Twin Cities project. With the recent removal of the Transportation Control Measure (TCM) from the FTIP for the Twin Cities Transit Center project, RTA will request to utilize those federal funds that have been tied up to advance the Promenade Mall Mobility Hub project. The Conceptual Plan for the Promenade Mall has been approved by the Board and the project is expected to initiate procurement for Architectural and Engineering in the summer of Construction of this project will be scheduled once funding is secured. Mount San Jacinto College Mobility Hub: Founded in 1963, Mount San Jacinto College (MSJC) is part of the California Higher Education System, one of the largest systems of higher education in the nation. MSJC has a student population of over 5,000 and is predicted to more than double to 10,600 by In order to accommodate growth in ridership, RTA will begin working with MSJC to identify what opportunities exist to enhance the service delivery at the campus location. In addition, the Hemet-San Jacinto region is recognized in RTA s Ten-Year Transit Network Plan was one of the fastest growing regions in the RTA service area. In an effort to improve service delivery in the region, RTA is examining opportunities to improve major destinations and stops to help facilitate passenger connections. Currently, RTA provides both local and commuter fixed-route service to the college campus. RTA routes 31, 32, 74, 212 and 217 all serve MSJC and provide an opportunity for people living throughout western Riverside County to travel to and from the campus. Moreover, there is a strong incentive for students to use transit as MSJC is a member of the Go-Pass Program which allows students to take unlimited rides on fixed-route service which is paid through student fees. The Go-Pass program has been successful in generating an average of 25,000 boardings per month at MSJC campus locations. 29 Item

89 Short Range Transit Plan FY17 FY19 In order to accommodate a growth in ridership, RTA will have to improve the MSJC stop. The existing location only allows for only two buses to stop at a time for passenger drop-off and pick-up. The site has two bus shelters with passenger amenities that provide some level for comfort for those waiting for a bus and protection from inclement weather. RTA is planning to expand the facility to allow additional buses to stop at this location. The mobility hub will also include additional shelters, security features and improved pedestrian access that is consistent with Americans with Disabilities Act (ADA) 2010 Standards for Accessibility Design guidelines. Such improvements will allow RTA to accommodate future ridership growth as the college and the surrounding areas continue to grow in the upcoming years. As transit ridership grows, the MSJC Mobility Hub will become a focal point of transit services in the Hemet-San Jacinto area. Long-term plans indicate that passenger rail service may extend out to this area which will necessitate the need for an improved transfer interface with bus and rail. Until these long range projects are complete, the MSJC Mobility Hub will function as one of the key location in the Hemet-San Jacinto for passengers to transfer between buses. Riverside Mobility Hub at Vine Street: A key component of RTA s Ten-Year Transit Network Plan is the Downtown Riverside Operating Plan, which due to capacity constraints recommends shifting operations from the Riverside Downtown Terminal to a 2.4 acre parcel located on Vine Street, which lies adjacent to the Riverside Downtown Metrolink Station and the public parkand-ride lot. The City of Riverside s City Council and RTA s Board of Directors approved the Downtown Riverside Operating Plan in January The City of Riverside s General Plan 2025 also identified Vine Street as one of the preferred locations within downtown Riverside for a new mobility hub due to its proximity to major employment centers, county and city government centers, University of California, Riverside (UCR), Riverside Community College, the convention center, multiple entertainment venues and urban housing complexes. In the immediate term, RTA plans to construct an interim on-street layover facility at Vine Street to accommodate the buses operating throughout downtown Riverside. The City of Riverside is in the process of transferring property ownership of the 2.4 acre parcel located on Vine Street to RTA. Once funding is secured and the land is transferred, RTA will construct the Riverside Mobility Hub at Vine Street which will be an off-street facility to support connectivity between Riverside Transit Agency, SunLine Transit Agency, Omnitrans Public Transit, Metrolink and bicycle/pedestrian networks. The Riverside Mobility Hub at Vine Street will be designed and developed with emerging technologies, renewable energy sources and mobility solutions in mind. RTA has just recently applied for the Caltrans Transit Planning for Sustainable Communities grant program, which if awarded will fund the Conceptual Plan for the Riverside Mobility Hub at Vine Street. As soon as the 2.4 acre parcel is transferred to RTA and the Conceptual Plan is completed, funding will be identified and construction of the Riverside Mobility Hub at Vine Street will commence. 30 Item

90 Short Range Transit Plan FY17 FY19 First and Last Mile Mobility Plan: In 2014, RTA was awarded Federal Section 5304 funds to develop a First and Last Mile Mobility Plan. In alignment with federal transportation goals, the objective of this project is to establish a plan that identifies cost-effective improvements to solve first and last mile barriers for commuters who could potentially take transit, but whose origin or destination cannot be conveniently accessed from the nearest transit facility due to distance, terrain, or real or perceived safety issues. RTA has secured a contractor and this study is currently underway. The estimated completion date is June This study will run concurrently with the Western Riverside Council of Governments (WRCOG) Active Transportation study and RTA is working closely with WRCOG staff on coordinating the two plans. The end result will include recommended projects, cost estimates, suggested funding sources and an outreach summary. La Sierra Metrolink Station Bus Stops: The Riverside County Transportation Commission (RCTC) is expanding the parking area at the La Sierra Metrolink facility. As part of this expansion, RCTC is including six bus bays with passenger amenities that will support RTA s goal of implementing timed transfer connections and intermodal connectivity between rail and bus. Perris Valley Line Metrolink Stations: RTA will also utilize multi-modal stations being developed by RCTC along the proposed Perris Valley Line. PVL stations are Hunter Park Station, Moreno Valley-March Station, Downtown Perris and South Perris Station. Equipment and Passenger Amenities Intelligent Transportation System (ITS): The ITS network brings functionalities that improve the operational workflow, both internally and externally. Sophisticated Automatic Vehicle Locator programs allow the bus Dispatch Center to track the location of every equipped bus for schedule adherence and passenger loads. This feature greatly enhances schedule performance and monitoring of ridership patterns. RTA is currently in the middle of a replacement and expansion of its ITS system. Installation of the new system began in December 2015 and should be complete by October of This new system will expand ITS technology from the previous 97 buses to approximately 225 buses, allowing for RTA personnel to have real-time visibility and control of all fixed route vehicles. The system provides RTA s Planning and Operations departments with essential historical data, related to on-time performance and passengers boardings and alightings, which allows them to make informed service modification decisions. For the maintenance department, this system monitors onboard vehicle components and reports performance measures and system faults to key maintenance personnel, reducing the likelihood that a mechanical or electrical issue continues unnoticed, resulting in more reliable vehicles and an improved passenger experience. Additionally, this new system will improve the security of passengers and personnel, providing the Dispatch Center and public safety personnel with the ability to view real-time onboard 31 Item

91 Short Range Transit Plan FY17 FY19 surveillance video during an emergency event. Finally, with this new ITS system, every fixedroute vehicle will be equipped to provide free Wi-Fi to passengers. Scheduling and Operations Software Project: The completion of the Intelligent Transportation System (ITS) is scheduled for October 2016, and using this software as the platform, RTA plans to begin procurement of the Transit Scheduling and Operations software in This software will allow RTA to create its own efficient schedules, vehicle blocking, runcuts and rosters without relying on a vendor to provide such services. It would also allow improved operations management by integrating the daily crew and vehicle rostering and other operational functions into one system to improve the efficiency and administration of these processes. Advanced Traveler Information System (ATIS): RTA has also introduced the ATIS technology with digital kiosks, known as SmartStops, which relay real-time arrival information on display at major transfer points. Currently, SmartStops are installed at transit centers and majorcentralized transfer locations in the cities of Riverside, Perris, Moreno Valley and Corona. The next phase of the ATIS project will include querying and alerting of bus arrivals via text messaging, which will be completed concurrent with the upgraded ITS program. Mobile application development is also part of this project, which will allow passengers to lookup realtime arrival information for all RTA fixed routes. Transit Signal Priority (TSP): TSP is a tool that allows transit vehicles to travel through controlled intersections faster and more conveniently. Unlike signal pre-emption which is used on emergency vehicles, TSP technology on a bus utilizes a transmitter that allows the traffic signals along major streets to remain in green mode for several seconds longer, therefore allowing a late-running bus to advance more quickly along its route to maintain on-time performance. TSP is currently being used on Route 1 along the University Avenue and Magnolia Avenue corridors. RTA is working with the City of Riverside to monitor the impact and performance. 32 Item

92 Short Range Transit Plan FY17 FY19 Illuminated Bus Stops: In FY17, RTA intends to purchase materials and supplies to expand and upgrade the bus stop system with 50 security-enhancing illuminated bus stop devices which come equipped with down-lighting. These features are push-button activated by the customer and allow drivers to recognize when a person is waiting at a bus stop at night. The downlighting safety feature and illuminated schedule provides bus scheduling information for easy visibility in a night time environment. Bus Expansion Program: RTA s directly operated fleet as of July 1, 2016 will consist of 122 buses. These new 40-foot CNG buses are manufactured by Gillig, Inc. and have state-of-the-art technology that provides enhanced passenger safety, better fuel efficiency and decreased emissions. These vehicles were funded through State Transit Assistance (STA), Proposition 1B and federal appropriations and grants. In FY16, RTA Board of Directors approved the procurement of an additional 23 expansion vehicles; 17 for the new Route 1 Limited (RapidLink) service and six for the SR-91 express bus service to Orange County. Both of these service improvements are due to commence operation in The contract operated fleet has been upgraded since 2008 with expansion vehicles that could seat up to 28 passengers compared to previous Type II vehicles which seat 12 passengers. In FY16, all Type II vehicles are being retired and five trolley buses are being withdrawn from service. Additional medium sized buses will need to be purchased to replace older buses from the contingency fleet that will be placed into service for PVL service expansion. As for the DAR fleet, the passenger Type II vehicles purchased in FY13 will be retained in service as expansion vehicles. As of March 2016, 36 new Aerotech s have been ordered and are going through the acceptance process. 33 Item

93 Short Range Transit Plan FY17 FY19 CHAPTER 3: RECENT AND PLANNED SERVICE CHANGES 3.1 RECENT SERVICE CHANGES The COA study completed in early 2015 clearly pointed to the need for significant service improvements concentrated on four core themes: 1. Frequency of Service Ridership and customer survey data strongly pointed to service frequency as the key improvement required for RTA services to be attractive and have the capacity to grow. 2. Connectivity Surveys also pointed to the need to better coordinate RTA services at key connection points, especially where low frequency services meet. 3. Streamlining Changes need to focus on routing on major streets and corridors to reduce circuitous routing, duplication of service and to improve travel times and ease of understanding of the transit network. 4. Span of Service Surveys pointed clearly to the need to accommodate demand for later service in areas near major employment centers, colleges and universities. Notable changes that were implemented in FY15 and FY16 under these core strategies included the following: Improved service frequencies on weekdays (Routes 1, 3, 15, 19, 20, 29, 49 and 74) and weekends (Routes 15, 16, 19, 22, 27 and 74). Later weekday service was added on Routes 1, 15, 20, 22 and 27. Service span was extended weeknights on Routes 3, 20 and 74 to serve evening community colleges classes and jobs. Route 1 span was also expanded by one hour Saturday evenings to better serve the entertainment market. Sunday service was added to Route 3 Streamlined loop Routes 8 (Lake Elsinore, Wildomar) and 23 (Wildomar, Murrieta, Temecula). New Routes 26 (Orangecrest Moreno Valley/March Field Metrolink Moreno Valley Mall) and 52 (Hunter Park Metrolink Station UCR) and additional trips on Routes 13, 19, 20, 22, 27, 30, 61, 74, 208 and 212 have been budgeted and planned and are ready for implementation with the startup of Perris Valley rail line service. 34 Item

94 Short Range Transit Plan FY17 FY PLANNED SERVICE CHANGES Service planning for FY17 through FY19 will primarily focus on developing RTA s high frequency corridor services. The main service changes planned for implementation in FY17 include: Streamlining of downtown Riverside bus operations together with the closure of the existing downtown bus terminal; New SR-91 CommuterLink service on the new toll lanes. Another smaller change planned for implementation in September 2016 will expand Route 30 to link Perris with May Ranch developments. RTA will also implement Sunday service on the remaining three no service days: Thanksgiving, Christmas and New Year s Day. An increased demand for Sunday service is expected to support operation of the expanded transit network. These service improvements will be implemented in FY17, contingent upon the necessary financial resources and approval by the Board of Directors. RapidLink Gold Line Corona Riverside UCR offering service every 15 minutes during peak periods is now planned for implementation in September 2017 as the major new transit service initiative for FY18. Recommended strategies from the COA planned for implementation in FY18 and FY19 (subject to funding availability) are as follows: Split Route 27 into two separate Routes 27 (Perris Galleria) and 28 (Perris Hemet) with significantly improved weekday frequency and more direct route between Hemet and Perris. Extend Route 61 from Sun City to Perris, replacing Route 27. Route 61 will also gain Sunday service. Merge Routes 16 and 19 between UCR, Moreno Valley and Perris. 15-minute service will be provided weekdays. The new Route 16 will interface with Route 1 at UCR Mobility Hub instead of travelling to Downtown Riverside. Improved operating strategy: evaluate transfer reliability/window of all routes and feeders services, identify streamlining opportunities, elimination of routes, the addition of PVL, Corona service changes and VA Hospital service updates. Trial Saturday service on local Routes 35 (Banning/Beaumont Moreno Valley) and 40 (Lake Elsinore Menifee) as well as increase Route 40 service frequency weekdays and route the service via Mount San Jacinto College. Trial Sunday service on local Route 42 (Hemet-San Jacinto-Soboba Casino). Add earlier afternoon northbound Route 217 service between Escondido and Temecula. 35 Item

95 Short Range Transit Plan FY17 FY MODIFICATIONS TO PARATRANSIT SERVICE The provision of ADA services remains a challenge; it is costly both to RTA and to the passengers who use it. Efforts to mitigate the increasing expenses in DAR service included the launch of a Senior/Disabled Travel Training Program and the establishment of a Medi-Cal Reimbursement Program. The Freedom to Go Senior/Disabled Travel Training Program commenced in fall 2011 and covers all aspects of public transit from training on how to ride the bus, how to use a bus schedule and map, as well as help in overcoming physical and social barriers that may prevent passengers from using a fixed route bus. Participants benefit by developing a greater level of independence and increased mobility; ultimately bringing significant financial savings to both the customer and RTA. In FY15, more than 390 trainees actively participated in travel training. Program participants took more than 81,000 trips on fixed-route buses. Since the program s inception, the program has served more than 1,050 seniors and persons with disabilities, resulting in more than 190,000 trips on fixed-route buses through June RTA can avoid an estimated $14,000 a year for every five-day-a-week rider who makes the switch from DAR to fixed-route service. During FY15, the program saved RTA over $600,000 and since the program s inception; it has saved over $1.3 million. The Medi-Cal Reimbursement Program was implemented in early 2012 and was developed in cooperation with the State Medi-Cal Program for paratransit trips taken to and from qualifying medical services. This program provides reimbursement of 50 percent of the net expenses associated with these trips and provides access to alternative sources of State and Federal funding for DAR services. Eligible expenses so far under this program are $3 million. 3.4 MARKETING PLANS AND PROMOTION A marketing and communications plan is developed to support the annual goals of RTA, while advancing the mission and vision of the organization. The plan seeks to address the following focus areas: Increasing ridership Increasing awareness of RTA services Enhancing the image of RTA Educating the public on the benefits of public transportation Providing excellent customer service Coordinating media and public relations Government relations Assisting with employee communications 36 Item

96 Short Range Transit Plan FY17 FY19 Addressing these areas is accomplished by executing marketing and communication programs or campaigns targeted at existing and potential riders, commuters, the general public, elected officials, students, the business community, the media, non-profit organizations and employees. These programs and campaigns employ a mix of different media to reach the desired audiences. Marketing efforts aim to build on the existing base of awareness by educating the general public about what transit services are available and how and where to get more information. Service Adjustments: Marketing promotes information regarding service adjustments through a variety of advertising methods to reach customers including rider alerts, press releases, website, brochures distributed throughout the service area, newspaper ads, on-bus information and social media. Customer Information Materials: RTA aims to make the transit system easier to understand and use through enhanced passenger information and signage. Materials are developed for both novice riders and experienced users to read and understand. Informational documents are readily available and designed to attractively promote RTA services to new users, while maintaining interest and engagement from existing riders. Public Speaking Opportunities: Presentations are customized for a variety of market segments. Outreach to business and community leaders is used to educate these groups about the economic benefits that transit provides to the RTA community, while presentations for social service agencies or other gatekeeper organizations are tailored to educate these groups on how transit can enhance personal mobility and how they can help to promote its usage. Presentations also occur at senior centers, colleges and school orientation programs that focus on how those populations can use the bus to accomplish their various tasks. Community Relations: Many of RTA s strategies rely on working through local organizations and businesses to direct very specific promotional messages to constituencies with realistic potential for using RTA s transit services. Community-based marketing and partnerships with local businesses and public agencies of this kind are cost-effective. One way RTA builds upon these relationships is by participating in community events such as expos and parades, which provides the opportunity to attract potential new users and also promote RTA as an active community partner. Website and Social Media: RTA s website is used to publish up-to-date information about Agency services, policies and publications. RTA also utilizes social media, including Facebook, Twitter, YouTube, Instagram and ialerts. Social media is a relatively inexpensive advertising format that allows RTA to provide information quickly and easily to users while raising RTA s profile and brand. Customer Information Center: The Customer Information Center provides phone information to customers seven days a week. As call volumes fluctuate, RTA maintains staffing levels to 37 Item

97 Short Range Transit Plan FY17 FY19 adequately meet its customers needs. Various resources like Transtar and Google Transit trip planners, and Transit Master bus tracking, allow customer representatives to quickly and accurately answer all customer inquiries. English- and Spanish-speaking clerks are always available to assist callers. For other language requirements, both written and verbal, RTA uses the service of LanguageLine Solutions which provide interpretation and translation in more than 200 languages. Transportation NOW (T-NOW): T-NOW was formed in 1992 as a grassroots advocacy group comprised of public transit advocates. Members of T-NOW range from elected officials to community activists to everyday transit users who are committed not only to addressing regional transportation issues but meeting the needs of individual communities. There are six T-NOW chapters throughout the service area that include Greater Riverside, Hemet/San Jacinto Area, Northwest, Moreno Valley/Perris, San Gorgonio Pass Area and Southwest. Each chapter meets monthly and sets goals and objectives relevant to their communities. 3.5 BUDGET IMPACT ON PROPOSED CHANGES Planned service changes in FY17 and beyond are contingent upon economic conditions and available revenue. Therefore, should funding be unavailable for planned services and projects, the implementation and service improvements in conjunction with them will be delayed until sufficient revenue is available. Any new service should also adhere to RTA s Sustainable Funding Source Policy that was approved in September The enactment of the policy provides a framework that assures that funding sources, particularly temporary financial assistance or seed money are utilized only on service that has a significant potential to be productive and financially sustainable when funding expires or is depleted. This encourages the use of new or expanded service to demonstrate that it is warranted by meeting productivity standards over an established period of time. 38 Item

98 Short Range Transit Plan FY17 FY19 CHAPTER 4: FINANCIAL AND CAPITAL PLANS RTA s FY17 budget reflects a strategy to fit within current financial constraints. To that end, RTA is planning for a service level that balances forecasted fiscal constraints with the varied profile of the service area. The only service increases planned in FY17 are for the PVL feeders, 91 Express and the addition of three holidays. Staff remains fully committed to exploring all service and financial alternatives necessary to meeting the public transit needs of the citizens who live and work in western Riverside County. Public transportation helps alleviate congestion, ensures mobility, promotes more livable communities, and assists with meeting additional needs that arise as a result of the ADA. 4.1 OPERATING AND CAPITAL BUDGET The total budget for FY17 is $87,282,054, with $75,997,588 projected for operating expenses and $11,284,466 projected for capital projects. Due to the prudence exercised over the past few years and the improving economy, RTA is expecting an overall operating budget increase over FY16. As currently budgeted, total operating expenses for FY17 are $75,997,588 an increase of $6,917,971 or 10 percent over FY16. It should be noted that RTA is planning for an increase of 6 percent in revenue service hours. Significant cost drivers are purchased transportation, new service and liability insurance. The FY17 capital budget represents a decrease of $17,380,179 or 61 percent from FY16 midyear budget levels. The significant decrease in the capital budget request is attributable to not programming Proposition 1B funds in FY17. Operating Budget Profile: $1,178,485 $14,917,378 Operations Maintenance Planning Administration $9,949,615 $49,952,110 The proposed Operating Budget totals $75,997,588. Operations, at 66%, constitute the largest component of the proposed budget while Maintenance makes up 13% of the total. Thus, combined Operations and Maintenance equate to 79% of the budget. Planning and Administration combined make up the remaining 21% of the budget. While these percentage 39 Item

99 Short Range Transit Plan FY17 FY19 breakdowns are consistent in proportionality with prior years, a slight increase in administration is due to increased insurance costs. The operating budget contains five (5) major cost elements. The elements are: Salaries and Benefits (50%), which are made up of wages and fringe benefits including medical, Worker s Compensation, and Other Post-Employment Benefits Annual Required Contribution (OPEB ARC). Purchased Transportation (36%), which represents the resources required for contracted transportation services for DAR/Taxi Overflow and certain fixed-route services. Materials and Supplies (4%), made up primarily of operating supplies including tires, parts, fuel, and lubricants for the operation, repair & maintenance of Agency vehicles. Services (4%) include, but are not limited to, external auditing, legal, marketing, outside maintenance / custodial, armored transport, actuarial services, legislative consulting, and towing. Other Expenses (6%) include, but are not limited to, insurance, utilities, printing and publications, advertising and promotion, dues and subscriptions, and other miscellaneous expenses. $5,074,034 Salaries & Benefits $27,516,161 Services Materials & Supplies Purchased Transportation Other Expenses $3,120,381 $2,659,039 $37,627,973 Capital Budget Profile: The proposed FY17 Capital Budget totals $11,284,466. Capital funding will be used for the purchase of critical items to maintain existing operations and service levels. The Capital Budget is a component of the comprehensive five-year Capital Improvement Plan including equipment and upgrade of agency infrastructure. FY17 Capital Budget profile by project element is shown below: 40 Item

100 Short Range Transit Plan FY17 FY19 $200,000 $1,576,202 Maintenance Revenue Vehicles Facilities $4,218,969 $5,289,295 Shelters & Stops Notable capital projects included in the proposed FY17 budget include: Purchase of replacement revenue vehicles Associated Transit Improvements Critical maintenance and administrative support equipment Partial funding for new Operations and Maintenance facility 41 Item