The URL can be used to link to this page

Home My Public Portal About06 June 12, 2019 CommissionRIVERSIDE COUNTY TRANSPORTATION COMMISSION MEETING AGENDA TIME/DATE: 9:30 a.m. / Wednesday, June 12, 2019 LOCATION: BOARD ROOM County of Riverside Administrative Center 4080 Lemon Street, First Floor, Riverside COMMISSIONERS Chair — Chuck Washington Vice Chair— Ben J. Benoit Second Vice Chair — Jan Harnik Kevin Jeffries, County of Riverside, District 1 Karen Spiegel, County of Riverside, District 2 Chuck Washington, County of Riverside, District 3 V. Manuel Perez, County of Riverside, District 4 Jeff Hewitt, County of Riverside, District 5 Art Welch / Daniela Andrade, City of Banning Lloyd White / Julio Martinez, City of Beaumont Joseph DeConinck / Johnny Rodriguez, City of Blythe Larry Smith / To Be Appointed, City of Calimesa Randall Bonner / Jeremy Smith, City of Canyon Lake Raymond Gregory / Mark Carnevale, City of Cathedral City Steven Hernandez / Megan Beaman Jacinto, City of Coachella Wes Speake / Jim Steiner, City of Corona Scott Matas / Russell Betts, City of Desert Hot Springs Clint Lorimore / Todd Rigby, City of Eastvale Linda Krupa / Russ Brown, City of Hemet Dana Reed / To Be Appointed, City of Indian Wells Waymond Fermon / Oscar Ortiz, City of Indio Brian Berkson / Chris Barajas, City of Jurupa Valley Kathleen Fitzpatrick / Robert Radi, City of La Quinta Bob Magee / Natasha Johnson, City of Lake Elsinore Bill Zimmerman / Dean Deines, City of Menifee Victoria Baca / Carla Thornton, City of Moreno Valley Scott Vinton / Randon Lane, City of Murrieta Berwin Hanna / Ted Hoffman, City of Norco Jan Harnik / Kathleen Kelly, City of Palm Desert Lisa Middleton / Jon R. Roberts, City of Palm Springs Michael M. Vargas / Rita Rogers, City of Perris Ted Weill / Charles Townsend, City of Rancho Mirage Rusty Bailey / Andy Melendrez, City of Riverside Andrew Kotyuk / Russ Utz, City of San Jacinto Michael S. Naggar / Maryann Edwards, City of Temecula Ben J. Benoit / Joseph Morabito, City of Wildomar Mike Beauchamp, Governor's Appointee Caltrans District 8 Comments are welcomed by the Commission. If you wish to provide comments to the Commission, please complete and submit a Speaker Card to the Clerk of the Board. Tara B erl From: Sent: To: Cc: Subject: Tara Byerly Wednesday, June 05, 2019 9:00 AM Tara Byerly Anne Mayer; Lisa Mobley; JOHN STANDIFORD RCTC: June Commission Agenda - June 12, 2019 Good morning Commissioners, The June Agenda for the Commission meeting scheduled for Wednesday, June 12 @ 9:30 a.m. is available. Please copy the link: https://www.rctc.org/wp-content/uploads/2019/06/Agenda.pdf Also attached for your review and information is the conflict of interest memo and form. Conflict of Conflict of Interest Forrn.pdf Interest Memo.p... Let me know if you have any questions or concerns. Thank you. Respectfully, Tara Byerly Deputy Clerk of the Board Riverside County Transportation Commission 951.787.7141 W 1951.787.7906 F 4080 Lemon St. 3rd FI.1 P.O. Box 12008 Riverside, CA 92502 rctc.org f inr Tara Bve rl From: Tara Byerly Sent: Wednesday, June 05, 2019 9:02 AM To: Tara Byerly Cc: Lisa Mobley Subject: RCTC: June Commission Agenda - June 12, 2019 Good morning Commission Alternates, The June Agenda for the Commission meeting scheduled for Wednesday, June 12 @ 9:30 a.m. is available. Please copy the link: https://www.rctc.org/wp-content/uploads/2019/06/Agenda.pdf Thank you, Tara Byerly Deputy Clerk of the Board Riverside County Transportation Commission 951.787.7141 W 1951.787.7906 F 4080 Lemon St. 3rd FI. 1 P.O. Box 12008 Riverside, CA 92502 rctc.org f in i TO: FROM: DATE: SUBJECT: RIVERSIDE COUNTY TRANSPORTATION COMMISSION Riverside County Transportation Commission Lisa Mobley, Clerk of the Board June 4, 2019 G.C. 84308 Compliance — Potential Conflict of Interest California Government Code 84308 states a Commissioner may not participate in any discussion or action concerning a contract or amendment if a campaign contribution of more than $250 is received in the past 12 months or 3 months following the conclusion from a bidder or bidder's agent. This prohibition does not apply to the awarding of contracts that are competitively bid. The Commission's procurement division asks potential vendors to disclose any contributions made to the campaigns of any Commissioner as part of their submitted bid packets. As an additional precaution, those entities are included below in an effort to give Commissioners opportunity to review their campaign statements for potential conflicts. Please note the entities listed in this memo are not encompassing of all potential conflicts and are in addition to any personal conflicts of interest such as those disclosed on Statement of Economic Interests —Form 700 or prohibited by Government Code Section 1090. Please contact me should you have any questions. Agenda Item No 9D —Recurring Contracts for Fiscal Year 2019/20 Consultant(s): AMMA Transit Planning Heather Menninger Owner/Principal 19069 Van Buren, Suite 114-378 Riverside, CA 92508 Best Best & Krieger, LLP Steven DeBaun, Partner 3390 University Avenue, 5th Flr. Riverside, CA 92501 Celtics Ventures Inc. Matt Raymond, Founder/CEO 215 Avenue I, Ste. 104 Redondo Beach, CA 90277 Bechtel Infrastructure Corp. Donald H. Wright Principal/Vice President 707 Wilshire Blvd., Suite 3088 Los Angeles, CA 90017 BLX Group LLC Glenn R. Casterline Managing Director 777 Figueroa St., Suite 3200 Los Angeles, CA 90017 ECS Imaging, Inc. Ashley Burt, Accounting Asst. 5905 Brockton Avenue, #C Riverside, CA 92506 RCTC Potential Conflicts of Interest June 4, 2019 Page 2 Epic Land Solutions, Inc. Karen Starr, President 2601 Airport Drive, Suite 115 Torrance, CA 90505 Fieldman, Rolapp & Assoc., Inc. Daniel L. Wiles, Principal 19900 MacArthur Blvd., Suite 1100 Irvine, CA 92612 Media Beef, Inc. Michael Hemry, President 6809 Indiana Ave., Suite 130 Riverside, CA 92506 Norton Rose Fulbright US LLP Victor Hsu, Partner 555 South Flower Street, 41st Floor Los Angeles, CA 90071 U.S. Bank National Association Ashraf Almurdaah, Vice President 633 W. 5th Street, 24th FI. Los Angeles, CA 90071 Stantec Sheldon Mar, Senior Associate 475 5th Avenue, 12th Floor New York, NY 10017 Exigent Systems Inc. Dustin E. Hoffman, President 1020 Nevada Street, Suite 201 Redlands, CA 92374 Iteris, Inc. Ramin Massoumi, Sr. Vice Pres. General Manager 1700 Carnegie Ave., Suite 100 Santa Ana, CA 92605 MGO, LLP Peter George, Partner 4675 MacArthur Court, Ste. 600 Newport Beach, CA 92660 Orrick, Herrington & Sutcliffe LLP Devin Brennan, Partner 405 Howard Street San Francisco, CA 94105 WSP USA Inc. Laura S. Unger U.S. Regulatory Comp. Mgr. One Penn Plaza, rd Flr. New York, NY 10119 Monsido, Inc. Jacob Riff, President 5355 Mirra Sorrento PI. Suite 725 Sam Diego, CA 92121 Agenda Item No 9H — Amendment to On -Call Station Repair and Maintenance Consultant(s): Braughton Construction Inc. .John Braughton, President 10722 Arrow Rte., Suite 810 Rancho Cucamonga, CA 91730 RCTC Potential Conflicts of Interest June 4, 2019 Page 3 Agenda Item No 91 — Approval of Agreement for Construction Management Services, Materials Testing, and Construction Surveying and Approval of Various Agreements for the Interstate 15/Railroad Canyon Road Interchange Improvements Project Consultant(s): Arcadis U.S., Inc. Nabil Fraywat, Vice President 3600 Lime Street, Suite 527 Riverside, CA 92501 Desert Sun mediagroup PART OF THE USA TODAY NETWORK PO Box 23430 Green Bay, WI 54305-3430 Tel. 760-778-4578 / Fax 760-778-4731 Email: legals@thedesertsun.com PROOF OF PUBLICATION STATE OF CALIFORNIA SS. COUNTY OF RIVERSIDE RIVERSIDE COUNTY TRANSPORTATION COMMISSION 4080 LEMON ST. 3RD FL. P.O. BOX 12008 I am over the age of 18 years old, a citizen of the United States and not a party to, or have interest in this matter. I hereby certify that the attached advertisement appeared in said newspaper (set in type not smaller than non pariel) in each and entire issue of said newspaper and not in any supplement thereof on the following dates, to wit: 05/22/ 19 I acknowledge that I am a principal clerk of the printer of The Desert Sun, printed and published weekly in the City of Palm Springs, County of Riverside, State of California. The Desert Sun was adjudicated a Newspaper of general circulation on March 24, 1988 by the Superior Court of the County of Riverside, State of California Case No. 191236. I certify under penalty of perjury, under the laws of the State of California, that the foregoing is true and correct.. Executed on this 22nd of May 2019 in Green Bay, WI, County of Brown. Ad#:0003558175 PO: # of Affidavits :1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ESTABLISHING THE ANNUAL APPROPRIATIONS LIMIT FOR FISCAL YEAR 2019/20 NOTICE IS HEREBYGIVEN the Riverside County Transportation Commission will be adopting its annual appropriations limit for Fiscal Year 2019/20 at its lneet- ing .on Wednesday, June 12, 2019, at 9:30 a.m. in the Board Room, County Ad- ministrative Center, 4080 Lemon Street, First Floor, Riverside, California, 92501. In accordance to Section 7910 of the California Government Code, which imple- ments Article XIIIB, the Commission shall establish its appropriations limit each fiscal year. Based on calculations, using the California per capita personal in- come and the population change within Riverside County, the proposed appro- priations limit is $487,698,077. Calculations supporting the proposal are availa- ble for public viewing for fifteen (15) days from the first date of this Notice, from 8 a.m, to 4 p.m., Monday through Friday, at its principal place of 'business located at 4080 Lemon Street, Third Floor, Riverside, California 92501. Comments will be accepted on the proposed FY 2019/20 annual appropriations limit goal until Friday, May 31, 2019. For questions regarding the appropria- tions limit, please contact Nl€chele Cisneros, Deputy Director of Finance, at the RCTCOffice, 4080 Lemon Street. Third Floor, Riverside, California 92501 or by calling (951) 787-7141. Published: May 22, 2019 By: Lisa Mobley, Clerk of the Board r RIVERSIDE COUNTY TRANSPORTATION COMMISSION ESTABLISHING THE ANNUAL APPROPRIATIONS LIMIT FOR FISCAL YEAR 2019/20 NOTICE IS HEREBY GIVEN the Riverside County Transportation} Commission will be adopting its annual appropriations limit for Fiscal Year 2019/20 at its meet- ing on Wednesday, June 12, 2019,.at 9:30 a.m. in the Board Room, County Ad- ministrative Center, 4080 Lemon Street, First Floor, Riverside, California, 92501. In accordance to Section 7910 of the California Government. Code, which imple- ments Article 'X1118, the Commission shall establish its appropriations limit each fiscal year. Based on calculations, using the California per capita personal in- come and the population change within Riverside County, the proposed appro- priations limit is $487,698,077. Calculations supporting the proposal are availa- ble for public viewing for fifteen (15) days from the first date of this Notice, from 8 a.m. to 4 p.m., Monday through Friday, at its principal place of business located at 4080 Lemon Street, Third Floor, Riverside, California 92.501, Comments will be accepted on the proposed FY 2019/20 annual appropriations limit goal until Friday, May 31, 2019. For questions regarding the appropria- tions limit, please contact Michele Cisneros, Deputy Director of Finance, at the RCTC Office, 4080 Lemon Street, Third Floor, Riverside, California 92501 or by calling (951) 787-7141. Published, May 22, 2019 By: Lisa Mobley, Clerk of the Board RIVERSIDE COUNTY TRANSPORTATION COMMISSION www.rctc.org MEETING AGENDA* *Actions may be taken on any item listed on the agenda 9:30 a.m. Wednesday, June 12, 2019 BOARD ROOM County of Riverside Administrative Center 4080 Lemon Street, First Floor, Riverside, CA In compliance with the Brown Act and Government Code Section 54957.5, agenda materials distributed 72 hours prior to the meeting, which are public records relating to open session agenda items, will be available for inspection by members of the public prior to the meeting at the Commission office, 4080 Lemon Street, Third Floor, Riverside, CA, and on the Commission's website, www.rctc.org. In compliance with the Americans with Disabilities Act, Government Code Section 54954.2, and the Federal Transit Administration Title VI, please contact the Clerk of the Board at (951) 787-7141 if special assistance is needed to participate in a Commission meeting, including accessibility and translation services. Assistance is provided free of charge. Notification of at least 48 hours prior to the meeting time will assist staff in assuring reasonable arrangements can be made to provide assistance at the meeting. 1. CALL TO ORDER 2. ROLL CALL 3. PLEDGE OF ALLEGIANCE 4. PUBLIC COMMENTS — Each individual speaker is limited to speak three (3) continuous minutes or less. The Commission may, either at the direction of the Chair or by majority vote of the Commission, waive this three -minute time limitation. Depending on the number of items on the Agenda and the number of speakers, the Chair may, at his/her discretion, reduce the time of each speaker to two (2) continuous minutes. In addition, the maximum time for public comment for any individual item or topic is thirty (30) minutes. Also, the Commission may terminate public comments if such comments become repetitious. Speakers may not yield their time to others without the consent of the Chair. Any written documents to be distributed or presented to the Commission shall be submitted to the Clerk of the Board. This policy applies to Public Comments and comments on Agenda Items. Under the Brown Act, the Commission should not take action on or discuss matters raised during public comment portion of the agenda that are not listed on the agenda. Commission members may refer such matters to staff for factual information or to be placed on the subsequent agenda for consideration. Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 2 5. ADDITIONS / REVISIONS — The Commission may add an item to the Agenda after making a finding that there is a need to take immediate action on the item and that the item came to the attention of the Commission subsequent to the posting of the agenda. An action adding an item to the agenda requires 2/3 vote of the Commission. If there are less than 2/3 of the Commission members present, adding an item to the agenda requires a unanimous vote. Added items will be placed for discussion at the end of the agenda. 6. APPROVAL OF MINUTES — MAY 8, 2019 7. PUBLIC HEARING — PROPOSED BUDGET FOR FISCAL YEAR 2019/20 Overview This item is for the Commission to: Page 1 1) Receive input on the proposed budget for Fiscal Year 2019/20; 2) Close the public hearing on the proposed Budget for FY 2019/20; 3) Approve the salary schedule effective July 4, 2019, located in Appendix E of the proposed budget; and 4) Adopt the proposed Budget for FY 2019/20. 8. PUBLIC HEARING — AMENDED AND RESTATED ORDINANCE OF RIVERSIDE COUNTY TRANSPORTATION COMMISSION RELATING TO THE ADMINISTRATION OF TOLLS AND THE ENFORCEMENT OF TOLL VIOLATIONS FOR THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION EXPRESS LANES Page 4 Overview This item is for the Commission to: 1) Conduct a public hearing; and 2) Adopt Ordinance No. 19-001, "An Amended and Restated Ordinance of the Riverside County Transportation Commission Relating to the Administration of Tolls and the Enforcement of Toll Violations for the Riverside County Transportation Commission Express Lanes", including approval of the toll evasion penalties and fees for a violation set forth in Schedule A of the Ordinance. 9. CONSENT CALENDAR —All matters on the Consent Calendar will be approved in a single motion unless a Commissioner(s) requests separate action on specific item(s). Items pulled from the Consent Calendar will be placed for discussion at the end of the agenda. Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 3 9A. APPROPRIATIONS LIMIT FOR FISCAL YEAR 2019/20 Page 22 Overview This item is for the Commission to adopt Resolution No. 19-010, "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit", for Fiscal Year 2019/20. 9B. QUARTERLY INVESTMENT REPORT Page 29 Overview This item is for the Commission to receive and file the Quarterly Investment Report for the quarter ended March 31, 2019. 9C. QUARTERLY FINANCIAL STATEMENTS Overview This item is for the Commission to receive and file the Quarterly Financial Statements for the nine months ended March 31, 2019. 9D. RECURRING CONTRACTS FOR FISCAL YEAR 2019/20 Overview This item is for the Commission to: Page 117 Page127 1) Approve the single -year recurring contracts in an amount not to exceed $16,982,780 for Fiscal Year 2019/20; 2) Approve the recurring contracts for specialized services in an amount not to exceed $3,439,000 in FY 2019/20 and $7,262,100 in FYs 2020/21 — 2021/22; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission. Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 4 9E. STATE AND FEDERAL LEGISLATIVE UPDATE Overview This item is for the Commission to: 1) Adopt the following bill positions: a) SB 742 (Allen) — Support; b) AB 1149 (Fong) — Support; and 2) Receive and file an update on state and federal legislation. 9F. 2019 STATE ROUTE 91 IMPLEMENTATION PLAN Overview Page138 Page144 This item is for the Commission to approve the 2019 State Route 91 Implementation Plan. 9G. AWARD OF CONSTRUCTION AGREEMENT WITH REYES CONSTRUCTION, INC. FOR THE RIVERSIDE DOWNTOWN LAYOVER FACILITY EXPANSION PROJECT Overview This item is for the Commission to: Page188 1) Award Agreement No. 19-33-029-00 to Reyes Construction, Inc., as the lowest responsive, responsible bidder, for the construction of the Riverside Downtown Layover Facility Expansion Project (Project) in the amount of $4,379,858, plus a contingency amount of $420,142, for a total amount not to exceed $4.8 million; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; and 3) Authorize the Executive Director or designee to approve contingency work pursuant to the agreement terms up to the total amount. Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 5 9H. AMENDMENT TO ON -CALL STATION REPAIR AND MAINTENANCE Overview This item is for the Commission to: Page 205 1) Approve Agreement No. 18-24-001-02, Amendment No. 2 to Agreement No. 18-24-001-00, with Braughton Construction Co. Inc. (Braughton) for additional station repair, maintenance and modernization services for an additional amount of $1,222,000 and a total amount not to exceed $3,942,000; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the amendment on behalf of the Commission. 91. APPROVAL OF AGREEMENT FOR CONSTRUCTION MANAGEMENT SERVICES, MATERIALS TESTING, AND CONSTRUCTION SURVEYING AND APPROVAL OF VARIOUS AGREEMENTS FOR THE INTERSTATE 15/RAILROAD CANYON ROAD INTERCHANGE IMPROVEMENTS PROJECT Page 210 Overview This item is for the Commission to: 1) Award Agreement No. 19-31-030-00 to Arcadis U.S., Inc. to perform construction management services, materials testing, and construction surveying for the Interstate 15/Railroad Canyon Road Interchange Improvements Project (Project) in the amount of $ 5,450,793, plus a contingency amount of $545,079 for potential changes in scope, for a total amount not to exceed $ 5,995,872; 2) Authorize the Executive Director, or designee, to approve the use of the contingency amount as may be required for the Project; 3) Approve Agreement No. 10-72-016-07, Amendment No. 7 to Agreement No. 10-72-016-00 with the city of Lake Elsinore (City) to identify the Commission as the implementing agency for the Construction Phase and authorize $22,248,700 in Transportation Uniform Mitigation Fee (TUMF) regional arterial funds for the construction phase; 4) Approve Agreement No. 19-31-031-00 with the City for enhanced landscaping and aesthetics and the City's contribution of $755,000; 5) Approve Agreement No. 19-31-077-00, between the Commission and Caltrans that defines the roles and responsibilities for Project construction; 6) Approve Agreement No. 19-31-069-00 with the California Highway Patrol (CHP) for Construction Zone Enforcement Enhancement Program (COZEEP) for an amount not to exceed $477,300; and 7) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreements on behalf of the Commission. Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 6 9J. FISCAL YEAR 2019/20 MEASURE A COMMUTER ASSISTANCE BUSPOOL SUBSIDY FUNDING CONTINUATION REQUESTS Overview This item is for the Commission to: Page 311 1) Authorize payment of the $2,350/month maximum subsidy per buspool for the period July 1, 2019 to June 30, 2020, to the existing Riverside I buspool; and 2) Require subsidy recipients to meet monthly buspool reporting requirements as supporting documentation to receive payments. 9K. FISCAL YEARS 2019/20 — 2021/22 SHORT RANGE TRANSIT PLANS Overview This item is for the Commission to: Page 315 1) Approve the Fiscal Years 2019/20 — 2021/22 Short Range Transit Plans (SRTPs) for the cities of Banning (Banning), Beaumont (Beaumont), Corona (Corona), and Riverside; Palo Verde Valley Transit Agency (PVVTA); Riverside Transit Agency (RTA); SunLine Transit Agency (SunLine); and the Commission's Commuter Rail Program; and 2) Authorize the Executive Director or designee to approve final versions of the SRTPs. 9L. POLICY UPDATE ON THE USE OF STATE TRANSIT ASSISTANCE FUNDING BY OPERATORS Page 321 Overview This item is for the Commission to approve the use of unallocated and unprogrammed State Transit Assistance (STA) funds for transit operating assistance under eligibility standards as outlined in the Transportation Development Act (TDA) Guidelines and Public Utilities Code (PUC) § 99314.6 for transit operators and PUC § 99234.9 and 99313.7 for rail services. Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 7 9M. REGIONALIZATION OF COMMUTER PROGRAMS Overview This item is for the Commission to: Page 324 1) Approve Agreement No. 19-45-080-00 with the San Bernardino County Transportation Authority (SBCTA) for a three-year term to reimburse the Commission in an amount not to exceed $4.5 million for commuter/employer rideshare (IE Commuter) and Inland Empire 511 (IE511) programs administered by the Commission, on behalf of both agencies, and for the Commission to reimburse SBCTA an amount not to exceed $350,000, for SBCTA's provision of rideshare and vanpool program web -based software, as part of an ongoing bi-county partnership; 2) Approve Memorandum of Understanding (MOU) No. 19-45-079-00, between Los Angeles County Service Authority for Freeway Emergencies (LA SAFE) and Los Angeles County Metropolitan Transportation Authority (Metro), Orange County Transportation Authority, SBCTA, and Ventura County Transportation Commission for Metro's regional 511 deployment and operations; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission. 10. APPROVAL OF METROLINK OPERATING AND CAPITAL SUBSIDIES FOR FISCAL YEAR 2019/20 AND RELATED MEMORANDUM OF UNDERSTANDING AND OF THE FUNDING AGREEMENT FOR THE SOUTHERN CALIFORNIA OPTIMIZED RAIL EXPANSION PROGRAM FOR THE RIVERSIDE DOWNTOWN STATION EXPANSION PROJECT Page 346 Overview This item is for the Commission to: 1) Receive and file a report on the Commission's portion of the Fiscal Year 2019/20 Southern California Regional Rail Authority (SCRRA) operating and capital budget; 2) Approve the FY 2019/20 SCRRA operating and capital budget, which results in a total operating and capital subsidy of $23,475,203 from the Commission; 3) Authorize the Executive Director to finalize and execute Memorandum of Understanding (MOU) No. 19-25-078-00 with SCRRA regarding annual funding, including subrecipient matters related to pass -through of federal funding; an 4) Authorize the Executive Director to finalize and execute Agreement No. 19-33-082-00 for the Southern California Optimized Rail Expansion (SCORE) Program Cooperative Agreement for the Riverside - Downtown Station Expansion Project Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 8 11. FISCAL YEAR 2019/20 SB 821 BICYCLE AND PEDESTRIAN FACILITIES PROGRAM FUNDING RECOMMENDATIONS Overview This item is for the Commission to: Page 420 1) Approve the Fiscal Year 2019/20 SB 821 Bicycle and Pedestrian Facilities (SB 821) program recommended project allocations in the amount of $3,901,915; 2) Direct staff to prepare memorandums of understanding (MOUs) with the project sponsors to outline the project schedules and local funding commitments; anD 3) Authorize the Chair or Executive Director to execute the MOUs with the project sponsors, pursuant to legal counsel review. 12. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA 13. COMMISSIONERS / EXECUTIVE DIRECTOR REPORT Overview This item provides the opportunity for the Commissioners and the Executive Director to report on attended meetings/conferences and any other items related to Commission activities. 14. CLOSED SESSION 14A. CONFERENCE WITH LEGAL COUNSEL: ANTICIPATED LITIGATION EXPOSURE TO LITIGATION PURSUANT TO SUBDIVISION (D)(2) OF GOVERNMENT CODE SECTION 54956.9 Potential Number of Case(s): 1 14B. CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Government Code Section 54956.8 Agency Negotiator: Executive Director or Designee Item APN(s) Property Owner Buyer(s) 1 118-160-021 RCTC C&E Investments and Brian Tressen 2 117-122-029 RCTC Pravin Kumar Riverside County Transportation Commission Meeting Agenda June 12, 2019 Page 9 14C. CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Government Code Section 54956.8 Agency Negotiator: Executive Director or Designee Item APN(s) Property Owner Buyer(s) 1 305-060-008 Mendoza, Pedro & RCTC Teresa 2 305-060-009 Fernandez, Jesse RCTC 3 305-060-029 Swift Transportation RCTC 4 465-110-001 Dilworth, Nelson S., et al. RCTC 413-380-004 5 413-380-005 Johnson, Keith W. & RCTC 413-380-013 William C. 6 413-380-021 Bouye, Steve & Diana RCTC 413-380-022 7 414-110-058 RSI Communities RCTC Calif 8 153-020-010 Schamber, Eutimio & RCTC Tammie Jo 15. ADJOURNMENT The next meeting of the Commission is scheduled to be held on Wednesday, July 10, 2019, Board Room, First Floor, County Administrative Center, 4080 Lemon Street, Riverside. RIVERSIDE COUNTY TRANSPORTATION COMMISSION ROLL CALL DUNE 12, 2019 County of Riverside, District County of Riverside, District II County of Riverside, District III County of Riverside, District IV County of Riverside, District V City of Banning City of Beaumont City of Blythe City of Calimesa City of Canyon Lake City of Cathedral City City of Coachella City of Corona City of Desert Hot Springs City of Eastvale City of Hemet City of Indian Wells City of Indio City of Jurupa Valley City of La Quinta City of Lake Elsinore City of Menifee City of Moreno Valley City of Murrieta City of Norco City of Palm Desert City of Palm Springs City of Perris City of Rancho Mirage City of Riverside City of San Jacinto City of Temecula City of Wildomar Governor's Appointee, Caltrans District 8 Present CI tzP 0 0 0 0 O RIVERSIDE COUNTY TRANSPORTATION COMMISSION COMMISSIONER SIGN -IN SHEET JUNE 12, 2019 NAME AGENCY EMAIL ADDRESS P._ C..........3.N.,zs ...-(-- r)_ - ...,..e. ,,,,... vs;yr\-”:„*-- 7. A I---'---2--—/---1 ...1-1--) giti /1,217,/..--- A v&teif 5e* 2,2e4,,,,, L. z 0 » - /1-2 7-7d/ %Ma., rib/ &._ Wreel6 triege,, r/'n Air' / ,vIF Ail w ,_ g,a.‘,,,---i :an k��r fcSe/i -3) r 1/ icbt I�!/e/ cc.:-Til ,Q'T-ciu ki..' u(L2A--- G.aauf S{Mrt(A CoLtwteiSp ,f.�iflo-d.fi A-464vs* g...--gdsci-s. ir, t2/1 ram- lei /l �Sq‘.8 v- - U ��`,vet)�j7M ./tis �if.4)v1, /,',..,i,�c awiy, ._:,as-e." ' A • c:?1 v,gok_ rE)i.Sfril Ca', eAr CO Prg'V(O j'iRJc�-6i� \ M !�g� C.A&gli/445 ke5ESAACT 8 / r.. V _ r_ - (et\Th/1,7 ;,(\' - 7 trr, ; i ,) .e,-.410 ,---7L/ Vii i/10,,,./4' . FRI-r- ie f�ew,f/ d(-3 s pfry s�wFv fti yil, , t/t4//1/0_,_ 6.--2„..7-4,,-...,) 7 ., ,_. , ki„_, _s,,,,_,./(„, _____,,,,,...„„„s.fr..,..; ,,.., A. hell �/mME,2MArl 6v/- n! / Fri u„.,, .,--...,...,...4-_-_-(- c.:„--) . r, s--A--t___A-f ,_-_,,p (--z-_,,L2) c„,-::_ J2y.csci-FS eat- sit, h KO- �t��r3 ,/`-i alWc�i/` /Sen„e1 .nclno �l�"O ' 131-6.- Rcz.ge 1-Nkiotp C9Je\\ s l° WAtitmoto fm1410^) T�JrO f.I COE4\8ral AGENDA ITEM 6 MINUTES RIVERSIDE COUNTY TRANSPORTATION COMMISSION MEETING MINUTES Wednesday, May 8, 2019 1. CALL TO ORDER The Riverside County Transportation Commission was called to order by Chair Chuck Washington at 9:31 a.m. in the Board Room at the County of Riverside Administrative Center, 4080 Lemon Street, First Floor, Riverside, California, 92501. 2. ROLL CALL Commissioners/Alternates Present Victoria Baca Rusty Bailey Ben J. Benoit Brian Berkson Randall Bonner Christy Connors Waymond Fermon Kathleen Fitzpatrick Raymond Gregory Berwin Hanna Jan Harnik Steven Hernandez Jeff Hewitt Kevin Jeffries Linda Krupa Scott Matas Bob Magee Lisa Middleton Michael Naggar V. Manuel Perez Dana Reed Todd Rigby Wes Speake Karen Spiegel Larry Smith Russ Utz Michael M. Vargas Scott Vinton Chuck Washington Ted Weill Art Welch Lloyd White Bill Zimmerman Commissioners Absent Joseph DeConinck 3. PLEDGE OF ALLEGIANCE Commissioner Karen Spiegel led the Commission in a flag salute. 4. PUBLIC COMMENTS At this time, Chair Washington and Anne Mayer presented Management Analyst Michelle McCamish with a 5-year service award. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 2 Vicki Van Leuven, a city of Downey resident, expressed extreme concern for the 91 Express Lanes especially after dealing with years of construction and now Interstate 15/State Route 71 is a parking lot all the time even on Saturdays. She discussed her concern with the toll staff and suggested the 3+ lane requirement, which is not on the other side of the freeway puts the 2+ carpoolers back in the one lane they gained, which makes traffic congestion worse. Ms. Van Leuven suggested taking off the 3+ carpool lane to see if it alleviates the problem. She also expressed concern the $5 toll rates has gone up to $20 during peak hours and requested where these funds are going. R.A. Barney Barnett stated he has owned the Highgrove Happenings Newspaper for 25 years and he retired in 2001 as a conductor on the BNSF and the Santa Fe Railroad. He displayed a map that shows the new curved railroad track that was built to connect the Perris Valley Line track to the BNSF main line. He expressed trying to get a Metrolink stop at Highgrove for 18 years. Mr. Barnett explained when the new curve was built to go from Riverside to Perris the Metrolink trains go around that curve and by speaking to the crews at BNSF the trains are no longer assembled at the San Bernardino yard. Mr. Barnett requested to meet with staff and place an item on the agenda to answer the Commissioners questions and noted the Commission owns the property where the proposed Metrolink stop would be. He brought the May 2019 Highgrove Happenings Newspaper that was distributed to the Commissioners. 5. ADDITIONS / REVISIONS There is a revision to Attachment 1 to Agenda item 7, "Public Hearing — Adopt Two Resolutions of Necessity for the Acquisition of Fee and Temporary Construction Easement Interests in All or Portions of Certain Real Property, By Eminent Domain, More Particularly Described as Assessor Parcel Nos. 305-050-051 and 305-050-055 (CPNs 1099 and 1010), and Assessor Parcen No. 305-060-010 (CPN 1012), Located in Perris, Riverside County, California, for the Construction of an Interchange at the Intersection of Interstate 215 and Placentia Avenue, in Riverside County, California". Steve DeBaun, Legal Counsel, explained there is an additional closed session item that staff is requesting the Commission add to this agenda. The need for this item arose subsequent to the publication of this agenda based on a correspondence to and from Caltrans, the Commission, and OCTA regarding a potential connector between the SR-241 toll road and the 91 Express Lanes. Therefore, this item needs a two-thirds vote to add it to the agenda. M/S/C (Benoit/Speak) to add this closed session item to the agenda. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 3 6. APPROVAL OF MINUTES — JANUARY 31 WORKSHOP AND APRIL 10, 2019 M/S/C (Berkson/Baca) to approve the January 31 Workshop and April 10, 2019 minutes as submitted. Abstain: Gregory on the January 31 Workshop minutes and Smith 7. PUBLIC HEARING — PUBLIC HEARING — ADOPT TWO RESOLUTIONS OF NECESSITY FOR THE ACQUISITION OF FEE AND TEMPORARY CONSTRUCTION EASEMENT INTERESTS IN ALL OR PORTIONS OF CERTAIN REAL PROPERTY, BY EMINENT DOMAIN, MORE PARTICULARLY DESCRIBED AS ASSESSOR PARCEL NOS. 305-050-051 AND 305-050-055 (CPNS 1009 AND 1010), AND ASSESSOR PARCEL NO. 305-060-010 (CPN 1012), LOCATED IN PERRIS, RIVERSIDE COUNTY, CALIFORNIA, FOR THE CONSTRUCTION OF AN INTERCHANGE AT THE INTERSECTION OF INTERSTATE 215 AND PLACENTIA AVENUE, IN RIVERSIDE COUNTY, CALIFORNIA Chair Washington called upon legal counsel to explain the nature and scope of this hearing. Steve DeBaun clarified staff will be presenting the agenda item. Mark Lancaster, Right of Way Manager, presented the two resolutions of necessity for the construction of an interchange at the intersection of Interstate 215 and Placentia Avenue and discussed the following areas: • The Commission is required to make the following findings: 1. The public interest and necessity require the proposed project; 2. The project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury; 3. The real property to be acquired is necessary for the project; and 4. The offer of just compensation has been made to the property owner; • A map that depict the 1-215 Placentia Avenue interchange PS&E project overview • Maps that depicts the existing Barker Family Trust parcel and Barker Family Trust parcels after the project • A design of the original property acquisition by Caltrans At this time, Mark Lancaster stated the owner's representative who could not attend the public hearing today requested to have his letter read for the record. Mark Lancaster stated he worked with Caltrans design staff and they offered them a response, which he read for the record. Mark Lancaster explained with that response, staff is requesting the Commission adopt Resolution No. 19-005 to acquire the needed fee and temporary construction easement interests on the subject property. He reiterated an offer of just compensation for these property rights was made to the property owner on November 9, 2018. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 4 At this time, Mark Lancaster presented the Kim Family Trust Parcel. He then stated staff is requesting the Commission adopt Resolution No. 19-006 to acquire the needed fee interests on the subject property. An offer of just compensation for the additional easement interests was made to the property owner on November 7, 2018. Chair Washington opened the public hearing, requested comments from the Commissioners, and noted there was public comments to be made. Commissioner Michael Naggar concurred the response was appropriate and it was clarified to Mr. Barker as to why his property was taken back in 1998. He asked when dealing with eminent domain how eminent does the project have to be and could Caltrans or this body exercise eminent domain, then take the property today, and use it 20 years from now. Anne Mayer replied that generally the Commission does not proceed with eminent domain action if a project is not eminent and eminent can be six months to a year later. She explained the eminent domain process is actually quite lengthy and the process is only initiated when and if the lack of possession of the parcel could interfere with the construction of the project. Anne Mayer explained this Placentia Interchange project took longer than had been anticipated and generally with a new corridor the right of way for the interchange is acquired if it is reasonably expected the interchange would be built. Commissioner Naggar clarified in the Commission's definition of eminent, after what has been learned over the years means there is funding, and the eminency means the Commission is ready to go to construction. Mark Lancaster concurred and explained for this interchange project the Commission has invested money for the plans to be developed, which are actually going to be submitted to Caltrans at a 95 percent complete level in early June 2019. He stated as Anne Mayer indicated, the eminent domain process involves port filings and proceedings and trying to get possession of the property to get the right of way certified and the plans approved by November 2019. In response to Commissioner Wes Speake's inquiry about the Barker Family Trust map if that existing Frontage Road will be abandoned, Mark Lancaster put the Barker Family Trust map slide up and stated what happens in this case, since the Barker Family Trust owns property on both sides a section of the road will be vacated. The entire roadway right of way outlined in yellow will go to the Barker Family Trust and that was included in the acreage calculation. Commissioner Scott Vinton expressed appreciation that Commissioner Speake addressed his first question and then inquired if the Kim Family Trust parcel to the south has already been purchased for the basin there. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 5 Mark Lancaster referred to the Kim Family Trust parcel slide and stated there are actually two parcels between the Kim parcel and the Val Verde Elementary school and one of those two parcels has been acquired and the Commission settled with the owner. The second parcel staff is working with the owner on the compensation amount. He explained that to the left of the elementary school there are two parcels, they are almost the exact same size as the Kim parcel in between the Kim parcel and the elementary school, and the Commission is in acquisition on both of those parcels as well. Commissioner Vinton referred to the light blue line on the I-215/Placentia Avenue Interchange vicinity map that was included in the agenda and clarified if those are future improvements that go through that area. Mark Lancaster replied those light blue lines are the Mid County Parkway (MCP) connector so they will connect the MCP from westbound MCP to north 1-215 and another connector that will connect south 1-215 to the MCP going east, which are future connector alignments. In response to Commissioner Vinton's clarification that parcel is not going to be just a detention basin it will be future improvements, Mark Lancaster replied that is correct as the MCP sits squarely on top of that. Commissioner Russ Utz inquiry about this project as he was recently informed there is a city of Perris proposed project that is a large warehouse development more or less on top of the Val Verde Elementary school. He asked if the Commission is interfacing with the city of Perris staff to ensure that their project interlocks with the Commission's project. He suggested that any property acquisition issues are dealt with in terms of having a zoomed out approach of those properties to this negotiation as well. Mark Lancaster replied he is not aware of the warehouse project although the city of Perris and Commission staff have been coordinating closely. In fact there is a project that will be constructed at the same time as the interchange project to widen Placentia Avenue between where the Commission's project ends at Indian Avenue to Perris Boulevard. He explained east of Perris Boulevard it is a five -lane facility so the Commission is trying to make it consistent with the roadway from 1-215 to Perris Boulevard. Mark Lancaster stated currently city of Perris and Commission staff are discussing the property acquisition and design of that project. He stated the city of Perris is aware of the MCP project, its footprint and it could be in the area, and he will follow up although he doubts that warehouse project lies within the MCP corridor. Commissioner Michael Vargas clarified that potential warehouse project in the city of Perris will not impact the MCP project. At this time, Chair Washington called on the Kim family to speak. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 6 Mr. Chang and Ms. Young Kim explained this is regarding APN 305-060-010 on behalf of his son Graham Kim who is one of the owners of the property, is a Navy Reserve and away on job duty so Mr. Young returned the Best Best and Krieger, LLP's March 7, 2019 notice. He expressed strong concern the Kims do not want to sell the whole lot since they want to develop it. Mr. Kim provided his opinion letter dated April 8, 2019, to the Commission, which was distributed to the Commissioners. At this time, Chair Washington asked if anyone from the public wanted to speak on this item. There were no other requests to speak. Chair Washington closed the public hearing and asked if there were any comments from the Commissioners. Lisa Mobley, Clerk of the Board, verified the proof of mailing that certifies the notices were sent to the property owners of said parcel numbers are on file with the Commission. Ms. Mobley stated the Commission received written correspondence from the Kim Family and a representative from the Barker Family Trust, which was distributed to the Commissioners. Commissioner Naggar expressed it is difficult to exercise eminent domain particularly when a property owner does not want to sell their property. He clarified if this property is located in the city of Perris. Mark Lancaster replied yes and stated the city limit line goes almost right through the middle of 1-215 slightly west to the freeway so the railroad property the Commission owns the Perris Valley Line in the County, but everything east of that is in the city of Perris. In response to Commissioner Naggar's inquiry for how long this interchange for the MCP been in the Riverside County or the city of Perris General Plan, Mark Lancaster replied it has been since the mid-1980s. He explained in 1988 there was a freeway agreement that is executed between the city of Perris and Caltrans, and a separate one on the County portion between the county of Riverside and Caltrans. Those identify where interchanges are to be located and cities either have already adopted them into their general plan or do so with a freeway agreement execution. In response to Commissioner Naggar's question if the city of Perris has this in their circulation element as well as the county of Riverside, Mark Lancaster replied yes they both do. Commissioner Naggar stated there lies the problem since the time to have addressed that was back then. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 7 Commissioner Vargas expressed appreciation for the presentation as it covered all of his questions and he moved staff's recommendation. M/S/C (Vargas/Baca) to: 1) Conduct a hearing to consider the adoption of resolutions of necessity, including providing all parties interested in the affected properties and their attorneys, or their representatives, an opportunity to be heard on the issues relevant to the resolutions of necessity; 2) Make the following findings as hereinafter described in this report: a) The public interest and necessity require the proposed project; b) The project is planned or located in a manner that will be most compatible with the greatest public good and the least private injury; c) The real property to be acquired is necessary for the project; and d) The offer of just compensation has been made to the property owner. 3) Adopt Resolutions of Necessity Nos. 19-005 and 19-006, "Resolutions of Necessity for the Acquisition of Fee and Temporary Construction Easement Interests in All or Portions of Certain Real Property, by Eminent Domain, More Particularly Described as Assessor Parcel Nos. 305-050- 051 and 305-050-055 (CPNs 1009 and 1010), and Assessor Parcel No. 305- 060-010 (CPN 1012), located in Perris, Riverside County, California," for the construction of an interchange at the intersection of Interstate 215 and Placentia Avenue, in Riverside County, California. Anne Mayer explained when this Commission adopts a resolution of necessity related to an eminent domain acquisition staff always continues to work with the property owners to resolve concerns to look for an agreeable settlement so those efforts will be on going. 8. PUBLIC HEARING — PROPOSED BUDGET FOR FISCAL YEAR 2019/20 Michele Cisneros, Deputy Director of Finance, presented the Proposed Budget Fiscal Year 2019/20 and discussed the following areas: • Budget process • FY 2019/20 Budget considerations • Budget summary • Funding sources and comparison • Expenditures/expenses by department and comparison • Capital project development and delivery highlights • Expenditures/expenses by function and comparison • Next steps Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 8 At this time, Chair Washington opened the public hearing and asked for public comments. There were no requests to speak. Commissioner Vinton expressed appreciation for the presentation and asked about the CaIPERS one time disbursement since the Commission is funded at 75 percent, is this expected to continue to happen occasionally. Michele Cisneros explained by paying down the $8.1 million that will take the Commission down to a significant level although staff cannot say it is funded at 100 percent. There are fluctuations when actuarial reports come out every year and it is based on the aggregation of expected versus actual return on investments, and the inclusion of new employees. She stated the net pension liability will adjust based on the Commission's liability and what the market value is of the assets in the plan, but it would be nowhere close to what the total liability is currently. In response to Commissioner Vinton's inquiry about the sources for the FY 2018/19 budget and the projected FY 2018/19 as there was an $80 million difference, Anne Mayer had the expenditures slide brought back up. She replied in terms of the percentage the Commission is at 75 percent for classic PERS employees. The current ratio for new employees is the Commission is currently at 95 percent so as Michele Cisneros mentioned the likelihood of the Commission to be at 100 percent is unlikely due to the variations. Anne Mayer stated on an annual basis staff will analyze where the Commission is and see what can be done to be set at 100 percent. She clarified this is the Commission catching up with those costs for classic employees so as new employees come on board they will have a different pension formula at a reduced cost. Michelle Cisneros explained the major variance between the revised budget for FY 2018/19 and the projected has to do with intergovernmental reimbursements and those are based on project activity. She stated it is anticipated if everything was on schedule the Commission would be incurring engineering, construction and right of way costs and would be able to ask for state reimbursement if the costs are incurred the Commission cannot ask for that revenue. Therefore, the bulk of it is sliding from FY 2018/19 and pushing it out to FY 2019/20. In response to Commissioner Vinton's clarification that it has not been taken away from the Commission, Michele Cisneros replied no. In response to Commissioner Wes Speake's clarification for the revised, projected, and then the FY 2019/20 for the toll revenue, Michele Cisneros replied when staff developed the FY 2018/19 budget that was based on a traffic and revenue study the Commission obviously outperformed what that study has shown. Therefore, the FY 2018/19 projected is showing what the actuals were through the end of December and projected out what the rest of the fiscal year for the toll revenues will be about $48 million. She explained the FY 2019/20 budget for the Commission's toll revenues at $41.8 million is based on the current trends, which is what is happening on the actual lanes. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 9 In response to Commissioner Speake's clarification if the difference is $36 million to $41 million and not $47 million to $41 million, Michele Cisneros replied the $36.9 million budget was very conservative and based on the study. She stated actuals have been significantly higher then what the study anticipated. Michele Cisneros reiterated the Commission has a conservative nature so the FY 2019/20 is conservative, although it is not based on the study that was originally done it is based on what is currently happening on the lanes. In response to Commissioner Speake's inquiry the actuals are $47 million and there is a 13 percent drop projected for next fiscal year, Michele Cisneros replied that is what the Commission is projecting at the end of June and the 13 percent drop is due to the Commission being conservative. She explained every January or February staff comes back with the budget adjustments and are always looking at the revenue trends, and if the Commission significantly out pass the $42 million staff will make that adjustment and bring it back to the Commission. Anne Mayer expressed staff will always use conservative numbers in a budget particularly because the Commission is making decision based on a budgeted amount and the local jurisdictions, the transit agencies use the Commission's budget numbers. The Commission is always very conservative as it has been seen in the past revenues have a tendency to fluctuate and staff is projecting to bring in this year for the TUMF program $26.7 million and TUMF revenue staff is projecting $25 million for next year. She explained since staff is projecting a year and a half out and that is why staff comes back to the Commission in the middle of the year with mid -year budget adjustments and staff monitors the revenues on a monthly basis. At this time, Chair Washington reiterated if there is anyone from the public wanting to speak. He then asked if there were additional comments from the Commissioners. There were no requests to speak from the public or the Commissioners. Chair Washington noted the public hearing remains open until June 12. M/S/C for the public hearing for the proposed Budget for FY 2019/20 to remain open until the Commission meeting on June 12, 2019. 9. CONSENT CALENDAR M/S/C (White/Baca) to approve the following Consent Calendar items. 9A. QUARTERLY SALES TAX ANALYSIS Receive and file the sales tax analysis for Quarter 3, 2018 (3Q 2018). Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 10 9B. SINGLE SIGNATURE AUTHORITY REPORT Receive and file the Single Signature Authority report for the third quarter ended March 31, 2019. 9C. STATE AND FEDERAL LEGISLATIVE UPDATE 1) Adopt the following bill position: a) AB 456 (Chiu, Bonta, Low) — Oppose; and 2) Receive and file an update on state and federal legislation. 3) 9D. AGREEMENT WITH HDR ENGINEERING, INC. FOR THE COMPLETION OF PROJECT APPROVAL/ENVIRONMENTAL DOCUMENT FOR THE INTERSTATE 15 EXPRESS LANES PROJECT -SOUTHERN EXTENSION 1) Award Agreement No. 19-31-025-00 to HDR Engineering, Inc. (HDR) to provide preliminary engineering and environmental analysis services for the Interstate 15 Express Lanes Project - Southern Extension (1-15 ELPSE), in the amount of $26,320,011, plus a contingency amount of $2,632,001, for a total amount not to exceed $28,952,012; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; and 3) Authorize the Executive Director, or designee, to approve contingency work as may be required for the Project. 9E. AGREEMENT WITH THE ORANGE COUNTY TRANSPORTATION AUTHORITY FOR THE 15/91 EXPRESS LANES CONNECTOR PROJECT DESIGN -BUILD PHASE 1) Approve Agreement No. 19-31-067-00 with Orange County Transportation Authority (OCTA) for reimbursement for closure of the OCTA 91 Express Lanes in support of the Interstate 15/State Route 91 Express Lanes Connector Project (15/91 ELC) in the amount of $398,000, plus a contingency amount of $39,000, for a total amount not to exceed $437,000; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; 3) Authorize the Executive Director or designee to approve contingency work up to the total amount not to exceed as required for the project; and 4) Authorize the Executive Director or designee to approve future non - funding amendments to this agreement. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 11 9F. ADOPT RESOLUTION NO. 19-007 FOR FISCAL YEAR 2018/19 LOW CARBON TRANSIT OPERATIONS PROGRAM FUNDS FOR EXPANDED PERRIS VALLEY LINE SERVICE Adopt Resolution No. 19-007, "Resolution of the Riverside County Transportation Commission Regarding Authorization for the Execution of the Certifications and Assurances and Authorized Agent Forms for the Low Carbon Transit Operations Program for the Expanded Perris Valley Line Fiscal Year 2018/19 Funds Project in the Amount of $1,496,728." 9G. FUNDING AGREEMENT WITH THE CALIFORNIA HIGHWAY PATROL FOR FREEWAY SERVICE PATROL SUPERVISION 1) Approve Agreement No. 19-45-063-00 with the California Highway Patrol (CHP) to provide supervision and operation of the Freeway Service Patrol (FSP) program in Riverside County for a three-year term in an amount not to exceed $3,002,629; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission. 10. QUARTERLY PUBLIC ENGAGEMENT METRICS REPORT, JANUARY — MARCH 2O19 Cheryl Donahue, Public Affairs Manager, presented the Quarterly Public Engagement Metrics Report for January — March 2019, highlighting the following areas: • Importance of metrics • Overall public engagement activities: o Social Media — Facebok, Twitter, and Instagram: Reflects changes from previous quarter October — December 2018 o Facebook sentiment o Website — Number of sessions +16%; Top pages visited: 1) Homepage; 2) Meetings and Agendas; 3) Employment and 4) Santa Ana River Trail Project Phase One; and Desktop at 54% and Mobile at 46% o The Point E-Newsletter: +62% subscribers • 1-15 Express Lanes Project: o Social Media likes/follows; New email registrants; Email inquiries; Website visits • #RebootMy Commute program, March only: o Social Media Advertising — Facebook, Twitter, Instagram, and YouTube o Facebook sentiment o Media mentions o Community outreach o Website Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 12 M/S/C to receive and file the Quarterly Public Engagement Metrics Report for January — March 2019. 11. STATE ROUTE 60 TRUCK LANES PROJECT PUBLIC OUTREACH UPDATE Cheryl Donahue presented the SR-60 Truck Lanes Project Public Outreach, highlighting the following areas: • Location — Widen 4.5 miles of SR-60, both directions; Gilman Springs Road to 1.4 miles of Jack Rabbit Trail; and Unincorporated Riverside County Between Moreno Valley, Beaumont • Features — Add eastbound truck climbing lane; add westbound truck descending lane; Widen shoulders to standard widths; Flatten roadway curves; Increase median barrier height; and Create wildlife crossings • Graphic of the current condition and future condition • Funding — State = $76,055,000; Federal = $47,434,000; and Local = $11,186,000; Project total = $134,675,000 • Purpose — Enhance safety, separate trucks, and reduce traffic congestion • Accident rates per million miles traveled • Public Outreach Program • Upcoming Briefings/Public Events At this time, Bryce Johnston, Capital Projects Manager, presented the construction portion of the SR-60 Truck Lanes Project, highlighting the following areas: • Preliminary Schedule — Estimated start late May 2019; Westbound lane closure July — December 2019; and New lanes open Late 2021 • Six-month lane closure — Close one westbound lane from July — December 2019; One lane will remain open; will save one year of construction time; FSP will be provided; CHP construction support; extensive advanced public outreach; and additional nighttime lane closures to occur during off-peak hours • Westbound lane closure area and equipment size/scale • Moveable barrier — Install moveable k-rail within existing median barrier, 1 mile apart and will expedite emergency response • Why not use a zipper? • Neighboring Projects — Coordination with Caltrans, County of Riverside, and Corridor cities • Stay connected At this time, Commissioner Dana Reed left the meeting. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 13 In response to Commissioner Kevin Jeffries' inquiry if the moveable barrier will remain after the construction so if there are fires or bad traffic collisions people can get out of there, Bryce Johnston replied that was not intended, this is really a construction duration type of a barrier. When construction is completed there will be a permanent barrier there that meets all of the Caltrans design standards. Commissioner Jeffries expressed concern that was his fear, as they need to be able to extradite people out of there rather than leaving them trapped on the freeway if there is a fire. Anne Mayer stated staff can certainly explore that option as she is sitting next to Christy Connors, head of Caltrans Design at Caltrans District 8, she is nodding her head yes. Those moveable barriers have been installed on 1-10 in the Banning Pass and they were added on the SR-91 Corridor in the canyon. Bryce Johnston stated this has been proposed to Caltrans if there was a way to make it a permanent facility but it is currently not part of the plan. Commissioner V. Manuel Perez expressed appreciation for the efforts specifically to the Coachella Valley however, the Commission's outreach efforts and in speaking with the communities, he did not see any outreach efforts to Coachella Valley as a whole and requested some consideration for that so the people understand what is going on there. Cheryl Donahue replied staff will be reaching out to a large array of stakeholders and contacting the desert resorts and making communication with the Coachella Valley cities staff. In the Commission's plan for now staff has been sitting with just the five cities that are in the immediate vicinity of the project area although they do plan to do outreach in the Coachella Valley. In response to Commissioner Larry Smith's inquiry about the steep turns and if those turns can be flattened, Bryce Johnston replied the curves that are in the project on the westerly side near Gilman Springs Road those curves will be smoothed out. Also, as Cheryl Donahue mentioned they will be raising the median barrier so there will be less headlight glare in those areas. In response to Commissioner Smith's question for the speed limit, Bryce Johnston replied there will be a different construction speed zone, but when the project is completed the speed limits will be the same as they are today. M/S/C to receive an oral report on the public outreach efforts for the State Route 60 Truck Lanes project. At this time, Commissioners Linda Krupa and Scott Matas left the meeting. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 14 In response to Commissioner Jeff Hewitt's inquiry concerning a conflict due to campaign contributions related to the Logistics Mitigation Fee Nexus Study agenda item, Steve DeBaun replied if Commissioner Hewitt took a campaign contribution from a logistic company there would not be a conflict at this point. Although, there could be a conflict later on should the Commission decide to implement the fee program. 12. APPROVAL OF THE LOGISTICS MITIGATION FEE NEXUS STUDY LoreIle Moe -Luna, Multimodal Services Director, presented the Logistics Mitigation Fee Nexus Study, highlighting the following areas: • Background — A map of the Proposed World Logistics Center: o A master -planned development planned for 40.6 million square feet o Large-scale logistics operations o Covers 2,610 acres o Expected to draw as many as 14,000 truck trips per day at build -out o In comparison, Skechers is 1.8 million square feet • Challenging the environmental impact report (EIR) • Settlement agreement — Terms and conditions o Settlement reach July 2016 o Highland Fairview (HF) and Moreno Valley must contribute $100,000 each for air quality studies o HF to receive TUMF credit for widening Gilman Springs o HF to contribute: $3 million for Gilman Springs safety improvements; $2 million for widening SR-60; and $1 million for improving the Theodore Interchange • Settlement agreement — Each party: HF, Moreno Valley, County of Riverside, and the Commission to contribute $250,000 for a regional transportation study to evaluate a logistics -related regional fee • Potential regional fee: HF will pay $0.65/SF in -lieu fee if there is an established regional logistics fee program; A regional fee would need approval of the County or 75 percent of the cities; Approval must take place within 24 months of the HF and Moreno Valley $250,000 contribution for the study; and should no regional fee be approved, the fee is reduced to $0.50/SF • Study participants • Scope of work/timeline: 1) Existing and future conditions analysis— October 2017; 2) Funding and cost analysis — March 2018; 3) Nexus study — April 2019; and 4) Locational impacts assessment — April 2019 At this time, Commissioner Bill Zimmerman and Chair Washington left the meeting. Vice Chair Ben Benoit assumed the Chair position. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 15 At this time, Lorelle Moe -Luna welcomed and introduced Darren Henderson, WSP Project Manager, to present the methodology, process, and the basic fee requirements. Darren Henderson presented the fee program requirements, highlighting the following areas: • Fee program requirements — California Mitigation Fee Act o An impact fee cannot mitigate for existing deficiencies o Existing needs and similar impacts from outside Riverside County (pass - through trips) must be excluded from a fee o No overlap with the WRCOG and CVAG TUMF programs, this study focuses only on mainline freeway truck impacts and mitigation (which are not a part of either TUMF) • Major Tasks — Model validation; forecast logistics growth; forecast truck trips; identify capacity deficiencies; attribute deficiencies to new logistics development; estimate project costs; compute fee amount; and locational impacts • Forecast Logistics Growth — EDD Warehouse and other Transportation Employment Extrapolated Trends (Riverside -San Bernardino -Ontario MSA) o Warehouse Employment Growth for Riverside County and Warehouse Building Area Growth for Riverside County • Forecast Truck Trips — Model results were analyzed to identify those truck trips generated by development within Riverside County, and those that were generated by developments elsewhere in the SAG region (and beyond) • A map of the Forecast Truck Trips — Bandwidth reflects proportional increased volume; and largest increases in truck flows would occur on SR-60 and 1-215 • A map that identified deficiencies based on new warehousing development • Attributing the share of impacts — Adjust for the following factors: Existing capacity deficiency; share of future traffic growth that is attributable to the other development activity; and Pass through trips that have a trip and outside Riverside County o Accomplished by comparing base model run to model runt that separates warehouse and logistics uses • Cost estimation methodology • A map of the conceptual design example —1-15 southbound Cajalco to Indian Truck • Total conceptual cost estimate: $385,335,000 — RCTC Truck Study and Regional Logistics Mitigation Fee and capacity improvement project conceptual cost estimate summary • Total Logistics Cost Share: $47,841,000 • Potential Logistics Impact Fee for Riverside County • Locational Impacts Assessment — Southern California warehouse distribution: Percentage share of total industrial warehouse building area by County in 2014 graphic Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 16 • Potential effects of fee on locational decisions: Average new construction cost breakdown for a 500,000 square foot warehouse o Total development costs in Western Riverside County • Comparative Fee Costs graphic — Current average development impact fee costs per square foot and portions in Inland Empire jurisdictions • Potential locational impacts At this time, Commissioner Vargas left the meeting. At this time, Commissioner Berwin Hanna left the meeting and Commissioner Reed rejoined the meeting. LoreIle Moe -Luna presented the next steps, highlighting the following: • Next steps — Approve the Logistics Mitigation Fee Nexus Study; the Commission's current governing authority does not allow for fees to be collected directly by the Commission; and should the Commission decide to pursue a fee program, staff will return with an implementation plan Commissioner Naggar expressed appreciation for the presentation as staff and the consultants undertook a complicated study that is just very broad, and an enormous amount of information had to be taken in. He referred to the ITE Trip Generation handbook, which was changed to breakdown many different warehouse uses and assigned different trip generations to each category. He asked if this Nexus Study took into account some warehouses generates very little traffic and some such as a distribution center will generate an enormous amount of traffic. Darren Henderson replied at the start of the process considerable amount of time was spent looking at what different data options were available to the Commission in order to answer the various questions that were discussed. He explained the difficulty with using ITE estimates in a study of this nature when trying to look at impacts at a regional level is it is difficult to quantify the level of development multiply it by those trip generation factors and figure out where they go on the network. The primary tool used for the Nexus Study was the SCAG Regional Model, it does incorporate ITE trip generation rates, and other data in how it determines trip generation based on the forecasts of growth within the region. He discussed how they used the SCAG Regional Model for the Commission's purposes and how reasonable results were received. Commissioner Naggar explained just a follow up to that since all the traffic studies are done by traffic consultants to the cities are based on the ITE Trip Generation handbook and take into account the SCAG model. He stated he believes they also look at Riverside Transportation Analysis Model (RIVTAM) and asked if the traffic studies have to be done versus the ITE trip generation. Commissioner Naggar inquired where the equity and the Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 17 fairness to each developer is so that developer is not paying more than they should or not paying less than they should. Darren Henderson replied it goes back to the nature of what the Commission is trying to accomplish with the Nexus Study for a program such as this, which is at a regional level. He concurred when doing a local level impact study for a single location and improvement then it is logical to use the ITE Trip Generation rates as a basis for that calculation. Darren Henderson explained when trying to look at this on average aggregate a crossed an entire county to come up with what roughly proportionate levels should look like, it is difficult to use that type of approach at that scale, so tools such as the SCAG Regional Model get to that calculation. He discussed when the Commission goes to implement a fee program with the WRCOG TUMF program as an example, which could be a strategy that could be implemented here as part of this program if the Commission decides to proceed. In response to Commissioner Naggar's inquiry about the growth rates, how future growths are predicted, and was a growth rate going down, Darren Henderson replied they looked at a range of different sources to try to determine what was the most reasonably projected growth in Riverside County in this sector. He explained settling on using the EDD approach as it was based on an actual number for 2016 and if it is interpolate that moving forward it aligned well with SCAG's forecast, but the magnitude was different. He expressed this is why these things are updated on a regular basis should the Commission decide to proceed with a program such as this. In response to Commissioner Naggar's inquiry about looking at all the variables that go into the study that was done and how long it would reasonably be good for, Darren Henderson replied the mitigation fee act it does not specifically state that the studies need to be updated on a certain timeframe. The inferred update rate is within the vicinity of four to five years, which coincides with the same timeframe the regional transportation plans will be updated. In response to Commissioner Naggar inquiry if the city of Moreno Valley and Highland Fairview paid their share of the Nexus Study, Anne Mayer replied they have not and are not required to do so until the CEQA approvals are received for the World Logistics Center. As noted in the presentation there is a requirement that in order for the per square charge to be implemented on the World Logistics Center there was a two year time clock from when they paid their money until the Commission needed to adopt a fee or they would not of had to pay that increased amount. She explained the county of Riverside and the Commission started this process in advance of payment from the city of Moreno Valley and Highland Fairview. In response to Commissioner Naggar's question if they are litigated again or does not receive approval there will be no reimbursement, Anne Mayer replied correct if they do not receive CEQA approval for the project there will not be the reimbursement. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 18 In response to Commissioner Naggar's clarification about quantifying existing growth and how does an empty half a million square foot warehouse is included, Darren Henderson stated if the warehouse is on the ground today than it is an existing development and it would not be part of the basis for a fee program. It would be part of the 60 million square feet that is already out there. In response to Commissioner Naggar's inquiry in essence as to the fee, it would be invisible, Darren Henderson replied correct it would be excluded from the fee as it is preexisting. Commissioner Naggar explained understanding it is excluded from the fee but as it is quantified, the fee for that development coming up that would be subject to the fee it is invisible. Darren Henderson replied yes. In response to Commissioner Naggar's clarification what if that growth how it was quantified if the use on the ground actually increased, Darren Henderson replied it is rather related to Commissioner Naggar's ITE trip question from earlier. He explained that again the Commission is looking at a program of averages in looking at what is the average type of use warehouse and logistics use in terms of its trip generation. Darren Henderson stated if it was decided to proceed with implementing a fee program that is one of the things that would need to be addressed through the implementation study. He stated does the Commission want to start to differentiate different types of uses or is the Commission comfortable with the average being representative of most of the uses that needs to be dealt with. In response to Commissioner Naggar's inquiry about the pass thru trips and how was it quantified that some development is going to take pass thru trips off the freeway and some may create more on the freeway, Darren Henderson replied this is why some of these things are updated on a regular basis. As trends change regionally and not just within Riverside County overtime part of it is in the fact the model does look at based on what is being forecast to happen in Riverside County how that is influenced by other economic factors within the region in terms of growth. John Shardlow, Land Use Counsel for NAIOP, expressed to dispel of the theme that this is about fulfilling an obligation of a settlement agreement as a vote today is sanctioning the methodology and the findings in this Nexus Study. He stated NAIOP submitted a letter dated April 30 that included some additional letters NAIOP has been submitting all along and expressed this was not set for a public hearing. Mr. Shardlow explained the Commission is taking $400 million of impacts and NAIOP does not agree with that number and the methodology and then the Commission is having that single use pay $47 million of that impact while everyone else gets a free ride. He requested the Commission not Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 19 approve the Nexus Study and if it is approved, then it should be a public hearing and public noticing. He then read a letter from the city of Moreno Valley having to do with a different bill that would impact the logistics facility. Mr. Shardlow expressed the claim that the fee would not have an impact on having growth occurring in other jurisdictions that is not the case and NAIOP disagrees with that. Commissioner Rusty Bailey referred to the map that identified deficiencies based on new warehousing development slide and expressed the city of Riverside supports answers to some of the hardest questions being faced in transportation, as the city of Riverside is the most impacted. He explained it is not just by current traffic but future traffic and when there is a problem identified of 14,000 trucks and add all the new homes being developed are all coming through that pinch point, which is the city of Riverside. He expressed the bottom line is these are arterials that run through the city of Riverside and are already failing due to the level of service. He then referred to the map of the forecast truck trips slide and expressed if the impacts are not mitigated of the future whether it is trucks or cars it will affect the city of Riverside. Commissioner Bailey expressed this is a leadership moment for the Commission to do what is supposed to be done and look at the current and future problems and to collect the right data and then to find alternatives to solve some of the pressing problems occurring in transportation. He referred to the SR-60 Truck Lanes project as it was seen what a failing infrastructure causes and that is trucks, cars and damage human beings due to that. He expressed supporting this Nexus Study and to continue supporting solutions to these pressing problems for the entire County. In response to Commissioner Bob Magee's inquiry about moving to fee implementation, which the Board of Supervisors or 75 percent of the cities could enact it and if it is population or number of cities, Lorelle Moe -Luna replied no she believes that is based on our Board 75 percent of the cities. Anne Mayer expressed the distinction needs to be made here as that is the term of the settlement agreement and not part of the process for adoption of a fee program. She explained to make that distinction the County or 75 percent of the jurisdictions was a condition of the settlement agreement and if that occurs World Logistics Center pays .65 cents a square foot. If that does not occur they pay .50 cents however, that is not the same threshold for adoption of a program. Commissioner Magee referred to John Shardlow from NAIOP, stated reading both of his letters, and did an exceptional job as a number of very interesting points were raised. He asked John Shardlow what would his number be. John Shardlow replied to be honest he does not know what that number is, but it can not be based on employment data, which is extrapolated forever. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 20 In response to Commissioner Magee's response that Mr. Shardlow's number can be zero, but if NAIOP wants something between zero and .65 cents the Commission should hear that as well. Mr. Shardlow replied NAIOP's position is that the fee should be zero especially because it singles out a use. He stated if everyone wants to pay their fair share then it makes sense or to tell them where all their money is coming to make that pie. Mr. Shardlow stated NAIOP would not stand in the way of a fee that was a fair share calculation and had each user paying its fair share. He discussed if there is a warehouse in the city of Eastvale and a truck is coming from the Port, does not get on a Riverside County network, and pays the same fee as someone sitting on 1-215 in the city of Moreno Valley, which makes no sense. Commissioner Magee referred to Mr. Henderson and inquired when outlining the truck trips chart that there were areas indicated that needed improvement and on the 1-15 from Indian Truck Trail to Baxter Road, there were no impacts and no improvements. Darren Henderson put up the total conceptual cost estimate slide and replied it goes back to the map and he put up that slide, this map is identifying the specific segments where there is a capacity deficiency in the future. This map is showing there is no capacity constraint in the vicinity Commissioner Magee identified however; it is not saying there is not an operational issue that could be addressed, which cannot be addressed through an impact fee program. At this time, Commissioner White left the meeting. Commissioner Magee expressed concern that segment was left behind once before and today from Cajalco Road to Lake Elsinore the Commission has no money to improve the 1-15. He stated to Commissioner Naggar's point the Commission does not have money to go all the way to the County Line either and so this fee as it is presented would leave the city of Lake Elsinore behind again. He referred to LoreIle Moe-Luna's presentation and stated if the Commission moves forward with an implementation of this fee the Commission would need either a joint power authority or another regional body, i.e. WRCOG, RCA, or CVAG. Since those organizations have not been particularly friendly to the city of Lake Elsinore in the past he is uncertain he would sign on with one of those groups. He explained the Commission is here because of the city of Moreno Valley and they are currently moving forward on the logistics project and suggested they may turn out to be the smartest city. If the Commission does not adopt a program, it is .50 cents a square foot if the Commission adopts the program it is .65 cents a square foot to the city of Moreno Valley and they would get the improvements and have a competitive advantage and real world improvements. Commissioner Magee stated to Chair Benoit if the Commission moves forward to implement this, the Commission needs to create a subcommittee of stakeholders and suggested NAIOP be a part of this as would the county of Riverside, cities such as Perris and Eastvale, and cities that have industrial identified Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 21 land uses on their general plan that are currently vacant. He would support moving forward on something such as that. Commissioner Naggar concurred with the Commissioners comments and asked if Caltrans is willing to accept this Nexus Study. Anne Mayer stated there is no Caltrans approval needed for this study. Commissioner Naggar explained when an EIR is completed Caltrans usually comes back with some comprehensive comments and wanting impacts to the freeway study. He explained this is dueling mitigation because if this Nexus Study is meant to implement a fee and Caltrans comes back with their comments, which most cities are very concerned with. He asked where all of this lies as it relates to freeway improvements, which is where this is going. Anne Mayer replied for this study only those segments of the freeway corridors impacted by the truck trip as Darren Henderson presented are included. The Commission has only identified about $385 million worth of limited improvements on the freeway system although there are billions of dollars of need. She explained what was identified in the study is only $385 million worth of improvements and the Commission is only saying that this study is demonstrating a $47 million contribution from this sector of the industry. She stated the projects being discussed related to this mitigation fee are more than likely going to be combined with other projects and there are other funding sources and will need to compete for other fund types at the state and local level to get the balance of these projects built. She discussed how Caltrans is concerned about the environmental impacts, but not on a project by project basis as this is an allocation of fund type. Commissioner Naggar expressed appreciation for Ms. Mayer's comments and stated looking at it from being on the ground it is not a Caltrans issue it is a CEQA issue. He asked if this fee is implemented where does that fit in the CEQA. Anne Mayer replied theoretically if she was a developer, going through a CEQA process and/or a Caltrans review of an environmental document, and they discussed the truck traffic impact on adjacent freeways that are identified and need to contribute this amount. She stated she would respond to Caltrans the Commission did a comprehensive Nexus Study that analyzed the impact of truck traffic on the freeway system. It is only identified that her fair share is this much percent on this corridor and they have a fee program, which she already paid that fee and addressed her truck impacts based on that Nexus Study. In response to Commissioner Naggar's inquiry where will the money go when it is collected, Anne Mayer replied the money that is collected goes towards the projects identified in the Nexus Study. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 22 In response to Commissioner Naggar's clarification if the money comes to the Commission, the Commission decides where it will go, and where it goes is it directly related to the person's project who is paying the fee, Anne Mayer replied it is not directly related to the project that is paying the fee. Although in the settlement agreement with World Logistics Center, where some of those fees will go directly to SR-60 and Gilman Springs Road. She explained with respect to where the money goes and who collects the fee the Commission is not making those decisions today. Anne Mayer stated today's action is only to approve the Nexus Study and to provide direction for the next steps. Commissioner Naggar replied that the answer she provided in response to CEQA if somebody were to challenge that CEQA document to ensure that for example comments from Caltrans were mitigated. He stated one of the things that will be brought up is the Commission designated a fee however it does not go to mitigate the impacts it is going wherever the Commission approves where it is going to go so it is no mitigation. Commissioner Naggar referred to the Gilman Springs Road TUMF agreement and asked if WRCOG and the TUMF Zone Committee approved it. Darren Henderson replied that is an inherent requirement or provision of the TUMF program regardless of this specific project. If improvements are being done on a facility that is part of the TUMF network there is credit for those improvements. Commissioner Naggar referred to Anne Mayer and stated in the settlement agreement the Commission designated that a number of TUMF dollars are going to Gilman Springs Road and if WRCOG approved that and did the TUMF Zone Committee say this needs to be improved and how of that is to mitigate Highland Fairview. Anne Mayer replied she does not have the settlement agreement with her and stated the dollar amounts in the settlement agreement are related to the fee. She explained Highland Fairview has to pay either .50 cents a square foot or .65 cents a square foot. Darren Henderson replied the credit that are identifies for the TUMF program relates to the TUMF Nexus and what is already eligible in the TUMF program. It is only reiterating what they would already be eligible for under the TUMF program, as it is not introducing a new requirement or anything that would need to be approved by WRCOG. Anne Mayer stated the specific amount for Gilman Springs Road is not a TUMF allocation towards Gilman Springs Road it is part of the fee being collected from Highland Fairview, which is about .50 cents per square foot. That money will be collected at the appropriate time that will go towards Gilman Springs Road. In response to Commissioner Naggar's question including the TUMF money, Anne Mayer replied on top of TUMF, whatever happens with TUMF is going to happen, and the Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 23 settlement agreement amount does not need WRCOG or TUMF Zone Committee approval. In response to Commissioner Naggar's clarification that Gilman Springs Road is a TUMF road, Darren Henderson replied yes. In response to Commissioner Naggar's inquiry about the settlement and how Highland Fairview is a 40,000,000 square foot project yet they used 16,000 trips per day, which is ridiculously low, Darren Henderson replied he is uncertain what their methodology was when calculating it but that is why the Commission sued to challenge their findings of the environmental document. Commissioner Naggar stated not being on the Commission when the settlement occurred and maybe the ITE trip generation did not come out at the time to base it on. This is being based on things that are not current and there would be inequity as it relates to NAIOP. Anne Mayer stated at the time of the settlement the Commission based its settlement discussions on the information available at the time. She expressed that is exactly why the Commission filed lawsuit against the project, which has been the issue all along and work very hard with the city of Moreno Valley, the county of Riverside, and Highland Fairview to come up with a fair settlement. The Commission ratified that settlement agreement and the Commission is implementing to what was agreed to at the time. She explained the current Nexus Study that shows up to $1.28 so it is a different number then the settlement agreement number and it fulfilled the settlement agreement obligations for the Highland Fairview World Logistics Center. Commissioner Jeffries referred to the forecast truck trips slide and stated that in the section of 1-215 between from the city of Perris to the city of Riverside he speculates that there are probably 100 additional warehouses that are in the plans to be developed on that corridor. He expressed that freeway is already at a dead stop every morning and afternoon. Commissioner Jeffries explained respecting NAIOP's position the Commission cannot be the only ones to try to fix this as he believes in a user fee approach versus a tax approach. He stated if NAIOP's clients are a component of the solution then the Commission should support this component of it and let NAIOP and others identify to staff what the other component is to the solution. He suggested the warehouses are going to be automated as was seen with WRCOG that somewhere between 40 to 60 percent of the employees working in warehouses will probably go away due to automation. He expressed that the trucks hauling the goods in and out of those warehouses are not going to go away. Commissioner Lisa Middleton concurred with Commissioners Bailey and Jeffries' comments and stated it is important that those who are contributing to traffic issues pay their fair share of the increased traffic that is being created. Commissioner Middleton Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 24 supports the Nexus Study however, some of these trucks will be driving east, the Coachella Valley will be impacted by this, and the Coachella Valley needs to participate in the benefits that will come from some of these fees. Commissioner Manuel V. Perez expressed appreciation for Commissioner Bailey and Middleton's comments and stated this needs to be considered. He asked if there was accounting for the release of greenhouse gas emissions as diesel trucks will be releasing particulate matter and NOx, which needs to be considered not in this study but asked when will that be considered in the future. Anne Mayer replied that conversation is ongoing and it has become an increasingly important part of project specific environmental documents. She stated from this standpoint this is not a component of what the Commission is doing here. She discussed the various agencies that are having conversations about what to do next about the air quality issues, which is a relevant point just not part of this study. Commissioner Perez expressed appreciation for Anne Mayer's comment and referred to Chair Benoit and other Commissioners from the South Coast Air Quality Management District need to make sure that they integrate what is being presented related to the Nexus Study and to the future conversations when having meetings. Anne Mayer stated one of the philosophies the Commission had the past couple of years knowing that in particular AQMD as a regulatory could in fact implement regulations that could dictate what is done in terms of a land use decisions. From the Commission's stand point it has been a goal to provide the Commissioners with tools to be able to say that Riverside County is making its own decisions about what it is doing for the future in these key environmental concern areas. Therefore, the Commission does not need another layer of regulation over and above that since Riverside County is taking the lead and taking action. Commissioner Speake stated the Commission is actually doing planning as the city of Corona continues to deal with the traffic congestion since the 1980s. He expressed appreciation the Commission is planning for an impact, setting up mitigation, and having a discussion. He stated to clarify the Commission is not voting to put this in today it is a vote to accept this report and to discuss it further. He appreciates the questions but just the fact the Commission is having a discussion on whether or not to vote yes on something to carry this forward is insanity. Commissioner Speake fully supports the comments from Commissioners Bailey and Jeffries as it is the right path to carry forward. He also concurred with Commissioner Magee although he does not agree that there will not be any impacts on 1-15. He expressed concern it is absurd that there is going to be a 1 percent impact on 1-15 between the city of Lake Elsinore and the city of Corona. He suggested by proving this that the Commission is not limiting the projects that are listed. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 25 Anne Mayer replied the Commission actually is and referred to Darren Henderson. Darren Henderson explained the 1 percent impact is the segment Commissioner Speake highlighted from new warehousing and logistic developments in Riverside County on that section of freeway. He stated that is not to say that there is not a big impact on that freeway from new development in general but specifically to this use, it does not use that freeway as much as other parts of the county. If a fee program were to be adopted it is restricting what could be applied from that fee program to that particular segment. Commissioner Speake concurred with Mr. Henderson and concurred with Commission Jeffries' comments as he works in development. He explained knowing about what every single project is going to come up in the next five years and how that number is allocated is a concern. He suggested if that piece could be set aside for additional discussion. Anne Mayer referred back to Darren Henderson's comment about an update to a Nexus Study in that there is a reason why a Nexus Study is updated every four years associated with the regional transportation plan. It gives the Commission the ongoing opportunity to validate that but the action today is the Nexus Study has been completed based on a very conservative approach and one that is defensible with respect to implementing or proposing a fee on the incremental impact of new development on existing congested corridors. Commissioner Speake suggested there is no argument to the fact the Commission needs to plan for this impact. He stated he is always leery about squeezing it down and only applying it in certain places. Anne Mayer replied the Commission has the law and governs and concurred with Commissioner Speake. However, the Commission has to comply with the law related to mitigation fees and Nexus Studies and this is staff's best recommendation as to what complies with that law. Commissioner Russ Utz expressed appreciation to staff for all their hard work putting this presentation together as it is very comprehensive on what it covers. However, he stated for the future he wanted to echo the concerns from the desert from the south areas. He explained when an update is done the Commission needs to include a countywide approach and the non -freeway impacts. Commission Utz explained from being from the city of San Jacinto and currently talking primarily about Highland Fairview Gilman Springs Road will become one of the main southbound truck highway when this project is done. He expressed understanding the settlement is exclusive from this but the settlement only gives $3 million in mitigation, which is basically a striping program. He suggested to look very broadly and look at traffic patterns more than just highways. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 26 Darren Henderson explained the reason any of the arterial highway network are not being seen is due to the TUMF program, which accounts for all development activity includes warehouse logistics so they are already embedded in the TUMF program. The mitigation that is occurring as part of the TUMF program already builds in considerations for the impacts that warehousing and logistics uses has on the arterials, which is why that was specifically excluded. Commissioner Utz stated if that response rather negate the legitimacy of the entire program because can the opponents of this program say well the Commission already has the TUMF. Darren Henderson explained by removing consideration of any arterials since they are being addressed by TUMF program and focusing on the mainline freeway where it is not being addressed in the TUMF that is the focus of this program. Commissioner Magee stated since the Mid County Parkway the decision has been made that it stops at 1-215 and the way to relieve that pressure is the El Toro/Ethanac Expressway, which is not part of this study. He expressed this project needs to get back on the radar and need to improve that east to west corridor, which will relieve pressure off of the city of Riverside. Commissioner Karen Spiegel suggested the conversations proves that there is a need and through the whole settlement, many of the Commissioners were a part of that. She explained understanding it is not perfect and expressed appreciation for NAIOP's issues, but if the Commission delays this and does not move forward the Commission will miss the opportunities of monies to help a little bit. Also, it will just delay projects as there is too much growth in the warehouse industry. Commissioner Spiegel explained none of the local jurisdictions does not want to give up the trucks because everyone benefits from that. Commissioner Steven Hernandez stated with the fee and what is implemented and in looking at this from an equity and fairness prospective, the Commission does not mind implementing a fee moving forward on this. He stated some areas did not pay this fee and other communities had benefited from the jobs that created. He expressed there are also communities that still need employment and need investment from the private sector. There needs to be some consideration in terms of a balance or what is given to those communities in terms of how those fees are implemented. Commissioner Jan Harnik stated the Commission is talking currently about reacting to something that has occurred and the Commission does have to respond. She explained this is something the Commissioners need to think about going forward as this is a result of the Commissioner's communities and their neighboring communities land use and planning. Commissioner Harnik stated this is not just about transportation the Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 27 transportation issue is a result of that so it is something take into account and think of going forward. Commissioner Naggar explained he concurred with fees appropriately as long as the fees are applied equitably and as long as the Nexus Study fee is accurate. He discussed how back in 2003-2004 the city of Temecula sued the county of Riverside on their general plan, as it did not adequately mitigate the impacts. He then discussed when the city of Temecula was about to work on a freeway fee with the Commission. Commissioner Naggar suggested going through this entire exercise to accommodate Highland Fairview whether or not the Commission could back out of the settlement agreement or whether it should have went to trial. He expressed concern that the trips that Highland Fairview is basing this on at 16,000 is woefully inaccurate hence the Nexus Study is inaccurate and it does not help the Commission get to a place where the fee is equitable. He requested the Commissioners meet and figure out impacts from all the players that the Commissioners can all agree on. M/S/C (Bailey/Baca) to approve the Logistics Mitigation Fee Nexus Study. No: Hewitt, Magee, Naggar At this time, Commissioners Jeffries, Hernandez, and Perez left the meeting. 13. ITEM(S) PULLED FROM CONSENT CALENDAR FOR DISCUSSION There were no items pulled from the Consent Calendar. 14. COMMISSIONERS/EXECUTIVE DIRECTOR'S REPORT 14A. Anne Mayer announced the Government Finance Officers Association has provided a Certificate of Achievement for Excellence and Financial Reporting to the Commission for the Comprehensive Financial Report. She congratulated Theresia Trevino and her entire team for a great job. 14B. Commissioner Jan Harnik announced Connect SoCal will be having seven workshop meetings in Riverside County in order to provide input for land use, transportation, and how to keep the region moving. These meetings will be held from May 22 — June 11, 2019 and go to ConnectSoCal.org for more information and it is for SCAG. 14C. Commissioner Karen Spiegel congratulated Commissioner Middleton for her appointment to the CaIPERS Board. Riverside County Transportation Commission Meeting Minutes May 8, 2019 Page 28 14D. Commissioner Smith expressed appreciation for closing the meeting in honor of Council Member Jim Hyatt. There is a memorial service May 18 @ 11:00 a.m. at the Norton Young Love Senior Center in Calimesa and hoped the Commissioners could attend. Anne Mayer stated as Commissioner Harnik noted Kome Ajise has been appointed as the SCAG Executive Director. He previously served at Ca!trans as the Chief Deputy Director and has been at SCAG as the Planning Director for a couple of years now. 15. CLOSED SESSION 15A. CONFERENCE WITH REAL PROPERTY NEGOTIATORS Pursuant to Government Code Section 54956.8 Agency Negotiator: Executive Director or Designee Item APN(s) Property Owner Buyer(s) 1 117-070-032 RCTC Pravin Kumar 2 117-122-001 and 117-122- 002 RCTC Pravin Kumar 3 117-270-009 RCTC Maple Associates 15B. CONFERENCE WITH LEGAL COUNSEL: ANTICIPATED LITIGATION EXPOSURE TO LITIGATION PURSUANT TO SUBDIVISION (D)(2) OF GOVERNMENT CODE SECTION 54956.9 Potential Number of Case(s): 1 There were no announcements from the Closed Session Items. 16. ADJOURNMENT There being no further business for consideration by the Riverside County Transportation Commission, Chair Washington adjourned the meeting in memory of Council MemberJim Hyatt memory at 12:45 p.m. The next Commission meeting is scheduled to be held at 9:30 a.m., Wednesday, June 12, 2019, Board Chambers, First Floor, County Administrative Center, 4080 Lemon Street, Riverside. Respectfully submitted, Lisa Mobley Clerk of the Board AGENDA ITEM 7 PUBLIC HEARING RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Michele Cisneros, Deputy Director of Finance Theresia Trevino, Chief Financial Officer THROUGH: Anne Mayer, Executive Director SUBJECT: Proposed Budget for Fiscal Year 2019/20 STAFF RECOMMENDATION: This item is for the Commission to: 1) Receive input on the proposed budget for Fiscal Year 2019/20; 2) Close the public hearing on the proposed Budget for FY 2019/20; 3) Approve the salary schedule effective July 4, 2019, located in Appendix E of the proposed budget; and 4) Adopt the proposed Budget for FY 2019/20. BACKGROUND INFORMATION: The annual fiscal budget is the result of staff determining the operating and capital needs for FY 2019/20 and identifying the resources to fund those needs. The policy goals and objectives approved by the Commission on March 13 were the basis of this budget. The long-term policy goals that support the Commission's objectives considered during the preparation of the budget relate to promoting quality of life; achieving operational excellence; connecting the economy; being a responsible partner; and maintaining fiscal accountability. Staff presented the proposed budget to the Commission on May 8. Subsequent to that presentation, staff updated the document as a result of the following changes resulting in a net increase of $1,853,300 to the projected fund balance at June 30, 2020. Adjustments to FY 2018/19 Projected Amounts • A net $0 change as a result of a $1,552,400 increase in operating transfers for station rehabilitation and improvement projects. Adjustments to FY 2019/20 Budgeted Amounts • A $1 million increase in federal reimbursements for the Riverside Layover Facility project; Agenda Item 7 1 " A $13,203,100 net decrease in state reimbursements comprised of a $13 million decrease for the Riverside -Downtown station track and platform project moved to FY 2020/21, a $799,800 decrease for station rehabilitation and improvement projects, and a $596,700 increase for Perris Valley Line operations; " A $36,400 increase in investment income as a result of the net increase in fund balance; " A $1.3 million increase in construction expenditures for the Riverside Layover Facility project; " A $15 million decrease in right of way expenditures for the Riverside Downtown station track and platform project moved to FY 2020/21; " A $1,552,000 decrease in operating and capital disbursements for station rehabilitation and improvement projects and $1,079,000 increase in Western County and Coachella Valley specialized transit operating and capital disbursements; " A $150,000 increase for special studies; " A $3,000 increase in interest payments; and " $819,100 increase in operating transfers related to station rehabilitation and improvement projects funded by the State of Good Repair Fund. A public hearing to allow for public comment on the proposed budget is required prior to the adoption of the proposed budget, including proposed salary schedule. The Commission opened the public hearing at its May 8 meeting. After the public hearing is closed on June 12, adoption of the proposed Budget for FY 2019/20 will follow. In accordance with the Commission's fiscal policies, the budget must be adopted no later than June 15 of each year. The proposed Budget for FY 2019/20 is attached. This document contains the executive summary, as revised, that was presented at the May 8 Commission meeting; the Appropriations Limit; a summary of the budget process; fund budgets; details of program revenues and other sources; debt; department budgets; community profile; and appendices including a glossary of acronyms, salary schedule effective July4, 2019, funding definitions, and program/general terms. As approved by the Executive Committee on May 8, 2019, staff included in the FY 2019/20 budget the payoff the Commission's CaIPERS net pension liability balance of $8.1 million. The Commission's CaIPERS plans are currently funded at 75.2 percent and 94.7 percent for Classic and Public Employees' Pension Reform Act members, respectively. The payoff of the $8.1 million net pension liability, based on the most recent actuarial valuation dated June 30, 2017, results in the interest charge savings of $7.5 million over several years funding that can be used for future Commission programs and capital projects. The Commission has available funds for this disbursement. A summary of the proposed Budget for FY 2019/20 is as follows: Agenda Item 7 Revenues and other financing sources: Sales taxes -Measure A and Local Transportation Funds Reimbursements (federal, state, and other) Transportation Uniform Mitigation Funds, including reimbursements State Transit Assistance and State of Good Repair Tolls, penalties, and fees Other revenues Interest on investments Debt proceeds Transfers in Total revenues and other financing sources Expenditures and other financing uses: Personnel salaries and fringe benefits Professional services Support services Projects and operations Capital outlay Debt service (principal and interest) Transfers out Total expenditures and other financing uses Excess (deficiency) of revenues and other financing sources over (under) expenditures and other financing uses Beginning fund balance (projected) Ending fund balance (projected) FY 2019/20 Budget $ 290,000,000 260,272,700 25,000,000 31,050,600 41,869,400 553,000 12,790,700 75,703,000 166,027,000 903,266,400 19,396,500 25,447,300 12,383,200 739,032,300 5,288,000 76,657,400 166,027,000 1,044,231,700 (140,965,300) 792, 310,100 $ 651,344,800 Attachment: FY 2019/20 Proposed Budget (Posted on Commission Website) Agenda Item 7 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FISCAL YEAR 2019/20 June 12, 2019 Honorable Commissioners Riverside County Transportation Commission Riverside, California FY 2019/20 Budget Introduction RCTC: Connecting Your Life Thank you forreviewing the Fiscal Year (FY) 2019/20 budget forthe Riverside County Transportation Commission (Commission or RCTC). This document provides an opportunity to evaluate the financial backbone of an innovative and active public transportation agency that connectsthe lives of Riverside County (County) residents every day. Riverside County continues to grow faster than any other area of the state of California (California), which makes our mission to provide transportation projects and servicesabsolutely critical in protecting and improving the quality of life for2.4 million residents. The upcoming fiscal year continues a concerted effort of investment and construction in the County'stransportation infrastructure with construction intensifying on the Interstate (I) 15 Express Lanes project, construction ready to start on the State Route (SR) 60 truck lanes, and the I- 215/Placentia interchange on the near -term horizon. People Working — Building a Better Future The Commission and its project partners at the California Department of Transportation, local jurisdictions, and transit agenciesare investing in transportation using a variety of local, state, and federal sources to build projects, plan and design new improvements, and get people working and contributing to the local economy. During FY2019/20, the Commission will invest $537 million in capital projects (Chart 1) that include highway, regional arterial, local streetsand roads, and rail projects. Chart 1 —Capital Projects (in millions$) Operating and Capital Disbursements, $15.9 Regional Arte ria Is, $30.0 Local areetsand Roads, $58.6 Capital Outlay, $3.1 Personnel, Professional, and SLpport , $15.2 Program Operations, $7.7 Engineering, $21.6 2 In addition to the capital projects, the Commission's FY 2019/20 overall budget (Chart 2) of $878 million includes funding of administration management, planning and programming, rail and transit operations, smaller programs such as motorist and commuter assistance, toll operations, and debt service. Chart 2 — FY 2019/ 20 Budget (in millions$) Management Services, $14.3 Toll Operations, $19.3 Servi $76.7 I Measure A —The Funding Foundation Planning and Programming Services, $11.3 Capital Projects Development and De liv e ry, $537.2 Rail Maintenance and Operations, $45.2 Commuter Assistance, $4.6 M otorist Assistance, $6.6 The Commission'svoter-approved half -cent salestax program servesasthe main funding source for transportation funding in Riverside County. Measure A sales tax revenues are stable with average annual growth of over2.6%in the last decade; they are projected at $193 million for FY 2019/20. Although Measure A revenueshelp to fund majorprojectsincluding the 1-15 Express Lanes project, Measure A also funds local transportation priorities and needs. In FY 2019/20, the Commission will return $58.6 million in funding to local cities and the County for local street and road improvements. the Coachella Valley Association of Governments and the Western Riverside Council of Governments(WRCOG) administer Transportation Uniform Mitigation Fee (TUMF) programs that serve local and regional arterial needs. In the Coachella Valley, arterials are funded through a combination of TUMF, Measure A, and additional local contributions. In Western Riverside County, TUMFdollarsare equally split between WRCOG and the Commission with RCTC'sdollarsallocated to regional arterialsand new highway corridors. Funding transportation projectsand services requiresa combination of funding sources, and the Commission receives and programs funding from state and federal sources. This includes California's Transportation Development Act program dollars allocated primarily to the County's major public transit providers. Measure A also pays its share by funding transit fare discounts; providing fundsfor programsfor senior citizens, persons with disabilities, and ind ivid uals of limited means; allocating fundsfor commuter rail and intercity busservices; and operating a commuter assistance program that provides traveler information and ridesharing assistance to employers and commuters. 3 91 Express Lanes Surpassing Bcpectations On March 20, 2017, the Commission opened the extension of the 91 Express Lanes. The $1.4 billion 91 Project primarily consisted of two tolled express lanes, a direct express lanes connector, and an additional general purpose lane in each direction of SR-91 between the Orange County line and 1-15 in Corona. Usage and revenue continue to exceed original projections. Asa result, the Commission received an upgrade in itslong-term debt ratingsfrom Fitch Ratingsand S&P Global Ratingsduring thisfiscal year. The completion of the 91 Project also creates new responsibilities for the Commission as a toll facility operator. Thisyear'sbudget reflectsthe new revenuesand expensesgenerated by the 91 Express Lanes. The transition into toll operationsalso servesasa precursorinto a much broaderrole asa toll operator, with construction already underway on the 1-15 Express Lanes project. This$472 million effort adds one to two tolled express lanes to an approximately 15-mile section of 1-15 between SR60 and Cajalco Road. The new 15 Express Lanes will travel through the cities of Corona, Eastvale, Norco, and Jurupa Valley and open in 2020. Additional Projects and Services SR 60 Truck Lanes Ready for Construction The Commission will break ground in mid-2019on a much -needed eastbound truck -climbing lane and westbound truck -descending lane on SR60through the Badlandsarea of Western Riverside County. This 4.5-mile, $134.6 million project will include a number of additional safety features including a wider median, a higher median barrier, and better visibility in curved areas of the highway. New Vanpool Service Strengthens Transit While RCTC primarily functions as a project -driven organization, the Commission's significant funding toward public transit, motorist services, and operation of a toll facility further increases its direct interaction with the public. The Commission launched a new incentive program to spurthe creation of vanpools. Vanpoolscan be especially effective in providing transportation optionsin areasthat are hard to serve by transit and can be an attractive amenity for employers. RCTC's VanClub offers as much as$400 per month to eligible vanpools, and 75 vanpools have already formed countywide. Freeway Service Patrol Expandsto Serve More of 1-15 and 1-215 In September2018, the Commission expanded itspopular Freeway Service Patrol program on 1-15 and 1-215. The free program offers help to stranded motorists by changing flat tires, jump-starting dead batteries, cooling overheated engines, and performing other routine mechanical repairsto help get driverssafely back on theirway. The approval and voter -ratification of a recent increase in the state gastax (Senate Bill 1) enabled the Commission to provide peak -hour serviceson an additional 27 miles of the 1-15 and 12 miles on the 1-215 for drivers in Lake Elsinore, Wildomar, Menifee, Murrieta, and Temecula. Planning for an Bcciting and Uncertain Future Progress Continuing on State -Funded Riverside County Transportation Efficiency Corridor In 2017, the California Legislature approved a special award of $427 million in state funding forfive projects in northwestern Riverside County. This provided funding needed to move forward on five important projects: 4 " An express lanes connector between the 91 Express Lanes and the future 15 Express Lanes north of SR-91; " Railroad grade separationsat Jurupa Road in Jurupa Valley and McKinley Street in Corona; " An expanded interchange at 1-15 and Limonite Avenue in Eastvale; and " The replacement of the Hamner Avenue bridge overthe Santa Ana River in Norco the Commission isworking closely with agenciesthat are delivering the local projectsbut will also play the lead role on the construction of the express lanes connector that will benefit both the existing 91 Express Lanes and the future 15 Express Lanes. A design -build contract award is expected to be awarded in 2020. Funding is but one piece of determining the future of transportation. In order to help guide the Commission through the challenges of population growth, changing demographics, economic needs, and technological change, RCTC has launched an effort to develop a long-range transportation plan for Riverside County. Overall, there are a number of long-range projects envisioned for the County including Mid County Parkway, realignment of SR79, panlrnger rail service to the Coachella Valley, a variety of active transportation projects, and a new expressway along Ethanac Road. In addition to the projects, local streetsand roadsand new interchanges are equally important; a long-range plan will be useful in guiding the overall direction of transportation investment and development in the County. A Commitment to Hverside County Ensuring local funding for transportation will require ongoing outreach to the public and transparent oversight and management that ensures public confidence in the Commission's fiduciary, oversight, and visionary roles. This budget document is intended to demonstrate the Commission'scommitment to the public aswell asdocumenting the Commission'sdedication to sound budget practices. This budget document is one of many ways the Commission works to ensure public accountability and full transparency of itsactions. The Commission hasalso expanded itscommitment to communicate with the public and closely monitors its public engagement activities, which progress is reported on a quarterly basis. We welcome public input and participation and invite you to visit our website at www.rctc.org or to follow uson Facebook, Twitterand Instagram @theRCTC. (f3 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award rKr:s.:ry rr:r, Riverside County Transportation Commission California For the Pineal Year Begin ni i, July 1, 2018 C? P cxcam,:r GFOA Distinguished Budget Award The Government Finance OfficersAssociation of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Commission for its annual budget for the fiscal year beginning July 1, 2018. In order to receive this award, a governmental unit must publish a budget document that meetsprogram criteria as a policy document, an operationsguide, a financial plan, and a communicationsdevice. The award is valid for a period of one year only. The Commission believes this budget continues to conform to program requirements, and it will be submitted to GFOA to determine the Commission'seligibilityfor another award. 5 Acknowledgme nts The preparation of this budget has been a collaborative effort of the Commission's staff. the budget reflectsthe Commission'sdesire to communicate the componentsof the budget in terms that are easily understandable and supportable for the general public. Staff acknowledgesand appreciatesthe guidance, inspiration and leadership of the Board of Commissionersin advancing the future of transportation in Riverside County. Signature on file Signature on file Anne Mayer, Executive Director lheresia Trevino, Chief Financial Officer 6 Commission Introduction State of California (State or Califomia) law created the Riverside County Transportation Commission (Commission or RCTC) in 1976 to oversee the funding and coordination of all public transportation serviceswithin Riverside County (County). The Commission's mission isto assume a leadership role in improving mobility in the County. The governing body consistsof: • All five membersof the County Board of Supervisors; • One elected official from each of the County's28 cities; and • One non -voting member appointed by the Governor of California. The Commission isresponsible forsetting policies, establishing priorities, and coordinating activities among the County'svarioustransit operatorsand otheragencies. The Commission also programs and/or reviews the allocation of federal, state, and local funds for highway, transit, rail, non - motorized travel (bicycle and pedestrian), and othertransportation activities. The Commission is legally responsible for allocating Transportation Development Act (TDA) funds, the major source of funds for transit in the County. The TDA provides two sources of funding: the Local Transportation Fund (OF), derived from a one-quarterof one -cent state salestax, and State Transit Assistance (STA), derived from the statewide salestax on diesel fuel. The Commission serves asthe tax authority and implementation agency for the voter approved Measure A Transportation Improvement Program (TIP). The County's electorate originally approved Measure A in 1988 to impose a one-half of one cent transaction and use tax (salestax) to fund specific transportation programsthat commenced in July 1989 (1989 Measure A). Voters approved the 1989 Measure A for 20years, and it expired on June 30, 2009. On November5, 2002, the votersof Riverside County approved the renewal of Measure A beginning in July 2009through June 2039 (2009 Measure A). Additionally, the Commission provides motorist aid services designed to expedite traffic flow. These services include: • The Service Authority for Freeway Emergencies (SAFE), a program that provides call box service for motorists; • The Freeway Service Patrol (FSP), a roving tow truck service to assist motorists with disabled vehicleson the main highwaysof the County during peak rush hourtraffic periods; and • A traveler information system. The Commission provides these services at no charge to motorists. A $1 surcharge on vehicle registrations, a state allocation, and a portion of Senate Bill 1's(S31) recent increase in the state gastax fund these services. The Commission isdesignated asthe Congestion Management Agency (CMA) forthe County. As the CMA, the Commission coordinates with local jurisdictions to establish congestion mitigation proceduresforthe County'sroadway system. In March 2017, the Commission commenced toll operations on the RCTC 91 Express Lanes following the substantial completion of the State Route (SR) 91 corridor improvement project (91 Project). Construction started on a second managed lanes project, the Interstate (1)-15 Express Lanesproject, in FY2017/18with completion expected in 2020. The 15/91 Express Lanesconnector, a tolled connector between the existing RCTC 91 Express Lanes and the future 15 Express Lanes north of SR-91, received an allocation of state funds in FY2016/17. The Commission anticipates completion of thisproject by 2022. 7 Riverside County Transportation Commission List of Principal Officials Board of Commissioners Name Title Agency Kevin Jeffries Member County of Riverside, District 1 Karen Spiegel Member County of Riverside, District 2 Chuck Washington Chair (Commission) County of Riverside, District 3 V. Manuel Perez Member County of Riverside, District 4 Jeff Hewitt Member County of Riverside, District 5 Art Welch Member City of Banning tJoyd White Vice Chair (Budget and Implementation City of Beaumont Committee) Joseph DeConinck Member City of Blythe Larry Smith Member City of Calimesa Randall Bonner Member City of Canyon Lake Raymond Gregory Member City of Cathedral City Steven Hernandez Member City of Coachella WesSpeake Member City of Corona Scott Matas Member City of Desert Hot firings Clint Lorimore Member City of Eastvale Linda Krupa Chair (Budget and Implementation City of Hemet Committee) Dana Reed Member City of Indian Wells Waymond Fermon Member City of Indio Brian Berkson Chair (Western Riverside County Programsand City of Jurupa Valley Projects Committee) Kathleen Fitzpatrick Member City of La Quinta Bob Magee Member City of Lake Elsinore Bill Zmmerman Member City of Menifee Victoria Baca Member City of Moreno Valley Scott Vinton Member City of Murrieta Berwin Hanna Member City of Norco Jan Harnik 2nd Vice Chair (Commission) City of Palm Desert Lisa Middleton Member City of Palm Springs Michael M. Vargas Vice Chair (Western Riverside County City of Perris Frog ramsand Projects Committee) Ted Weill Member City of Rancho Mirage Rusty Bailey Member City of Riverside Andrew Kotyuk Member City of Scan Jacinto Michael S. Naggar Member City of Temecula Ben J. Benoit Vice Chair (Commission) City of Wildomar Mike Beauchamp Governor's Appointee Caltrans, District 8 Management Staff Anne Mayer, Executive Director John aandiford, Deputy Executive Director Michael Blomquist, Toll Program Director Marlin Feenstra, Project Delivery Director Aaron Hake, External Affa irs Director Siirley Medina, Planning and Programming Director Lorelle Moe -Luna, Multimodal Director lheresia Trevino, Chief Financial Officer 8 Executive SDI m m a ry Introduction The budget for Fiscal Year (FY) 2019/20 is presented to the Board of Commissioners (Board) and the citizens of Riverside County. The budget outlines the projects and programs the Commission plans to undertake during the year and appropriatesexpendituresto accomplish these tasks. The budget also shows the funding sources and fund balancesforthese projects and programs. This document serves as the Commission's monetary guideline for the fiscal year. To provide the reader a better understanding of the projects and programs, staff included descriptive information regarding each department and major projects. The discussion in each department includes a review of accomplishments, major initiatives, and key assumptions. Policy Goa Isand Objectives Asapproved at its March 13, 2019 meeting, the Commission isdriven by fourcore goalsand underlying objectivesforthe people of Riverside County and the transportation system upon which they rely: QUALITY OF LIFE RC7C is focused on improving life for the people ofRiverside County and empowering them to live life at their • ace. Choice Environmental Stewardship Access Goods Movement RCM empowersthe residentsof Riverside County to choose how to get safely to where they are going. RCTC protectsand preserves the County's environment for our residents. RCTC providesaccess, equity, and choice in transportation; RCTC isa mobility partner. RCTC projects and programs are the connection to employment, schools, community institutions, parks, medical facilities and shopping in the community. RCTC facilitatesthe funding and delivery of projectsthat mitigate the impact of increased goodsmovement flow through Riverside County. O PERATIO NAL EXC ELLEN C E RCTC is re -•onsible and con a five steward of -x•a erdollars. State of Good Repair Promises Fulfilled Innovation Information RCTC invests in road safety and maintenance in its residents' neighborhoods. Projectsare completed on -time, on -budget; RCTC deliverson itspromisesasa steward of Riverside County residents' investment. Program and project delivery innovations drive results, savings, and greater economic opportunitiesfor Riverside County residents. RCTC operationsare transparent; customersget fast, timely, quality service. CONNECTING THE ECONOMY RCTC is a driver of economic • rowth in Riverside Coun Workforce Mobility Population Growth Economic Impact RCTC improves the economy by creating a robust workforce to workplace system; RCTC helpsmove the economy of Riverside County. 9nce 1976, RCTC hasbeen responsible forconnecting our County'seconomy asthe County'spopulation hasquadrupled from 550,000 to 2.3 million today. RCTC hasinvested $4 billion in the County'seconomy thanksto Measure A and future toll revenues, which has a multiplier impact in terms of jobs and economic opportunity throughout Riverside County. 9 RESPONSIBLE PA RTN ER M ( .. g i Streets and Roads Active Transportation Facilities d state ovemmentsto deliver road and transit pro"ects RCTC invests in local priorities for maintaining streets and roads and fixing potholes. RCTC is a partner with transit operators to provide residents mobility choices, flexibility, intercity and intercounty connectivity, and access. RCTC is a partner with agencies within the County to promote active transportation alternatives, including the building of regional trails and bicycle and pedestrian facilities in accordance with local general master and active transportation plans. RCTC isa steward of state and federal grantsto improve our communities. RCM invests Measure A dollars into projects and programs that benefit local communitiesthroughout the County. Staff used these core goalsand objectivesto prepare thisbudget and develop the following short-term objectivesto guide furtherthe development of the FY2019/20 budget. Capital Project Development and Delivery • Continue design and construction of the 15 Express Lanes and development of the 71/91 interchange improvements, SR60 truck lanes, and Mid County Parkway projects included in the Western Riverside County Delivery Plan. • Commence development of the 1-15 ExpressLanes—Southern Extension project. • Maintain and enhance communication and collaboration with the California Department of Transportation (Caltrans) to improve the Commission's ability to deliver critical projects. • Enhance corridor mobility and traveler choice with the operation of the express lanes and development of the next generation toll projects. • Collaborate with local jurisdictions to implement the Transportation Uniform Mitigation Fee (IUMF) regional arterial program projects and facilitate the delivery of eligible arterial improvements in western Riverside County (Western County). • Continue active engagement in state and federal effortsto streamline and modernize the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA) to improve the Commission'sability to deliver critical projects. Toll Operations • Efficiently operate express lanes and achieve high customer satisfaction through reduction in congestion, mobility improvements, and management of demand. Regional Programs • Maintain an active involvement in state and federal legislative matters to ensure that the Commission receivesproper consideration fortransportation projectsand funding. • Complete the development of a county -wide transportation plan and the first ten-year update of the 2009 Measure A Expenditure Plan, asrequired by the ordinance. • Subsidize reliable and cost-effective Metrolink commuter rail service to and from Riverside County; Southern Califomia Regional Rail Authority (SCRRA) isthe operator of Metrolink. • Provide leadership in the planning and development of the Coachella Valley -San Gorgonio Pass corridor rail service. • Support innovative programsthat provide transit assistance in hard to serve rural areasor for riders with special transit needs. • Promote cost controlsand operating efficiency fortransit operators. • Maintain effective partnerships among commuters, employers, and govemment to increase the efficiency of our transportation system by encouraging and promoting motorized and non - motorized transportation alternatives. • Provide a motorist aid system that ensuressafety and convenience to freeway motorists. 10 Management Services • Maintain close communication with Commissioners and educate policy makers on all issues of importance to the Commission. • Develop and execute a communications and public engagement strategy for the purposes of education, information, and customerservice. • Maintain administrative program delivery costs below the policy threshold of 4% of Measure A revenues; the FY2019/20 Management Servicesbudget is2.87%of Measure A revenues. • Maintain administrative salariesand benefitsat lessthan 1%of Measure A revenues; the FY2019/20 administrative salaries and benefits is 0.73% of Measure A revenues before the one-time disbursement to pay off the Commission's California Public Employees' Retirement System (CaIPERS) net pension liability. lhe administrative program share of the $8.1 million net pension liability is$2.5 million, or31%. The inclusion of this one-time disbursement in FY2019/20 results in the administrative salaries and benefits at 1.39%of Measure A revenues; however, the one-time disbursement to pay off the net pension liability is related to the projected benefits to employees for past service. Accordingly, the impact to the administrative salaries and benefitswill be retroactively applied to priorfiscal yearswithout exceeding the 1%limitation in FY2019/20 orpriorfiscal years. • Maintain prudent cash reservesto provide some level of insulation for unplanned expenditures. • Maintain current strong bond ratingswith rating agencies. • Establish and maintain revenues and reserves generated from toll operations to be available for debt service in accordance with toll supported debt agreements; maintenance, repair, rehabilitation, administration and operations; and capital projectswithin the corridor. Linking Commission Policy Goals and Departmental Goals and Objectives the following matrix (Table 1) illustratesthe linkage of the Commission'score policy goalsdescribed in thissection to the individual departmental goalsand objectivesincluded in Section 5. Table 1 —Relationship between Commission and Departmental Goals 1 Quality of Life Operational 6cc a Ile nc e Connecting the Econom Responsible Pa rtne r Executive Mana•ement Administration ExtemaI Affairs Re • iona I Pro • rams Plannin• and Pro•rammin• Rail Maintenance and O •erations Public and Specialized Transit Commuter Assista nce Motorist Assista nc e C a p ita I Pro'e ct Development and De live Toll O • erations Budget Overview X X X X X X )MI1PF X X X X X X X X X X X X X X X X X X X X X Total sources (Table 2) are budgeted at $903,266,400, an increase of 15% over FY 2018/19 projected sources and a 1%decrease over the FY2018/19 budget. Total sources are comprised of revenues of $661,536,400, transfers in of $166,027,000, and debt proceeds of $75,703,000. the projected fund balance at June 30, 2019 available for expenditures/expenses(excluding amounts restricted for debt service of $14,422,700 and advances receivable of $22,986,000) is $754,901,400. Accordingly, total funding available forthe FY2019/20 budget totals$1,658,167,800. 11 Table 2 —Sources FY 2018-2020 FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Measure A Sales Tax $ 176,301,700 $ 192,000,000 $ 192,000,000 $ 193,000,000 $ 1,000,000 1% LTFS3lesTax 89,557,600 96,000,000 96,000,000 97,000,000 1,000,000 1% STA al le s Ta x 21, 320, 900 23, 203, 600 27,110, 700 31, 050, 600 7,847,000 34% Intergovernmental 88,207,000 249,188,300 160,549,900 260,272,700 11,084,400 4% lUMFRevenue 23,699,800 25,922,200 26,672,200 25,000,000 (922,200) -4% Tolls, Penalties, and Fees 50,446,800 36,940,500 47,756,900 41,869,400 4,928,900 13% Other Revenue 3,199,500 1,084,400 468,500 553,000 (531,400) -49% Investment Income 9,117,000 3,408,000 10,064,800 12,790,700 9,382,700 275% Transfers In 323,263,800 182,214,300 159,759,000 166,027,000 (16,187,300) -9% Debt Proceeds 735,488,800 106,081,000 61,841,100 75,703,000 (30,378,000) -29% TOTALS)urces $ 1,520,602,900 $ 916,042,300 $ 782,223,100 $ 903,266,400 $ (12,775,900) -1% Riverside County has specific competitive advantages over nearby coastal counties (Los Angeles, Orange, and San Diego), including housing that is more available and affordable as well as plentiful commercial real estate and land available for development at lower costs. Riverside County's economy is benefitting from employment gains that are a function of the County's ability to attract businesses with lower commercial rents and a skilled labor force. Population migration to the Inland Empire (i.e., Riverside and San Bernardino counties) has occurred due to these employment opportunities and a lower cost of living compared to the coastal counties. Improvements in the local labor market and housing advantages have increased economic activity contributing to stable sales tax revenue growth asnoted on Chart 3. Chart 3 —Sources: Five -Year Trend $800,000,000 $700,000,000 $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 FY 15/ 16 FY 16/17 FY 17/ 18 FY 18/ 19 FY 19/20 �Meaaye A Sales Tax ��L1FalesTax a STA Sales Tax •••IUM F 4•0•Federa I, Sate, Local Revenues Tall Revenue .r TransfersIn Debt Proceeds Salestax revenues have continued to remain stable during the last five fiscal years. The Commission's economic outlook for FY 2019/20 continues to be cautiously optimistic; however, availability of state and federal funds could affect funding of the Commission's capital projects and programs. Should Measure A and LTF sales tax revenues fluctuate and the availability of federal and state revenues continue to be uncertain, the timing and scope of the Commission's projects and programs may be impacted. Regardlessof the future economic conditions, the Commission facesformidable ongoing challengesin termsof providing needed infrastructure enhancementsto support a population and an economy that has outgrown the capacity of its existing infrastructure. Fortunately, the foundation of the regional economy continuesto retain many of the fundamental positive attributesthat fueled itsearlier growth, including lower priced real estate with proximity to coastal communities, a large pool of skilled workers, and increasing wealth and education levels. While the Commission's primary revenues are the Measure A and L1F sales taxes, other revenues and financing sources are required to fund the Commission's programs and projects as illustrated in Chart 4. 12 Chart 4 —Sources: Major Categories Tra n ste rs In Investment Income 1° Tolls, Penalties, and Fees5% lUM FRevenue Debt Proceed :% Intergovemmenta129% Measure A Sales Tax 21% LlFSalesTax 11% SW SaIesTax4% The California Department of Tax and Fee Administration (CDTFA), asstatutorily created and authorized successor to the former California State Board of Equalization, recently provided to cities and other agencies its projections that statewide taxable sales over the next fiscal year will increase 3.6%. Continuing its conservative projection practices, the Commission also considers short- and long-term sales tax projections from its consultants to estimate sales tax revenues. After taking the state of the local economy, recent revenue trends, and the impact of CDTFA new automation system delays into consideration, staff projects Measure A sales tax revenues of $193,000,000 for FY 2019/20. This is a 1% increase from the FY 2018/19 revised projection of $192,000,000, which reflects FY 2017/18 sales tax revenues proces9Pd in FY 2018/19 due to CDTFA's new system implementation issues. These issues caused a backlog of unproce%-rd salestax returnsat the end of FY2017/18 that were proces•zPd and reflected in FY2018/19. At midyearthe Commission will reasscPsssalestaxrevenue projectionsba%d on the economy and revenue trends. On behalf of the County, the Commission administers the LTF for public transportation needs, local streets and roads, and bicycle and pedestrian facilities. The majority of LTF funding received by the County and available for allocation is distributed to all public transit operators in the County. The Commission receives allocationsforadministration, planning, and programming in addition to funding for Western County rail operationsincluded in the commuter rail Siort Range Transit Plan (SKIP). The LTF sales tax revenue received from the State is budgeted at $97,000,000, an increase of 1%from the FY 2018/19 revised projection of $96,000,000. The CDTFA implementation issuesalso impacted LTFsalestax revenuesin FY2017/18and FY2018/19. A statewide sales tax on motor vehicle diesel fuel generates STA funds, which the State Controller allocates by formula to the Commission for allocations to the County's public transit operators. Beginning in FY2017/18, SB 1 provides additional STA revenues, including State of Good Repair(SGR) fundsfortransit maintenance, rehabilitation, and capital projects. The FY2019/20 STA/SGRallocations, based on recent State estimates, is$31,050,600. 13 Intergovernmental revenuesinclude reimbursement revenuesfrom federal sourcesof$89,718,700, state sources of $160,596,100, and local agencies of $9,957,900 for highway and rail capital projects, rail operationsand station maintenance, commuter assistance, and motorist assistance programsaswell as planning and programming activities. The increase of4%in FY2019/20 compared to the FY2018/19 budget is related to increases in federal reimbursements offset by a decrease in state and local reimbursements. Senate Bill 132 (SB 132) provides state funding for the 15/91 Express Lanes connector and pass -through funding to the County forthe I-15/Limonite interchange and Hamner Bridge widening and to the County and city of Corona for grade separation projects. Other state reimbursements will fund the SR60 truck lanes, Pachappa underpass, and station rehabilitation projects. Federal reimbursementsprovide funding forthe 1-15 Express Lanes, 1-15 Express Lanes —Southern Extension, SR60 truck lanes, Pachappa underpass, and station rehabilitation projects. Reimbursement revenues vary from yearto year depending on project activitiesand funding levels. Based on an amended Memorandum of Understanding (MOU) with the Western Riverside Council of Governments (WRCOG), the Commission receives 45.7% of TUMF revenues (as updated by the most recent Nexusstudy). IUMFrepresentsfeesa d on new residential and commercial development in Western County. The Commission projects FY2019/201UMFfeeswill remain flat at $25,000,000. The 4% decrease isrelated to additionalTUMFzone reimbursementsforthe Lake Elsinore I-15/Railroad Canyon project in FY2018/19. FY 2018/19 marked the second complete fiscal year of toll operations for the RCTC 91 Express Lanes following substantial completion of the 91 Project in March 2017. Since toll revenues surpasccd 2013 financing assumptions, the Commission obtained an updated Riverside County 91 Express Lanes Extension Investment Grade Traffic and Revenue Study in December 2018. The Commission conservatively estimates FY 2019/20 toll revenues, penalties and fees of $41,869,400 based on current operationsand the updated study. Other revenue of $553,000 includes property management generated from properties acquired in connection with varioushighway and rail properties. The Commission anticipates a 275% increase in FY 2019/20 investment income due to extremely conservative investment yield projections in the FY 2018/19 budget. The FY 2019/20 budget projects investment income at a 2%investment yield, compared to lessthan 1%in prior year budgets. Transfers in of $166,027,000 relate primarily to the transfer of available debt proceeds for highway projects; LTFfunding for general administration, planning and programming, rail operations, and grade separation project allocations; approved interfund allocationsfor specific projectsand administrative cost allocations; and debt service requirementsfrom highway, regional arterial, and local streets and roads funds. Debt proceeds consist of $75,703,000 in drawdowns from the federal Transportation Infrastructure Finance and Innovation Act (TIRA) loan related to the 1-15 ExpressLanesproject. Total uses (Table 3), including transfers out of $166,027,000, are budgeted at $1,044,231,700, a 7% decrease from the prioryear budget amount of $1,123,634,900. Program expendituresand transfersout totaling $943,160,800 represent 90%of total budgeted uses in FY2019/20. Program costsdecreased by 6%from $1,003,365,500 in FY2018/19 due to projects and programsidentified below. 14 Table 3 — Uses FY 2018-2020 FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change CapitaIHighway, Rail,andRsgionaIArterials $ 517,040,000 $ 631,599,300 $ 430,098,100 $ 592,940,600 $ (38,658,700) -6% Capital Local areetsand Roads 53,176,800 58,479,500 58,479,500 58,642,300 162,800 0% Commuter Assistance 4,447,700 6,199,600 4,708,300 4,880,800 (1,318,800) -21% Debt Service 664,013,700 96,675,600 92,205,600 76,657,400 (20,018,200) -21% Management Services 22,184,500 23,593,800 19,784,300 24,413,500 819,700 3% Motorist Assistance 4,909,300 10,004,600 7,946,300 9,364,500 (640,100) -6% Planning and Programming 4,293,800 20,464,700 6,045,300 14,512,900 (5,951,800) -29% Public and a)ecialized Transit 113,456,700 210,341,400 154,221,600 194,224,800 (16,116,600) -8% Rail Maintenance and Operations 24,161,700 41,119,800 34,413,400 46,228,500 5,108,700 12% Toll Operations 11,849,700 25,156,600 21,695,000 22,366,400 (2,790,200) -11% TOTAL Uses $ 1,419,533,900 $ 1,123,634,900 $ 829,597,400 $ 1,044,231,700 $ (79,403,200) -7% Note: Management ServicesincludesExecutive Management, Administration, External Affairs, and Finance. Capital highway, rail, and regional arterials budgeted usesof $592,940,600 are 6% lower compared to the FY2018/19 budget due to project activity on the 1-15 Express Lanes, significant completion of a 2009 Measure A Western County Regional Arterial (MARA) project, and decreased transfers out related to debt proceeds from the capital projects fund to a special revenue fund to finance 2009 Measure A Western County highway projects. Local streetsand roadsexpendituresof $58,642,300 reflect an increase of $162,800 overthe FY2018/19 budget and represent the disbursements to local jurisdictions for the construction, repair, and maintenance of local streetsand roads. Commuterassistance budgeted expendituresof $4,880,800 are 21%lowerthan FY2018/19 budget due to transfersout fora transit incentive project in Western County in the prioryear. Debt service of $76,657,400 decreased 21% due to $20 million of toll -operation surplus revenues deposited to the 2013 TIFIA loan reserve fund in FY2018/19 asrequired underthe 11FIA loan agreement. Management services expenditures of $24,413,500 increased 3% primarily due to a one-time disbursement in FY2019/20to fund the Commission'sCaIPERSnet pension liability. Expenditures under management services include information technology equipment upgrades, robust communication and engagement efforts, financial advisory services, and debt service contribution. Motorist assistance expendituresof $9,364,500 decreased 6%due to higher SAFEmatching transfersout forFSPservicesin FY2018/19. Planning and programming budgeted expendituresof $14,512,900 reflect a 29%decrease from the FY 2018/19 budget due to decreased projects and operations activities in connection with LTF disbursementsforplanning and programming, other agency projects, and special studies. Public and specialized transit budgeted expendituresof $194,224,800 are 8%lowerthan the FY2018/19 budget due to decreased operating expendituresfor public transit. The rail maintenance and operationsbudgeted expendituresof $46,228,500 are 12%higherthan the FY 2018/19 budget due to funding received forthe special event train platform in the city of Indio. Toll operations expenses are budgeted at $22,366,400 to manage the operations, maintenance, and capital support of the RCTC 91 ExpressLanesand pay interest on toll revenue bonds. The 11%decrease is due to decreased transfers out related to toll operations surplus revenues to fund the 91 corridor operationsproject. Chart 5 isan illustration of total usesincluded in the FY2019/20 budget by major categories. 15 Chart 5—Uses: Major Categories Rail Maintenance and Operations 4% Public and oecialized Tra n sit 19% Planning and Programming 1% M o to rist Assista n c 1% Management services 2% Debt rvice 7% Commuter Assistance 1% Capital Local areetsand Roads 6% Commission Personnel Toll Operations 2% Capital Highway, Rail, and Regional Arterials 57% The Commission's salaries and benefits total $19,396,500for FY2019/20.Thisrepresents an increase of $9,041,800 or87/0 over the FY2018/19 budget of $10,354,700 (Chart 6). The increase relates primarily to the one-time disbursement to fund the CaIPERSnet pension liability of $8.1 million. The FY2019/20budget also includes three additional full-time equivalents (FTE) and a 4% pool for performance merit -based salary increases. The Commission's salary schedule for FY 2019/20 is included in Appendix E and complies with Government Code §20636 "Compensation Eamable" and California Code of Register §570.5, "Requirementsfora Publicly Available Pay Schedule." Chart 6—Salaries and Benefits Cost: Five -Year Comparison $25, 000,000 $20,000,000 $15, 000,000 $10,000,000 $5, 000, 000 $- r FY 15/16 FY 16/ 17 FY 17/ 18 FY 18/19 FY 19/ 20 The FTEof 54 positionsincluded in the FY2019/20 budget (Table 4) reflectsa 3.0 FTEincrease related to the recruitment of a financial analyst and a toll senior management analyst in preparation for the opening of the 15 Express Lanes and an accounting supervisor. The Commission accomplished significant organization changesoverthe past few yearsrelated to variousprojectsrequiring substantial attention at many staff levels. Management continues to be firmly committed to the intent of the Commission'senabling legislation requiring a lean organization. The Commission will continue providing 16 staff the tools needed to ensure an efficient and productive work environment. However, small should not be viewed in an absolute context; it is relative to the required tasksand the demandsto be met. Table 4-Full-Time Equivalents by Department FY 2018-2020 FY 17/ 18 FY 18/ 19 FY 19/ 20 Executive Management 0.6 0.6 Administration 5.7 5.6 Ext e m a l A ffa irs 4.5 3.7 Finance 8.3 8.3 Planning and Programming 4.2 5.3 Rail Maintenance and Operations 3.6 4.2 Public and Specialized Transit 2.2 2.5 Commuter Assistance 1.4 1.6 Motorist Assistance 0.9 1.2 Capital Project Development and Delivery 13.0 15.5 TollOperations 2.6 2.5 TOTAL 47.0 51.0 0.6 5.8 4.0 9.1 5.4 3.6 2.8 1.4 1.0 16.7 3.6 54.0 The Commission providesa comprehensive package of benefitsto employees. The package includes: health, dental, vision, life insurance, short and long-term disability, workers compensation, tuition assistance, sick and vacation leave, retirement benefits in the form of participation in the CaIPERS, postretirement health care, deferred compensation, and employee assistance program. Chart 7 illustratesthe compensation components. Chart 7- Personnel Salariesand Benefits Other Fringes 5% Health 7% Retirement 55% al la ries 33% In prior years, salaries represented more than half of personnel costs; however, in FY 2019/20, the Commission intendsto make a one-time disbursement of $8.1 million to fund the Commission'sCaIPERS net pension liability. Asa result, retirement costsin the FY2019/20 budget represent 55%of the personnel salariesand benefitsexpenditures. Department Initiatives Staff prepared each department'sbudget based on key ac,tamptions, accomplishmentsin FY2018/19, major initiatives for FY 2019/20, and department goals and related objectives. Tables 5 through 15 present the key initiativesand summary of expenditures/expensesforeach department. 17 Executive Management • Continue project development and delivery asthe key Measure A priority. • Fostergrowth in usage of express lanesand ensure theirfinancial success. • MonitorSR91 corridoroperationsand effectiveness. • Complete a long-range transportation plan (LRIP) to guide future transportation priorities for the County. • Continue planning effortsto advance pacngerrail service in the Coachella Valley -San Gorgonio Passcorridor. • Advocate forstate and federal investmentsin transportation to fund needed transportation priorities in the County and stimulate the local economy. • Maintain regional cooperation and collaboration as a significant effort consistent with the philosophy and mission of the Commission. • Support a comprehensive social media outreach program to build awareness of the Commission and itsrole in the community. • Maintain an effective mid -sized transportation agency with dedicated staff. Table 5-Executive Management FY 17/18 Actual FY 18/19 Revised Budget FY 18/19 FY 19/20 Dollar Percent Projected Budget Change Change Personnel $ 284,600 $ 253,000 $ 252,700 Professional 122,300 230,000 150,000 alp p o rt 65,500 88,600 75,300 Tra n sfe rs O ut 21,600 TOTAL $ 494,000 $ 571,600 $ 478,000 Administration $ 445,100 235,000 93,600 $ 773,700 $ 192,100 76% 5,000 2% 5,000 6% N/A $ 202,100 35°% • Provide high quality support servicesto the Commission and to internal and external customers. • Maintain an accurate and efficient electronic recordsmanagement system. • Invest in an agenda management system to improve efficienciesand enhance transparency. • Provide timely communicationsand high quality support servicesto Commissioners. • Update technology to improve internal proceaocsand interaction with the public. • Support and develop a motivated workforce with a framework of activities and practices that comply with employment lawsand regulations. • Employ and recruit a dynamic and talented workforce. Table 6-Administration FY 17/18 Actual FY 18/19 Revised Budget FY 18/19 FY 19/20 Dollar Percent Projected Budget Change Change Personnel $ 677,000 $ Pro fe ssio n a I 571,500 alp p o rt 694,100 Capital Outlay 381,900 Debt Service 24,900 Tra n sfe rs O ut 153,500 TOTAL $ 2,502,900 $ 723,700 $ 686,700 847,800 758,700 1,015,800 850,400 511,300 508,000 3,098,600 $ 2,803,800 External Affairs $ 1,483,800 1,086,500 1,089,500 461,000 $ 4,120,800 $ 760,100 105°% 238,700 28% 73,700 7°% (50,300) -10% N/A N/A $ 1,022,200 33°% • Develop effective partnershipswith transportation providersto communicate a unified message to Congressregarding mobility needs. • Advocate positions in the State Legislature and in Congress that advance the County's transportation interests. • Continue a leadership role in formulating a countywide direction on federal transportation policies. • Prepare federal transportation funding reauthorization principles in preparation for congressional and administrative deliberationson the next surface transportation law. • Conduct a concerted outreach effort to new federal and state representatives on local transportation issues. 18 " Utilize modern technology to support a robust public communication and engagement effort focusing on accessible and transparent communication of the Commission'sprojects. " Develop marketing and communication plansfor the RCTC 91 Express Lanes and the 1-15 Express Lanesproject. " Continue the public outreach program, "Operation Lifesaver", targeting schools in close proximity to railroad trackson rail safety education, engineering, and enforcement. Table 7 Edema IAffairs FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Pe rso n n e I $ 855,100 $ 849,100 $ 848,900 Professional 1,083,500 1,003,400 1,001,400 Support 101,700 412,400 323,500 Transfers Out 124,700 TOTAL $ 2,165,000 $ 2,264,900 $ 2,173,800 Rnance $ 1,542,000 1,111,000 612,900 $ 3.265.900 $ 692,900 82% 107,600 11 �% 200,500 49�% N/A $ 1,001,000 44�% " Continue appropriate uses of long- and short-term financing to advance the Commission's 2009 Measure A projects. " Provide support to the 91 ExpressLanestoll operationscontractorback officesto ensure the proper accounting of toll revenuesand operationsand maintenance costs. " Keep abreast of Governmental Accounting Standards Board (GASB) technical activities affecting the Commission's accounting and financial reporting activities and implement new pronouncements. " Upgrade the Enterprise Resource Planning (ERP) system to benefit all staff in the management of accounting and project information and automation of a paperiessworkflow system. " Manage a centralized procurementsprocessin orderto strengthen controlsand ensure consistency in the application of procurement policiesand proceduresand adherence to applicable lawsand regulations. " Support outreach activities to encourage disadvantaged business enterprise (DBE) and small businessenterprise (SBE) participation in variouscontracts. Table 8 Finance FY 17/18 Actual FY 18/19 Revised Budget FY 18/19 FY 19/20 Dollar Percent Projected Budget Change Change Personnel Pro fe ssio n a I alp port Capital Outlay Tra n sre rs O u t TOTAL $ 1,146,000 $ 1,182,300 $ 1,138,600 1,518,100 2,235,800 1,405,300 369,600 543,500 431,400 - 513,700 100,000 14, 013, 800 13,183, 400 11, 253,400 $ 17,047,500 $ 17,658,700 $ 14,328,700 Pia nning a nd Progra mming $ 2,511,300 2,200,100 608,800 845,000 10, 087, 900 $ 16,253,100 $ 1,329,000 112% (35,700) -2% 65,300 12% 331,300 64 (3,095,500) -23% $ (1,405,600) -8% " Monitor funding authority and responsibility related to the State Transportation Improvement Program (STIP). " Ensure administration and implementation of STIP/Regional Improvement Program (RIP), Active Transportation Program (ATP), and other funded projects consistent with California Transportation Commission (CTC), Caltrans, and Southern California Association of Governments (AG) policies. " Continue to strategically program projects for all local agencies countywide into the Federal Transportation Improvement Program (FTIP) and obligate funds in an expeditious manner for the maximum use of all available funding, including monitoring the use of such funding to prevent from lapsing. " Monitor all projects programmed to receive 2009 Measure A, TUMF, state, and federal funds to ensure timely delivery and prevent fundsfrom lapsing. " Focuson interregional concemsand maintain effective working relationshipsinvolving variousmulti- county transportation issues, including goodsmovement. 19 " Coordinate planning efforts with regional and local agencies relating to the development of Regional Transportation Plan/Sustainable Communities Strategy (RlP/SCS) and greenhouse gas reduction (GHG) implementation guidelines. " Participate in the CTC and Caltrans'sforumsin preparation and evaluation ofAlPprojectsforthe statewide and Metropolitan Planning Organization (MPO) funding programs to represent the County'sbest interest in program funding. " Administerthe Bicycle and Pedestrian Facilities Program (S3821). " Continue the development of a countywide integrated LRTP consistent with local, regional, and state planning requirements. Table 9 Planning and Programming FY 17/18 Actual FY 18/19 Revised Budget FY 18/19 FY 19/20 Dollar Percent Projected Budget Change Change Personnel $ 1,008,000 $ 1,037,400 $ 887,900 $ 2,186,800 $ 1,149,400 111% Professional 95,900 343,900 122,200 294,000 (49,900) -15% Sap port 22,100 19,500 16,800 21,600 2,100 11% Projects and Operations 2,779,000 18,046,500 3,991,000 8,787,100 (9,259,400) -51% Transfers Out 388,800 1,017,400 1,027,400 3,223,400 2,206,000 217% TOTAL $ 4,293,800 $ 20,464,700 $ 6,045,300 $ 14,512,900 $ (5,951,800) -29% Fail Maintenance and Operations " Asa memberof the RRA, continue active participation in the governance and operationsof the Metrolink commuter rail system. " Continue the planning and implementation of capital improvementsat the commuter rail stations in the County, including security and rehabilitation projectsand parking requirements. " Continue to support and evaluate activities related to the Perris Valley Line (PVL) service, such as promoting ridership. " Establish the best approach to build, maintain, and operate cost effective and environmentally sustainable facilitiesthat meet the public'stransportation needs. " Lead the service development process and actively coordinate with all stakeholders along the Coachella Valley -San Gorgonio Passcorridorfor intercity passcngerrail service. " Advance the next generation rail feasibility study to evaluate future growth opportunities for passcnger rail in the County. " Construct the special trainsplatform in the city of Indio to serve the music festival eventsand reduce congestion. Table 10 Rail Maintenance and Operations FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Proiected Bud pet Change Change Personnel $ 586,000 $ 820,900 $ 628,500 Professional 1,426,300 3,224,000 1,979,800 Support 2,250,000 3,346,800 2,399,500 Projectsand Operations 19,271,100 32,755,600 28,434,000 Capital Outlay 47,800 89,600 88,700 TransfersOut 580,500 882,900 882,900 TOTAL $ 24,161,700 $ 41,119,800 $ 34,413,400 Public and Specialized Transit $ 1,184,000 10, 332, 700 3,305,200 30, 246, 600 180,000 980,000 $ 46,228,500 $ 363,100 44% 7,108,700 220% (41,600) -1% (2,509,000) -8% 90,400 101 % 97,100 11% $ 5,108,700 12% " Coordinate the operation of all public transportation services within the County by promoting program efficiency between transit operators. " Continue public transit operator oversight and fiduciary responsibilities to ensure completion of annual fiscal auditsand state triennial performance auditsin accordance with TDA regulations. " Support innovative programsthat provide transit assistance in hard to serve rural areasor for riders having very special transit needsand monitorfunding of these programs. " Continue long-range planning activities to ensure that anticipated revenues are in line with projected levelsof service by transit operators. " Develop a TDA manual fortransit operatorsreceiving allocationsfrom the Commission. 20 Table 11 -Public and Specialized Transit FY 17/18 Actual FY 18/19 Revised Budget FY 18/19 FY 19/20 Dollar Percent Projected Budget Change Change Personnel $ 391,700 $ 450,200 $ 462,000 $ 895,100 $ 444,900 99% Professional 107,600 314,000 252,900 299,700 (14,300) -5% alp p o rt 50,300 63,900 64,000 69,200 5,300 8 % Projects and Operations 90,683,100 180,911,000 124,584,600 161,681,400 (19,229,600) -11% Transfers Out 22,224,000 28,602,300 28,858,100 31,279,400 2,677,100 9% TOTAL $ 113,456,700 $ 210,341,400 $ 154,221,600 $ 194,224,800 $ (16,116,600) -8% Commuter Assistance • Improve the suite of services and outreach to rideshare participants and employer partners, including personalized information and electronic accessand distribution. • Transition from a locally provided Inland Empire -based rideshare and vanpool system to a regional platform. • Maintain and grow employer partnershipsthrough value-added services and toolsfor ridesharing programs. • Maintain the long-term partnership with San Bernardino County Transportation Authority (SBCTA) to manage and implement a "sister' commuterassistance program forresidentsand employersin San Bernardino County. • Optimize park and ride facilitiesto support car/vanpool/buspoolarrangementsand facilitate transit connections. • Operate a cost-effective program within the County that results in reduction of single occupant vehicles. Table 12- Commuter Assistance FY 17/18 Actual FY 18/19 Revised Budget FY 18/19 FY 19/20 Dollar Percent Projected Budget Change Change Personnel $ 258,300 $ 290,000 $ 289,900 Professional 492,500 466,400 387,600 alp p o rt 178,700 362,800 88,900 Projects and Operations 2,498,000 3,383,900 2,610,200 Transfers Out 1,020,200 1,696,500 1,331,700 TOTAL $ 4,447,700 $ 6,199,600 $ 4,708,300 Motorist Assistance $ 436,500 542,700 285,800 3,313,300 302,500 $ 4,880,800 $ 146,500 51 % 76,300 16% (77,000) -21% (70,600) -2% (1,394,000) -82% $ (1,318,800) -21% • Fulfill the callbox upgrade and removal program as identified in the approved 2019 Callbox Optimization Plan. • Maintain a high benefit -to -cost ratio related to the performance of the FP program and expand service if funding opportunitiesarise. • Transition from a locally provided 1E511 system to a regional southern California 511 solution. • Continue the call box system program to serve asa "safe net" forstranded motoristsin the County. Table 13 -Motorist Assistance FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 123,700 $ 198,200 $ 172,000 $ 280,900 $ 82,700 42% Professional 352,300 528,200 276,100 522,000 (6,200) -1% as p p o rt 291,000 295,900 160,600 416,400 120,500 41 % Projects and Operations 2,848,900 5,161,800 3,517,100 5,397,000 235,200 5% TransfersOut 1,293,400 3,820,500 3,820,500 2,748,200 (1,072,300) -28% TOTAL $ 4,909,300 $ 10,004,600 $ 7,946,300 $ 9,364,500 $ (640,100) -6% Capital Project Development and Delivery • Continue project work on the Western Riverside County Delivery Plan projects, including the 1-15 Express Lanes, SR60 truck lanes, Mid County Parkway, and Pachappa underpassprojects. • Provide 2009 Measure A funding to the incorporated cities and the County for local streets and roads maintenance, repair, and construction and to the Coachella Valley Association of Governments (CVAG)for highwaysand regional arterials. 21 " Provide IUMFregional arterial funding and support to local jurisdictionsfor regional arterial project engineering, right of way acquisition, and construction. " Maintain a right of way acquisition and management program in support of capital projectsand in the most cost effective manner within project schedules, while adhering to federal and state regulations. " Maintain and manage the access, use, safety, and security of Commission -owned properties including commuter rail stations, properties in acquisition process, and income -generating properties. " Develop strategiesto implement alternative financing structuresincluding public expresslanes. Table 14 Capital Project Development and Delivery FY 17/18 Actual FY 18/19 Revised Budget FY 18/19 FY 19/20 Dollar Percent Projected Budget Change Change Personnel $ 3,005,300 $ 3,911,900 $ 3,911,800 $ 7,077,600 $ 3,165,700 81% Professional 7,664,400 8,907,200 5,218,600 6,833,600 (2,073,600) -23% Sap port 429,800 1,185,100 1,016,000 1,336,900 151,800 13 % Projects and Operations 274,246,400 542,145,700 363,457,700 518,936,700 (23,209,000) -4�% Capital Outlay 2,177,200 7,224,800 6,336,700 3,052,000 (4,172,800) -58% Debt rvice 656,868,900 69,555,700 65,085,700 69,537,500 (18,200) 0% Transfers Out 282,693,700 126,704,100 108,636,800 114,346,100 (12,358,000) -10% TOTAL $1,227,085,700 $ 759,634,500 $ 553,663,300 $ 721,120,400 $ (38,514,100) -5�% Toll Operations " Manage the operationsof the RCTC 91 ExpressLanesadhering to the Commission's91 Express Lanes Toll Policy. " Manage toll operations using investment grade traffic and revenue studies and cost estimate assumptionsspecific to each expresslane facility. " Continue 15 Express Lanes toll planning through development of business rules and agency agreements. " Provide timely and effective reporting of toll operation metrics including revenue, transactions, carpool usage, and performance indicators. " Participate in the California Toll Operators Committee to advance regional and statewide tolling initiatives, technology, interoperability, and coordination among California toll agencies. Table 15 Toll Operations FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Personnel $ 510,300 $ 638,000 $ 638,000 $ 1,353,400 $ 715,400 112% Professional 815,400 2,351,000 2,350,000 1,990,000 (361,000) -15�% 8ipport and Maintenance 2,793,400 4,576,700 3,936,800 4,543,300 (33,400) -1�% Projects and Operations 6,661,400 8,786,100 8,507,900 10,670,200 1,884,100 21% Capital Outlay 319,600 2,497,600 2,314,100 750,000 (1,747,600) -70% Debt Service 7,119,900 27,119,900 27,119,900 7,119,900 (20,000,000) -74�% TransfersOut 749,600 6,307,200 3,948,200 3,059,500 (3,247,700) -51�% TOTAL $ 18,969,600 $ 52,276,500 $ 48,814,900 $ 29,486,300 $ (22,790,200) -44% Fund Balances lhe projected total fund balance asof June 30, 2019 is$792,310,100. The Commission'sexpectsthe FY 2019/20 budgeted activitiesto result in a $140,965,300 decrease of total fund balance at June 30, 2020 to $651,344,800. the primary cause of the decrease is project activities in FY2019/20 related to the 1-15 Express Lanes project, completion of the 91 Project, Mid County Parkway project, rail station maintenance, IUMF regional arterial projects, and public transit allocations. Table 16 presents the componentsof the projected fund balance by program at June 30, 2020. 22 Table 16-Projected Fund Balances by Fund Type and Program at June 30, 2020 Measure A Sales Tax Westem County Coachella Valley Palo Verde Other Total Restricted: Bond Financing Commuter Assistance Debt Service Economic Development Highways Local reets and Roads New Corridors Planning and Programming Public and Specialized Transit Rail CEfAP Regional Arterials Motorist Assistance Toll Operations Assigned: Management Services TOTAL Fund Balance $ 11,438,300 $ 15,043,200 12,733,500 35,879,600 1,000 28,994,600 7,866,700 28, 898,100 42, 946,100 38,250,400 1,300 887,100 $ 183, 801,100 $ 39,138, 800 $ 600 17, 768, 200 69, 954, 800 289,700 140, 857, 600 20,486,100 45, 368, 500 42, 924, 700 8,958,000 77, 626, 800 $ 11,438,300 15,043,200 17,768,200 12, 733, 500 144,084,800 2,900 28,994,600 289,700 149,611,400 49,384,200 45, 368, 500 85, 870, 800 8,958,000 77, 626, 800 4,169, 900 4,169, 900 600 $ 428, 404, 300 $ 651, 344, 800 Chart 8 illustrates the actual and projected trends in fund balances for each governmental and enterprise fund type from FY2016/17 through FY2019/20. Chart 8-Projected Fund Balance Trends by Fund Type FY2017-2020 $601,000,000 $501,000,000 $401,000,000 $301,000,000 $201,000,000 $101,000,000 $1,000,000 General Fund Budget Summary Special Revenue Funds Capital Projects Debt rvice Fund Funds Enterprise Fund uFY16/17 oFY17/18 uFY18/19 II FY 19/20 lhe overall budget for FY 2019/20 is presented in Table 17 by summarized line items, Table 18 by operating and capital classifications, and Table 19 by fund type. Highway, rail, and regional arterial program expendituresby project are summarized in Table 20. 23 Table 17 — Budget Comparative by Summarized Line Item FY 2018-2020 FY 17/ 18 Actual FY 18/ 19 FY 18/ 19 Revised Budget Projected FY 19/ 20 Budget Dollar Change Percent Change Revenues Measure A Sales Tax LlFailesTax SfA SalesTax Federal Reimbursements Sate Reimbursements Local Reimbursements 1UMFRevenue Tolls, Penalties, and Fees Other Revenue Investment Income TOTAL Revenues Expend itures/Expenses Personnel Sa la ries a nd Benefits Professional and Sap port Professio na I Se ry is es Sapport Costs TOTAL Professional and Sapport Costs Projectsand Operations Program Operations Engineering Construction Design Build Right of Way/Land Operating and Capital Disbursements Special Sudies Local Streetsand Roads FegionaIArterials TOTAL Projectsand Operations Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service Capital Outlay TOTAL Expend itures/Expenses Excess(deficiency)of Revenues over (under) Expenditures/Expenses Other Rna ncing .Sources (Uses) Transfers In Tra nste rs Out Debt Proceeds TIRA Loan Proceeds Payment to Escrow Agent Bond Premium Net Rnancing .bUroes (Uses) Excess(deficiency)of Revenues over (under) Expenditures/Expensesand Other Rnancing SOUro es (Uses) $ 176,301,700 $ 192,000,000 $ 89,557,600 96,000,000 21,320,900 23,203,600 71,468,000 59,105,700 11,952,100 166,590,100 4,786,900 23,492,500 23,699,800 25,922,200 50,446,800 36,940,500 3,199,500 1,084,400 9,117,000 3,408,000 192,000,000 96,000,000 27,110,700 74,419,800 80,409,200 5,720,900 26,672,200 47,756,900 468,500 10,064,800 461,850,300 627,747,000 560,623,000 8,846,000 10,354,700 9,917,000 14,249,800 20,451,700 13,902,600 7,246,200 11,911,000 9,363,200 21,496,000 24,298,500 8,155,100 21,408,500 123,999,200 39,048,100 111,707,000 1,458,300 53,176,800 15,736,400 398,987,900 62,141,000 57,726,800 2,256,100 122,123,900 2,926,500 32,362,700 23,265,800 27,893,500 36,537,600 131,796,700 183,818,300 95,615,000 224,661,000 1,842,000 58,479,500 30,547,000 23,575,800 13,617,300 73,057,200 146,305,000 35,950,600 157,582,100 1,535,000 58,479,500 25,000,000 791,190,600 535,102,500 25,965,000 21,495,000 50,710,600 50,710,600 76,675,600 72,205,600 10,837,000 9,347,500 554,380,300 921,420,600 649,838,400 (92,530,000) (293,673,600) (89,215,400) 323, 263, 800 182, 214, 300 159, 759, 000 (323,263,800) (182,214,300) (159,759,000) 615,775,000 106,081,000 61,841,100 (541,889,800) (20,000,000) (20,000,000) 119,713,800 193,599,000 86,081,000 41,841,100 101,069,000 (207,592,600) (47,374,300) Beginning Fund Balance 738,615,400 839,684,400 839,684,400 ENDING FUND BALANCE $ 839,684,400 $ 632,091,800 $ 792,310,100 $ 193,000,000 97,000,000 31,050,600 89,718,700 160,596,100 9,957,900 25,000,000 41,869,400 553,000 12,790,700 661,536,400 19,396,500 25,447,300 12,383,200 37,830,500 30,447,100 22,436,000 156,718,000 141,583,000 93,498,500 204,286,400 1,421,000 58,642,300 30,000,000 739,032,300 27,245,000 49,412,400 76,657,400 5,288,000 878,204,700 (216,668,300) 166,027,000 (166,027,000) 75,703,000 75,703,000 (140,965,300) 792,310,100 $ 651,344,800 $ 1,000,000 1,000,000 7,847,000 30,613,000 (5,994,000) (13,534,600) (922,200) 4,928,900 (531,400) 9,382,700 33,789,400 9,041,800 4,995,600 472,200 5,467,800 2,553,600 (14,101,600) 24,921,300 (42,235,300) (2,116,500) (20,374,600) (421,000) 162,800 (547,000) (52,158,300) 1,280,000 (1,298,200) (18,200) (5,549,000) (43,215,900) 77,005,300 (16,187, 300) 16,187,300 (30,378,000) 20,000,000 (10,378,000) 1% 1% 34% 52% -4% -58% -4% 13% -49% 275% 5% 87% 24% 4% 17% 9% -39% 19% -23% -2% -9% -23% 0% -2% -7% 5% -3% N/A 0% -51 % -5% -26% -9% -9% N/A -29% -100% N/A -12% 66,627,300 -32% (47,374,300) -6% $ 19,253,000 3% 24 Table 18 - Operating and Capital Budget FY 2019/20 FY 19/ 20 FY 19/ 20 FY 19/ 20 Operating Budget Capital Budget TOTAL Budget Revenues Measure A SalesTax LTFSaIesTax STA SaIesTax Federal Reimbursements Sate Reimbursements Local Reimbursements TUM FRevenue Tolls, Penalties, and Fees Other Revenue Investment Income TOTAL Revenues Expend itures/Expenses Personnel &lariesand Benefits Professional and Support Pro fe ssio n a l Se ry is e s Support Costs TOTAL Professional and Support Costs Projects and Operations Program Operations Engineering Construction Design Build Rght of Way and Land Operating and Capital Disbursements Special audies Local areets and Roads Regional Arterials TOTAL Projects and Operations Debt Service Principal Payments Interest Payments TOTAL Debt Service Capital Outlay TOTAL Expend itures/Expenses Excess(deficiency)of Revenues over (under) Expend itures/Expenses Other Financing Sources (Uses) Tra n sfe rs In Tra nsfe rs Out 11F1A Loan Proceeds Net Financing Sources (Uses) Excess(deficiency)of Revenues over (under) Expend itures/Expensesand Other Rnancing Sources (Uses) Beginning Fund Balance ENDING FUND BALANCE $ 26, 650, 000 $ 166, 350, 000 97,000,000 31,050,600 9,480,000 80,238,700 14, 487, 200 146,108, 900 2,490,000 7,467,900 - 25,000,000 - 41,869,400 - 553,000 4,136,500 8,654,200 185,294,300 476,242,100 10,764,000 16,592,700 6,501,900 8,632,500 8,854,600 5,881,300 23,094,600 11,688,900 1,470,000 188,436,400 1,421, 000 14, 735, 900 18, 758, 200 22,436,000 155, 248, 000 141,583,000 93,498, 500 15, 850, 000 58,642,300 30, 000, 000 203, 016, 300 536, 016, 000 27, 245, 000 49,412,400 1,486,000 76,657,400 3,802,000 238, 360, 900 639, 843, 800 (53,066,600) (163,601,700) 43,258,800 (47,896,200) 122, 768, 200 (118,130, 800) 75, 703, 000 (4,637,400) 80,340,400 (57,704,000) (83,261,300) 262,128, 600 530,181, 500 $ 204,424,600 $ 446,920,200 $ 193,000,000 97, 000, 000 31,050,600 89, 718, 700 160, 596,100 9,957,900 25, 000, 000 41,869,400 553,000 12, 790, 700 661,536,400 19, 396, 500 25,447,300 12, 383, 200 37, 830, 500 30,447,100 22,436,000 156, 718, 000 141,583,000 93,498,500 204,286,400 1,421,000 58,642,300 30, 000, 000 739, 032, 300 27, 245, 000 49,412,400 76,657,400 5,288,000 878, 204, 700 (216,668,300) 166, 027, 000 (166,027,000) 75, 703, 000 75, 703, 000 (140,965,300) 792, 310,100 $ 651,344,800 Table 19 — Budget by Fund Type FY 2019/20 FY 19/ 20 General Fund oecial Revenue Capital Projects Debt Service Enterprise TOTAL Budget Revenues Measure A Sales Tax LTFSalesTax STA SalesTax Federal Reimbursements Sate Reimbursements Local Reimbursements TUM F Revenue Tolls, Pena Ries, and Fees Other I venue Investment Income TOTAL Revenues - $ 193,000,000 $ - $ - $ - $ 193,000,000 97,000,000 - 97,000,000 31,050,600 - 31,050,600 8,000,000 78,915,500 2,803,200 89,718,700 3,664,700 156,931,400 - 160,596,100 400 9,957,500 - 9,957,900 25,000,000 - 25,000,000 - 41,869,400 41,869,400 - 553,000 - 553,000 499,400 9,049,000 1,371,700 348,500 1,522,100 12,790,700 12,164,500 601,457,000 1,371,700 3,151,700 43,391,500 661,536,400 Expend itures/Expenses Personnel Se lariesand Benefits 9,324,600 8,718,500 1,353,400 19,396,500 Professional and Support ProfessionaIServices 5,013,600 18,443,700 1,990,000 25,447,300 Support Costs 2,877,000 4,962,900 4,543,300 12,383,200 TOTAL Professional and Support Costs 7,890,600 23,406,600 6,533,300 37,830,500 Projects and Operations Program Operations 2,000 19,774,900 10,670,200 30,447,100 Engineering 22,436,000 - 22,436,000 Construction 1,470, 000 155,248,000 156,718,000 Design Build 141,583,000 141,583,000 Fight of Way/Land - 93,498,500 93,498,500 Operating and Capital Disbursements 27,005,000 177,281,400 204,286,400 Special Sud ies 1,421,000 1,421,000 LocalSreetsand Roads - 58,642,300 58,642,300 %giona I Arterials - 30,000,000 - 30,000,000 TOTAL Projects and Operations 29,898,000 698,464,100 10,670,200 739,032,300 Debt Service Principa I Payments - - 27,245,000 - 27,245,000 Interest Payments - - 42,292,500 7,119,900 49,412,400 TOTAL Debt Service - - 69,537,500 7,119,900 76,657,400 Capital Outlay 1,306,000 3,232,000 - 750,000 5,288,000 TOTAL Expenditures/Expenses 48,419,200 733,821,200 69,537,500 26,426,800 878,204,700 Excess(deficiency)of Revenuesover (under) Expenditures/Expenses (36,254,700) (132,364,200) 1,371,700 (66,385,800) 16,964,700 (216,668,300) Other Fina ncing Sources (Uses) Tra nsters In 40,408,800 53,083,700 72,534,500 - 166,027,000 TranstersOut (3,394,600) (132,367,300) (24,402,400) (2,803,200) (3,059,500) (166,027,000) TIRA Loan Proceeds - 75,703,000 - 75,703,000 Net Fnancing Sources (Uses) 37,014,200 (3,580,600) (24,402,400) 69,731,300 (3,059,500) 75,703,000 Excess(deficiency)of Revenues over (under)Expenditures/Expensesand Other Fnancing Sources (Uses) 759,500 (135,944,800) (23,030,700) 3,345,500 13,905,200 (140,965,300) Beginning Fund Balance ENDING RIND BALANCE 23,699,700 597,480,600 $ 24,459,200 $ 461,535,800 $ 92,985,500 69,954,800 $ 14,422,700 63,721,600 792,310,100 17,768,200 $ 77,626,800 $ 651,344,800 26 Table 20 - Highway, Regional Arterial, and Rail Programs FY 2019/20 Description HIGHWAY ENGINEERING 60/215 Riverside- Moreno Valley express lanes $ 300,000 71/91 connector 2,500,000 Grade separation projects 4,100,000 Hamner Bridge widening 508,000 1-15 Express La nes-Sluthem Bdension 6,000,000 Mid County Parkway(MCP) 500,000 MCPI-215/Placentia interchange 300,000 MCPSNeeney mitigation 50,000 M CP construction contract package 2,000,000 Pachappa underpass 100,000 Riverside County -al nta Ana laver Trail (detailspresented in S3ctions 5.2 Planning and Programming and 5.3 Capital Projects) 850,000 SR-60 Jurup a - Riverside express lanes 325,000 SR-74 corridor- Ethanec Road 1,157,700 M-79 realignment 300,000 SR-91 downtown Riverside exp ress la nes 325,000 General (detailspresented in S?ction 5.3 Capital Projects) 86,000 SJBTOTAL HIGHWAY ENGINEERING 19,401,700 REG IONAL ARTERAL ENGINEERING 1-15 Railroad Canyon interchange 600,000 Various Western County MARA and TUM Freg ional arterial projects 364,300 SJBTOTAL REG IONAL ARTERAL ENGINEERING 964,300 RAIL ENGINEERING Moreno Valley March Reif station upgrade 900,000 Riverside layover facility 170,000 Riverside Downtown station track and platform 1,000,000 SJBTOTAL RAIL EN G IN EERiNG 2,070,000 101ALHIGHWAY, REGIONALARTEiIAL, AND RAIL ENGINEERNG E 22,436,000 HIGHWAY CONSTRiJCTION 15/91 Express La nes connector $ 1,053,000 91 Project 1,471,000 1-15 Express Lanes 7,984,000 1-15/Limonite interchange 17,000,000 1-215 corridor improvements(central segmenty ott Road to Nuevo Road 10,000 MCPI-215/Placentia interchange 13,000,000 MCPSNeeney mitigation 5,200,000 Pachappa underpass 15,900,000 Riverside County -Santa Ana River Trail (detailspresented in ctions 5.2 Planning and Programming and 5.3 Capital Projects) 5,000,000 S2-60 truck lanes 69,000,000 SJBTOTAL HIGHWAY CONSTRUCTION 135,618,000 REG IONAL ARTERIAL CONSTRUCTION 1-15 Railroad Canyon Interchange Various Western County MARA and TUM F regional arterial projects SUBTOTAL REG IONAL ARItRIAL CONSTRUCTION 5,500,000 8,400,000 13,900,000 RAIL CONSTRUCTION Perris Valley Line and other related rail projects 30,000 Riverside layover facility 5,700,000 Other Riverside Downtown station mobility imp roveme nts(costs and detailsp resented in 52ction 5.2 Rail) 1,470,000 SJBTOTAL RAIL CONSTRUCTION 7,200,000 101ALHIGHWAY, REGIONALAR1E21AL, AND RAILCONSIRUC110N $ 156,713 000 HIGHWAY DESGN BUILD 15/91 &press La nes connector $ 41,718,000 60/215 Rv a rsid e - Moreno Valley express lanes 200,000 91 comdoroperationsproject 2,729,000 91 Project 6,923,000 1-15 Express Lanes 89,613,000 M-60 Jump a - Rv a rsid a exp ress la nes 200,000 M-91 downtown Riverside exp ress la nes 200,000 TOTALHIGHWAY DESIGN BUILD $ 141,583,000 HIGHWAY RGHTOFWAY AND LAND 15/91 &press La nes connector $ 495,000 60/215 East Junction high occupancy vehicle (HOV)la ne connectors 10,000 71/91 connector 4,600,000 91 Project 16,722,000 Hamner bridge widening 149,000 1-15 Express Lanes 328,000 Jumpa Avenue grade separation 12,000,000 MclGnley Avenue grade separation 14,000,000 MCP 10,400,000 MCPI-215/Placentia interchange 13,650,000 M 91CP land acquisition in Westem County 3,000,000 Pachappa underpass 175,000 Riverside County -Santa Ana Rv er Trail (detailspresented in,ctions 5.2 Planning and Programming and 5.3 Capital Projects) 205,000 M-74/1-15 to 7th 3reet 15,000 SR-91 HOV la nes/Ad a ms Sreet to 60/91/215 interchange 505,000 General (detailspresented in.`£ction 5.3 Capital Projects) 74,500 SJBTOTAL HIGHWAY RG HTOF WAY AND LAND 76,328,500 REG IONAL ARTERIAL RG HTOF WAY AND LAND 1-15 Railroad Canyon interchange Various Western County MARA and TUM Fregional arterial projects SJBTOTAL REG IONAL ARTERIAL RG HTOF WAY AND LAND 2,200,000 12,360,000 14,560,000 RAIL RGHTOFWAY AND LAND Riverside layover facility 210,000 Riverside Downtown station track and platform 2,250,000 General 150,000 SJBTOTAL RAIL RiGHTOF WAY AND LAND 2,610,000 101ALHIGHWAY, REGIONALARTERIAL, AND RAIL RIG HT OF WAY AND LAND $ 93,498,500 GRAND 10TALHIGHWAY, REGIONALARIEIRIAL, AND RAILPROGRAMS $ 414,235,500 Gann Appropriations Limit In November 1979, the votersof the State approved Proposition 4, commonly known asthe Gann Initiative (Gann). the proposition created Article XIIIB of the State Constitution, placing limits on the amount of revenue that can be spent by public agencies from the "proceeds of taxes." In 1980, the State Legislature added Section 7910 to the Government Code, providing that the governing body of each local jurisdiction must establish, by resolution, an appropriations limit for the following year. lhe appropriations limit for any fiscal year is equal to the previous year's limit adjusted for population changesand changesin the California per capita income. the Commission is subject to the requirements of Article XIIIB. Gann appropriations limits are calculated for and applied to the Commission. In accordance with the requirements of Article XIIIB implementing legislation, the Board approved Resolution No. 19-010 on June 12, 2019, establishing appropriations limits for the Commission at $487,698,077. lbe FY 2019/20 budget appropriated $297,370,800in taxesforthe Commission, falling well within the limitsset by the Gann. Based on historic trendsand future projections, it appearsthe Commission's use of the proceeds of taxes, asdefined by Article XIIIB, will continue to fall below the appropriations limit. the calculation forthe FY2019/20 appropriationslimit isasfollows: �FY 2018/ 19 Appropriations Limit $464,186,785 f FY 2019/20 adjustment: x 1.0506505 T • Change in California per capita personal income 1.0385% ((3.85+ 100) / 100 = 1.0385) • Change in Population, Riverside County • Calculation of factor for FY 2019/20 1.01 17% U 1.17 + 1001 / 100 = 1.0117) 1.0385 x 1.01 17 = 1.0506505 i FY 2019/20 Ap propria tions Lim it $487,698.077 i • $464,186,785 x 1.0506505 = $487,698,077 Source: California per capita income —California Department of Finance Population, Riverside County —California Department of Finance 28 Financial Overview Fiscal Accountability Policies As the steward of local, state, and federal resources, RCTC maintains financial policies that promote fiduciary responsibility and organizational excellence. 1112111=120= Balanced Budget Administration Retirement Benefits Capital Projects RCTC adopts an annual budget in which operating and capital expenditures and other financing uses are equal to or less than identified revenuesand otherfinancing sourcesaswell asavailable fund balances. Allocations from local and state sources and toll operations fund administrative costs, including salariesand benefits. o Administrative salaries and benefits cannot exceed 1% of Measure A salestax revenues. o Administrative costs will not exceed 4%of Measure A sales tax revenues (inclusive of the 1%salary limitation). RCTC contributes 100% of the annual requirement related to its proportionate share of the net pension liability and to the postretirement health care benefits. Multi -year capital projects are consistent with the strategic plan and budgeted by fiscal year, based on best available estimates. RCTC establishes and maintains reserves in accordance with Measure A and 1DA policiesaswell asdebt agreements. Funding Sources Sale of Properties RCTC preparesannual and mid -year revised revenue projectionsto ensure use of current and relevant data; staff may adjust amounts during the budget processto reflect the most current economic trends. RCTC-adopted policies establish congestion pricing in order to optimize throughput on toll facilities while generating revenue to meet all financial commitmentsrelated to: o Debt issued to construct or repair any portion of the toll facility, payment of debt service, and satisfaction of other covenants and obligations related to indebtednessof the toll facility, including applicable reserves; o Development, maintenance, repair, rehabilitation, improvement, reconstruction, administration, and operation of the toll facilities, including toll collection and enforcement and applicable reserves; and o Projectswithin the corridorthat generated the revenue. RCTC uses local funding sources to maximize federal and state funding of projects. RCTC returns proceeds from the disposition of excess properties to the programsthat provided the funding sourcesforthe property acquisition. Expenditures/ Expenses Prio ritie s Accountability RCTC reviewsestablished prioritiesforplanning and programming of capital projectsannually. RCTC comparesactual expendituresiexpensesto the budget on at least a quarterly basis and appropriately notes, explains, and justifies significant deviations. RCTC ensures competitive, transparent, objective, and fair procurement selection proceoocsin accordance with policiesadopted on June 13, 2018. 29 Capital and Intangible Assets On a government -wide basis, RCTC recordscapital and intangible assetsat historical costs, estimated historical costs if purchased or constructed, or estimated fair value at date of donation. RCTC maintains such ascctsin a state of good repair and safeguards them from misuse and misappropriation. o RCTC generally does not capitalize infrastructure, which title will be vested with Caltransorother governmental agency. o RCTC depreciates capital and amortizes intangible anccts over the estimated useful life or service concession term. Debt Mana •ement Debt Limitation Management Coverage Issuance Outstanding sales tax revenue debt cannot exceed $975 million, in accordance with Measure K approved by a majority of the voters in November 2010; ROTC can issue toll -supported debt for specific highway projectsbased on amountsauthorized by the Commission. RCTC maintainsand updatesthe Debt Management Policy, asadopted on September 14, 2016, and Interest Rate Swap Policy, as adopted July 12, 2006, for matters related to sales tax revenue and toll -supported indebtedness. RCTC maintainsdebt coverage ratiosof 2.0x on all seniorsalestax revenue debt and 1.3xon all toll -supported debt. RCTC issues debt for major capital projects including engineering, right of way, construction, and design -build; RCTC will not finance operating requirements except for initial toll operations. Costs of issuance, including the standard underwriter's discount, do not exceed 2% unless specifically authorized. All salestax revenue debt maturespriorto the termination of 2009 Measure A on June 30, 2039; all toll -supported debt maturespriorto the expiration of toll facility agreements. IMIEREIMEIr Management Payments Operating Balances RCTC invests funds in order of priority (safety, liquidity, and yield) in accordance with the Investment Policy, adopted on March 13, 2019, or debt agreements. Where possible, RCM encourages receipt of funds by wire transfer to its accounts. RCTC makes cash disbursements to local jurisdictions and vendors/consultantsin a timely manner. RCTC maintains amounts in the bank operating account at the amount necessary to meet monthly expenditures/expenses. Accounting and Financial Reporting Accounting System RCTC maintains an ERP system that integrates project and toll operations accounting needsand improvesaccounting efficiency. RCTC issues a Comprehensive Annual Financial Report (CAFR); separate financial reports for the OF, STA, Proposition 1BRehabilitation and Security Project Accounts, SB 1 SGR Program, Low Carbon Transit Operations Program (LCTOP), and toll operations; and the State Controller's Transportation Planning Agency Financial Transactions Report and Government Compensation in California Report. An independent accounting firm conducts an annual audit of the Commission's accounting books and records; RCM obtains audits of Measure A and TDA funding recipientsforcompliance and other mattersin a timely manner. 30 Functional Management Unlike many governments that provide direct services to the public, the Commission's overall responsibility is to manage transportation planning and funding for the County. As a result, its budget in terms of dollars, is comprised primarily of capital -related programs and projects; the operating component of the budget isrelated to toll operationsand multimodal programs(transit planning, rail operations, and commuterand motorist assistance services). Management services, consisting of executive management, administration, external affairs, and finance, provide support to both capital and operating programs and projects. Chart 9 depictsthe organization of the Commission'soversight and management functions. Chart 9 —Functional Organization Chart FY2019/20 Board of Commissioners Policy Committees • WRC Programs & Projects • ERC Programs & Projects • Budget & Implementation Advisory Committees • Technical Advisory • Citizens Advisory Executive Committee =OW Executive Management Administration Clerk of the Board & Board Relations Claims Administration Human Resources Office & Records Management Information Technology Fna nc e Budget Development Contract Management & Procurement Disadvantaged Business Enterprise Rnancial Management Insurance Administration Investment Management Debt Management Ext a ma I Affairs Goods Movement Legislative Advocacy& Analysis Media Relations — Public Information & Communications I Multimodal Programs Call Box Program Commuter A ssist a n c e Freeway Service Patrol Rail Operations Transit Planning I Capital Project Development & Delivery Congestion Management — Highway& Rail Capital Programs New Corridors Property Management Regional Transportation Plan Sate Transportation Improvement Proa ra m - TU M F Pro g ra m Station Maintenance Toll System Development Operations Fna nc ing Chart 10 illustrates the relationship between the Commission's functional management or departmentsand the Commission'sfund structure. 31 Chart 10 —Relationship of Functional Management and Fund Structure Special Revenue Capital Debt Service Functional Mane .ement/De•artment General Fund Fund Pro'ectsFund Fund Ente .rise Fund Management cervices Executive Management Administration Bdema I Affairs Rnance Regional Programs Planning and Programming Services X Rail Maintenance and Operations X Public and Specialized Transit X Commuter Assistance Motorist Assistance Capital Projects Development and Delivery Toll Operations Budget Process X X X X X X X X X X X X X X X The budget isthe primary performance tool used to measure and control accountability of public agenciesfortaxpayerdollars. The budget communicatesto all stakeholders(i.e., elected officials, regional agencies, and citizens) how the investment they made will be put to use by providing detailed information on the specifics of resource allocation and uses. The Commission monitors progresson a monthly basis, and it makesrevisionsand updatesasneceacary to reflect changing dynamicsand accommodate unplanned requests. Thisresultsin a budget document that isuseful and meaningful as a benchmark against which to evaluate government accomplishments and/orchallengesand to arrrsscompliance with fiscal accountability. The budget process consists of six primary tasksconducted in phasesthroughout the fiscal year. Chart 11 illustrates the budget process for the development of the FY 2019/20 budget and monitoring of the FY2018/19 budget. Each task issummarized below. Chart 11 —Budget Process ID Task Name Duration 2018 2019 J AISIOIN D JIFIM A M I J 1 Short Term Strategic Direction Phase 140 days y 2 Resource Identification and Allocation Phase 200 days y 3 Needs Assessment Phase 120 days 4 Development and Review Phase 150 days y — 5 Adoption and Implementation Phase 60 days 6 Budget Roles and Responsibilities 365 days y Shot -Term Strategic Direction Phase The first phase of the budget process isto determine the direction of the Commission in the short- term and to integrate this with the Commission's long-term goals and objectives, including the Western Riverside County Delivery Plan asdiscusscd in Section 5.3. Annually a workshop isheld for the Board to evaluate and determine where the Commission plansto be and what it desiresto accomplish over the next five to ten years. Annual reviewsallow for timely responsivenessto any 32 significant political, legislative, or economic developmentsthat may occur locally, statewide, or nationally. Staff then adjusts its course based on the long-term strategic direction of the policy makers. Staff convenes beginning in early January to both a-mssactual results, compared to the current year budget, and map changes in strategy for the ensuing fiscal year. Additionally staff reviews and, if necessary, updates Commission goalsand departmental mission statements. Those goals, upon review by the Board, become the Commission'sshort-term strategic direction. Resource Identification and Allocation Phase Simultaneous with the short-term strategic direction phase, staff focuses on available funding sourcesand estimated carryoveramountsfrom the current year. The Commission analyzesitsfund balances, the excessof fund arwtsoverfund liabilities, foravailable appropriation in the following fiscal year. In actuality, resource identification occursthroughout the year, but it isfinalized in the upcoming fiscal year budget. In connection with the long-term strategic planning process, the Commission determines borrowing needs, but it adjusts such amounts in the annual budget to reflect current information. Needs Assessment Phase Staff and consultants evaluate projects and studies for consideration in the next year. Project priority and sequencing set in the long-term strategic plan are the top candidates for budget submission. However, priorities may have changed due to economic necessities or political realities, resulting in rescheduling projectsby acceleration orpostponement. The Commission may add new projectsor delete existing priorities. Development and Review Phase Using all the data and information gathered from the previously mentioned stages, department managers submit their desired budgets to the Finance Department. Finance staff compiles the information, along with staff and overhead allocations, into a preliminary or draft budget. After review by the Executive Director and inclusion of the desired changes, staff presents the draft budget to the Board for input. Adoption and Implementation Phase Staff submits the proposed budget to the Commission at its May meeting, which marks the opening of a hearing scheduled to allow for public comment on the proposed budget. The Commission may choose, after the public hearing, to adopt the budget or to request additional information and/or changes to the budget. The budget, including the salary schedule, must be adopted no later than June 15 of each year. Upon adoption by the Commission, staff entersthe budget into the ERP system effective July 1 forthe next fiscal year. Budget Development Summary Chart 12summarizesthe primary activitiesrequired for adoption of the budget. 33 Chart 12— Budget Development -timeline FY 2019/20 • Staff day elops revenue projections. • Board approves sales lax revenue projections on January 9, 2019, • Staff deve lops departnie nt goals and objectives, projected FY 2018/ 19 °chic's, and proposed FY 2019/20 Budget. December 2018 - February 2019 Budget Roles and Responsibilities March - April 2019 • Board adopts Corrr ission's FY 2019/20 gook and objeclives on March 13, 2019. •Finonce reconcilesand analyzes department budget projections and proposed budget. • Budget and I rrple men lotion Corrrittee reviewsand forwards proposed FY 2019/20 budget to Board on April 22, 2019. •Board opens public hearing on May 8, 2019 and reviews and receives comments on proposed budget. • Board receives final corrme nts, c loses public hearing, and adopts budget on June 1Z 2619_ May- June 2019 Involvement in the budget permeates all staffing levels, as presented in Chart 13, at the Commission from clerical support staff to policy makers. Each program manager develops a detailed line item budget that consistsof the operating and/or capital componentsand submits those budgets, by program, to the department director for review and concurrence. While all departments have operating components, Rail station operations and maintenance and Toll Operations represent the Commission's primary operation functions that consider long-range planning. Details on these operations are included in Section 5.2 and 5.4, respectively. The department managerssubmit their budgetsto the Chief Financial Officer by mid -March, and the Finance Department compilesthe department budgets. Both the capital and operating budgets are combined into the draft budget for the entire Commission. The Chief Financial Officer and Executive Director review the entire budget for overall consistency with both the short- and long- term strategic direction of the Commission, appropriateness offunding sourcesfor the identified projects and programs, and reasonableness of the operating and capital budget expend itures/expenses. Expenditure/expense activities of the funds are controlled at the budgetary unit, which is the financial responsibility level (General, Measure A, Motorist Assistance, LTF, STA, TUMF, Other Agency Projects, Capital Projects, Debt Service Funds, and Enterprise Fund) foreach function (i.e., administration, operations, programs, intergovernmental d istributions, debt service, capital outlay, and other financing uses). These functions provide the legal level of budgetary control (i.e., the level at which expenditures/expensescannot legally exceed the appropriated amount). Budget -to -actual reports are available to program managers and directors on a real-time basis through the ERPsystem forinformational and management purposes, including identification and evaluation of any significant budget variations. During the fiscal year, management has the discretion to transfer budgeted amounts within the financial responsibility unit according to function or may provide support for supplemental budget appropriationsrequests. SLpplemental budget appropriation requestsrequire the authorization of the Commission. The Commission may take action at any monthly meeting to amend the budget. In some years, the Finance Department may compile miscellaneous requests and submit a budget appropriations 34 adjustment at mid -year to the Commission for approval. Those budget amendments approved by the Commission are incorporated into the budget, as they occur, and are reflected in the CAFRin the final budget amounts reported in the budgetary schedules. C ha rt 13 — Staff Organization Chart FY 2019/ 20 Chief Financial Officer Procurement Manager �nior Procurement Analyst Sanior Ad ministrative Assistant �nior Financial Analyst LRnancial Analyst — Accounting Technician (2) Accounting Assistant (2) Senior Office Assistant Human Resources Administrator External Affairs Director Public Affairs Manager LSeniorManagement Deputy Clerk of the Analyst Board Commuter& Motorist Assistance Manager LManagement Analyst Executive Director Deputy Executive Director Multimodal Services Director Pail Ma nager Records Technician Manage (2)nl Analyst Management Analyst Planning & Programming Director Project Delivery Director g & Programming — Capital Projec ita nwn Managryj� �nar Management Analyst Toll Program Director `Toll Project Manager Cap ita l Projects Manager nior Ma nagement Toll Operations Analyst (3) Mana •er — Facilities Administrator Toll Technology Manager Sanior Management Analyst (2) 35 Fund Budgets Budgetary Basis The Commission accounts for its budgeted funds using the modified and current financial resources measurement focusfor governmental fundsand the accrual basisof accounting and the economic resources measurement focusfor enterprise funds. The basis of accounting is the same asthe basis of budgeting. The Commission recognizesgovemmental fund revenueswhen measurable and available to meet current year obligations. Stich revenues are available when guaranteed as to receipt, based on expenditure of funds (i.e., government matching funds), or certain to be received within 180 days of the end of the fiscal year. The Commission generally records govemmental fund expenditures when it incurs a liability; however, debt service expenditures are recorded when the payment is due. Enterprise fund revenues are recognized when earned, and expensesare recorded when a liability is incurred, regardless of the timing of related cash flows. Chart 14 illustrates total sources and uses by fund type for the FY 2019/20 budget. Chart 14—Total Sources and Uses by Fund Type FY2019/20 90% - 80 70 60% - SO% - 40% - 30% - 20% - 10% - 0% 6% 5% General Fund Special Revenue Funds Fund Structure Capital Projects Funds Debt Service Fund Enterprise Fund Id Total Sources ElTotal Uses The Commission accountsforitssourcesand usesin 31 funds(Chart 15) categorized into five fund types: General fund, special revenue funds, capital projects funds, debt service fund, and enterprise fund. All of the Commission'sfundsare budgeted. There are three fundsreported in the General fund and 24 in the special revenue funds. Two capital projectsfundsare used to account forcapital project expendituresfinanced with short-orlong-term debt proceeds. The Commission has one debt service fund to account for debt -related activity. In addition, the Commission has one enterprise fund to account forthe RCTC 91 Express Lanesoperations. 36 Chart 15 — Budgeted Funds Structure FY 2019/20 Special Revenue Funds 20e9 Meteor* A • YVeSlem Com}y • Mgr oys • local Skeels & Roods • Pubic Tron0 • Speciahed Tronsll • BuS rrarrpl • Rai Trangl & Mdn}enonoe • Conniuter ASS&Ianpe • Hew CoNdaa • Bond Fviondrg • Regional Arleelah • Ecorgmc Developrren} • Coachella valfey • Highway 8. Regional Arterla5 • LOCa1 Skeels & Raads • Speciahed Transit • Palo verde valley •LaCal Slreels& Roads • FSP • SAFE •Local TicsIsporlotion Funds *Stole ironed Assnlance *Slates o! Caadd Recce •FISMF • Coocnero valey Rpl • Ocher Agency Prciecrs Fund •Se132 General Fund Overview Ueh}Seruke Fund lhe Commission's General fund accounts for all activities not legally required or designated by Board action to be accounted for separately. For many public agencies, the General fund isthe largest fund; however, it is less significant for the Commission. The Commission's largest revenue source is Measure A, a locally levied sales tax that legally must be accounted for separately in special revenue funds. In addition to Commission administration and general operations, other General fund activities include commuter rail operationsaswell as planning and programming. Table 21 presents the FY 2019/20 budget for the General fund, followed by a discussion of significant componentsof the budget. 37 Table 21 —General Fund FY2018-2020 FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Fed era I Fbimbursements $ 4,226,900 $ 3,978,000 $ 7,855,000 Sate Reimbursements 1,197,900 3,181,700 1,312,000 Local Reimbursements 250,000 800,000 273,900 Other Revenue 286,700 313,100 Investment Income 138,400 98,600 97,600 TOTAL Revenues 6,099,900 8,371,400 9,538,500 Expenditures Personnel Sa lades and Benefits 4,647,100 5,069,600 4,677,600 Professional and Sap port Professional %ry ic es 3,211,800 4,719,400 3,367,800 alp port Costs 3,535,400 5,470,600 4,130,700 TOTAL Professiona I and Sip port Costs 6,747,200 10,190,000 7,498,500 Projects and Operations Program Operations 2,501,300 2,705,600 2,505,700 Engineering 1,650,000 Construction 1,800,000 50,000 Operating and Capital Disbursement 17,853,700 28,885,000 27,332,500 qae c is I S ud ie s 1,458, 300 1,792,000 1,500,000 TOTAL Projects and Operations 21,813,300 36,832,600 31,388,200 Debt Service Principal Payments 21,000 Interest Payments 3,900 TOTAL Debt Service 24,900 - - Capital Outlay 429,700 1,114,600 696,700 TOTAL Expend itures 33,662,200 53,206,800 44,261,000 Excess (deficiency) of Revenues over (under)Expenditures (27,562,300) (44,835,400) (34,722,500) Other Rnancing Soumes(Uses) TrandersIn 36,639,000 35,657,300 34,827,300 TransfersOut (2,162,300) (1,265,600) (2,445,600) Net Financing Sources(Uses) 34,476,700 34,391,700 32,381,700 Excess (deficiency) of Revenues over (und er) Expend it ures a nd Other Financing Spurc es (Uses) Beginning Fund Balance ENDING FUND BALANCE 6,914,400 (10,443,700) (2,340,800) 19,126,100 26,040,500 26,040,500 $ 26,040,500 $ 15,596,800 $ 23,699,700 The sourcesfor the General fund (Chart 16) consist of: $ 8,000,000 3,664,700 400 499,400 12,164,500 9,324,600 5,013,600 2,877,000 7,890,600 2,000 1,470,000 27, 005, 000 1,421,000 29, 898, 000 1,306,000 48,419,200 (36,254,700) 40,408,800 (3,394,600) 37, 014, 200 759,500 23, 699, 700 $ 24.459.200 $ 4,022,000 101 % 483,000 15% (799,600) -100% (313,100) -100% 400,800 406% 3,793,100 45% 4,255,000 84% 294,200 6% (2,593,600) -47% (2,299,400) -23% (2,703,600) -100% (1,650,000) -100% (330,000) -18% (1,880,000) -7% (371,000) -21% (6,934,600) -19% N/A N/A N/A 191,400 17% (4,787,600) -9% 8,580,700 -19% 4,751,500 13% (2,129,000) 168% 2,622,500 8% 11,203,200 -107% (2,340,800) -9% $ 8,862,400 57% • Variousfederal and state reimbursementsfor planning activitiesand commuter rail station operations; • Investment income; • Transfersfrom variousfundsfor the allocation of administrative costs; • Transfers of LTF sales tax revenues for planning, programming, and monitoring (PPM) activities; and • Transfersof LTFArticle 4 allocationsforcommuter rail operationsand capital. Chart 16—General Fund Sources FY2O19/20 Federal Reimbursements 15% Transfersln 77 % Sate Reimbursements 7% Investment Income 1% 38 Federal reimbursementsrelate to rail station preventative maintenance and PVLoperations. State reimbursements include station mobility improvements and PVL operations, as well asSTIPfunds for PPM activities. Local reimbursements relate to administrative activities. The Commission allocatesand transfersto the General fund a portion of LTFsalestaxrevenuesfor administration, planning and programming, and railtransitoperationsand capitalforthe following purposes: • General fund administration allocationsfunded with LTFsalestax revenues of $122,400 in FY2019/20 reflect a 50%increase compared to the prior year. • State law sets planning allocations at 3% of estimated LTF sales tax revenues. The FY 2019/20 budget for planning allocations is $2,910,000. The FY 2018/19 revised budget of $3,135,000 includes the effect of the mid -year projection adjustment that includes the unapportioned carryoveramount, which isnot determined until afterthe prioryear'sfiscal yearend, and revised revenue projections. • LTF sales tax revenues of $936,100 in FY 2019/20 will fund General fund allocations for planning and programming activities. • Commuter rail operating and capital needs determine the amount of LTF allocations to the extent that revenuesand reserved fund balance are available. The FY2019/20 budget includes$23,000,000in LTFallocationsprimarilyto fund operating contribution expenditures to SC RRA. The Commission allocates administrative costs based on a cost allocation plan and recognizes reimbursementsto the General fund from other fundsastransfersin. The FY2019/20 General fund administrative allocation of $7,029,100 from Measure A may be adjusted based on actual expenditures, but in no event will it exceed 4% of total Measure A revenues (including administrative salariesand benefits). Administrative transfersin from STA,TUMF, motorist assistance, toll operations, SB 132, and other agency project fundsof $6,411,200 in FY2019/20 increased from $4,191,200 in FY2018/19 due to a higher level of activity requiring administrative support. Chart 17 —General Fund Uses FY 2019/20 Tra nsre rs O ut 6% CapitalOutlay Personnel Sa la ries 2% I and Benefits 1 8 % Profe ssio na I Se ry ices 10% alp port Costs 6% Projectsand Operations 58% Chart 17 depicts General fund uses. Personnel salaries and benefits expenditures increased $4,255,000 primarily due to a one-time disbursement in FY 2019/20 to fund the Commission's CaIPERSnet pension liability. Professional costs increased 6%compared to the prior year due to increased information technology security upgrades and help -desk services. Support costs decreased 47% primarily due to station maintenance expenditures, historically funded by the General fund and now budgeted in the 2009 Measure A Western County rail special revenue fund effective FY2019/20. 39 Program operations expenditures decreased 100% due to station maintenance expenditures, historically funded by the Generalfund and now budgeted in the 2009 Measure A Western County rail special revenue fund effective FY2019/20. Engineering expendituresdecreased 100%due to a grade separation project, historically budgeted in the General fund and now budgeted in the SB 132 fund due to a special allocation. Construction expenditures include Riverside Downtown station mobility improvements. The FY 2019/20 operating and capital disbursements budget includes allocations of $27,005,000 for the Metrolink commuter rail subsidy. Special studies expenditures include long range transportation plan and next generation rail and toll studies. Capital outlay expenditures increased 17%due to information technology upgradesand station improvements. Transfersout of $1,550,000 reflect amountsto the 2009 Measure A Western County highway fund for next generation tolling studies and $1,844,600 to the General fund for administration from rail operationsand planning and programming activities. 40 Special Revenue Funds Overview lhe Commission'sspecial revenue fundsare legally restricted asto use for Measure A projectsand programs, IUMF projects, motorist assistance services, other agency project coordination, and funding transit operationsand capital in the County. Table 22 isa summary of the special revenue funds' budgets, and Tables 23 through 34 present the individual budgets along with respective discussions. Table 22-Special Revenue Funds FY 2017 -2019 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Actual Revised Budget Projected Budget Dollar Change Percent Change Revenues Measure A Sales Tax LlFSalesTax STA Sales Tax Federal Reimbursements Sate Reimbursements Local Reimbursements TUM FRevenue Other Revenue Investment Income TOTAL Revenues Expenditures Personnel Sa lades and Benefits Professional and Support Professio na I Se ry ices Spport Costs TOTAL Professional and Support Costs Projects and Operations Program Operations Engineering Construction Design Build fight of Way/Land Operating and Capital Disbursements �ecial Sudies LocalSreetsand Roads Regional Arterials TOTAL Projectsand Operations Capital Outlay TOTAL Expenditures $ 176,301,700 $ 89,557,600 21,320,900 64,455,900 10,754,200 4,536,900 23,699,800 2,912,800 5,124,300 192, 000, 000 96,000,000 23,203,600 52, 327, 500 163,408,400 14,192,500 25,922,200 771,300 2,049,800 $ 192,000,000 96,000,000 27,110,700 63,770,600 79,097,200 5,445,000 26,672,200 468,500 5,147,100 398, 664,100 569, 875, 300 495, 711,300 3,688,600 4,682,100 4,601,400 9,298,000 13,671,300 8,184,800 912,800 1,863,700 1,295,700 10, 210, 800 15, 535, 000 15,135,800 8,155,100 21,408,500 123,999,200 39,048,100 93,853,300 53,176,800 15,736,400 16,401,800 34,887,600 129,996,700 183, 818, 300 95,615,000 195, 776, 000 50,000 58,479,500 30, 547, 000 9,480,500 12,562,200 13,617,300 73,007,200 146,305,000 35,950,600 130,249,600 35,000 58,479,500 25,000,000 370,513,200 2,177,200 745,571,900 495,206,400 7,224,800 6,336,700 386,589,800 773,013,800 515,625,000 Excess (deficiency) of Revenues over (under) Expenditures 12,074,300 (203,138,500) (19,913,700) Other Rnancing Sources(Uses) Transfers In 179,695,700 74,001,300 56,846,000 Transfers Out (123,468,300) (126,796,800) (123,287,000) 11RA Loan Proceeds 106,081,000 61,841,100 Net Fnancing Sources (Uses) 56,227,400 53,285,500 (4,599,900) Excess (deficiency) of Revenues over (under) Expend ituresand Other Fnancing Spurces (Uses) 68,301,700 (149,853,000) (24,513,600) Beginning Fund Balance 553,692,500 621,994,200 621,994,200 ENDING FUND BALANCE $ 621,994,200 $ 472,141,200 $ 597,480,600 $ 193,000,000 97,000,000 31,050,600 78,915,500 156,931,400 9,957,500 25,000,000 553,000 9,049,000 601,457,000 8,718,500 18,443,700 4,962,900 23,406,600 19,774,900 22,436,000 155,248,000 141,583,000 93,498,500 177,281,400 58,642,300 30,000,000 698,464,100 3,232,000 733,821,200 (132,364,200) 53,083,700 (132, 367, 300) 75,703,000 (3,580,600) (135, 944, 800) 597,480,600 $ 461.535.800 $ 1,000,000 1,000,000 7,847,000 26,588,000 (6,477,000) (4,235,000) (922,200) (218,300) 6,999,200 31,581,700 1% 1% 34% 51% -4% -30% -4% -28% 341% 6% 4,036,400 86% 4,772,400 35% 3,099,200 166% 7,871,600 51% 3,373,100 21% (12,451,600) -36% 25,251,300 19% (42,235,300) -23% (2,116,500) -2% (18,494,600) -9% (50,000) -100% 162,800 0% (547,000) -2% (47,107,800) -6% (3,992,800) -55% (39,192,600) -5% 70,774,300 -35% (20,917,600) -28% (5,570,500) 4% (30,378,000) -29% (56,866,100) -107% 13,908,200 -9% (24,513,600) -4% $ (10,605,400) -2% the Commission accounts for Measure A and LTF sales taxes, STA allocations, Western County 1UMF, state budgetary allocations, and vehicle registration fees in the 24 special revenue funds. Federal, state, and local reimbursements and transfers in consisting principally of debt proceeds supplement the Measure A salestax revenues. Chart 18 illustratesthe variousspecial revenue fund sources. 41 Chart 18—Special ibvenue Funds Sources FY 2019/ 20 Debt Proceeds 10% Tra n sfe rs I n 7% Investment Income 1% TUM FRevenue 4% Local Reimbursements 1% Measure 5alesTax 27% LTF&alesTax Sate 13% Reimbursements 22% STASalesTax 4% Federal Reimbursements 11% the Commission expendsspecial revenue funds' resourceson: • County highway, rail, regional arterial, and new corridors engineering, right of way acquisition, construction, and design -build; • Local streetsand roadsmaintenance, repair, and construction; • Economic development incentives; • Salestax bond financing; • Bicycle and pedestrian facilities; • Education and incentive programsto encourage use of alternate modesoftransportation; • Special social service transportation programs; • Public transit operationsand capital needs; and • Motorist towing and freeway call box assistance. As shown in Chart 19, projects and operations expenditures represent the primary use of special revenue fund resources. Chart 19 —Special ibvenue Funds Uses FY 2019/20 Personnel Sa la ries and Benefit 1% Tra n sfe rs Out 15% Pro fe ssio n a l 5e ry is e s 2% Support Costs 1% Projectsa nd Operations 81% 42 Measure A Special Revenue Funds Measure A sales tax revenue, which is allocated to the three geographic areas of the County (Chart 20) primarily funds 15 of the special revenue funds. There is one 1989 Measure A and ten 2009 Measure A Western County funds, three 2009 Measure A Coachella Valley funds, and one 2009 Measure A Palo Verde Valley fund. Chart 20 —Measure A Sales Tax Revenues by Geographic Area Palo V e rd e Valley 1% I Coachella Valley 21% Western County 78% Since the 1989 Measure A terminated on June 30, 2009, the remaining 1989 Measure A Western County fund will be closed upon the completion of the specific highway projects. With the commencement of the 2009 Measure A on July 1, 2009, 14 funds will be in existence for the 30- yearterm. these fundsaccount forall Measure A project and program expend ituresand transfers of debt service for capital projects. lhe Measure A special revenue fundsexpend monieson capital construction and improvements to highways, commuter rail, regional arterials, new corridors, and local streetsand roads. Funding is also reserved for commuter assistance, public and specialized transit, and economic development incentives programs aswell as bond financing costs. lhe Commission is self-help county, and, as such on major highway projects, the Commission supplements the State's spending. Upon completion of most highway projects, Caltranstakesoverthe maintenance and operationsof the projects. the Commission pledged all Measure A salestax revenuesassecurity for the Commission'ssenior salestax revenue bondsand subordinate commercial paper notes. Debt service on the bondsis recorded in the SalesTax Bondsdebt service fund, and Measure A special revenue fundsprovide most of the resourcesfor debt service through transfersout. Western County Measure A Funds the Westem County Measure A special revenue funds account for Western County's approximately 78%share of the Measure A sales tax. As demonstrated in Table 23, most of the Commission's reimbursements flow through these funds, since the sales tax leverages state and federal dollars. 43 Table 23-Westem County Measure A Funds FY2018 -2020 FY 17/18 Actual FY 18/19 Revised Budget FY 18/ 19 Projected FY 19/ 20 Budget Dollar Percent Change Change Sources Measure A Sales Tax Bond Rnancing Commuter Assistance Economic Development Incentives Highways Local3reetsand Roads New Corridors Public Bus Transit Ra it Regional Arterials Specialized Transit Total Measure A Federal Reimbursements gate Reimbursements Local Reimbursements Other F venue Investment Income Transfers In T1RA Loan Proceeds TOTAL Sources Uses Personnel Sala riesand Benefits Pro fe ssio n a I Se ry ices 3ipport Costs Projectsand Operations Program Operations Engineering Construction Design Build Rght of Way/Land Operating and Capital Disbursements Special audies Local3reetsand Roads TOTAL Projects and Operations Capital Outlay Transfers O u t TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 10,997,100 2,036,500 1,629, 200 41,544,700 39,508,100 15, 070,100 2,077,200 8,308,900 12,219,000 3,462,100 $ 11,976,000 2,218,000 1,774,000 45, 244, 000 43, 025, 000 16,412,000 2,262,000 9,049,000 13, 307, 000 3,771,000 $ 11,976,000 2,218,000 1,774,000 45, 244, 000 43, 025, 000 16,412,000 2,262,000 9,049,000 13, 307, 000 3,771,000 136,852,900 63,853,700 1,787,700 2,770,900 2,515,800 2,475,100 177, 335, 500 149, 038, 000 50,090,000 39,933,100 2,087,900 539,000 753,500 69, 284, 700 106, 081, 000 149, 038, 000 62, 033,100 751,600 3,058,000 450,500 2,453,700 51,606,000 61,841,100 387,591,600 417,807,200 331,982,000 3,025,500 3,657,600 3,657,600 6,808,900 7,848,200 4,359,400 614,700 1,489,700 1,101,800 11,806,100 10,230,900 8,076,400 3,296,600 14,129,100 2,701,400 15,093,600 76,527,600 35,784,200 121,553,300 137,725,700 130,444,000 20,660,300 59,616,400 18,468,500 9,005,300 18,150, 000 13, 050, 000 - 50,000 35,000 39,005,500 42,943,300 42,943,300 220,420,700 2,177, 200 99,058,000 359,373,000 7,224,800 91,744,900 251,502,800 6,336,700 87,497,500 332,105,000 471,338,200 354,455,800 $ 55,486,600 $ (53,531,000) $ (22,473,800) $ 12,096,000 2,240,000 1,792,000 45, 698, 000 43,458, 000 16, 577, 000 2,285,000 9,140,000 13,441,000 3,808,000 150,535,000 78,165, 500 46,797,100 2,266,000 535,000 3,603,100 47, 933, 700 75, 703, 000 405,538,400 7,032,300 5,853,000 4,513,500 12, 556, 500 15,127, 700 125,395,000 99,865,000 41,915,500 22, 020, 000 43,350,400 360, 230,100 3,232,000 95, 400, 000 476, 260, 900 $ (70 722 5001 $ 120,000 1% 22,000 1% 18,000 1% 454,000 1°% 433,000 1% 165,000 1% 23,000 1% 91,000 1% 134,000 1% 37,000 1% 1,497, 000 1% 28,075,500 56% 6,864,000 17% 178,100 9% (4,000) -1% 2,849,600 378% (21,351,000) -31% (30,378,000) -29% (12,268,800) -3% 3,374,700 92% (1,995,200) -25% 3,023,800 203% 2,325,600 23% 998,600 7% 48,867,400 64% (37,860,700) -27% (17,700,900) -30% 3,870,000 21% (50,000) -100% 407,100 1% 857,100 0% (3,992,800) -55% 3,655,100 4% 4,922,700 1% $ (17,191,500) 32% lhe budgeted Western County Measure A salestax revenuesreflect a 1%increase compared to the prioryeardue to Measure A salestax projections. Taxable saleschangesbetween jurisdictions within the County also periodically affect the geographic allocation formula from yearto year. Federal reimbursements for highway and rail projects are higher in the FY 2019/20 budget and relate primarily to funding from the Federal Transit Administration (FTA) and Congestion Mitigation and Air Quality (CMAQ). the 56% increase in federal reimbursements is primarily attributable to federal funding foractivityon the M60truck lanesproject, 1-15ExpressLanesand related projects, Pachappa underpass project, and station rehabilitation and improvement projects. State reimbursementsare higher by 17%compared to the FY2018/19 budget and reflect funding from STIP and SS 1 funding for the SR60 truck lanes project and Pachappa underpass project. Local reimbursementsremained relatively flat from the prioryear and are attributable to the commuter assistance program. Other revenue remained flat from the prior year and is attributable to property management lease revenues. Investment income increased 378%compared to the previousyear'sbudget due to extremely conservative investment yield projections in the FY2018/19 budget. As in prior years, a significant portion of transfers in consists of salestax revenue bonds proceeds of $24,402,400 to fund the 1-15 Express Lanes project. Other significant transfers in include: • $10,000,000 from the 2009 Measure A bond financing fund to fund a portion of Western County debt service; • $6,000,000 from the 1989 Measure A Western County highway fund to complete the 91 44 Project; • $2,359,000from the RCTC 91 ExpressLanesfund forthe SR-91 corridor operationsproject; • $1,550,000 from the General fund for next generation toll projects; • $2,803,200 from the Debt Service fund for Build America Bonds (BABs) subsidy payments; and • $819,100from the Rfund for station rehabilitation and improvement project. 11FIA loan proceedsof $75,703,000 will fund eligible 1-15 Express Lanesproject expenditures. Personnel salariesand benefitsexpenditures increased 92%from the prior year resulting primarily from the one-time disbursement in FY 2019/20 to fund the Commission's CaIPERS net pension liability and the addition of two new F1E's for a financial analyst and toll senior management analyst in preparation of 15 Express Lanesoperations. Measure A Western County professional services expenditures in FY 2019/20 consist of general legal services for the various programs and capital projects, specialized legal and financial advisory services related to the 1-15 Express Lanes project, and other professional services for highway, rail capital and commuter assistance projects and the Commission's debt programs. The 25% decrease in FY 2019/20 reflects the prior year activity in legal and financial advisory servicesrelated to the 91 Project and 1-15 ExpressLanesproject. Support costsrelated to highway and rail projects and property management as well as the commuter assistance program increased $3,023,800, or203%, from the prior year due to the inclusion of station maintenance in the 2009 Measure A Western County rail fund beginning in FY 2019/20, as this was historically funded by the General fund. General program operationscomprise the program management with outside consultantsforthe highway and railcapitaland commuterassistance programs, permitsrequired forcapitalprojects, and subsidies and certificates for the commuter assistance program. Such levels of operations typically fluctuate as project activitiestransition to another phase. Many of the Commission's Western County rail and highway projectsfunded by Measure A have been in various phases of engineering, construction, design -build, and right of way activity. The Commission expects engineering and construction to increase 7%and 64%, respectively, due to the 1-15 Express Lanes, 1-15 ExpressLanes—Southern Expansion, 71/91 connector, SR60truck lanes, and Pachappa underpass projects. Design -build and right of way activities decreased 27%and 30%, respectively, compared to the prior year due to 1-15 Express Lanes project activity and significant completion of the 91 Project. The 1-15 Express Lanes and 15/91 Express Lanes connector are major projects in the design -build phase, while the 91 Project design -build activities include close-out activities in FY2019/20. Other design -build related activities during FY 2019/20 include the 91 corridor operations project and next generation toll projects. Right of way acquisition, another major project activity, can be a lengthy process. Right of way acquisition activity, including utilities and railroad relocations, will benefit the 1-15 Express Lanes project, 71/91 connector project, Mid County Parkway I-215/Placentia Interchange project, and the closeout of the 91 Project. Operating and capital disbursements increased 21%compared to the FY2018/19 budget and relate to Western County intercity bus service, specialized transit expenditures, and rail capital funded by Measure A. Special studies decreased 100% compared to the prior year due to completion of feasibility studies performed in the prior year. Local streetsand roads, or turn back paymentsto local jurisdictionsand the County, increased because of higher Measure A salestax revenues. Capital outlay includesequipment and improvementsforthe rail program and reflects a 55%decrease due to station rehabilitation and improvementsin the priorfiscal year. 45 Significant tansfersout from the Western County Measure A fundsinclude: • Funding for debt service paymentsof $79,534,500; • $6,000,000 from the 1989 Measure A Western County highway fund to complete 91 Project close-out activities; • $3,000,000 loan from the 2009 Measure A Western County highway fund to establish the I- 15 Express Lanes project T1RA reserve; • $300,000 from the 2009 Measure A Western County highway fund for a TUMF regional arterial project; and • $6,565,500 for the administrative costsallocation. Coachella Valley Measure A Funds lhese special revenue fundsaccount for Coachella Valley's21%share of the Measure A salestax (Table 24). Table 24—Coachella Valley Measure A Funds FY 2018 —2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A &IlesTax Highways& Regional Arterials Local3reetsand Roads Specialized Transit Total Measure A Investment Income Transfers In TOTALSources $ 19,256,200 $ 20,972,000 $ 20,972,000 13, 479, 300 14,679, 000 14, 679, 000 5,776,800 6,291,000 6,291,000 38,512,300 41,942,000 41,942,000 434,800 198,300 563,800 159,400 - - 39,106, 500 42,140,300 42,505,800 Uses Personnel Salaries and Benefits 1,900 5,100 1,800 Professional Services 47,300 49,300 14,200 Rapport Costs 100 200 100 Projectsand Operations Operating and Capital Disbursements 5,153,400 6,000,000 6,000,000 LocalRreetsand Roads 13,271,800 14,597,300 14,597,300 Regional Arterials 15,736,400 30,547,000 25,000,000 TOTAL Projects and Operations 34,161,600 51,144,300 45,597,300 TransfersOut 618,800 245,800 245,800 TOTAL Uses 34,829,700 51,444,700 45,859,200 Excess(deficiency) of Sources over (under) Uses $ 4,276,800 $ (9,304,400) $ (3,353,400) $ 20, 738, 000 14, 516, 000 6,221,000 41,475,000 767,400 42, 242, 400 23,200 29,300 200 7,000,000 14, 408, 400 30, 000, 000 51,408,400 357,100 51,818,200 $ (234,000) -1°% (163,000) -1% (70,000) -1% (467,000) -1% 569,100 287% N/A 102,100 0% 18,100 355% (20,000) -41% 0% 1,000,000 17% (188,900) -1% (547,000) -2% 264,100 1% 111,300 45% 373,500 1% $ (9,575,Ann) $ (271,400) 3% Coachella Valley Measure A salestax revenuesdecreased 1%, astaxable saleschangesamong the geographic areascan impact the geographic allocation formula from yearto year. Investment income increased 287%compared to the previous year's budget due to extremely conservative investment yield projectionsin the FY2018/19 budget. Personnel salariesand benefitsexpendituresincreased 355%from the prioryear resulting primarily from the one-time disbursement in FY 2019/20 to fund the Commission's CaIPERS net pension liability. the Coachella Valley operating and capital disbursements represent specialized transit funds distributed to SunLine Transit Agency (SLnLine) for transit operations. Local streets and roads paymentsto local jurisdictionsare directly affected by changes in Measure A salestax revenues. Regional arterial projectsare highway and regional arterial projectsmanaged by CVAG. The Commission accountsfordebt service funding related to CVAG highway and regional arterial and the city of Indio local streets and roads projects, under advance funding agreements, in projectsand operationsin orderto be consistent with the accounting in the ❑T'system. Transfersout of $357,100 relate to the administrative costsallocation. 46 Palo Verde Valley Measure A Fund This special revenue fund accountsfor Palo Verde Valley's 1%share of the Measure A sales tax (Table 25). Table 25—Palo Verde Valley Measure A Fund FY2018-2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Local areetsand Roads $ 936,500 $ 1,020,000 $ 1,020,000 Uses Local areetsand Roads 899,500 938,900 938,900 TOTAL Projectsand Operations 899,500 938,900 938,900 Transfers Out 37,000 81,100 81,100 TOTAL Uses 936,500 1,020,000 1,020,000 Excess (deficiency) of Sourcesover(under) Uses $ $ $ $ 990,000 883,500 883,500 106,500 990,000 $ (30,000) -3% (55,400) -6% (55,400) -6% 25,400 31% (30,000) -3% $ N/A Although total Measure A sales tax revenues decreased no, taxable sales changes among the geographic areasalso impact the geographic allocation formula from yearto year. Local streetsand roadsrepresent the only expendituresin the Palo Verde Valley. The Commission accountsfor debt service funding for the city of Blythe local streetsand roads projects, under an advance funding agreement, in projects and operations in order to be consistent with the accounting in the ERPsystem. Transfersout of $106,500 relate to the administrative costsallocation. Non -Measure A Special Revenue Funds The non -Measure A special revenue funds account for LTF disbursements; TUMFWestern County project costs; motorist assistance expendituresfor towing service aswell asfreeway call box and 511 traveler information system operations; transit disbursements from STA and SGR funding; Coachella Valley rail planning and development; interagency project activities; and SB 132 project activities. These activities are budgeted in the OF, TUMF, FSP, SAFE, STA, SGR Coachella Valley Rail, Other Agency Projects, and SB 132 special revenue funds, respectively. Local Transportation Fund The LTF special revenue fund derives its revenue from one quarter of one cent of the state sales tax that is returned to source and providesfor funding of public transit operations in the County, bicycle and pedestrian facility projects, planning, and administration (Table 26). Table 26—Local Transportation Fund FY2018-2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources LTFS3lesTax $ 89,557,600 $ 96,000,000 $ 96,000,000 Local Reimbursements 200 Investment Income 825,100 375,600 804,800 Transfers In 654,500 1,170, 000 TOTALSources 91,037,400 96,375,600 97,974,800 Uses Operating and Capital Disbursements Transfers Out TOTAL Uses Excess (deficiency) of Sourcesover (under) Uses 74, 508, 700 21,268,300 119, 388, 900 27, 566, 600 103, 999, 600 26, 270, 000 95, 777, 000 146, 955, 500 130, 269, 600 $ (4,739,600) $ (50,579,900) $ (32,294,800) $ 97, 000, 000 1,077,700 98, 077, 700 92, 290,100 28, 968, 500 121,258,600 10') 1sn onm $ 1,000,000 1% N/A 702,100 187°% N/A 1,702,100 2% (27,098,800) -23% 1,401,900 5% (25,696,900) -17% $ 27,399,000 -54°% The Commission projects LTFsales tax revenue in FY2019/20to increase 1%from the prior year. Investment income increased 187%compared to the previous year's budget due to extremely conservative investment yield projections in the FY2018/19 budget. 47 In FY 2019/20, approximately 94% and 6% of the LTF transit expenditures of $90,300,000 are for operating and capital purposes, respectively. LTFoperating allocations, subject to approval in July 2019, are comprised of 77%to Western County, 22%to Coachella Valley, and 1%to Palo Verde Valley public busoperators. Other operating and capital disbursementsinclude allocationsforSB 821 bicycle and pedestrian projectsof $1,250,100 and planning and administration allocationsof $740,000to the County Auditor -Controller and SCAG. Transfersout include allocationsto the Commission'sGeneralfund forplanning and administration of $2,820,000; rail operations of $23,000,000; grade separation projects of $2,000,000; $1,026,100 for planning, programming, and agency share of the administrative costs; and $122,400 for administrative costsallocation. Transportation Uniform Mitigation Fee Fund The TUMF fund accounts for the Commission's share of developer fee assessments on new residential and commercial developments in Western County for regional arterials and Community Environmental Transportation Acceptability Process(CETAP) corridors(Table 27). TUMF revenues includes $25,000,000 based on projected fees distributed to the Commission. Federal reimbursements decreased 100% in FY 2019/20 and will be replaced with state reimbursements of $5,800,000 for a Lake Elsinore regional arterial project. Investment income increased 318% compared to the previous year's budget due to extremely conservative investment yield projectionsin the FY2018/19 budget. The FY2019/20transfersin of$300,000 relate to funding for the SR79 realignment project from the 2009 Measure A Western County highways special revenue fund. Table 27-Transportation Uniform Mitigation Fee Fund FY2018-2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Federal Reimbursements Mate Reimbursements Local Reimbursements TUMFRevenue Other Revenue Investment Income Transfers In TOTAL Sources Uses Personnel alariesand Benefits Pro fe ssio n a I ry ices Sapport Costs Projects and Operations Program Operations Engineering Construction Rght of Way/Land TOTAL Projects and Operations Tra nsfe rs Out TOTAL Uses Excess(deficiency)of Sources over (under) Uses $ $ 237,500 $ 237,500 1,315,000 307,600 23,699,800 25,922,200 25,922,200 25,200 18,000 664,000 414,400 222,400 235,900 300,000 120,000 25,939,900 242,900 407,900 3,600 293,700 2,818,200 6,314,900 18, 302,100 26,874,100 26,827,700 319,500 455,100 63,000 511,000 6,738,800 5,199,100 15,743,600 319,300 163,900 27,900 510,600 3,464,900 1,365,000 5,702,100 27, 728, 900 620,200 29,003,500 28,192,500 11,042,600 1,562,000 2,043,800 30, 592,100 13, 597, 500 $ (3,063,600) $ (3,718,000) $ 13,230,200 5,800,000 25, 000, 000 18,000 1,731,300 300,000 32,849,300 624,600 141,000 27,900 494,200 1,850,300 6,800,000 24,734,000 33, 878, 500 1,524,300 36,196,300 $ (3,347,000) $ (237,500) -100% 5,800,000 N/A N/A (922,200) -4% 18,000 N/A 1,316,900 318% 0% 5,975,200 22% 305,100 95% (314,100) -69% (35,100) -56% (16,800) -3% (4,888,500) -73% 1,600,900 31% 8,990,400 57% 5,686,000 20% (37,700) -2% 5,604,200 18% 371,000 -10°% Personnel salaries and benefits reflect an increase of 95% primarily due to the one-time disbursement in FY 2019/20 to fund the Commission's CaIPERS net pension liability. Professional se rvicesdecreased 69%primarily related to legal servicesprojected in the prior year for the Lake Elsinore regional arterial project. Support costs decreased 56% and relate to property maintenance on the Mid County Parkway project. Projects and operations costs increased 20%, as many regional arterial projects move through various stages of engineering, right of way acquisition, and construction. Approximately 67%of the projects and operations costsare attributable to programmed regional arterial projects. The remaining 33%relatesto CETAPprojectssuch asthe Mid County Parkway preliminary engineering 48 and right of way acquisitions. Transfersout represent $1,524,300 to the General fund related to the administrative cost allocation. Freeway Service Patrol Fund The FSP fund accountsfor the state and local resources provided to cover the costs of servicing stranded motoristsin covered service areasand construction zonesby meansof towing, changing tires, and providing fuel (Table 28). The State'sfunding share of $2,900,000 decreased 11%from the FY 2018/19 budget due to the state'sdirect reimbursement to the Califomia Highway Patrol (CHP) in support of a portion of FSP services beginning in FY 2019/20. Local reimbursements of $96,000 relate to local grants for weekend FSPservices on SR60. Investment income increased 620%compared to the previous year's budget due to extremely conservative investment yield projections in the FY 2018/19 budget. Transfers in represent Commission match funds of $2,400,000 from the SAFE special revenue fund. Table 28 -Freeway Service Patrol Fund FY 2018 - 2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements $ 1,613,200 $ 3,256,900 $ 3,256,900 Local Reimbursements - 224,300 Other Revenue 366,800 225,300 Investment Income 5,500 9,500 9,500 Transfers In 1,083,600 3,600,000 3,600,000 TOTALSources 3,069,100 7,091,700 7,090,700 Uses Personnel 33lariesand Benefits Profe ssio na I Se ry is es aipport Costs Projects and Operations Program Operations Tra n sfe rs O u t TOTAL Uses Excess (d eficiency) of Sources over (under) Uses 110,600 154,400 41,200 48,000 79,700 59,100 2,831,400 5,144,200 179,000 146,400 134,600 45,000 46,700 3,500,000 146,400 3,241,900 5,552,100 3,872,700 $ (172,800) $ 1,539,600 $ 3,218,000 $ 2,900,000 96,000 68,400 2,400,000 5,464,400 212,200 63,000 64,000 5,378,000 216,600 5,933,800 taFA anni $ (356,900) -11% 96,000 N/A (225,300) -100% 58,900 620% (1,200,000) -33% (1,627,300) -23% 57,800 37% 15,000 31% 4,900 8% 233,800 5% 70,200 48% 381,700 7% $ (2,009,000) -130% Personnel salaries and benefits increased 37%primarily due to the one-time disbursement in FY 2019/20to fund the Commission'sCaIPERSnet pension liability. Professional servicesincreased 31% and relates to general legal services. Support costs are comparable to the prior year's budget. Operating costsfor towing services in FY2019/20 are higher than the FY 2018/19 budget due to increased support levelsneeded on the 1-15 Express Lanes, Pachappa underpass, and SR60truck lane projects. Transfersout to the General fund of $216,600 are administrative cost allocations. Service Authority for Freeway Emergencies Fund The SAFEfund accountsforthe $1 per vehicle registration fee levied by the State on all registered vehicles within the County. It funds the installation and implementation of emergency aid call boxes located strategically on the highwaysthroughout the County as well asthe operations of the 511 traveler information system (Table 29). 49 Table 29-Service Authority for Freeway Emergencies Fund FY2018-2020 FY 17/18 Actual FY 18/ 19 Revised Budget FY 18/ 19 FY 19/ 20 Projected Budget Dollar Percent Change Change Sources State Reimbursements Local Reimbursements Other Revenue Investment Income TOTAL Sources $ 2,012,000 155,600 5,000 64,100 $ 1,800,000 224,600 7,000 26,900 $ 1,979,800 113,700 66,400 2,236,700 2,058,500 2,159,900 Uses Personnel al lades a nd Benefits 13,200 45,600 37,400 Professional Services 311,100 480,200 231,100 Stnpport Costs 211,300 236,800 113,900 Projectsand Operations Program Operations 17,500 17,600 17,100 Transfers Out 1,114,400 3,674,100 3,674,100 TOTAL Uses 1,667,500 4,454,300 4,073,600 Excess (deficiency) of Sources over (under) Uses $ 569,200 $ (2,395,800) $ (1,913,700) $ 1,980,000 227,600 107,200 2,314,800 68,700 459,000 352,400 19,000 2,531,600 3,430,700 $ (1.115.9001 $ 180,000 3,000 (7,000) 80,300 10% 1% -100% 299% 256,300 12% 23,100 (21,200) 115,600 51% -4% 49% 1,400 8% (1,142,500) -31% (1,023,600) -23% $ 1,279,900 -53% Local reimbursements represent recoveries through a collection agency related to call box knockdownsand pass -through fundsfrom S3CTA for itsshare of the 511 traveler information system operating costs. Investment income increased 299%compared to the previousyear'sbudget due to extremely conservative investment yield projections in the FY2018/19 budget. Personnel salaries and benefits increased 51% primarily due to the one-time disbursement in FY 2019/20 to fund the Commission's CaIPERS net pension liability. Professional services remained relatively flat from FY 2018/19. Support costs increased 49% due to the call box upgrade and removal program in FY 2019/20. Projects and operations costs remained flat. The transfers out reflect a $2,400,000 match to the State'scontribution fortowing servicesin the FSPspecial revenue fund and $131,600to the General fund for administrative cost allocations. State Transit Assistance Fund The STA fund accountsfor the state budgetary allocation of gastax revenuesdesignated for rail and bustransit operations and capital requirements (Table 30). Estimates of diesel fuel sales tax revenuesprovided by the State Controller, subject to an annual state budget appropriation, serve asthe basisforthe allocation. These estimatesnow include funding from SB 1 for transit. Ta b le 30 - State Tra nsit Assista nc a Fund FY 2018 - 2020 FY 17/18 Actual FY 18/ 19 Revised Budget FY 18/ 19 FY 19/ 20 Projected Budget Dollar Percent Change Change Sources STA Sales Tax Investment Income TOTAL Sources Uses Pro fe ssio n a l Se ry is e s Operating and Capital Disbursements TOTAL Projectsand Operations Transfers Out TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 17,608,000 $ 19,506,600 $ 23,406,500 634,500 271,200 965,600 18,242,500 19,777,800 24,372,100 16,500 5,185, 900 18,000 16,900 48,601,800 7,200,000 5,185, 900 329,600 48,601,800 7,200,000 431,700 431,700 5,532,000 49,051,500 7,648,600 $ 12,710,500 $ (29,273,700) $ 16,723,500 $ 27,253,800 1,628,400 28, 882, 200 17,700 50,110, 000 50,110, 000 572,400 50, 700,100 $ (21.817.9001 $ 7,747,200 40% 1,357,200 500% 9,104,400 46% (300) -2% 1,508,200 3% 1,508,200 3% 140,700 33% 1,648,600 3% 7,455,800 -25% Investment income increased 500%compared to the previous year's budget due to extremely conservative investment yield projections in the FY2018/19 budget. The operating and capital disbursementsconsist of allocations primarily for buscapital purposes. In FY 2019/20, approximately 55% of the allocations are in Western County, 45% in Coachella Valley, and lessthan 1%in Palo Verde Valley. Smilarto the LTFallocations, the STA allocationsare subject to Commission approval in July 2019. Transfers out represent rail capital allocations of $450,000 to the Coachella Valley Rail fund and $122,400 to the General fund for administrative cost allocations. 50 State of Good Repair Fund The Rfund accountsforadditional STA funding underoe1 (The Road Repairand Accountability Act of 2017) fortransit infrastructure repair and service improvements(Table 31). These additional revenuesfund eligible transit maintenance, rehabilitation, and capital projects. Table 31 -State of Good Repair Fund FY2018 - 2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Dollar Percent Actual Revised Budget Projected Budget Change Change B�urces STA Biles Tax $ 3,712,900 $ 3,697,000 $ 3,704,200 $ 3,796,800 $ 99,800 3°% Investment Income (13,500) 29,100 55,900 55,900 N/A TOTALSources 3,699,400 3,697,000 3,733,300 3,852,700 155,700 4% Uses Capital Disbursements 3,635,300 5,861,300 2,226,000 61% Transfers Out 81,700 1,634,100 941,500 859,800 1052% TOTAL Uses 3,717,000 1,634,100 6,802,800 3,085,800 83% Excess(deficiency) of SDurcesover (under) Uses $ 3,699,400 $ (20,000) $ 2,099,200 $ (2,950,100) $ (2,930,100) 14651% The capital disbursementsconsist of allocationsforbuscapital purposes. In FY2019/20, 73%of the allocations are in Western County, 26%in Coachella Valley, and 1%in Palo Verde Valley. Similar to the LTF and STA allocations, Commission approval of the SGRallocations occurs in July 2019. Transfers out of $819,100 relate to a station rehabilitation and improvement project in the 2009 Measure A Western County rail special revenue fund and $122,400 to the General fund for administrative costsallocations. Coachella Valley Rail Fund The Coachella Valley Rail fund accountsfor state funding for the planning and development of the new Coachella Valley -San Gorgonio Passcorridor rail service (Table 32). Table 32-Coachella Valley Rail Fund FY2018-2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Actual Revised Budget Projected Budget Dollar Cha nge Percent Change Sources Federal Reimbursements $ 602,200 $ 2,000,000 $ 1,500,000 Bate Reimbursements Investment Income 27,300 200 27,000 TransfersIn 226,800 350,000 350,000 TOTALSDurces 856,300 2,350,200 1,877,000 Uses Personnel &Ile ries and Benefits 11,900 50,700 12,800 85,200 34,500 68°% Professional B rvices 838,800 2,210,000 1,582,300 9,673,200 7,463,200 338% Sip port Costs 4,000 3,700 3,700 (300) -8°% Projects and Operations Construction 2,400,000 (2,400,000) -100% TOTAL Projects and Operations 2,400,000 (2,400,000) -100% Transfers Out 47,700 300,600 300,600 155,300 (145,300) -48°% TOTAL Uses 898,400 4,965,300 1,899,400 9,917,400 4,952,100 100% Excess(deficiency) of Sources over (under) Uses $ (42,100) $ (2,615,100) $ (22,400) $ r9 7Fs snm (150,400) 6°% $ 750,000 5,942,500 9,400 450,000 7,151,900 $ (1,250,000) -63% 5,942,500 N/A 9,200 4600°% 100,000 29% 4,801,700 204% Federal reimbursements represent a Federal Rail Administration (FRA) grant of $750,000 for rail station planning and development. State reimbursements of $5,942,500 relate to State Rail Assistance (SRA) grant fundsfor the special train platform in the city of Indio. Investment income increased $9,200 compared to the previous year's budget due to extremely conservative investment yield projections in the FY 2018/19 budget. Transfers in of $450,000 reflect to STA allocations. Personnel salaries and benefits increased 68% primarily due to the one-time disbursement in FY 2019/20 to fund the Commission's CaIPERS net pension liability. Professional services increased 338%due to a special eventstrain platform in the city of Indio. Construction decreased 100%due 51 to continued planning and development of passenger rail options. These expenditures include detailed studies and station planning and development on the Coachella Valley -San Gorgonio Pass rail corridor. Transfers out to the General fund of $155,300 relate to administrative costs allocations. Other Agency Projects Fund The Other Agency Projects fund accounts for interagency cooperative planning and development of projects in the County (Table 33). The Commission entered into a MOU with the Riverside County Regional Park and Open Space District (District) for the Santa Ana Fiver Trail projects. The projects are a joint effort with several public and private agencies including the counties of Orange and San Bernardino. The District is the lead agency for environmental compliance for NEPA and CEQA, and the Commission is responsible for project oversight and approval, final design, and construction. Table 33-Other Agency Projects Fund FY2018-2020 FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Local Reimbursements $ 295,200 $ 11,880,000 $ 1,741,400 Investment Income (400) 200 4,800 Transfers In 466,600 TOTAL Sou rc e s 294,800 12, 346, 800 1,746,200 Uses Personnel Sala riesand Benefits 65,600 62,000 56,000 Professional rvices 25,300 51,000 46,000 &ppon Costs 900 900 1,000 Projects and Operations Program Operations 169,600 271,800 241,800 Engineering 124,700 1,169,700 650,000 Construction 10,008,000 - Right of Way/Land 85,700 255,000 280,000 TOTAL Projects and Operations 380,000 11,704,500 1,171,800 Transfers Out 466,600 466,600 TOTAL Uses 471,800 12,285,000 1,741,400 Excess (deficiency) of Sources over (under) Uses $ (177,000) $ 61,800 $ 4,800 $ 7,367,900 200 7,368,100 201,500 31,000 1,100 354,100 850,000 5,000,000 205,000 6,409,100 725,200 7,367,900 $ 200 $ (4,512,100) -38% 0°% (466,600) -100% (4,978,700) -40% 139,500 225% (20,000) -39% 200 22% 82,300 30% (319,700) -27% (5,008,000) -50% (50,000) -20% (5,295,400) -45% 258,600 55% (4,917,100) -40% $ (61,600) -100°% The District is responsible for 100% of the Santa Ana River Trail project costs. It will reimburse the Commission, including providing an advance deposit, for all salaries and benefits, professional services, support costs, project management, engineering, construction costs, and right of way. SB 132 Fund The SB 132 fund (Table 34) accounts for the $427 million appropriation from the state highway account to the Riverside County Transportation Efficiency Corridor for five major projects in Western County: • Commission's 15/91 Express Lanesconnector project; • City of Corona'sMcKnley Avenue grade separation project; • County's Jurupa Road grade separation project with the city of Jurupa Valley as its partner; • County's1-15/Limonite interchange project with the citiesof Eastvale and Jurupa Valley as itspartners; and • County'sHamner Bridge widening project with the city of Norco asitspartner. Without the state funding approved by the Governor and State Legislators in April 2017 as part package of legislation that pa-rd with SB 1, these projectswould not have been built for many yea rs. 52 Table 34 — SB 132 Fund FY 2018 — 2020 FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources State Reimbursements $ 5,341,300 $ 118,418,400 $ 73,108,900 Investment Income 7,800 Transfers In TOTALSources 5,349,100 118,418,400 73,108,900 Uses Personnel Sib riesand Benefits 217,000 387,200 381,900 Professionalrvices 801,000 2,511,500 1,726,000 Sapport Costs 2,500 10,000 600 Projectsand Operations Program Operations 17,500 226,300 216,300 Engineering 1,915,600 12,850,000 6,801,000 Construction 35,862,000 35,858,000 Design Build 2,445,900 46,092,600 15,861,000 Fight of Way/Land 20,000,000 11,500,000 TOTAL Projects and Operations 4,379,000 115,030,900 70,236,300 Transfers Out 195,300 495,300 495,300 TOTAL Uses 5,594,800 118,434,900 72,840,100 Excess (deficiency) of Sources over (under) Uses $ (245,700) $ (16,500) $ 268,800 $ 93,511,800 2,000,000 95,511,800 470,800 2,176, 500 100 973,100 4,608,000 18, 053, 000 41,718,000 26, 644, 000 91, 996,100 868,300 95,511,800 $ (24,906,600) -21°% N/A 2,000,000 N/A (22,906,600) -19% 83,600 22°% (335,000) -13°% (9,900) -99% 746,800 330% (8,242,000) -64°% (17,809,000) -50°% (4,374,600) -9°% 6,644,000 33°% (23,034,800) -20% 373,000 75% (22,923,100) -19% $ 16,500 -100% Personnel salaries and benefits increased 22% primarily due to the one-time disbursement in FY 2019/20 to fund the Commission's CaIPERS net pension liability. Professional services decreased 13%due to legal services, financial advisory, and traffic and revenue study activities primarily related to the 15/91 Express Lanes connector project. Support costs decreased 99% related to general supplies and materials. Projects and operations decreased $23,034,800 primarily due to engineering, construction, and design -build activities on the 15/91 Express Lanes connector project; engineering and right of way activitieson the McKinley Avenue grade separation project; and construction on the I-15/Limonite interchange project. Transfers out to the General fund of $868,300 relate to the administrative costsallocations. 53 Capital Projects Funds Overview The capital projectsfundsaccount for all debt proceedsfrom commercial paper notes, salestax revenue bonds, and toll revenue bonds (Table 35). Table 35- Capital Projects Funds FY 2018 — 2020 FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Saurces Investment Income TOTAL Revenues Expenditures Professional ervices arpport Costs TOTAL Professional and Sip port Costs Debt rvice Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service TOTAL Expenditures $ 3,646,400 $ 955,400 $ 3,349,600 3,646,400 924,600 4,600 929,200 30,000,000 7,563,500 2,256,100 39,819,600 40,748,800 955,400 3,349,600 Excess (deficiency) of Revenues over (under) Expend itures (37,102,400) 955,400 3,349,600 Other Rnancing Sources (Uses) Transfers In 38,917, 000 Transfers Out (193,939,000) (45,044,500) (27,284,000) Debt and Refunding Debt Proceeds 615,775,000 Payment to Escrow Agent (538,056,500) Bond Premium 119,713,800 Net Financing Sources (Uses) 42,410,300 (45,044,500) (27,284,000) Excess (deficiency) of Revenues over (under) Expendituresand Other Rnancing Saurces (Uses) Beginning Fund Balance 5,307,900 (44,089,100) (23,934,400) 111,612,000 116,919,900 116,919,900 ENDING FUND BALANCE $ 116,919,900 $ 72,830,800 $ 92,985,500 $ 1,371,700 1,371,700 1,371,700 (24,402,400) (24,402,400) (23,030,700) 92,985,500 $ 69,954,800 $ 416,300 44% 416,300 44% N/A N/A N/A N/A N/A N/A N/A N/A 416,300 44°% N/A 20,642,100 -46% N/A N/A N/A 20,642,100 -46% 21,058,400 -48% (23,934,400) -20% $ (2,876,000) -4% Asillustrated in the following chartsfor FY2019/20, capital projectsfundssourcesand usesconsist of investment income (Chart 21) and transfers out (Chart 22), respectively. In prior years, these charts reflected debt proceeds, including bond premium, and transfers in for sources as well as debt service payments to escrow agent for uses In FY2017/18, the Commission issued sales tax revenue bondsto finance the 1-15 ExpressLanesproject and 91 Project completion and to refund salestax revenue bondsdue to federal tax reform. The Commission doesnot anticipate any new salestax revenue debt issuances, toll revenue debt issuances, or debt refundingsin FY2019/20. 54 Chart21 —Capital Projects Funds Sources FY 2019/ 20 Investment Income 100 Chart 22—Capital Projects Funds Uses FY 2019/ 20 Tra nsfe rs O ut 100% In FY2019/20, the Commission expects to transfer out sales tax bond proceeds of $24,402,400 to the 2009 Measure A Western County Highways special revenue fund for the I-15 Express Lanes project. 55 Debt Service Fund Overview Under the 2009 Measure A program, as amended by Measure K in November 2010, the Commission has the authority to issue sales tax revenue bonds subject to a debt limitation of $975,000,000. The Debt Service fund of the Commission primarily accountsfor all activities related to the salestax revenue bondsdebt incurred by the Commission (Table 36). the Commission's largest single expenditure is debt service. The debt agreements require the trusteesto hold all debt proceeds, a portion of the salestaxrevenuesintercepted from the CDTFA, and the toll revenues from express lanes operations and to segregate all funds into separate accounts. These monies are included in the restricted investments held by trustee in the capital projects funds, debt service fund, and enterprise fund. Under the sales tax indentures, the Commission may use salestax revenuesforany lawful purpose related to the Riverside County TIP after the trustee has satisfied debt service requirements. Under the toll indentures, which include the TIF1A loans, a separate flow of funds administered by the trustee prescribes the use of toll revenuesfor each facility. In order to advance project development activities, the Commission established a commercial paper program in 2005. Periodically the Commission issues commercial paper notes and retires some of the noteswith proceedsfrom salestax revenue bonds. Table 36—Debt Service Fund FY2018-2020 FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Actual Revised Budget Projected Budget Dolla r Change Percent Change Sources Federal Reimbursements $ 2,785,200 $ 2,800,200 $ 2,794,200 Investment Income 240,600 162,900 339,800 TOTAL Sources 3,025,800 2,963,100 3,134,000 Expenditures Debt Service Principal Payments Interest Payments TOTAL Debt rvice TOTAL Expenditures Excess (deficiency) of Revenues over (under) Expenditures Other Financing Sources (Uses) Tra n ste rs In Tra n ste rs Out Payment to Escrow Agent Net Rnancing Sources (Uses) Excess(deficiency)of Revenues over (under) Expenditures and Other Rnancing Sources (Uses) 32,120, 000 43, 039, 500 75,159, 500 75,159, 500 25,965,000 21,495,000 43,590,700 43,590,700 69,555,700 65,085,700 69,555,700 65,085,700 (72,133,700) (66,592,600) (61,951,700) 68,012,100 (2,944,700) (3,833, 300) 61,234,100 (10,899,600) Beginning Fund Balance 21,982,500 ENDING FUND BALANCE 72,555,700 68,085,700 (2,800,200) (2,794,200) 69,755,500 65,291,500 3,162,900 3,339,800 11,082,900 11,082,900 $ 11,082,900 $ 14,245,800 $ 14,422,700 $ 2,803,200 348,500 3,151,700 27, 245, 000 42,292,500 69, 537, 500 69, 537, 500 (66,385,800) 72,534,500 (2,803,200) 69,731,300 3,345,500 14,422,700 $ 17,768,200 3,000 0% 185,600 114 % 188,600 6 % 1,280,000 5% (1,298,200) -3% (18,200) 0% (18,200) 0% 206,800 0% (21,200) 0% (3,000) 0% (24,200) 0% 182,600 6% 3,339,800 30% $ 3,522,400 25% Reimbursements consist of federal cash subsidy payments related to the 2010 Series B Bonds (2010BBonds) designated asBABs. The BABssubsidy paymentsreflect a reduction in the expected paymentsdue to federal sequestration cuts. Investment income ishigherthan the previousfiscal year due to improved investment yields. Transfers in represent the primary source of funding for the debt service funds and reserves (Chart 23) and consist of funds from the 2009 Measure A Western County Highwaysand Bond Financing special revenue funds. 56 Chart 23— Debt Service Fund Sources FY 2019/20 Federal Reimbursements 4%I r Tra n sfe rs I n 96°/a Debt Service fund uses (Chart 24) consist of debt service on the sales tax revenue bonds and transfer of the BABssubsidy paymentsto the 2009 Measure A Western County highwaysand 2009 Measure A Coachella Valley highway and regional arterialsfunds. Chart 24— Debt Service Fund Uses FY 2019/20 Tra n sfe rs O u t 4% Debt Service 96% 57 Enterprise Fund Overview The RCM 91 Express Lanes isa four -lane, eight -mile toll road in the median of SR-91 and a direct express lanes connector that extends the Orange County Transportation Authority (OCTA) 91 Express Lanes at the Orange County/Riverside County line to the SR91/1-15 interchange. Toll revenues and non -toll revenues fund maintenance and operating costs, rehabilitation, capital expenses, and debt service (Table 37). The RCTC 91 Express Lanes toll collection system is all electronic transactions, with no toll collection booths. Commuters on SR-91 in Corona have a choice of using eitherthe expresslanesorthe general purpose lanes. Table 37 -Enterprise Fund FY 2018 - 2020 FY 17/18 Actual FY 18/ 19 FY 18/ 19 Revised Budget Projected FY 19/ 20 Budget Dollar Percent Change Change Revenues Local Reimbursements $ - $ 8,500,000 $ 2,000 $ - $ (8,500,000) -100% Tolls, Penalties, and Fees 50,446,800 36,940,500 47,756,900 41,869,400 4,928,900 13% Investment Income (32,700) 141,300 1,130,700 1,522,100 1,380,800 977% TOTAL Revenues 50,414,100 45,581,800 48,889,600 43,391,500 (2,190,300) -5% Expenses Personnel alariesand Benefits Professiona I a nd &ippon Professional Services 3ipport Costs TOTAL Professional and 8apport Costs Program and Operations Program and Operations Debt Service Interest Payments Capital Outlay TOTAL Expenses Excess (deficiency)ofFt venuesover(under) Expenses Other Rnancing Sources (Uses) Tra nsfe rs Out Payment to Escrow Agent Net Financing Sources (Uses) 510,300 603,000 638,000 815,400 2,793,400 3,608,800 2,061,000 4,576,700 6,637,700 2,350,000 3,936,800 6,286,800 6,661,400 8,786,100 8,507,900 7,119, 900 319,600 18, 220, 000 7,119, 900 2,497,600 25, 644, 300 7,119, 900 2,314,100 24,866,700 32,194,100 19,937,500 24,022,900 (749,500) (6,307,200) (20, 000, 000) (3,948,200) (20, 000, 000) 1,353,400 750,400 124% 1,990,000 (71,000) -3% 4,543,300 (33,400) -1% 6,533,300 (104,400) -2°% 10,670,200 1,884,100 21% 7,119,900 0% 750,000 (1,747,600) -70% 26,426,800 782,500 3% 16,964,700 (2,972,800) -15% (3,059,500) 3,247,700 -51% 20,000,000 -100% (749,500) (26,307,200) (23,948,200) (3,059,500) 23,247,700 -88% Excess (deficiency) of Revenues over (under) Expenses and Other Rnancing Sources (Uses) 31,444,600 Beginning Fund Balance (6,369,700) 74,700 13,905,200 20,274,900 -318% 32,202,300 63,646,900 63,646,900 63,721,600 74,700 0% ENDING FUND BALANCE $ 63,646,900 $ 57,277,200 $ 63,721,600 $ 77,626,800 $ 20,349,600 36% Local reimbursements budgeted in FY 2018/19 represented the anticipated proceeds from the sale of excess properties secured during the construction of the 91 Project. Tolls, penalties, and fees revenues represent the primary revenue source for the enterprise fund (Chart 25). Such revenuesconsist of toll revenuesof $36,138,300 based on estimated toll transactionsand current RCTC 91 Express Lanes traffic and revenue data, while the balance of $5,731,100 represents penalties and fees related to toll transactions and other customer account fees. Investment income representseamingson operating and other restricted funds. 58 Chart 25—Enterprise Fund Sources FY 2019/20 Investment Income 4% t Tolls, Penalties, a nd Fees 96% r i Toll operations expenses in FY 2019/20 are nece9cary to manage the operations, maintenance, and capital support of the RCTC 91 Express Lanes (Chart 26). Personnel salaries and benefits represent 5%of the total budgeted uses. Professional and support costs is22%of budgeted uses and includes system, equipment, and road maintenance; insurance; violation enforcement; consulting services; and marketing. Program and operations of $10,670,200 consist of the contracted operators' expensesrelated to operating and maintaining the toll lane hardware and software and customer service center, toll processing, and violation collection processing. Debt service includes interest payments of $7,119,900 for the current interest portion of the 2013 Toll Revenue Bonds (2013 Toll Bonds). Capital outlay of $750,000 is related to the transition to new 6c transpondertechnology. The FY2019/20 budget doesnot include accreted interest related to the capital appreciation portion of the 2013 Toll Bonds or compounded interest on the 11FIA loan executed in July 2013 forthe 91 Project (2013 T1FIA Loan). Chart 26—Enterprise Fund Uses FY 2019/20 TransfersOut CapitalOutlay 3% Debt Service 24% Personnel Salaries and Benefits 10% 1 5°/u Profe ssio n a I a nd aipport 22% Program and Operations 36% Transfers out include $2,359,000 of surplus toll revenues to the 2009 Measure A Western County highways fund for the SR91 Corridor Operations project and a traffic and revenue study and $700,500to the General fund for the administrative costsallocations. 59 Revenues and Other Sources Total revenuesand other sourcesare budgeted at $903,266,400, and consist of: • Measure A salestax of $193,000,000 (21%of total sources); • LTFsalestax of $97,000,000 (11%of total sources); • STA revenuesof $31,050,600 (3%of total sources); • Federal revenuesof $89,718,700 (10%of total sources); • State revenuesof $160,596,100 (18%of total sources); • TUMFof $25,000,000 (3%of total sources); • Debt proceedsof $75,703,000 (8%of total sources); • Transfers in of $166,027,000 (18%of total sources); • Toll revenues, penalties, and feesof $41,869,400 (5%of total sources); and • Other revenuesof $23,301,600 (3%of total sources). Table 38 summarizesthe specific revenue funding sources. Table 38—Revenuesand Other Sources FY 2019/ 20 Sa les Tax Department/Program Measure A LTF STA Federal Sate Local/Toll/Other Funding Spurces Management cervices $ MEASJREA AND OTHER CAPITAL PROGRAMS Bond Financing CEfAP Economic Development Highways Local Sreetsand Roads New Corridors Rail Regional Arterials REGIONAL PROGRAMS Public and Specialized Transit Planning and Programming Rail Sation Maintenance/Operations Commuter Assistance Motorist Assistance - $ - $ 12,096,000 1,792,000 66,436,000 58,964,000 16,577,000 9,140, 000 13,441,000 $ - $ 82,200 56,138,700 133,266,900 24,850,000 7,042,000 5,942,500 5,800,000 223,400 13,407,600 249,700 3,499,100 578,100 876,000 14,183,800 12,314,000 97,000,000 31,050,600 - - 2,933,700 - 668,000 7,373,600 - - 8,730,000 2,996,700 692,100 2,240,000 - - 2,181,000 4,880,000 499,200 Toll Operations - - - - - 43,391,500 OTHERRNANCING SOURCES Debt Proceeds Transfers In 75,703,000 166,027,000 TOTAL Funding Sources $ 193,000,000 $ 97,000,000 $ 31,050,600 $ 89,718,700 $ 160,596,100 $ 331,901,000 Revenues —Definitions and Background $ 82,200 12,319,400 13,407,600 2,041,700 259,340,700 58,964,000 24,197,100 40,808,500 33,424,800 143,298,300 8,041,600 12,418,800 4,421,000 5,379,200 43,391,500 75,703,000 166, 027, 000 Ong 7aa Ann Measure A: Measure A is a one-half of one percent transactions and use tax that was first approved by Riverside County voters in 1988 and expired on June 30, 2009 after 20-year term. On November5, 2002, the votersof Riverside County approved the renewal of Measure A through 2039. The 2009 Measure A is expected to raise approximately $8 billion (in nominal dollars) during itslifespan. The amount raised by the Measure A levy increased asthe County and itseconomic base have grown during the past two decades, peaking in FY2017/18 at $176.3 million. Measure A revenues are projected to approximate $192,000,000 and $193,000,000 in FY 2018/19 and FY 2019/20, respectively. 60 Measure A requires that all sales taxes collected may only be used for transportation purposes including administration and the construction, capital acquisition, maintenance, and operation of streets, roads, highways, including state highways, and public transit systems and for related purposes. These purposes include expendituresfor planning, environmental reviews, engineering and design costs, and related right of way acquisition. the Commission historically obtains and updates Measure A revenue projections through consultants for budget and strategic project planning purposes. A consultant prepares long- term economic forecast semiannually, and a sales tax services consultant provides Measure A revenue projections in connection with its quarterly sales tax analysis. Measure A revenue projections, based on such updatesand otherfactors, for the next five fiscal yearsare presented in Chart 27 below. Chart 27 —Forecasted Measure A Sales Tax Revenues 2020 —2024 $220,000,000 $215,000,000 $210,000,000 $205,000,000 $200,000,000 $195,000,000 $190,000,000 $185,000,000 $180,000,000 s J 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected the Commission considered the following additional assumptions in the development of the Commission'srevenue forecast for FY2019/20: • lhe Inland Empire economy will continue to expand through FY2019/20due to steady gainsin the Inland Empire'slabormarket, population growth, and increased consumer and businessspending. • 1he State doesnot change the mixof itemssubject to the salestaxfrom what hasbeen included historically. • 1he relative sales and property tax ratesof Riverside and surrounding countiesdo not change from historical levels. • Internet saleswill have minimal impact on revenue. lhe Western Riverside County Delivery Plan financing strategy considersthese Measure A salestax revenue projections. 61 Geographic Allocation - Riverside County is comprised of three geographic areas: Western County, Coachella Valley, and Palo Verde Valley. The percentage of Measure A revenues allocated to each of these areas based on return to source is approximately 78%for Western County, 21%for Coachella Valley, and 1%for Palo Verde Valley (Chart 28). These percentages experience some slight variationsfrom year to year based on changes in levels of taxable sales among the geographic areas. Chart 28 —Geographic Allocation of Measure A Sales Tax Revenues Palo Verde Valley 1% r Westem County 78% Program Allocation - The 2009 Measure A 11P definesthe manner in which the salestax revenues are to be spent, as presented in the Table 39. In Western County, public transit includes funding for specialized transit, commuter rail, intercity bus service, and commuter assistance. For the Coachella Valley, public transit includesspecialized transit and public busservices. Table 39 - Program Allocation of2009 Measure A SalesTax Revenues Western County -Bond Financing - S% •Economic Deveboment Incentives -1% • Highways - 30% •Local Streets and Roads -29% -New Corridors - 11% • Public Transit - 12% -Regional Arterials -9% Coachella Valley •Highways and Regional Arterials - 50% •Local Streets and Roads -35% • Public Transit - 15% Palo Verde Valley -Local Streets and Roads - 100% Population (in Western County and Palo Verde Valley) or dwelling units (in Coachella Valley) and taxable salesdetermine the local streetsand roadsallocationsto the local jurisdictionswithin each geographic area. Based on the projected Measure A sales tax revenues of $193,000,000 for FY 2019/20, the geographic and program allocations a re presented in Table 40. 62 Table 40 - Geographic Allocation of Measure A SalesTax Revenues by Program FY2019/20 Pro g ra m Bond Financing Economic Development Incentives Highways Highways and Reg iona I Arterials Local3reetsand Roads New Corridors Pub lic Tra nsit Regional Arterials TOTAL Westem County Coachella Valley Palo Verde Valley Total $ 12,096,000 $ 1,792,000 45,698,000 43,458, 000 16, 577, 000 17,473, 000 13,441, 000 $ 150,535,000 $ $ 20, 738, 000 14, 516, 000 6,221,000 41,475,000 $ 990,000 990,000 $ 12,096,000 1,792,000 45, 698, 000 20,738,000 58,964,000 16, 577, 000 23,694,000 13,441,000 $ 193, 000, 000 Local Transportation Fund: One -quarter of one cent of the Slate's 7.25% sales tax funds LTF, established in state law by the TDA. The legislation provided a dependable revenue stream for public transportation operationsin Califomia. Based upon an annual projection of LTFsalestaxes that considerseconomic forecast revenue projectionsprepared by a consultant, local economic factors, and monthly receipt trends, the Commission allocatesthe vast majority of LTF revenue in the County to the eight public transit operators, including the Commission for itsshare of Metrolink operations costs. Much like Measure A revenue, LTF increased with the County'sgrowth and its economy (Chart 29); the CDTFA processing issues affecting FY2017/18 Measure A actual results and FY2018/19 projectionsalso affected LTFrevenues. Chart 29 —Local Transportation Fund SalesTax Revenue Trend 2016-2020 $98,000,000 $96,000,000 $94,000,000 $92,000,000 $90,000,000 $88,000,000 $86,000,000 $84,000,000 $82,000,000 $80,000,000 FY 15/16 Actual FY 16/17 Actual FY 17/18 Actual FY 18/19 Projected FY 19/20 Projected The Commission allocates LTF revenues for regional and local transportation planning, program administration, 33821 bicycle and pedestrian facilities projects, public bustransit, and rail transit, including the Commission'sshare forcommuterrail operationsin Western County. The Commission administersthese fundson behalf of the County in a special revenue fund. State Transit Assistance, including State of Good Repair: STA providesadditionaI TDA state funding of transit operations and capital for urban counties, including the County's eight public transit operators (Chart 30). Sales taxes on diesel fuels historically generated the STA funding; however, beginning in FY2017/18,331 providesadd itional STA revenuesfortransit operations, maintenance, rehabilitation, and capital projects. 63 Chart 30—State Transit Assistance SalesTax Revenue Trend 2016-2020 $35,00o,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5, 000, 000 FY 15/16Actual FY 16/17 Actual FY17/18ActuaI FY 18/19 Projected FY 19/20 Projected State Transportation Improvement Program: The CTC administers and funds the STIP, California's primary transportation fund, through state and federal gas tax dollars. The State'srevenues are generated by an excise tax on gasoline, including SB 1 revenuesfrom increased taxes on motor fuels and vehicle fees that took effect in November2017. Dollars are allocated to each county based on a formula that takesinto consideration population and highway centerline miles. Local transportation agenciessuch asthe Commission make project programming decisionsfor75%of STIP dollars. Asa result of alternative fuel vehicles, overall vehicle fuel efficiency, and lower gas prices, traditional STIP revenues steadily declined until SB 1. STIP reimbursement estimates are based on budgeted expendituresforspecific projectswith STIPallocationsapproved by the CTC. SB132: Caltransadministersthe $427 million appropriation from the state highway account to the Riverside County Transportation Efficiency Corridor projects in Western Riverside County aspartof a package of legislation that paced with SB 1 in April 2017. SB 132 reimbursements represent budgeted expendituresfor specific projectswith 33 132 allocations. Cap and Trade Program: State legislation in 2006 requires a reduction of GHG emissions in the State. A key element of the GHG reduction program is the Cap and Trade Program in which entitiesregulated underthe program can "trade" or buy and sell a portion of emission allowances issued by the California Air Resources Board (CARB) at auctionsheld during the year. The revenues generated for the State through these auctions are appropriated for infrastructure investments that include LCTOP and road programs, high speed rail projects, and transit and intercity rail projects. State reimbursement revenues include LCTOP revenuesfor commuter rail operations. Department of Motor Vehicles (DMV) Registration Fees: State law allowscounty S4FEagenciesto impose a $1 surcharge on vehicle registrations within the County to pay for call box purchases and operations; excess S4FE revenues may be used for 511 operations and as a match for FP operations. The call boxes enable motoriststo summon help should they encounter mechanical or emergency problemswhile on the road, whereasthe 511 system provides real-time traffic and transit trip information available via the intemet ortelephone. Caltrans Freeway Service Patrol Allocations: Caltrans is the primary sponsor of the FP and provides the majority of funding for the program; the Commission funds towing services in construction zones for projects in which the Commission is the lead agency. The State provides nearly 80%of the funding for the FP program based on population, freeway miles, and level of congestion throughout the State. Beginning in FY2017/18, State allocations increased as result of FSPfunding provided by SB 1. The Commission administersand implementsthe program along 64 with the CHP and Caltrans. Congestion Mitigation and Air Quality: The federally funded CMAQ program targets transportation improvements in areas with air quality problems. This program pays for improvements that reduce congestion while improving air quality. The Commission also uses CMAQ dollars for commuter assistance programs, high occupancy vehicle (HOV) lanes, and transit projects. CMAQ reimbursement estimates represent budgeted expenditures for specific projectswith CMAQ allocations. Federal Transit Administration: The federal govemment generally allocates FTA funds annually to urbanized areas based on calculated miles of service. On a reimbursement basis, the federal government providesfunding to the Commission for qualified capital investments in rail facilities, track, and vehicles. Transportation Uniform Mitigation Fee: In connection with the 2009 Measure A, the 1UMF program wasestablished in the Western County to provide additional funding for regional arterial projects. WRCOG administersthe TUMFprogram.lhe Commission receivesa significant portion of the 1UMF revenues, divided equally between the regional arterial and CETAP programs, based on a MOU with WRCOG. WRCOG maintains 1UMF revenues for regional arterial zone improvements and disburses funds for regional transit facilities to Riverside Transit Agency (RTA). The Commission projects 1UMF revenue (Chart 31) based on monthly receipt trends and consideration of local housing and commercial construction activity in the County. Occasionally, the Commission receiveslUMFregional arterial zone reimbursementsforlUMFprojectsin which the Commission is the lead agency. Chart31 -Transportation Uniform Mitigation Fee Revenue Trend 2016-2020 $27,000,000 $25,000,000 $23,000,000 $21,000,000 $19,000,000 $17,000,000 FY 15/16 Actual FY 16/17 Actual FY 17/ 18 Actual FY 18/ 19 Projected FY 19/20 Projected 65 Rail and Highway Licenses: The Commission owns parcels of land and right of way for highway, rail, and regional arterial projects in selected areas throughout the County. The ownership provides licensing and leasing opportunitiesfor fiber-optic cable, advertising signs, and business tenants. The amount of funding received from the licensesand leasessupportsthe cost of owning and maintaining the Commission'sland and facilities. Toll Revenue: The Commission and the OCTA entered into a cooperative agreement in 2011 for the RCTC 91 Express Lanesand OCTA 91 Express Lanesto be interoperable and operated by the same toll operator. A subsequent agreement executed in 2013 among the Commission, OCTA, and the operator resultsin a single operator providing most operationsand first line maintenance services fora single 91 Express Lanes system in Riverside and Orange counties. Notwithstanding their physical connection and use of the same toll operator, the RCTC 91 ExpressLanesand OCTA 91 Express Lanes are independent enterprises; each agency charges independent tolls for its express lanes. FY 2019/20 toll revenues represent projected tolls for the RCTC 91 Express Lanes based on estimated toll transactionsand traffic and revenue data. Non -toll Revenues: The 2011 cooperative agreement between the Commission and OCTA regarding the 91 Express Lanes also included cost and revenue sharing among other provisions. Non -toll revenues consist of revenues not attributable directly to toll transactions but are derived from transaction -based feesand account -based fees. The Commission estimated FY2019/20non- toll revenuesbased on current data from the RCTC 91 Express Lanes. Investment Income: The Commission established a prudent investment policy that is intended to provide absolute safeguardson principal and liquidity aswell maximize return, asnoted in Section 1. The Commission estimated interest earnings on the State and County investment pools and fundsheld by the trustee for debt service and projectsat 2%. Program Revenues and Other Sources The Commission allocated revenuesand other financing sourcesfor FY2019/20 asfollows: Chart 32—Program Revenues FY 2019/ 20 $300,000,000 $250,000,000 — $200,000,000 $150,000,000 $100,000,000 $50,0,0,000 $_ WIC_ d1 1 a�°�00.- �ocaF� 0�000��o a�`ep'' a 7\e <6.' \O° ��0°5 a�� 0�5 °c°o e o0Q . 6v Q °° 0\� SAP �0A SQL OK' ,e ,((,-(‘� o\o c°d cO e Go c �\° Q\Oc c o Q`� O e- o Measure A o LlF N STA o Federal o Sate u Loca VToll/Other 66 Management Services The primary funding sourcesfor management servicesare transfersin of Measure A of $7,029,100, LTF of $122,400 and $6,411,200 from TUMF, SAFE, FSP, STA, SB 132, Coachella Valley Rail, toll operations, and other agency projectsfor ad ministrative costs. Local and other revenues include $400 related to reimbursementsforadministrative activitiesand investment revenuesof $81,800. Bond Financing Measure A Western County revenuesof $12,096,000 will be used to support bond financing costs. Investment revenuesare $223,400. C ETA The Western County CETAP program anticipates$12,500,000 from TUMFfor development of new CETAP corridors. Local and other revenues include $18,000 for property lease revenues and $889,600 representing investment income. Economic Development In order to attract commercial and industrial development and jobs to locate in the Western County area, Measure A Western County revenues of $1,792,000 will be used to create an infrastructure improvement bank to improve and construct interchanges, provide public transit linkages or stations, and make other improvements to the transportation system. Investment eamingsare $249,700. Highways Funding for the highway program includes2009 Measure A sales tax revenues of $66,436,000 for Western County highways and Coachella Valley highways and regional arterial programs. The 2009 Measure A Westem County sales tax revenues will be used primarily to fund debt service related to the financing of the 91 Project and 1-15 Express Lanes project. Unexpended 1989 Measure A Western County revenuesfrom prior years will be used on remaining eligible projects such asthe Pachappa underpass project and close-out activitieson the 91 Project. Federal fundsfor highway projectsinclude: • $447,100 in CMAQ fundsforthe 3R91 HOV lanes; • $8,255,200 and $2,303,200 in CMAQ and federal earmarks, respectively forthe Pachappa underpassproject; • $2,704,000 in Surface Transportation Block Grant (SIBG) funds for the 1-15 Express Lanes project; • $6,000,000 in CMAQ fundsfor the 1-15 Expresslanes—Southern Extension project; • $33,626,000 in CMAQ fundsfor the SR60 truck lanes project; and • $2,803,200for BABssubsidypaymentsrelatedtothe 2010BBonds. State fundsfor highway projectsinclude: • STIPfund ing of$109,100for the 1-215 corridor improvements; • STIPfunding of $31,066,600 and State Highway Operation and Protection Program (SHOPP) funding of $4,307,400 for the SR60truck lanes; • SB 1 Local Partnership Program revenues of $4,272,000 for the Pachappa underpass project; and • $93,511,800 of SB 132 funding for the 15/91 Express Lanes connector, I-15/Limonite interchange, McKinley and Jurupa Avenue grade separation, and Hamner Bridge widening projects. 67 Additional local funding includes $225,400 in lease revenues, $100,000 in local reimbursements related to carpool violations, and investment revenue of $3,173,700. In FY2019/20, the Commission anticipates$75,703,000 in a federal TIFIA loan drawdown to fund the I-15 Express Lanes project. Transfers in include: • $24,402,400 in salestax bond proceedsto fund the 1-15 ExpressLanesproject; • $6,000,000 in 1989 Measure A Western County highwaysfundsforthe completion of the 91 Project; • $69,534,500 to the Sales Tax Bondsdebt service fund for Measure A Western County and Coachella Valley highwaysdebt service; • $3,000,000 to the Debt Service fund asa Commission loan to fund a TIFIA Loan reserve for the 1-15 ExpressLanesproject; • $2,000,000 LTF allocation to fund grade separation projects in the County and city of Corona; • $2,359,000 to the 2009 Measure A Western County highwaysfund from the RCTC 91 Express Lanesfund forthe 91 corridor operationsproject; • $1,550,000 LTF allocation to the 2009 Measure A Western County highwaysfund for next generation toll projects; and • $10,000,000 and $2,803,200 to the 2009 Measure A Western County highways fund from the 2009 Measure A Western County bond financing fund and federal cash subsidy from the Debt Service fund, respectively, fordebt service. Local Streets and Roads The Commission anticipatesthe allocation and distribution of $58,964,000 in Measure A funds for the local streets and roads program to the cities and the County for local street repairs, maintenance, and construction. New Corridors To leverage local, state, and federal funding for four new transportation corridors identified through CETAP, Measure A Western County revenues of $16,577,000 will be available for environmental clearance, right of way acquisition, and construction of these new corridors. State funds include SB 1 Local Partnership Program revenuesof $7,042,000 forthe Mid County Parkway/ 1-215 Placentia Interchange project. Additional local and other funds includes $9,600 in lease revenuesand $568,500 in investment revenues. Rail The Commission expects the allocation of $9,140,000 in 2009 Measure A Western County public transit program funds for rail. Federal funds consist of $17,000,000 and $7,100,000 for station rehabilitation and improvement projects and SCRRA capital projects, respectively, and $750,000 for the development of Coachella Valley -San Gorgonio Pass corridor rail service. State funds include $5,942,500 for the special trains platform in the city of Indio. Local and other revenues include $300,000 for property lease revenues and $576,000 in investment revenue. Transfers in consist of $1,269,100 from the STA fund for the development of Coachella Valley -San Gorgonio Passcorridor rail service. 68 Regional Arterials the Western County regional arterial program expects Measure A and TUMF revenues of $13,441,000 and $12,500,000, respectively. The new TUMFrevenuesalong with unexpended TUMF revenues from prior years will be the primary source of funding TUMF regional arterial projects. State revenues consist of $5,800,000 fora Lake Elsinore regional arterial project managed by the Commission. Other local revenues consist of investment income of $1,683,800. Transfers in consist of $300,000 from the 2009 Measure A Western County highway fund for the SR79 realignment project. Public and Specialized Transit The Commission anticipates LTFsalestaxrevenuesof$97,000,OOOallocated primarily for public bus and rail transit operationsand capital in the County. The Commission allocatesa small portion of these revenuesfor planning and administration aswell asSB821 bicycle and pedestrian facilities grants. The Commission also expects STA allocations of $31,050,600 for the County'spublic transit operators. Forthe FY2019/20 budget, the Commission will use unexpended LTFand STA revenues from prioryearsto fund transit operationsaswell asbicycle and pedestrian facilitiesgrants. Under the 2009 Measure A, the Commission estimates public transit funding of $12,314,000 for Westem County specialized transit and intercity bus services and Coachella Valley specialized and public transit services. Transfers in consist of $252,900 LTF for administrative costs. Local revenues represent investment income of $2,933,700. Planning and Programming STIP of $668,000 will fund PPM activities of the Commission and CVAG. Local and other revenues consist of $7,367,900 for the District's projects and investment income of $5,700. Planning and programming transfersin consist of: • An off -the -top allocation of $2,820,000, or three percent of estimated LTF revenues, for transportation planning studies; and • A LTF a llocation of $773,200 for ad ministrative costs; Rail Station Maintenance and Operations Rail operations include Metrolink operating and capital contributions, station maintenance, and support. The Commission will fund these rail activitieswith LTFallocation transfersin of $23,000,000. Federal CMAQ funds of $4,730,000 relate to SCRRA security costs and operations at the PVL stations and FTA fundsof $4,000,000 for station preventative maintenance. State reimbursements of $2,996,700 will fund operations at the PVL stations and station improvements. In addition to investment revenuesof $412,100, local and other revenuesinclude $280,000 in reimbursementsfor Metrolinkviolator citationsand miscellaneousvending machine revenues. CommuterAssistance The Commission anticipates funding of $2,240,000 from 2009 Measure A Western County public transit to the commuterassistance program forservicesto commutersand employersin promoting use of alternate modesof transportation in Western County. Local and other revenues consist of investment income of $295,000, $1,285,000 from SBCTA for support of the San Bernardino County commuter assistance program and regional ridematching, and a $601,000 Mobile Source Air Pollution Reduction Review Committee (MSRC) grant forthe vanpool program. 69 Motorist Assistance DMV registration feesof $1,980,000 and Caltransstate highway account allocationsof $2,900,000 willfund SAFEand FSPservices, respectively. lhe Commission will also receive local reimbursements of $224,600 to support SBCTA's share of the 511 traveler information system operations and cost recoveriesof $99,000 from responsible partiesrelated to call box knockdowns. Investment income is $175,600. An operating transfer in from SAFE of $2,400,000 serves as a match to the Slate's FSP contribution. Toll Operations Tolls, penalties, and fees of $41,869,400 will fund the RCTC 91 Express Lanes toll operations. Local and other revenues include $1,522,100 for investment income. 70 Commission Debt The Commission incurred debt forhighway (non -tolled and tolled), new corridor, regional arterial, and local streetsand roadsprojectsforwhich title usually vestsor, upon completion, will vest with Caltransorlocaljurisdictionsforongoing operationsand maintenance. The financed projectsare not assotsofthe Commission forwhich the Commission will have operating responsibilities, except for the intangible rights to operate the express lanes on SR-91 and 1-15. Accordingly, future operating costsrelated to the non -capitalized projectscannot be determined since they are not the Commission's responsibility and are not applicable to the annual budget. Operating budget impacts for the Commission's toll a,mts and non -financed rail as<zetsare included in the annual budget. The Commission pledged future Measure A sales taxes as security for Measure A debt service paymentson the salestax revenue bondsand commercial paper notes. Toll revenuesgenerated on the RCTC 91 Express Lanes are pledged to pay debt service on the 2013 Toll Bondsand 2013 11F1A Loan forthe 91 Project; future toll revenuesgenerated on the 1-15 ExpressLanesare pledged to pay debt service on the federal TIF1A loan executed in 2017 (201711F1A Loan) forthe 1-15 Express Lanesproject. Table 41 presents a summary of the anticipated changes in the Commission's debt during FY 2019/20. The Commission excludesaccretion amountsrelated to capital appreciation bondsand compounded interest on the TIFIA loans, asthey do not affect the annual budget activities. Table 41 —Changes in Commission Debt Projected Balance July 1,2019 Additions (Reductions) Projected Balance June 30, 2020 2010BSalesTaxBonds 2013SaIesTaxBonds 2013 Toll Bonds 2016SaIesTaxRefund ing Bonds 2017A & le s Tax Bond s 2017BSales Tax Refund ing Bonds 2018&IesTaxRefund ing Bonds 201311RA Loan-91 Express Lanes 2017 -IRA Loa n - 1-15 Express La nes Commercial Paper $ 112,370,000 $ 54, 705, 000 176, 654, 600 63, 595, 000 150,580,000 392,730,000 59, 075, 000 421, 054,400 61,841,100 - $ 75, 703, 000 (12,690,000) (5,185, 000) (4,690,000) (4,680,000) $ 1,492,605,100 $ 75,703,000 $ (27,245,000) $ 112,370,000 42,015,000 176, 654, 600 58,410, 000 145, 890, 000 392,730,000 54,395,000 421, 054, 400 137, 544,100 $ 1,541,063,100 In March 2005, the Commission established a commercial paper program to advance project development and land and right of way acquisition under the 2009 Measure A TIP. The current commercial paper program authorization is $60,000,000. The Commission generally rolls over commercial paper note maturitiesto new note issuances unless refinanced with long-term sales tax bond issuances. The Commission currently maintains P-1 and an A-1+ rating from Moody's Investors Service (Moody's) and S&P Global Ratings(S&P), respectively, on the commercial paper notes. Available commercial paper proceeds or sales tax revenues fund commercial paper interest payments. The Commission projectsno issuancesof commercial paper notes in FY2018/19 or FY 2019/20 — resulting in $0 outstanding amount of commercial paper projected at June 30, 2020. Accordingly, the FY 2019/2020 budget includes no commercial paper interest payments. The Commercial Paper capital projectsfund accountsfor commercial paperactivities. 71 Ascredit and liquidity support forthe commercial paper notes, the Commission hasan irrevocable direct draw letterofcredit inthe amount of$60,750,OOOand reimbursement agreement with State Street Bank and Trust Company (State Street Bank), which expires in October 2020. The costsfor the liquidity support are reflected in the 2009 Measure A Western County Bond Financing special revenue fund. SalesTax Revenue Bonds Under the provisions of the 2009 Measure A, the Commission has the authority to issue sales tax revenue bondssubject to a debt limitation of $975 million, reflecting an increase from the original authorization of $500 million because of the November 2010 voter approval of Measure K. The sales tax revenue bonds are limited tax bonds secured by a pledge of the 2009 Measure A revenues(Limited Tax Bonds). All salestax revenue bondsmature on or before June 2039, priorto the expiration of the 2009 Measure A. Asa meansto achieve a greater level of interest rate stability, the Commission entered into two interest rate swapsfora total notional amount of $185,000,000 at a fixed rate for20 yearseffective October2009. In connection with the commencement of the interest rate swapsin October2009, the Commission issued $185,000,000 in variable rate salestax revenue bondsto retire outstanding commercial paper notes, refund bonds issued in 2008, fund a portion of the debt service reserve, and pay issuance costs. The Commission terminated the swaps at a termination cost and refinanced all of the related variable rate salestax bonds by issuing fixed rate refunding salestax revenue bondsin September2016 and April2018. In November2010, the Commission issued $37,630,000 in fixed rate tax-exempt salestax revenue bonds (2010A Bonds) and $112,370,000 in fixed rate taxable 2010B Bonds designated as BABs under the American Recovery and Reinvestment Act. The Commission used proceeds from the aggregate amount issued of $150,000,000to retire outstanding commercial paper notes, provide funds for 2009 Measure A Western County capital projects, and pay issuance costs. The Commission refunded all of the outstanding 2010A Bonds in December 2017. The Commission designated a portion of the BABsas recovery zone economic development bonds(RZEDBs). The Commission expectsto receive a cash subsidy from the United StatesTreasury equal to 35%of the interest payable on the BABs or 45%of the interest payable on the 2010B Bonds designated as RZEDBs. However, reductions in the BABs subsidies occurred in recent years due to federal sequestration cuts. If sequestration continues, the Commission anticipates reduction in the FY 2019/20 BABs subsidy of 6.0%. Estimated net debt service payments for the 2010B Bonds in FY 2019/20 are $0 for principal and $7,649,000 for interest payments. Federal reimbursement include the $2,803,200 projected cash subsidy payment. In July 2013, the Commission issued $462,200,000 in fixed rate salestax revenue bonds (2013 Sales Tax Bonds), at a premium, in connection with the 91 Project. The Commission used the proceeds of the 2013 SalesTax Bondsto fund a substantial portion of the 91 Project costs, retire outstanding commercial paper notes, pay capitalized interest through December 2017, and pay issuance costs. The Commission refunded the callable portion of the 2013 Sales Tax Bonds in December 2017. Estimated debt service payments in FY2019/20 for the remaining 2013 Sales Tax Bonds are $12,690,000 for principal and $2,735,200 for interest payments. In September2016, the Commission issued $76,140,000 in fixed rate sales tax revenue refunding bonds(2016Refunding Bonds),ata premium, to refund all of the outstanding SeriesAbondsissued in 2009, retire all of the commercial paper notes, and pay issuance costs. Estimated debt service payments for the 2016 Refunding Bonds are $5,185,000 for principal and $2,266,100 for interest payments. In July 2017, the Commission issued $158,760,000 in fixed rate sales tax revenue bonds (2017A Bonds), at a premium, to fund the 1-15 ExpressLanesproject and completion of the 91 Project. The 72 Commission used the proceeds of the 2017A Bonds to fund 1-15 Express Lanes project costs, completion of the 91 Project, retire outstanding commercial paper notes, and pay issuance costs. Estimated debt service payments for the 2017A Bonds in FY 2019/20 are $4,690,000 for principal and $7,322,000 for interest payments. In December2017 as result of pending federal tax reform legislation that eliminated advance refundings, the Commission issued $392,730,000 in fixed rate sales tax revenue refunding bonds (2017B Refunding Bonds), at a premium, to refund all of the outstanding 2010A Bonds and the callable portion of the 2013 Sales Tax Bonds and pay issuance costs. Estimated debt service payments for the 2017B Refunding Bonds in FY 2019/20 are $0 for principal and $19,366,400 for interest payments. In April 2018 due to federal tax reform legislation impacts, the Commission issued $64,285,000 in fixed rate salestax revenue refunding bonds (2018 Refunding Bonds), at a premium, to refund all of the outstanding SeriesBand SeriesC bondsissued in 2009, finance the related swap termination payment, and pay issuance costs. Estimated debt service paymentsforthe 2018 Refunding Bonds are $4,680,000 for principal and $2,953,800 for interest payments. The Commission received long-term debt ratings of Aa2, AA+, and AA from Moody's, S&P, and Fitch Ratings (Fitch), respectively on itscurrently outstanding salestax revenue bonds. Toll Revenue Bonds and 11RA Loans 91 Project In July 2010, the Commission authorized the issuance of up to $900,000,000 in toll revenue bonds in anticipation of the financing requirementsforthe 91 Project. In July 2013, the Commission issued $176,654,600 in 2013 Toll Bonds, at a discount, that consist of $123,825,000 in current interest bonds(CIBs) and $52,829,600 in capitalappreciation bonds(CABs). The CIBs have maturity dates through June 2048, while the CABs mature at the accreted value commencing June 2022 through June 2043. Estimated debt service payments for the 2013 Toll Bonds in FY2019/20 are $0 for principal and $7,119,900 for interest payments. The 2013 Toll Bonds are secured by a lien on the trust estate, which consists primarily of toll revenues and non -toll transaction and account revenues less operating and maintenance expenses of the RCTC 91 Express Lanes. In July 2013, the Commission executed the 2013 TIF1A Loan with the United States Department of Transportation (U.S. DOT) in an amount up to $421,054,400, which provided the final puzzle piece needed forthe full funding of the 91 Project. The 2013TIF1A Loan isa toll revenue bond subordinate to the 2013 Toll Bonds unless and until the occurrence of a bankruptcy related event. The Commission obtained proceedson the full amount of the 2013 TIFIA Loan through FY2016/17 after meeting certain conditions. Interest on outstanding disbursements is3.47%and is compounded semiannually. The 2013 TIFIA Loan maturesin June 2051. Interest paymentscommence on the fifth anniversary of the substantial completion date (March 2017) or the first interest payment date occurring prior to the fifth anniversary date. Accordingly, semiannual interest payments commence December2021; principal paymentscommence annually in June 2030. The RCTC 91 Express Lanes trust estate also secures the 2013 TIFiA Loan, similar to the 2013 Toll Bonds. The Commission funded a $20,000,000 11F1A debt service reserve in June 2019 from sale proceeds of excess land acquired for the 91 Project and surplus toll revenues. The Commission included the 201311FIA Loan reserve funding in the enterprise fund. The 2013 Toll Bondsand the 2013 TIFIA Loan long-term ratingsfrom S&P and Fitch were upgraded to BBB during FY 2018/19 as a result of the strong performance compared to initial rating projections. 73 1-15 Express LanesProject In May 2017, the Commission authorized the issuance of up to $165,000,000 in toll revenue bonds in anticipation of the financing requirementsforthe I-15 Express La nes project. In July 2017, the Commission executed the 2017 T1F1A Loan with the U.S. DOTin an amount up to $152,214,260. The 2017 11FIA Loan as well as the 2017 Bonds, $110,000,000 in federal funds, and project expensesalready paid from 2009 Measure A revenuesprovided the full funding of the I-15 Express Lanesproject. The 2017 T1FIA Loan isa %niortoll revenue bond, and proceedsof the 2017 T1FIA Loan may be drawn upon after certain conditions are met. Interest on outstanding disbursements is 2.84% and is compounded semiannually. The 2017 T1FIA loan is expected to mature on the earlier of 35 yearsafter substantial completion of the 1-15 Express Lanes project or June 1, 2056. Interest payments are expected to commence on the fifth anniversary of the substantial completion date or the first interest payment date occurring prior to the fifth anniversary date. Accordingly, semiannual interest paymentsare anticipated to commence June 2025; principal paymentsare expected to commence in June 2030. The Commission isrequired to fund an $18,000,000 T1FIA debt service reserve no laterthan June 30, 2024 from toll revenues and a Commission loan from sales tax revenues to the extent that toll revenues are insufficient. The FY 2019/20 budget includes a $3,000,000 transfer from the 2009 Measure A Western County highway fund asa loan to the Debt Service fund to establish the initial reserve funding. The Commission also anticipatesproviding additional liquidity support in the form of a Commission backstop loan from salestax revenuesin the annual amount up to $3,850,000 up to a maximum total amount of$38,500,OOOfrom FY2024/25through FY2038/2039. The Commission loanswill be repaid from available toll revenuesafter meeting certain blocked payment tests. The 2017 T1F1A Loan issecured by a lien on the trust estate, which consistsprimarily of toll revenuesand non -toll revenues (including account and violations revenues) less operating and maintenance expensesof the 15ExpressLanes. Debt Capacity Analysis SalesTax Debt The Commission is legally prohibited from issuing additional sales tax revenue debt if its debt coverage ratio islessthan 1.5 to 1 on all senior salestax revenue debt. The Commission adopted a higher standard of 2 to 1 as part of its debt management policy. As Chart 33 and Table 42 indicate, the Commission successfully met its policy standard for sales tax revenue debt issued under the 2009 Measure A. The 1989 Measure A related debt consistently exceeded the Commission's standard, and coverage for the 2009 Measure A related debt of 2.9 isanticipated for FY2019/20. Any coverage lessthan 2 to 1 would necessitate using other program funding to coverall debt service expenditures. 74 Chart 33 —Measure A Sales Tax Debt Capacity Analysis $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50, 000,000 $- FY 2018/ 19 FY 2019/20 Table 42 —Measure A Sales Tax Debt Capacity Analysis Sales Tax Revenues Senior Debt Service, Net of 3ibsidy Coverage Ratio -Senior Debt Long -Term Debt Rating Commercial Paper Rating Toll Debt NSeniorDebtService iiAvailable Revenues FY 18/ 19 $ 192, 000, 000 $ 66, 755, 500 2.9 Aa 2/AA+/AA P-1/A-1+ FY 19/ 20 $ 193, 000, 000 $ 66,734,300 2.9 Aa 2/AA+/AA P-1/A-1+ Upon the execution of the 2017 TIRA Loan, the toll -supported debt consists of the 2013 Toll Bonds and 201711FIA Loan assenior debt and the 201311F1A Loan assubordinate debt. Beginning in the first full fiscal year following substantial completion of the express lanes projects, the Commission isrequired to establish and collect tollsin connection with the toll road to produce net revenuesequalto or in excessof the following ratios: Coverage Ratios 2013 Toll Bonds/2013 TIRA Loan 2017 TIF1A Loan Senior lien debt Total debt Total debt plus reserve deposits and certain other funds established under the applicable indenture 150% IW- 100% -W 100 iar The Commission expects to exceed the toll coverage ratio requirements for the 2013 Toll Bonds and 2013 TIF1A Loan with a coverage ratio of 328%for FY2019/20. Aggregate Debt Service Schedule for Sales Tax Bonds Debt service requirements(Table 43 and Chart 34) forthe salestax revenue bondsare based on amortization schedulesfor the 2010BBonds, net of the BABssubsidy; 2013A Sales Tax Bonds; 2016 Refunding Bonds; 2017A Bonds; 2017B Refund ing Bonds; and 2018 Refunding Bonds. 75 Table 43—Commission Sales Tax Revenue Bonds Aggregate Net Debt Service Requirements FscaIYea r Principal Interest Subsidy Payments Net Debt Service 2020 $ 27,245,000 $ 42,292,500 $ (2,803,200) $ 66,734,300 2021 28,495,000 41,024,200 (2,982,100) 66,537,100 2022 29, 995, 000 39, 599, 300 (2,982,100) 66, 612, 200 2023 31,405,000 38,150,300 (2,982,100) 66,573,200 2024 32,635,000 36,580,100 (2,982,100) 66,233,000 2025-2029 187,520,000 158,397,800 (14,910,500) 331,007,300 2030-2034 219,185,000 111,360,400 (14,551,500) 315,993,900 2035-2039 276,575,000 46,789,600 (7,385,900) 315,978,700 Total $ 833,055,000 $ 514,194,200 $ (51,579,500) $ 1,295,669,700 Chart 34 —Commission SalesTax Revenue Bonds Aggregate Debt Service through Maturity $so,o0o,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 r I iirill111IIii ri\rtirL 9;1' S ��\fib r-1)' q�\ryb rLb\� \rye ��\ryq rt` '3p° ,b\,`L ��`S ,5`5�bb ��,b5 `D�3b �b�,�1 '\��'b ��9 ry0 ry0 ry9 99 ry0 rti9 rt0 r10 ry0 ry0 , 9 99 99 ry0 rt0 rt0 ,�9 ry0 q9 ry0 FJ FJ FJ FJ �y Fy Jai lesTax Revenue Interest uSalesTax Revenue Principal Outstanding Debt and Debt Service Requirements for SalesTax Debt as of June 30, 2020 The following is summary of debt issued and secured by 2009 Measure A sales tax revenues, receipt of which began in FY2009/10: 2005 Commercial Paper Notes (Limited Tax Bonds), Series A: In February 2005, the Commission authorized a $200 million commercial paper program. In March 2005, the Commission established the program for $185,000,000 Commercial Paper Notes (Limited Tax Bonds), Series A and B. In October 2010, the Commission reduced the program to $120 million; in September 2013, the Commission further reduced the program to $60 million. The repayment of principal and interest on the commercial papernotesissecured by an irrevocable direct draw letter of credit issued by State Street Bank, and the Measure A salestaxrevenuessecure such repayment. Maturitiesof the commercial paper notes may range from one to 270 days, and interest rates are variable and dependent on current market conditions. The Commission anticipates no outstanding commercial paper notesat June 30, 2020. The note agreements require the trustee to hold all note proceeds and a portion of sales tax revenuesand to segregate all fundsinto separate accountsas required by the indentures. 2010 Sales Tax Revenue Bonds (Limited Tax Bonds), SeriesA Tax -Exempt and SeriesBTaxable: In November 2010, the Commission issued $150,000,000 principal amount of serial bondsto retire all of the outstanding principal amount of the commercial paper notes, fund project costs, and pay issuance costs. The Commission refunded the 2010A Bonds in December 2017. The outstanding 76 2010B Bonds mature in annual installments ranging from $530,000 to $17,980,000 on various dates from June 1, 2032 through June 1, 2039. The interest rate for the 2010B Bonds is 6.807%. The Commission expects to receive BAB cash subsidies from the U.S. Treasury related to the 2010B Bonds; however, sequestration cutsmay continue to affect the subsidy amounts. The 2010B Bond agreementsrequire the trustee to hold all bond proceedsand a portion of salestaxrevenuesand to segregate all fundsinto separate accountsasrequired by the indentures. Table 44summarizes the debt service requirements, net of subsidy paymentsforthe 2010B Bonds. Table 44-2010 SalesTax Revenue Bonds Net Debt Service Requirements FscalYear Principal Interest 2020 2021 2022 2023 2024 2025-2029 2030-2034 2035-2039 Total 3ibsidy Net Debt Service $ - $ 7,649,000 $ 7,649,000 7,649,000 7,649,000 7,649,000 38, 245, 000 29,170,000 37,219,200 83, 200, 000 17, 452,100 (2,803,200) $ (2,982,100) (2,982,100) (2,982,100) (2,982,100) (14,910,500) (14,551,500) (7,385,900) 4,845,800 4,666,900 4,666,900 4,666,900 4,666,900 23, 334, 500 51,837,700 93, 266, 200 $ 112,370,000 $ 131,161,300 $ (51,579,500) $ 191,951,800 2013 Sales Tax Revenue Bonds (Limited Tax Bonds), Series A Tax -Exempt: In July 2013, the Commission issued $462,200,000 principal amount of serial bonds at a premium of $38,328,800 to retire all of the outstanding principal amount of commercial papernotes, fund a portion of the 91 Project costs, pay capitalized interest during construction, and pay issuance costs. In December 2017, the Commission refunded the callable portion of the outstanding 2013 Sales Tax Bonds. The bondsmature in annual installmentsranging from $12,690,000to $14,695,000 on variousdatesfrom June 1, 2020 through June 1, 2023; the interest rate is5.00%. The 2013 Sales Tax Bond agreements require the trustee to hold all bond proceedsand a portion of salestaxrevenuesand to segregate all funds into separate accountsas required by the indentures. Table 45 summarizesdebt service requirementsforthe 2013 Sales Tax Bonds. Table 45-2013 SalesTax Revenue Fisc a I Year 2020 2021 2022 2023 Total Bonds Debt Service Requirements Principal $ 12,690,000 $ 13, 325, 000 13, 995, 000 14, 695, 000 Interest Total Debt Service 2,735,200 2,100, 800 1,434, 500 734,800 $ 54, 705, 000 $ 7,005,300 $ 15,425,200 15,425,800 15,429, 500 15,429,800 $ 61,710,300 2016 Sales Tax Revenue Refunding Bonds (Limited Tax Bonds), SeriesA Tax Exempt: In September 2016, the Commission issued $76,140,000 in fixed rate sales tax revenue refunding bonds, at a premium of $8,414,007, to refund all of the outstanding SeriesA bonds issued in 2009, retire all of the commercial paper notes, and pay issuance costs. The bonds mature in annual installments ranging from $5,185,000to $7,305,000on variousdatesfrom June 1, 2020 through June 1,2029with interest rates ranging from 2.00%to 5.00%. Table 46 summarizes debt service req uirementsfor the 2016 Refunding Bonds. 77 Table 46-2016 SalesTax Revenue Fisc a I Year 2020 2021 2022 2023 2024 2025-2029 Total %funding Bonds Debt Service Principal $ 5,185, 000 5,445, 000 5,720,000 6,005,000 6,305,000 34, 935, 000 Requirements Interest Total Debt Service $ 2,266,100 $ 7,451,100 2,006,900 7,451,900 1,734,600 7,454, 600 1,448,600 7,453,600 1,148,400 7,453,400 2,333,000 37,268,000 $ 63, 595, 000 $ 10,937,600 $ 74,532,600 2017 Sales Tax Revenue Bonds (Limited Tax Bonds), Series A Tax Exempt: In July 2017, the Commission issued $158,760,000 principal amount, at a net premium of $28,931,909, to primarily fund the 1-15 Express Lanes project and completion of the 91 Project. the bonds mature in installments ranging from $4,690,000 to $11,440,000 on various dates from June 1, 2020 through June 1, 2039 with interest rates ranging from 3.00%to 5.00%. Table 47 summarizes debt Service requirementsforthe 2017A Bonds. Table 47 -2017 A SalesTax Revenue Bonds Debt Service Requirements FscalYear 2020 2021 2022 2023 2024 2025-2029 2030-2034 2035-2039 Total Principal Interest Total Debt Service $ 4,690,000 $ 4,835,000 5,075,000 5,280,000 5,540,000 32,155, 000 40, 965, 000 52, 040, 000 7,322,000 7,181, 300 6,939,500 6,736,500 6,472,500 27, 919,100 19,103,400 8,027,200 $ 12,012,000 12, 016, 300 12,014,500 12, 016, 500 12, 012, 500 60, 074,100 60, 068,400 60, 067, 200 $ 150,580,000 $ 89,701,500 $ 240,281,500 2017 Sales Tax Revenue Refunding Bonds (Limited Tax Bonds), SeriesBTax Exempt: In December 2017, the Commission issued $392,730,000 in fixed rate sales tax revenue refunding bonds, at a premium of $80,058,109, to refund all of the outstanding 2010A Bonds, refund a portion of the 2013 Sales Tax Bonds, and pay issuance costs. the bonds mature in annual installments ranging from $15,045,000 to $30,980,000 on va rious d ates from June 1, 2024 through June 1, 2039 with interest ranging from 4.00% to 5.00%. Table 48 summarizes the debt service requirements for the 2017B Refunding Bonds. Table 48-2017 BSalesTax Revenue Refunding Bonds Debt Service Requirements Fiscal Year 2020 $ 2021 2022 2023 2024 2025-2029 2030-2034 2035-2039 Principal Interest Total Debt Service - $ 19,366,400 - 19,366,400 19, 366,400 19,366,400 15, 045, 000 19, 366, 400 87, 300, 000 84, 766,100 149, 050, 000 55, 037, 800 141, 335, 000 21, 310, 300 Total $ 392,730,000 $ 257,946,200 $ 19,366,400 19,366,400 19,366,400 19,366,400 34,411,400 172, 066,100 204, 087, 800 162, 645, 300 $ 650,676,200 2018 Sales Tax Revenue Refunding Bonds (Limited Tax Bonds), SeriesA Tax Exempt: In April 2018, the Commission igsaed $64,285,000 in fixed rate salestax revenue refunding bonds, at a premium of $10,723,789, to refund all of the outstanding Series Band Series bondsisqaed in 2009,finance 78 the swap termination payment, and pay issuance costs. The bonds mature in annual installments ranging from $4,680,000to $7,290,000 on variousdatesfrom June 1, 2020through June 1, 2029with interest rates ranging from 4.00%to 5.00%. Table 49 summarizesdebt service req uirementsfor the 2018 Refunding Bonds. Table 49-2018 Sales Tax Revenue Refunding Bonds Debt Service Requirements Fiscal Year Principal Interest Total Debt Service 2020 $ 4,680,000 $ 2,953,800 2021 4,890,000 2,719,800 2022 5,205,000 2,475,300 2023 5,425,000 2,215,000 2024 5,745,000 1,943,800 2025-2029 33,130,000 5,134,600 To t a I $ 59, 075, 000 $ 17, 442, 300 $ 76, 517, 300 $ 7,633,800 7,609,800 7,680,300 7,640,000 7,688,800 38, 264, 600 Chart 35 presentsthe allocation of the salestax revenue bondsto the 2009 Measure A programs. A significant portion of the salestax revenue bondsfunded highway and regional arterial projects in the Western County and Coachella Valley; however, lessthan 1%funded local streetsand roads projects in the Coachella Valley and Palo Verde Valley. Chart 35 —Program Long -Term Debt Hig hw aysa nd Regional Arterials 100% Chart 36 presents the allocation of the sales tax revenue bonds by the benefiting geographic area. Chart 36 — Long -Term Debt by Geographic Area Coachella Valley 2% i Western County 98% 79 Outstanding Debt and Debt Service Requirements for Toll Revenue Bonds as of June 30, 2020 Chart 37 depicts the debt service requirements for the 2013 Toll Bonds. The 2013 Toll Bond agreements require the trustee to hold all bond proceeds and segregate funds into separate accountsasrequired by the indenture. Chart 37 -Toll Revenue Bonds Debt Service through Maturity $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 nillllllllillliu�iiiles�.�� ryoq�,yryoryO��ryo�,,yryryry�ry��,yryory��ryryryy��ryO�b�ryOry��ryO��,yryoryq��o�O�3ryo�,,y��ryO��ryo��,5ry�y�ryo�b�,5ryo�� neo\ c:\°O, 1,? O pryoby\°o�b�pryo�\ oc?,\pa Fy FJ FJ FJ FJ FJ FJ FJ FJ Fy FJ F{ FJ FJ FJ FJ Fy FJ FJ FJ F{ FJ FJ FJ FJ Fy FJ F{ FJ FJ o To II Revenue Interest o To II Revenue Principal 2013 Toll Revenue Bonds, Series A (Current Interest Obligations): In July 2013, the Commission issued $123,825,000 principal amount of serial CIBs to fund a portion of the 91 Project, pay capitalized interest during construction, fund a debt service reserve fund, fund an initial amount foran operationsand maintenance fund, and pay issuance costs. The ClBsconsist of a serial bond maturing on June 1, 2044 in the amount of $39,315,000 at an interest rate of 5.75%and a term bond due on June 1, 2048 in the amount of $84,510,000 with annual sinking funds payments of $42,255,000 on June 1, 2047 and June 1, 2048 at an interest rate of 5.75%. Table 50 sum marizesthe debt service requirementsforthe 2013 Toll Revenue CIBs. Table 50 -2013 Toll Revenue Current Interest Obligation Bonds Debt Service Requirements FscalYear Principal Interest Total Debt Service 2020 $ $ 7,119,900 2021 7,119, 900 2022 7,119, 900 2023 7,119, 900 2024 - 7,119,900 2025-2029 - 35,599,500 2030-2034 - 35, 599, 500 2035-2039 - 35, 599, 500 2040-2044 39, 315, 000 35, 599, 500 2045-2048 84, 510, 000 17, 008, 600 To t a I $ 123, 825, 000 $ 195, 006,100 $ 7,119,900 7,119, 900 7,119, 900 7,119, 900 7,119, 900 35, 599, 500 35, 599, 500 35, 599, 500 74, 914, 500 101, 518, 600 $ 318, 831,100 2013 Toll Revenue Bonds, SeriesB(CapitalAppreciation Obligations): In July 2013, the Commission issued $52,829,600 principal amount of serial CABs to fund a portion of the 91 Project, pay capitalized interest during construction, fund a debt service reserve fund, fund an initial amount for an operations and maintenance fund, and pay issiance costs. the CABs do not pay current interest as interest is compounded semiannually and paid at maturity. therefore, the CABS increase in value, or accrete, by the accumulation of such compounded interest from its initial principal amount to the maturity value in installments ranging from $3,440,000 to $34,220,000 on various dates from June 1, 2022 through June 1, 2043. Interest rates and yield to maturity range from 5.30%to 7.15%. Table 51 summarizesthe debt service requirementsforthe 2013 Toll Revenue CABs. 80 Table 51 -2013 Toll Revenue Capital Appreciation Obligation Bonds Debt Service Requirements Accreted Fiscal Year Principal Interest Total Debt Service 2020 2021 2022 2023 2024 2025-2029 2030-2034 2035-2039 2040-2043 Total $ $ 5,150,800 5,495,300 2,396,700 5,846,900 3,098,100 6,025,400 3,739,100 6,123,000 20, 311, 000 29, 836,100 11,492,900 23,583,100 - 21,612,800 11,791,800 17,206,300 $ 52, 829, 600 $ 120, 879, 700 $ 5,150, 800 5,495, 300 8,243,600 9,123, 500 9,862,100 50,147,100 35, 076, 000 21,612,800 28, 998,100 $ 173, 709, 300 2013 11FIA Loan - 91 Project: In July 2013, the Commission executed a TIRA loan of up to $421,054,400 forthe 91 Project. In FY2016/17, the Commission drew down the balance of the TIRA loan forthe 91 Project. During construction and fora period of up to five yearsfollowing substantial completion, interest iscompounded and added to the initial T1F1A loan. The 2013TIFIA loan requires mandatory debt service payments at a minimum and scheduled debt service payments to the extent additional fundsare available. 11FIA debt service paymentscommence on December 1, 2021 through June 1, 2051. The 201311F1A Loan interest rate is3.47%. Table 52 presents mandatory debt service on the 2013 TIFIA Loan. Table 52-201311RA Loan (91 Project) Debt Service Requirements Mandatory Fiscal Year Principal Interest Total 2020-2025 $ - $ 7,683,000 $ 7,683,000 2026-2030 51,000 41,117, 000 41,168, 000 2031-2035 28,991,000 86,968,000 115,959,000 2036-2040 132, 279, 000 74, 338, 000 206, 617, 000 2041-2045 99,107, 000 55,153, 000 154, 260, 000 2046-2050 233, 347, 000 26, 550, 000 259, 897, 000 2051-2055 9,563,000 332,000 9,895,000 To t a I 503, 338, 000 $ 292,141, 000 $ 795, 479, 000 Accretion (82, 283, 600) Initial Loan $ 421,054,400 In connection with the 2013 financing for the 91 Project, the Commission covenanted to deposit amountswith the toll trustee asan equity contribution of $136,451,515 to the 91 Project through FY 2016/ 17. 201711F1A Loan -1-15 Express Lanes: In July 2017, the Commission executed the 201711RA Loan up to $152,214,260forthe 1-15ExpressLanesproject.The Commission anticipatesdrawsof$61,841,100 in FY2018/19 and $75,703,000 in FY2019/20 on the 201711FIA Loan. During construction and fora period of up to five yearsfollowing substantial completion, interest iscompounded and added to the initial TIFIA loan. The 201711FIA Loan requiresmandatory debt service paymentsat a minimum and scheduled debt service payment to the extent additional funds are available. 11FIA debt service payments are expected to commence on June 1, 2025, which is five years after the projected substantial completion date of the 1-15 ExpressLanesproject, through June 1, 2053. The interest rate of the 11FIA loan is2.84%. Based on a projected draw schedule, Table 53 presents an estimate of mandatory debt service requirements. 81 Table 53 -201711RA Loan (1-15 Express Lanes) Debt Service Requirements Mandatory Fiscal Year Principal Interest Total 2020-2025 $ 2026-2030 2031-2035 2036-2040 2041-2045 2046-2050 2051-2055 8,380,700 21,484,400 26,283,400 52, 708,100 69, 600,100 $ 2,527,000 25, 340, 900 24, 958,100 22, 892, 000 19, 809, 600 14,681,500 6,059,100 $ 2,527,000 25, 340, 900 33, 338, 800 44,376,400 46, 093, 000 67, 389, 600 75, 659, 200 178,456,700 $ 116,268,200 Accretion (26, 242,400) Initial Loan $ 152,214,300 $ 294,724,900 Outstanding SalesTax Debt and Legal Debt Margin at June 30, 2020 Table 54 presentsa summary of the Commission'soutstanding debt secured by Measure A sales tax revenuesand related legal debt margin projected at June 30, 2020: Table 54 -Legal Debt Margin Authorized &IIesTax Revenue Debt 2010B Bonds 2013 &Iles Tax Bonds 2016 Refunding Bonds 2017A Bonds 2017B Refunding Bonds 2018 Refunding Bonds Total Outstanding Debt Legal Debt Margin 2009 Measure A $ 975,000,000 112, 370, 000 42, 015, 000 58,410,000 145, 890, 000 392, 730, 000 54, 395, 000 805, 810, 000 $ 169,190, 000 82 Table 55 - Budget Comparison by Department FY 2018 -2020 FY 17/ 18 Actual FY 18/ 19 FY 18/ 19 Revised Budget Projected FY 19/ 20 Budget Dollar Change Percent Change Revenues Measure A %lesTax LlFles Tax STA Sa le s Tax Federal Reimbursements Bate Reimbursements Local Reimbursements iUM FRevenue Tolls, Penalties, and Fees Other Revenue Investment Income Total Revenues Expenditures/Expenses Management Services: Executive Management Administration External Affairs Rna nce Total Management services Regional Programs: Planning and Programming Services Rail Maintenance and Operations Public and Bpecia!bad Transit Commuter Assistance Motorist Assistance Total Regional Programs Capital Project Development and Delivery Toll Operations Debt Service Principal Payments Interest Payments Cost of Issuance Total Debt Service Total Expenditures/Expenses Brcess (deficiency) of Revenues over (under) Expend itures/Expenses Other Financing Sources (Uses) Transfers In Transfers Out Debt Proceeds 11RA Loan Proceeds Payment to Escrow Agent Bond Premium Net Rnancing Sources(Uses) Excess (deficiency) of Revenues over (under) Expenditures/Expensesand Other Rnancing Spumes (Uses) Beginning Fund Balance $ 176,301,700 89,557,600 21, 320, 900 71, 468, 000 11,952,100 4,786,900 23,699,800 50,446,800 3,199, 500 9,117, 000 461,850,300 472,400 2,324,500 2,040,300 3,033,700 $ 192,000,000 96,000,000 23,203,600 59,105,700 166,590,100 23,492,500 25,922,200 36, 940, 500 1,084,400 3,408,000 627,747,000 571,600 3,098,600 2,264,900 4,475,300 $ 192,000,000 96,000,000 27,110,700 74,419,800 80,409,200 5,720,900 26,672,200 47,756,900 468,500 10,064,800 560,623,000 478,000 2,803,800 2,173,800 3,075,300 7,870,900 10,410,400 8,530,900 3,905,000 19,447,300 5,017,900 23,581,200 40,236,900 33,530,500 91, 232, 700 181, 739,100 125, 363, 500 3,427,500 4,503,100 3,376,600 3,615,900 6,184,100 4,125,800 125,762,300 287, 523,100 11,100,100 252,110,500 171,414,300 563,374,700 18,849,400 62,141,000 25,965,000 57,726,800 50,710,600 2,256,100 122,123,900 76,675,600 379,940,800 17,746,800 21,495,000 50,710,600 72,205,600 554,380,300 921,420,600 649,838,400 (92,530,000) (293,673,600) (89,215,400) 323,263,800 (323,263,800) 615,775,000 (541,889,800) 119,713,800 182, 214, 300 159, 759, 000 (182,214,300) (159,759,000) 106,081,000 (20,000,000) 193,599,000 86,081,000 61,841,100 (20,000,000) 41,841,100 101,069,000 (207,592,600) (47,374,300) 738,615,400 839,684,400 839,684,400 Ending Fund Balance $ 839,684,400 $ 632,091,800 $ 792,310,100 $ 193,000,000 97,000,000 31,050,600 89,718,700 160,596,100 9,957,900 25,000,000 41,869,400 553,000 12, 790, 700 661,536,400 773,700 4,120,800 3,265,900 6,165,200 14,325,600 11, 289,500 45, 248, 500 162,945,400 4,578,300 6,616,300 230,678,000 537,236,800 19,306,900 27,245,000 49,412,400 76,657,400 878, 204, 700 (216, 668, 300) 166, 027, 000 (166,027,000) 75,703,000 75,703,000 (140,965,300) 792,310,100 $ 651.344.800 $ 1,000,000 1,000,000 7,847,000 30,613,000 (5,994,000) (13,534,600) (922,200) 4,928,900 (531,400) 9,382,700 33,789,400 202,100 1,022,200 1,001,000 1,689,900 3,915,200 (8,157, 800) 5,011,600 (18,793,700) 75,200 432,200 1% 1% 34% 52% -4% -58% -4% 13% -49% 275% 5% 35% 33% 44% 38% 38% -42% 12% -10% 2% 7% (21,432,500) (26,137,900) 457,500 1,280,000 (1,298,200) (18,200) (43,215,900) 77,005,300 (16,187, 300) 16,187, 300 (30,378,000) 20,000,000 (10,378,000) 66,627,300 -9% -5% 2% 5% -3% N/A 0% -5% -26% -9% -9% N/A -29% -100% N/A -12% -32% (47,374,300) -6% $ 19,253,000 3% 83 Executive Management Mission Statement: Executive Management maintains the highest level of achievement and professionalism while managing the activities of the Commission to effectuate sound transportation policies, projects, and servicesto meet Riverside County'smobility needs. Chart 38-Executive Management alp port Costs 12% Pro fe ssio n a I Costs 30% Expenditures Sa la rie s a nd Benefits 58% Executive Management has a budget of $773,700 (Table 56) for oversight of all Commission functions. The 76%increase in salariesand benefits reflectsthe one-time disbursement to fund the Commission's CaIPERSretirement net pension liability, the net allocation of I -Its, and performance merit -based salary increases. Professional costsof $235,000 include legal feesand organization al consulting services. Support costs include various membership duesand staff -related travel costs of $93,600. Table 56-Executive Management Expenditure Detail FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change alb riesand Benefits Profe ssio na I Costs Legal Services ProfessionalServices - General Total Professional Costs &wort Costs Tra n sfe rs Out TOTAL Executive Management $ 284,600 $ 253,000 $ 252,700 95,300 27,000 122,300 65,500 21,600 $ 494,000 $ 175,000 100,000 55,000 50,000 230,000 150,000 88,600 75,300 571,600 $ 478,000 $ 445,100 175,000 60,000 235,000 93,600 $ 773,700 $ 192,100 76% 0% 5,000 9% 5,000 2% 5,000 6% N/A $ 202,100 35% 84 Executive Management Staffing Summary Po sit io n FY 17/ 18 FY 18/ 19 FY 19/ 20 Deputy Executive Director 0.10 0.10 Executive Director 0.38 0.32 Se niorAdministrative Assistant 0.00 0.03 SeniorOffice Assistant 0.15 0.15 FTE 0.63 0.60 Department Budget Overview Department Description 0.10 0.38 0.01 0.15 0.64 The Executive Director isresponsible fordeveloping and implementing new strategiesat the local, regional, and statewide levels to assure delivery of transportation improvements and programs throughout the County. Furthermore, Executive Management iscommitted to fostering a positive and supportive work environment for staff that emphasizes quality work and encourages teamwork and open communication, with a commitment to serving the public. This is accomplished through a productive and collaborative effort with the membersof the Commission and the oversight of the Commission's Executive Committee. Key Assum ptions for FY 2019/ 20 • The Executive Directorwill play a prominent role with external audiencesand an emphasison working with Congress, the California Legislature, Riverside County business organizations, southem California transportation agencies, and local governments regarding advancing transportation policy in California. Policy concemsinclude the need forongoing transportation investment, flexibility in project delivery methods, streamlining environmental proceryrs, and a renewed focus of the connection between transportation projects and the overall quality of life in the County. • Project delivery will be a top priority in FY2019/20 with construction continuing along the 1-15 —a project that travelsthrough the citiesof Jurupa Valley, Eastvale, Norco, and Corona. This project will generally construct two express lanes in each direction between SR60 and Cajalco Road. • Another large-scale construction project which launches in mid-2019 and will continue throughout FY 2019/20 is the addition of truck lanes in both directions of SR60 through the Badlands area of the San Gorgonio Pass. The 4.5 mile SR60 truck lanes project provides a number of safety improvementsalong a key corridorwhich IinksWestem Riverside County and the Coachella Valley. • The long-awaited Mid County Parkway project also launches construction in early 2020 with the construction of a new freeway interchange at 1-215 and Placentia Avenue. • Promoting the use of public transit will be an important Commission priority which will include marketing of the Metrolink Perris Valley Line extension and express bus service that utilizesthe 91 Exp re ss La n e s. • There will be a continued focus on enhanced cost-effective Metrolink and Los Angeles -San Diego -San Luis Obispo (LOSSAN) Rail Corridorservice along with continuing development of a Service Development Plan (SDP) and environmental document for intercity rail service forthe Coachella Valley -San Gorgonio Passcorridor. • The advancement of projectswill require a requisite increase in public outreach fortraditional and social media. This will be part of a continued effort to enhance awareness of the Commission'sactivitiesand service to the public at large. • As part of a regionwide effort, the Commission will work with local governments and stakeholdersto advance active transportation projectssuch asbicycling, walking, and transit use. 85 " The Commission will remain an active participant in a concerted statewide effort to seek, protect and utilitze transportation funding most notably implementing and advocating projectsfunded by SB 1, the state gastax increase approved in April 2017. " The Commission will continue preconstruction activitiesforthe 15/91 ExpressLanesconnector project, which received funding from 33132. " The Commission will also coordinate the implementation of other S3 132-funded Riverside County Transportation Efficiency Corridorprojectswith the respective lead agenciesto ensure timely completion. Accomplishments in FY 2018/ 19 FY2018/19witnesq.d extraordinary accomplishmentsat the Commission, placing it in the top tier of California transportation organizations. In several areas, the Commission stood by itself in successful advocacy, innovation, and leadership. " Successfully operated the RCTC 91 Express Lanessince itsopening in March 2017. The facility continuesto surpassusage and revenue expectations. " Completed improvementsto congestion hot spotslocated at the two -end pointsand on the direct connectorfrom 1-15to the RCTC 91 Express Lanes. " Improved ridership on the Metrolink PVL extension through additional marketing and a discount program. " Continued construction on the 1-15 ExpressLanesproject which isscheduled to open in 2020. " Participated in continued efforts to seek funding and approvals for special event trains for Coachella and Stagecoach music festivals and for additional phases of the environmental work neceocary to offer future intercity rail service to the Coachella Valley -San Gorgonio Pass corridor. " Successfully resolved litigation challenging the development of the Mid County Parkway and SR 60 truck Ia nes p roject. " Launched a new vanpool program known asthe RCTC VanClub, whose numbers now total 75 work -oriented vanpool arrangementsthroughout the County. " Conducted a proactive public outreach process known as Reboot My Commute which included a new website and opportunities for the public to provide input on transportation issuesthrough social media aswell astraditional communication methods. " Commenced the design -build procurement process for the 15/91 Express Lanes connector project. " Actively engaged in statewide advocacy efforts regarding legislation impacting transportation funding, proceocos, and/or programs and in federal transportation policy development. " Actively engaged in Metrolink budget, operations, and service discussionsto ensure increased service for Riverside County Metrolink usersand to effectively manage administrative costs. " Focused on collaborative efforts with other transportation agencies including RTA, aniline, SBCTA, OCTA, WRCOG, CVAG, SLAG, and Westem Riverside County Regional Conservation Authority (RCA). " Partnered with Caltrans management at District 8 and headquartersto maintain progresson initiativesand projects. " Continued to fund the acquisition of needed habitat for the Western Riverside County Multi - Species Habitat Conservation Plan (MSHCP) as outlined in the 2009 Measure A Expenditure Plan. Major Initiatives in FY 2019/ 20 FY2019/20will bring active construction of yet another major expresslanesfacility much clo%rto completion. The 15 ExpressLanesare scheduled to open in 2020 and construction hasproceeded via a design -build contract which has shortened traditional construction times and provided flexibility for the project to be built in close proximity with local interchange improvements in the 86 cities of Corona, Jurupa Valley, and Eastvale. Thanksto its location in the center median of the existing freeway and a proactive outreach campaign, community impacts during construction have been addre-md and will not require extensive right of way acquisitions. Construction impactsto the community will be much lesspronounced. The Commission isnow a toll road operatorwith new responsibilitiesfor maintenance, operations, debt service, and marketing of the RCTC 91 Express Lanes, which opened in March 2017. The responsibilities will expand in 2020 with the opening of the 15 Express Lanes and in 2022 with the opening of the 15/91 Express Lanes connector from the RCTC 91 Express Lanes to the northern segment of 1-15. Construction will also ramp up on the SR60 truck lanes project which adds new safety improvements along 4.5 miles of SR60 though the Badlanes area of the San Gorgonio Pass. This project isexpected to open to traffic in 2022. In looking toward the future, the Commission isconducting a LRTPto guide future transportation prioritiesforthe County. The technical work and public outreach forthe plan will be completed in anticipation of Commission approval in late 2019. In addition to the technical work, the success of many of these efforts will rely on proactive external communications. While traditional media relations will continue to be used, the Commission will continue implementation of a comprehensive social media outreach program to build awarenessof the Commission and its role in the community. A key part of this effort includes completion of a revamped website that will be easier to use, more informative, and compatible with mobile devices. An expanding and systematic outreach to budnessand civic groups, focusing on Commission efforts in terrns of funding, construction, and services, will be the central feature of the communications program. The communicationsand outreach effort hasbeen titled as" Reboot My Commute" and ispart of an overall effort to raise the Commission's profile and to evaluate public support for additional transportation revenue. This could lead to seek voter approval of another salestax measure in 2020, although that decision will not be made until the completion of the outreach program and public polling. Regarding public transit, the Commission will continue altemativesanalysisand planning effortsto advance the goal of additional passengerrail service to serve the Coachella Valley -San Gorgonio Pass corridor. The Commission is seeking state and federal funding to support the second phase of the project to develop an environmental impact report and conceptual service plan. The Commission also serves asthe oversight agency for state and federal transit funding in Riverside County. Local transit providers such as RTA, am Line, and the Palo Verde Valley Transit Agency (PVVTA) provide excellent transit service to their constituencies. In the past year, there have been notable succerrs such as RTA's Route 200 to Orange County and the PVVTA's Blythe Wellness Exp re ss. Asa member of Metrolink, funding and providing public transit connectionsfor commuters isan important priority for the Commission. The Commission funded and completed construction on the PVL extension in 2016. While ridership on that line is steadily growing, a continued marketing and discount ticket effort will remain in place forthe upcoming year. The Commission istaking an active role throughout the County to advance active transportation projectsfor bicyclistsand pedestrians. Working in partnership with the District, the Commission will continue to provide project delivery support services for Santa Ana River Trail projects. The Commission will also advocate and support funding of the CV Link project in the Coachella Valley. The focuson these type of projects remainsconsistent with southern California's RTP which seeks to limit GHG emissions. 87 In termsof advancing policy, a major concern in moving forward isthe State'sfinancial position and commitment to funding infrastructure and transportation. The Commission will continue to take an aggressive and active role in protecting existing transportation funding and advocating for State investments in transportation. The April 2017 approval of SB 132 to fund five key transportation projects in Riverside County was achieved thanks to the work of State Senator Richard Roth and Ascomblywoman Sabrina Cervantes, who worked closely with Board commissionersand staff. The Commission isan active member of the Self -Help Counties Coalition (SHCC), California Association of Councilsof Governments(CALCOG), and Mobility 21. Federal funding is also an important issue for the Commission's future, and the Commission will play an active role in allocating and competing for funding which has been made available by the current transportation bill, Fixing America'sSarface Transportation Act (FASTAct). Anticipating a new emphasison infrastructure investment, the Commission will work closely with Congressional membersand the U.S. DOTshould new opportunitiesarise forfunding on the federal front. While actively participating in all of these major endeavors, the Executive Director will maintain and improve administrative efficiency and fiscally sound practices characteristic of the Commission. With 54 staff positions included in the FY 2019/20 budget, the Commission's organization remainsconsistent with the Commission'sdirection. The Commission must continue to be competitive in the employment market and retain capable staff as well as attract high quality applicants. Staff training, development, and succession planning will continue, enabling our small and dedicated staff to enhance skills, productivity, and value. The Commission'sgoal isto maintain the most effective mid -sized transportation agency in Califomia. Department Goals EM1 —Focus on timely and effective completion of capital projects and implementation of needed transportation services. (Policy Goals: Quality of Life, Responsible Partner) Objectives: • Successfully manage financial responsibilities and investments for the RCTC 91 Express Lanesasa toll operator. • Continue implementation of Toll Program management strategy with active construction of the 1-15 Express Lanes project and development of the 15/91 Express Lanes connector project. • Provide successful Metrolink service and bolster ridership on the PVLextension. • Complete and adopt the LRTPto establish integrated transportation visionsand priorities. • Continue progressand outreach for the Coachella Valley -San Gorgonio Passcorridor rail service study. • Complete the logistics -related truck impact study. • Maintain Metrolink coordination and engage in collaborative effortsto addresssignificant funding and organizational challenges. • Continue engagement in rail discussionsregarding Metrolink, LOSSAN, and high-speed rail to ensure protection of Riverside service and the Commission's rights. • aipport CVAG'stransportation initiativesand projects. • Continue collaboration with member agencieson planning, funding and construction of local and regional bike, trail, and pedestrian facilities. • Update the 2008 Transit Vision to add ress long-term transit funding challenges. • Implement the Commission'sadopted state and federal legislative platforms. • Pursue all funding opportunitiesto keep projectsfunded. • Ensure the Commission'sactive participation in RIP implementation. 88 " Place a high priority in working with neighboring counties in San Bernardino, Orange, and San Diego to addresscommuting needsthat impact highway and transit facilities. " Continue collaborative efforts with local agencies regarding priorities; communicate effectively and timely with community groupsand leaders. " Continue to expand the vanpool program to provide a new and flexible commute. EM2 Maximize funding for transportation improvements in Riverside County through legislative advocacy. (Policy Goals: Quality of Life) Objectives: " Place an emphasis on implementing federally authorized and funded projects and services that are consistent with the federal transportation bill and the Commission's ongoing project p riorities. " Continue to advocate for federal investment in freight and goods movement infrastructure with the goal of mitigating community impacts while increasing capacity and local job creation and economic development. " Advocate for additional funding from the state's Cap and Trade programs for projects in Riverside County. " Pursue SB 1 funding of discretionary programs. EM3 Support regional transportation solutions in cooperation with surrounding counties that are of benefit to Riverside County. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) Objectives: " Partner with OCTA on the administration and operation of the 91 Express Lanes in both counties. This also includes careful consideration of any improvements regarding the connectionsbetween the SR241 Toll Road and the 91 Express Lanes. " Work with neighboring counties regarding corridor improvementson SR91 and 1-15. " Maintain an effective working relationship with the agenciesthat comprise Metrolinkto ensure that the County commuter rail needsare served in an efficient, effective, and safe manner. " Partner with SBCTA to enhance and publicize the Inland Empire Commuter (IE Commuter) system and work with agencies in San Diego, Orange, and Los Angeles counties to provide effective, regional511 traveler information services. " Play an active role in the implementation of intercity rail and commuter rail service in the LO SSA N ra i I corridor. " Be an active participant in discussions involving high-speed rail, especially concerning connectivity investments in the overall rail system in southern California. " Advocate for and take an active effort for additional intercity rail service to the Coachella Valley -San Gorgonio Passcorridor. EM4 Maintain effective working relationships with Commissioners to strengthen and expand the Commission's leadership in transportation policy decision -making at all levels ofgovemmentand raise the Commission's profile in the community. (Policy Goals Quality of Life, Operational Excellence) Objectives: " Facilitate Commissioner participation at the regional, state, and federal levels to raise the interestsof the Commission and seek favorable action. " Continue regularcommunication between the Executive Director, seniorstaff, and the Board. " Continue collaborative effortswith memberagencystaff regarding local prioritiesand funding challenges. 89 " Work with other levels of local government such as the County's Transportation and Land Management Agency, County Health Department, District, and local universitieson quality of life issuesthat are connected to transportation such asairquality and the environment. " Provide assistance to Commissioners who serve on outside boards such asSCAG, Metrolink, LOSSAN, and MSRC to assist their effortsto represent the County. " Upgrade the Commission's website to be easier to use, more informative, and compatible with mobile devices. EM5 Promote the Commission's effectiveness by improving and developing staff skills, using state-of-the-art working tools, and fostering an environment that encourages and rewards individua I and team effort. (Policy Goal: Operational Excellence) Objectives: " Make needed investmentsin information technology to ensure staff efficiency. " Continue to maintain a well -documented employee appraisal process that provides clear, understandable, and measurable performance criteria for all employees. " Maintain and encourage staff morale and seek continuous improvement of staff effectiveness. " Retain quality staff and evaluate staff retention strategiesand options. " Implement organizational initiatives. EM6 Develop the framework for a Commission culture that enhances productivity, encourages regular and open communication among staff, and promotes the mutual achievement of individual and organizational goals and objectives. (Policy Goal: Operational Excellence) Objective: " Facilitate open communicationsand coordination between management, professional staff, and support staff through regular meetings. ID 6ce c utive Management Performance Measures and Results FY 17/ 18 Estimated FY 17/ 18 Actual FY 18/ 19 Estimated FY 19/ 20 Projected EM 1 EM3 Expenditures/ Expenses $623,575,500 $554,380,300 $649,838,400 $878,204,700 EM5 EM6 Staffing levels 50 47 51 54 EM5 Administration costsas percentage of expenditures/ expenses 1.29% 1.42% 1.31% 1.63% 90 Administration Mission Statement: Comprised of office operations, information technology, clerk of the board, and human resources, Administration provides quality and efficient services to the Board of Commissioners, staff, and external customersin compliance with applicable federal, state, and local requirements. Chart 39 -Administration Capital Outlay 11% Sap port Costs 27% Expenditures Pro fe ssio n a I Costs 26% Salariesand Benefits 36% As noted in Table 57, the Administration Department's total budget is $4,120,800 for office operations including management of office space, lease, and equipment; records; Commission and committee meetings; special events; and the Clerk of the Board and Human Resources functions. Salaries and benefits expenditures of $1,483,800 reflect an increase of 105% for the one-time disbursement to fund the Commission's CaIPERSretirement net pension liability, the net allocation of FIts, and performance merit -based salary increases. Professional costs of $1,086,500 cover various se rvicesincluding, but not limited to, Commissioners' per diem, legal fees, and consultant and other professional servicesand reflect an increase of 28%related to information technology services. Support costsof$1,089,500coveradministrative overhead including office maintenance; information technology updates, support, and maintenance; and recruitments. Capital outlay of $461,000 covers office space improvements, information technology improvements and upgrades, and equipment upgrades. Table 57-Administration Bcpenditure Detail FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Salariesand Benefits Professional Costs Commissioner Per Diem Legal Services ProfessionalServices - General Total Professional Costs alp port Costs Capital Outlay Debt Service Tra n ste rs Out TOTAL Administration $ 677,000 $ 723,700 $ 686,700 56,600 65,000 85,400 119,000 429,500 663,800 50,000 118,700 590,000 571,500 847,800 758,700 694,100 1,015,800 850,400 381,900 511,300 508,000 24,900 153,500 $ 2,502,900 $ 3,098,600 $ 2,803,800 $ 1,483,800 65,000 95,000 926,500 1,086,500 1,089,500 461,000 $ 4,120, 800 $ 760,100 105% 0% (24,000) -20% 262,700 40% 238,700 28% 73,700 7% (50,300) -10% N/A N/A $ 1,022,200 33% 91 Administration Staffing Summary Po sit io n FY 17/ 18 FY 18/ 19 FY 19/ 20 Clerk of the Board 1.00 1.00 Deputy Clerk of the Board 1.00 1.00 Deputy Executive Director 0.03 0.00 FacilitiesAdministrator 0.00 0.10 Human ResourcesAdministrator 1.00 1.00 ITAdministrator 1.00 0.87 Procurement Manager 0.00 0.00 Records Technician 1.00 1.00 SeniorAdministrative Assistant 0.10 0.08 SeniorManagement Analyst 0.00 0.00 Senior Office Assistant 0.58 0.59 SeniorProcurement Analyst 0.01 0.00 FTE 5.72 5.64 Department Budget Overview - Office Operations Department Description 1.00 1.00 0.03 0.02 1.00 1.00 0.01 1.00 0.10 0.04 0.55 0.02 5.77 Office Operationsoverseesthe daily maintenance needsof the Commission'soffice facilitiesand staff; manages information technology and records management systems; oversees the office lease with the County; purchases office supplies and equipment; posts public notices on the website and local newspaper; maintains a safe working environment for Board members, staff, and consultants; and providessupport services. Key Assum ptions for FY 2019/ 20 • Support will be provided to 54 full-time Commission staff at the Commission's Riverside office and other project -related facilities. • Information technology staff in coordination with an information technology consultant will maintain the Commission'sinvestmentsin a state of good repairand secure mannerto ensure efficient and effective operations. • The Commission will maintain an accurate and efficient recordsmanagement system. • Staff will respond to requests for public records in accordance with the California Public RecordsAct. Accomplishments in FY 2018/ 19 • Executed a new lease with the County that includes additional office space for co -location of staff and capital program management in the Commission's Riverside office. • Maintained a disaster recovery plan to ensure uninterrupted Commission operations. • Responded to public recordsrequestsin accordance with the California Public RecordsAct. • Posted legal noticeson the website and in local newspapers in a timely manner. • Implemented a new records management system to ensure accurate and efficient processing of incoming and outgoing correspondence and documentsaswell asto enhance accessibility. Major Initiatives in FY 2019/20 The Commission will invest in an agenda management system to improve efficiencies internally while enhancing transparency. 92 Office Operationswill continue to provide high quality support servicesto the Board and to internal and external customersby providing a work environment that enhancesthe overall mission of the Commission. The Commission moved to its current office in Riverside in 2002. In connection with the expansion of the office space to co -locate staff and capital program management, the Commission will complete an update of the office and workspacesto provide a productive and efficient environment in a prudent and economical manner. Department Goals —Office Operations 001 — Ensure quality service that demonstrates responsiveness and flexibility and provides services at the most reasonable cost. (Policy Goal: Operational Excellence) Objectives: • Support 54 full-time Commission staff. • Manage the Commission'sinformation technology systems. • Continue to improve administrative efficiency through automation of records processing. • Post legal notices on the Commission'swebsite and in the newspaperson a timely basis and in accordance with applicable federal, state, and local regulations. • Provide office supplies, equipment, and services consistent with intended quality and capabilitiesat the most advantageousprice afforded in the market. 002 — Facilitate access to Commission information and records. (Policy Goal: Operational Excellence) Objectives: • Respond to requests for records and information on a timely basis and in accordance with state law. • Maintain Commission agreements, amendments, MOUs, resolutions, and ordinances. Department Budget Overview —Clerk of the Board Department Description The Clerk of the Board providessupport servicesto the Board of Commissionersand itsalternates and for Commission and committee meetings. It serves as an important resource for the Commission and hasthe responsibility for: • Recording, publishing, preserving, and filing meeting proceedingsof documentsacted upon by the Commission and itscommittees; • Processing claimsagainst the Commission; • Fulfilling requirements of the Commission and the committees as it relates to the Conflict of Interest Code; • Serving as the Fling Officer for Economic Interest and Campaign Disclosure statements and legal claimsagainst the Commission; • Coordinating Commission special eventsand meetings; and • Performing all duties required by law, rules, or order of the Board. Assuch,thisdepartment hasa direct link and responsibility to serve local taxpayersand the public while supporting the actions of the Commission. The need to be accountable to the public at large is further amplified by the need to comply with federal and state law requiring prompt responsesto California Public RecordsAct requests. 93 Key Assum ptions for FY 2019/ 20 • The Clerk of the Board will provide staff support and meeting servicesto 34Commissionersand theiralternates, the Commission, standing committees, and a number of ad hoc committees. • Staff will publish and distribute monthly agenda packets and supporting documents in accordance with the Brown Act. • lhe Clerk of the Board will keep officers and members of the Commission informed by providing them with the most current and accurate data to assist them and facilitate their decision -making responsibilities. • Frequent communication with Commissioners will continue in order to provide news and updateson Commission itemsand transportation -related meetings. • Available technology will be used to provide simplified access to agenda items and Commission actionsto the public, local agencies, and staff. Accomplishments in FY 2018/ 19 • Updated the web page and the bulletin board for the agenda, minutes, and supporting documents. • Regularly advised officers and members of the Commission and their staff on changes to Commission meetingsand othertransportation-related meetings. • Arranged Commission and committee meetingsand special eventsof the Commission. • Processed and transmitted Commission -approved resolutions to appropriate agencies in a timely manner. • Implemented Laserfiche, a comprehensive recordsmanagement system. Major Initiatives in FY 2019/ 20 Each year, local agenciesmake changesto their appointments regarding representation on the Commission. Staff will continue to ensure that the newly appointed representatives, aswell astheir respective staff, are aware of operational policies of the Commission and other transportation - related meetings. there will be continued emphasis on the utilization of electronic mail with Commissionersfor more efficient communications. Clerk of the Board staff will continue to provide high quality support servicesto the Board. Staff will also continue to update technology to streamline proceuwsand proceduresforeasieraccessto Commission actions, minutes, resolutions, and ordinances, including electronic agenda distribution. Department Goals —Clerk of the Board CB1 — Ensure coordination and documentation of Commission and committee meetings and provide public accessibility to agenda items as required by state regulations. (Policy Goal: Operational Excellence) Objectives: • Provide accurate, high quality agenda packetsfor Commission and committee meetings. • Continue to provide support to Commission members, staff, and attendees of Commission and committee meetings. • Post meeting agendas and supporting documents in compliance with Brown Act requirements. • Maintain an accurate list of Commissioners and alternates and submit membership roster changesto the Secretary of State. • Maintain and file all Commission and committee meetings and official records of the Commission. 94 " Perform all dutieswithin mandated deadlines. " Maintain and promote good Commission and staff relations. CB2 Facilitate access to Commission meetings and activities. (Policy Goal: Operational Excellence) Objectives: " Implement an agenda program that iscompatible with a new recordsmanagement system and other Commission software. " Coordinate special activities, meetings, events, and conferences as requested by the Executive Director and the Commission. Department Budget Overview Human Resources Department Description Human Resourcesresponsibilitiesinclude: " Planning, administering, and implementing human resources programs, including the recruitment, selection, and appraisal process; " Employee training and development; " Classification and compensation studies; " Benefitsadministration; " Employee relations; and " Recommending, implementing and maintaining personnel policies, procedures, and practices. Key Assumptions for FY 2019/ 20 " Staff will maintain quality service levels in all Human Resourcesprograms. " The asccssment of Human Resourcespolicies, practicesand procedureswill continue. " Continuous improvement in communication with employees regarding Human Resources information will be an ongoing process. " The Commission will comply with state and federal labor law regulations. Accomplishments in FY 2018/ 19 " Maintained the employee performance appraisal system. " Conducted annual benefitsopen enrollmentswith all employees. " Completed a classification study for select classification in variousdepartments. " Regularly provided information to employeeson changesto health insurance, 401(a) defined contribution, 457 deferred compensation plans, and the personnel policies and procedures manual through the Commission'sintranet. " Recruited and filled two temporary employees, four service retirements, and six new hires in full-time positions. " Coordinated training sessions on effective communications and continuous web -based training on software, leadership skills, time management, and conflict resolution. " Disclosed employees' compensation on the Commission's website in compliance with the State Controller's Office and CaIPERS. Major Initiatives in FY 2019/ 20 Human Resourcesfocuseson managing employeesand consistsof a framework of activitiesand practices that support and develop a motivated workforce, complying with legislation and 95 regulationsthatgovern the employer/employee relationship, and ensuring parametersforfairand consistent decision -making and good workplace practices. Staff useswritten position descriptions and performance expectations in order to obtain a clear and consistent understanding of what isexpected. Department Goals —Human Resources HR1 —Administer human resources policies, procedures, and programs in order to align personnel laws and the Commission's policies with continuous improvement principles. (Policy Goal: Operational Excellence) Objectives: • Review and update personnel policies and procedures to comply with federal and state requirements. • Provide information to enhance the employee'sknowledge of current personnel policiesand proceduresin variousformsincluding electronic access, workshops, and printed information. • Ensure that employee personnel records are documented and updated timely for various personnel actions. HR2 — Continue to employ and recruit a dynamic and talented workforce. (Policy Goal: Operational Excellence) Objectives: • Maintain a compensation program that ensures internal equity and external competitiveness within the pay structure for Commission employees. • Exercise care in making high -quality, diverse appointmentsto fill staff positions. • Maintain a comprehensive new employee orientation program. HR3 — Develop people to be their best in order to meet the needs of the organization. (Policy Goal: Operational Excellence) Objectives: • Build and maintain an effective performance system to include timely performance evaluations, personal development, and a supportive work environment. • Provide appropriate and timely training to meet the demands of the organization and professional growth and development of all staff members. • Fosterteamworkthrough cooperative effortsand support for shared success. HR4 — Understand and consistently deliver excellent customer service to all employees. (Policy Goal: Operational Excellence) Objectives: • Focus on "employee as customer" and consistently strive to exceed expectations by supporting and maintaining individual respect, appreciation, management accessibility, and communication. • Determine system requirementsand identify optionsforan employee intranet. • Assist employeesin utilizing employer -provided benefitsto enhance their health, wellness, and quality of life. 96 HR5 —Improve the quality of the work culture. (Policy Goal: Operational Excellence) Objectives: • Develop and maintain a safe and healthy working environment by retaining open lines of communication throughout the organization; complying with established federal, state, and local regulations; and implementing best practicesto promote safety and prevent legal risks. • Provide a safe working environment with the maintenance of an injury and illness prevention program. • Maintain a proactive employee relations process by facilitating a collaborative, professional working environment with all staff members. • Promote a work/family balance. • Recognize and reward individual contributions, innovation, and learning from experience. ID Administration Performance Measures and Results FY 17/ 18 Estimated FY 17/ 18 Actual FY 18/ 19 Estimated FY 19/20 Projected 001 Staff supported: Regularfull-time 50 47 51 54 002 Legal notices 25 20 22 25 CB1, CB2 Commission, Committee, and Ad Hoc meetings 47 43 50 50 CB1 Commissionerssupported (including alternates) 62 62 62 62 HR1, HR4 Employee rules/Benefitsreview sessions held 2 2 2 2 HR2 Recruitments 6 8 6 6 HR2 Positions filled 6 8 6 6 97 ate ma I Affa irs M issio n Statement: External Affairs communicates, engages in, and develops relationships with the public, key stakeholders, and governmental decision -makers to connect the lives of Riverside County residents. Chart 40 — Exte ma I Affairs alp port Costs 19%-N Pro fe ssio n a I Costs 34% Salariesand Benefits 47% Expenditures lhe External Affairs Department has a total budget of $3,265,900 (Table 58), an overall 44% increase. Salaries and benefits reflect an increase of 82%due to the one-time disbursement to fund the Commission's CaIPERS retirement net pension liability, the net allocation of I -Its, and performance merit -based salary increases. Professional costs of $1,111,000 includes legislative advocacy, graphic design, and website updates. Legislative advocacy costsremain unchanged from FY2018/19. Overall, professional costs reflect an increase of 11%due to multimedia public outreach and engagement. Support costs of $612,900 include advertising, various membership dues, and subscriptionsto businesssoftware productsand journalistic publications. Support costs also include staff -related travel costs, which remain at flat levels, to Sacramento, Washington, D.C., and professional conferences. SLpport costsreflect a 49%increase primarily due to planned public engagement and education efforts undertaken at the Commission's direction, a large component of which includes social media and online marketing, as well as restarting the Commission's Annual Report distributed to the citizensof Riverside County. 98 Table 58 - BctemaI Affairs Bcpenditure Detail FY 17/ 18 Actual FY 18/19 Revised Budget FY 18/ 19 FY 19/ 20 Projected Budget Dollar Percent Change Change SalaTie sand Benefits Profe ssio na I Costs Legal services Professionalservices - General Total Professional Costs alp port Costs Transfers Out TOTAL Extema I Affairs $ 855,100 $ 849,100 $ 848,900 $ 1,542,000 $ 692,900 82% 55,500 1,028,000 1,083,500 101,700 124,700 $ 2,165, 000 41,500 961,900 1,003,400 412,400 41,500 959,900 1,001,400 323,500 $ 2,264,900 $ 2,173,800 45,000 3,500 1,066,000 104,100 1,111,000 107,600 612,900 200,500 $ 3,265,900 $ 1,001,000 8% 11% 11% 49% N/A 44% External Affairs Staffing Summary Po sit io n Deputy Executive Director External Affairs Director Legislative Affairs Manager Public Affairs Manager Se niorAdministrative Assistant SeniorManagement Analyst Senior Procurement Analyst FTE Department Budget Overview Department Description FY 17/ 18 0.59 0.84 0.95 0.67 0.69 0.64 0.15 FY 18/ 19 FY 19/ 20 0.55 0.66 0.89 0.25 0.45 0.76 0.12 4.53 3.68 0.48 0.78 0.96 0.48 0.75 0.48 0.03 3.96 the External Affairs Department managestwo core functions: legislative affairsand public affairs. These are public -facing functions with high impact on how citizens, stakeholders, and decision- makersinteract with the Commission. Leg isla tive A ffa irs Improved mobility for Riverside County residentsrequiresthe financial resourcesand public policy to implement transportation projectsand programs. Through proactive advocacy at all levelsof government, the Commission exercises leadership to advance the agenda of Riverside County taxpayers. The Commission's legislative engagement takes many forms including, but not limited to • Seeking specific itemsin state orfederal budgets; • Changing the law; • Shaping rulesand regulations; • Educating elected, appointed, and career government officials, as well as interest groups; and • Pursuing grant funds. Coverage of the many policy and funding issues that affect mobility within Riverside County requires a team approach. The Commission's historically effective and savvy approach to legislative advocacy isconsistent with the Commission'soverall theme of a lean staff and utilizing consultantsin theirareasof expertise. The Commission retainslegislative consultantswith decades 99 of experience on transportation policy and funding based in Washington, D.C. and Sacramento, providing day-to-day representation and insights that help guide staff. The consultants, often referred to as legislative advocates or lobbyists, are procured every few years through a competitive and transparent processthat seeksto acquire the greatest talent and the best value for the Commission. The FY2019/20 budget does not contemplate any increases in retainer fees for legislative consulting services, as the 2016 procurement of these consultants yielded level overall feescompared to FY2018/19. Staff, in consultation with the legislative advocates, provides recommendations and support to Commissioners, who set legislative policy priorities and are often the Commission's most effective advocates in Washington, D.C. and Sacramento. Commissioner engagement takes the form of actions such as adopting a legislative platform; taking positions on individual bills; and communicating with government decision -makers in writing, verbally, or through physical tripsto capital cities. Thus, the Commission'steam approach for legislative advocacy isbest likened to a three-legged stool held up by Commissioners, professional staff, and professional legislative consultants. An esscntial component of the Commission's legislative affairs program is participation in formal and informal coalitions of similarly -interested agencies and stakeholders. Examples of formal coalitionsare: • Mobility 21 —a coalition of public agencies, the Automobile Club of Southern California, and businessadvocacy groupsin southern California; • SHCC —an alliance of all California countieswith voter -approved salestaxesfortransportation projects; • CALCOG —a diverse alliance of transportation and planning agenciesthat are impacted by the State'slawsand regulationson land use, air quality, and transportation; • California Toll Operators Committee (CTOC) - an industry group of tolling agencies that collaborate on mattersof common interest pertaining to operations, technology, finance and public policy; and • International Bridge,Tunnel, andTumpikeAssociation —an industry group of public and private stakeholdersin the tolling industry that focuseson federal policy and developing best business practiceswithin the tolling community. Although participation in these coalitions requires staff and consultant time, they leverage the collective strength of more voices beyond the Commission, which is often necessary to affect policy change. Additionally, members of these coalitions may have expertise and resources outside of the Commission's current capability that can contribute significant value to the Commission. Active engagement by the Commission in the development and implementation of significant federal infrastructure legislation will be necessary to ensure Riverside County taxpayers receive a proportional benefit to any federal investment. Moreover, implementation of the federal FASTAct will continue, meaning significant rulemakings and release of grant funding opportunities are anticipated. A key recommendation of the Commission's Strategic Amassment isforthe Commission to pursue state and federal funding for priority projects, given the yawning gap of funding for Riverside County's long-term mobility needs. In pursuit of executing this recommendation, in 2017, the Commission developed anon -call grant writing bench comprised offourhighlyqualified firms. This bench wasutilized in FY2017/18and FY2018/19to pursue competitive state and federal funding 100 from SB 1 and the U.S. DOT. The bench will continue to be called upon in FY2019/20 and beyond to pursue additional competitive grant funding opportunities. Public Affairs The Commission's commitment to engage and educate residents, business operators, and motoristsrequiresa comprehensive public affairsprogram. The Commission continuesto develop relationshipswith the public and major stakeholdersthrough many channels, including: • Participating in or hosting public meetings; • Interacting with communities of interest and stakeholder groups, such as chambers of commerce, industry associations, service clubs, and other community -based organizations and businegms; • Producing and providing resource materials, such asfact sheets, brochures, and newsletters in print and digital form; • Maintaining and enhancing the RCTC.org website and supporting other Commission project - related websites; • Communicating with news media outlets through news releases, radio and television interviews, advertisements, and cable television recordings; • Engaging in two-way dialogue with the public via RCTC's Facebook, Twitter and Instagram platforms, with a focus on thoughtful, quick responses to questions and comments, and an increasing number of short videos; • Building awareness and support for Commission's projects, services, and funding challenges through a comprehensive, data -driven public engagement program, with tools to receive public feedback about transportation prioritiesand funding; • Producing annual reportsto the citizens of Riverside County in both digital and print formats; and • Measuring public affairs activities to aq,mssprogress toward goals and determining the most effective meansof reaching variousstakeholders. The Commission will place continued emphasis on providing communications support to major projects, such as: • 1-15 Express Lanes • SR60truck lanes • I-15/Railroad Canyon interchange • Mid County Parkway (1-215 Placentia interchange) • 91 corridoroperations • 1-15 Express Lanes —Southern Extension • SR79 realignment • 71/91 connector • 91/PVLMetrolink passongermarketing • Coachella Valley -San Gorgonio Passcorridor rail service The Commission will also continue to promote high -value public services such as FSP, VanClub, and other motorist and commuterassistance programs. Further, the Commission will educate the public about the importance of rail safety, through Operation Lifesaver International (Operation Lifesaver). Operation Lifesaver teaches target audiences, especially schoolchildren and their families, how to remain safe around train tracks, with the goal of reducing injuriesand fatalitiesassociated with trains. 101 the Commission's communications efforts also will focus on marketing and customer service for public transit operationsincluding Metrolink service, the RCTC 91 Express Lanes, and the future 15 Express Lanes. The Commission has a significant stake in ensuring positive experiences by the public with these transit and toll services. A majoremphasisforthe Commission isincreased digital communications. the FY2019/20 budget will include major investments to improve the Commission's engagement in online and mobile communications with its customers and constituents. The public can expect to see increased information from The Point, the Commission'se-newsletter and blog; RCTC.org, the Commission's website; and social media accounts. Staff will continue to produce quarterly reports to monitor the effectivenessofthese digital communication activities. Last year, based on direction provided by the Commission at the January 2018 workshop, staff began a robust public engagement program to ascertain public priorities and provide information about the Commission'sstewardship of taxpayer dollars. The Commission isgathering public feedback related to transportation prioritiesand the $12.6 billion shortfall that existsto fund capital improvementsthrough 2039. Using consultant services, the Commission isusing an array of toolsto assesspublic opinion, including digital advertising, social media, focusgroups, and polling. Resultsfrom the public engagement program will guide the Commission'sfuture decision to place a salestax measure on the ballot for voter approval. Key Assumptions for FY 2019/ 20 • The Commission will continue to implement recommendations of the RCTC Strategic Also ssm a nt • The Commission will continue its countywide multi -media public engagement program to ascertain transportation prioritiesand needsof Riverside County residentsand stakeholders. • The failure of Proposition 6 last year will allow continued funds from SB 1, the $5.2 billion transportation funding package adopted in April 2017, requiring policy engagement and public communicationsfrom the External Affairs Department. • The External Affairs Department will continue to support efforts to deliver S3132 projects and communicate progressto key state and local officials. • The Commission will adopt federal transportation funding reauthorization principles and will engage in policy and funding advocacy with Congressand the Trump Administration. • The Commission will remain an engaged party in public policy and funding matters at the state and federal levels. • Toll operations on the RCTC 91 Express Lanes and future 15 Express Lanes will necessitate focused attention on public affairsand marketing regarding the new express lanes. • Construction of the 1-15 Express Lanes and SR60 truck lanes as well as the advancement of otherCommission projectswill require ongoing public outreach and engagement. • The External Affairs Department will work internally to inform, coordinate,and support initiatives acrossall Commission departmentsto ensure a high level of collaboration and cohesiveness, especially related to external -facing work products. • The External Affairs Department will carry out an intensive overall work program, consistent with the reorganization that took place in FY 2017/18, under the leadership of the External Affairs Director with guidance from the Deputy Executive Director and Executive Director. Accomplishments in FY 2018/ 19 Legislative Affairs 102 " Sought state and federal grant funding forCommission projectssuch as1-15/Railroad Canyon interchange, 71/91 connector, 15/91 Express Lanesconnector, 91 corridoroperationsproject, and Coachella Valley -San Gorgonio Passcorridor rail service. " Supported the 1-15 Express Lanes project team by communicating with legislators and their staffsregarding project status. " Maintained communication with Sacramento officialsregarding SB 132 projects. " Developed FASTAct reauthorization principles. " Assumed position of Chair of the Southern California Legislative Roundtable, a coalition of legislative advocatesrepresenting southern California transportation agencies. " Supported 331 education effortsacross Riverside County. " Authored numerouslettersof correspondence to governmental decision-makersdetailing the Commission'spositions. " Participated in advocacy by coalitionsof which the Commission isa member. " Partnered with local business advocacy groups on advocacy tripsto Washington, D.C. and Sacramento. " Provided technical assistance and policy briefingsto legislatorsrepresenting Riverside County. Public Affairs " Produced quarterly metrics reports to the Commission on data related to social media, The Point newsletter and blog, and website activity. Met or exceeded goals set for public engagement through the tools. " Continued updatesand publicly launched the Commission'supdated website, RCTC.org, to meet modern standards and expectations, creating a more transparent and accessible platform forvisitorsto receive information about multiple transportation projectsand services. " Asa result of construction of the 1-15 Express Lanes, engaged the community through open houses, the project website, videos, construction updates, social media platforms, project helpline, emergency responder and public information officer briefings, and neighborhood canvassing. " Informed motorists of multiple weekend closures of the RCM 91 Express Lanes and general- purpose lanesforrestriping and tolling technology changes. " Created consistent branding forproject fact sheetsto help boost the Commission'sbrand and identity. " Secured constituent support for federal grant funding for the 71/91 connector project using RCTC.org. " Continued the Operation Lifesaver rail safety program throughout the County. " Hosted informational boothsand gave presentationsto numerousservice clubsand business groupsand at town hall meetingsforcitiesand County supervisors. " Promoted the 91/PVL and special trains, including the Angels Express, Football Train, and service to the Mission Inn Festival of Lights, and supported school and senior center tours on public transit and other similar efforts. " Assisted with inquiriesand marketing of the RCTC 91 Express Lanes, which marked its second yearof service in March 2019. " Conducted public education program for SB 1 funding, using city -specific fact sheets and social media postsabout projectsdelivered through thisgastax revenue. " Began Public Engagement Program activities, including digital advertising, videos, social media posts, development of an interactive web tool, and establishment of a digital "annual report. 103 " Participated in industry gatherings, such as the Mobility 21 summit and S-ICC Focus on the Future providing informational materials and discussing the Commission's work within the transportation industry. " Supported the Rail Department with technical advisory committee meetingsforthe proposed Coachella Valley -San Gorgonio Pass corridor rail service and regional briefings for the Next Generation Rail Study. " Issued 12 news releasesto media outletsand responded to media inquiries regarding various Commission projectsand issues. " Marked 25yearsof FSPoperationsand Metrolinkservice in Riverside through variousawareness activities. Major Initiatives in FY2019/20 Legislative Affairs The Legislative Affairs team will continue monitoring and engaging in individual legislation that movesthrough Congressand the State Legislature, pluspoliciesemerging from the Gubernatorial and Presidential Administrations. The team will also aggressively pursue grant funding opportunities in collaboration with other Commission departmentsand external partners. It ispossible that a federal infrastructure funding package will move forward in FY2019/20. If such a package begins to move forward, significant Commission engagement will be necessary to ensure Riverside County isable to receive itsfairshare of funding. In the meantime, the Legislative Affairs team will prepare federal transportation funding reauthorization principlesin preparation forcongressional and administrative deliberationson the next surface transportation law that will succeed the FASTAct in 2020. In Sacramento, the Legislative Affairs team will focus on implementation of SB 1, pursuant to the Commission'sadopted state legislative platform. A priority issue in both Washington, D.C. and Sacramento will be implementation of a pilot program in the FASTAct that allowsstatessuch as California to substitute itsenvironmental law for federal environmental law. Thispilot program hasthe potential to save time on future Commission projects. Finally, the Legislative Affairsteam will continue to manage the consultant contractsthat assist the Commission in applying for state, federal, and regional grant funds and provide advocacy servicesin Washington, D.C. and Sacramento. Public Affairs An ambitious year is planned for the Commission's Public Affairs program. Staff will continue its robust and transparent communication effortsacrossRiverside County to enhance Commission's brand awarenessand to engage in two-way dialogue with constituents. The Commission'sfocus isusing modern technology to reach asmany people aspossible. Accordingly, major Public Affairs initiativesfor FY2019/20 include: " Preparing fresh content for RCTC.org and The Point enewsletter and blog to reflect Commission prioritiesand updatesto projectsand programs. Staff will increase engagement with residents by soliciting support forvariousfunding initiatives. 104 " Continuing community outreach for construction of the 1-15 Express Lanes, including weekly construction updates, videos, social media activity, presentations, roundtable meetingswith partneragencies, and rapid response to questionsfrom motoristsand residents. " Using the input from the #RebootMyCommute campaign to gain a greater understanding of the needs of residents countywide, improve Commission's communication with the public, help inform the development of the new Measure A Expenditure Plan, and provide data for potential future funding initiatives. " Continuing Operation Ufesaver'seffective rail safety education campaign at Riverside County schoolsand community sites. " Assisting the Rail Department with Metrolink marketing efforts to educate county residents about the commuting and recreational benefitsof riding Metrolink. " Initiating public outreach activities for the start of construction of the SR60 truck lanes between Moreno Valley and Beaumont. Heavy emphasis will be placed on the six-month westbound lane closure, which may begin in late summer2019. " Tracking construction start dates and planning for upcoming projects: I-215/Placentia interchange, Pachappa underpass, 91 corridor operations, 71/91 connector, 15/91 Express Lanes connector, I-15/Railroad Canyon interchange, and 1-15 Express Lanes Southern Extension. " Measuring public engagement activities by tracking social media likes, followers, engagement, and impressions; overall social media sentiment; subscribers to The Point enewsletter; website visitors; and other metrics. Department Goals lhe External Affairs Department plays a unique role by providing broad internal support to all Commission departmentswhile also being the conduit fora wide variety of external stakeholders to receive information and advance the public's general interest in better mobility in Riverside County. To that extent, the External Affairs Department's goals truly are the Commission -wide goalsof quality of life, operational excellence, connecting the economy, and being a responsible partner. the External Affairs Department will adapt to ensure achievement of these broader organizational aims. 105 Extema I Affairs Performance Measures and Results FY17/18 Estimated FY17/18 Actual FY18/19 Estimated FY19/20 Projected Legislative action submittalsto Commission 8 9 8 8 Commission -adopted legislative positions N/A 9 8 8 State/federal/regional grantspursued 3 3 1 3 Itemsof state orfederal legislation sponsored by the Commission 1 1 0 0 Speakersbureau/stakeholderpresentations/events 116 120 100 110 Social media postingsper week (average) 5 6 6 6 Facebook"Likes' 7,467 7,774 8,000 8,500 Twitter followers 992 994 1,200 1,300 Instagram followers 170 265 500 600 "The Point" postingsper month (average) 2 3 4 4 "The Point' subscribers 800 1,484 2,000 2,500 Website visitorsper month (average) 10,000 11,244 12,000 13,000 Operation Lifesaverschool and community presentations/events 65 69 65 65 106 Finance Mission Statement: Finance safeguards the Commission's aoccts and maintains strong and prudent fiscal controls in accounting, budgeting, procurements, debt financing, investing, and financial reporting including ongoing disclosure to all interested parties. Rnance %eksfinancing altemativesthat complement the Commission'sstrategic direction. Chart41 —Finance ailariesand Benefits 15% Expenditures Pro fe ssio n a I Costs 14% Capital Outlay 5% the Finance Department's total budget is$16,253,100 (Table 59) and reflects an 8%decrease over the prior year's budget. Department staffing costs will total $2,511,300 and reflect the one-time disbursement to fund the Commission's CaIP❑RSretirement net pension liability, the net allocation of Flbs, and performance merit -based salary increases. Professional costs of $2,200,100 include various services related to general and specialized legal, financial and investment advisory, audits, debt management, CAFRand annual budget graphic design and publication, and procurement. atpport costs of $608,800 include insurance, printing, and staff training. Capital outlay of $845,000 inc ludesERP updates. Transfers out of $10,000,000 and $87,900 are related to funding a portion of the debt service interest payments and administrative coststo the General fund, respectively, from the 2009 Measure A Western County bond financing program. Table 59—Finance Expenditure Detail FY 17/ 18 Actual FY 18/19 Revised Budget FY 18/ 19 FY 19/ 20 Projected Budget Dollar Percent Change Change Salariesand Benefits Pro fe ssio n a I Costs Legal Services Audit Services Fna ncial Advisory Professional cervices- General Total Professional Costs aipport Costs Capital Outlay Tra n sfe rs O u t TOTAL Finance $ 1,146,000 $ 1,182,300 34,000 441,000 181,100 862,000 1,518,100 369,600 14, 013, 800 $ 17, 047, 500 155,000 427,500 150,000 1,503,300 2,235,800 543,500 513,700 13,183,400 $ 17,658,700 $ 1,138,600 $ 2,511,300 $ 1,329,000 112% 150,000 427,500 200,200 627,600 1,405, 300 431,400 100,000 11,253,400 $ 14,328,700 270,000 115,000 74% 573,700 146,200 34% 250,000 100,000 67% 1,106,400 (396,900) -26% 2,200,100 (35,700) -2% 608,800 65,300 12% 845,000 331,300 64% 10,087,900 (3,095,500) -23% $ 16,253,100 $ (1,405,600) -8% 107 Finance Staffing Summary Po sit io n FY 17/ 18 FY 18/ 19 FY 19/ 20 Accountant 0.98 0.98 0.94 Accounting Assistant 2.00 2.00 2.00 Accounting Supervisor 0.00 0.00 1.00 Accounting Technician 2.00 2.00 2.00 Chief Financial Officer 0.63 0.65 0.62 Deputy Directorof Finance 0.90 0.91 0.94 Procurement Manager 0.19 0.12 0.16 SeniorAdministrative Assistant 0.65 0.65 0.67 Senior FinancialAnalyst 0.59 0.60 0.42 SeniorManagement Analyst 0.00 0.00 0.01 Senior Office Assistant 0.27 0.26 0.30 Senior Procurement Analyst 0.11 0.10 0.08 FTE 8.32 8.27 9.14 Department Budget Overview Department Description Finance and Accounting Commission resources are allocated to assure financial stability and fiscal accountability. Finance activities include investing the Commission's cash resources, planning and directing financial transactions, and subsequent monitoring of legal and regulatory requirements. Adequate cash flow must be maintained while at the same time prudently investing operating and capital funds. Borrowing needsare carefully planned using both short- and long-term debt. Once debt is ivied, there are ongoing responsibilities including interaction with financial advisors, bankers, dealers and remarketing agents, underwriters, bond counsel, bond insurers, trustees, issuing and paying agents, arbitrage consultants, investment managers, and rating agenciesaswell asproviding regularand consistent information disclosure to investors. Fiscal accountability involves receiving all funds due the Commission, paying all Commission obligations, maintaining the general ledger, reporting regularly on the Commission'sfiscal results, and preparing and monitoring the budget. Fiscal accountability requires the coordination of budget planning and monitoring and the accurate and timely accounting for all funding sources, including compliance with all applicable laws and regulations governing those funds. Accounting encompass cash receipt and disbursement functions, maintenance of the general ledger including project cost accounting, payroll processing, debt and investment management, quarterly and annual financial reporting, and retention of and coordination with independent auditors. lhe Commission also recognizes the importance of accountability for the organization. As a result, the Commission is highly regarded by individuals, peers, other organizations, and government officials at a local, regional, state, and national basis. A formal organizational accountability program is in place to address fraud risk, ethical conduct, and financial and operational disclosure and to maintain the public'sconfidence in the Commission. Accordingly, measures have been implemented based on a conceptual framework related to oversight, reporting, fraud, internal control, and ethics. 108 Procurement Management Procurement management is responsible for the purchase of all goods and services, in accordance with the Commission's Procurement Policy Manual and federal and state funding requirements to ensure the implementation of the Commission's projects and programs. The procurement process is centralized and includes conducting outreach, issuing solicitations, oversight of the proposal evaluation process, conducting contract negotiations, recommending contract award, and updating procurement policiesand proceduresasrequired. After contract award and during the contract lifetime, contract administration activities include issuing contract task orders and amendments; ensuring compliance with contract terms, conditions, and deliverables; and monitoring contract balancesto prevent contract overruns. Procurement management also includes oversight of the Commission's DBE and SBE program. this includes developing DBE contract goals, attending various DBE/SBE outreach events to encourage participation on Commission contracts, monitoring DBE participation achievement, and ensuring all vendors have an equal opportunity to provide the Commission with goods and services. Risk management includes identifying Commission insurance needsto protect the Commission's asscts, such as its commuter rail stations, toll facilities, and vacant land, and to ensure that insurance requirementsfor services purchased with public fundsare applied in the Commission's best interests. Activities also include reviewing scopes of work to ensure insurance limits are adequate, tracking consultant insurance certificates, managing claims, and annually reviewing and renewing the Commission'sinsurance policies. Key Assumptions for FY 2019/ 20 • The commercial paper letter of credit facility will be maintained with strong short-term ratings. • The Commission will maintain strong AA category long-term credit ratings related to its sales tax bondsand investment grade ratingsrelated to itstoll bondsand TIFIA loans. • Proceedsfrom the 2017A Bonds, 201711RA Loan, and federal fundswill be used to fund the I- 15 ExpressLanesproject. • A consultant will perform annual arbitrage calculations related to the outstanding debt issues. • The Commission will continue development of an innovative financing option to fund Westem County highway project priorities. • The Commission will pay 100% of the actuarially determined contribution related to postretirement health care benefitsbased on a current actuarial valuation. • The Commission will fund 100%of its CaIPERSretirement net pension liability. • Finance will commence migration and implementation of a new cloud -based ERP system and will implement a comprehensive budget software tool. • The Commission will implement GASB Statement No. 87 related to the accounting and financial reporting for leases following a review of the Commission's leases with right of way staff. • Directors and program managers will continue to have adequate project budget and accounting information to make informed decisions. • Toll operationsaccounting information will be proceoccd and provided by the toll operations contractor's back office, and a service organization report, or SOC1-Type 2 report, will be obtained annually. • Construction fund bond proceeds will be invested in securities that mature in accordance with the construction draw schedule. Operating funds will be invested in state and local agency investment pools for short-term liquidity purposes and in mid-term treasury and federal agency securities as available funds are identified. The overall interest rate is conservatively projected to be 2.00% for operating funds managed by state and County 109 investment pools aswell as an investment management firm and 2.00%for debt service and construction fundsmanaged by an investment management firm. • Procurementswill be conducted in accordance with the Commission's procurement policy manual. • Procurement will continue to maintain a standardized procurement filing system and centralized procurement files. • Procurement will conduct outreach activities to encourage DBE and SBE participation in variouscontractsand projects. Accomplishments in FY 2018/ 19 • Received rating upgrades (from BBB- to BBB) related to the 91 Project toll revenue debt from Fitch and S&P due to strong performance of the 91 Express Lanes. • Prepared and submitted to 11RA the Financial Plan Annual Updatesfor the 1-15 Express Lanes project and the 91 Project. • Prepared and submitted required continuing disclosure reports related to the 91 Project and 1-15 Express Lanes project financings to TIRA and/or the Municipal Securities Rulemaking Board's Electronic Municipal Market Access(EMMA) System, asapplicable. • Fulfilled other continuing disclosure requirementswith timely filingsto EMMA. • Worked with Toll Operations staff, OCTA, and the 91 Express Lanes operator to ensure that proper accounting and financial reporting procesces were maintained for the 91 Express Lanesoperations. • Presented an update to the rating agenciesof the Commission'ssalestax and toll financing programs. • Obtained financial reporting excellence award from the Government Finance Officers Association (GFOA) (26th year) related to the CAFRfor the fiscal yea rended June 30, 2018. • Obtained GFOA distinguished budget award (23rd year) for annual budget for the fiscal year beginning July 1, 2018. • Generated approximately $9.2 million in additional Measure A sales tax revenue since the engagement of a firm in January 2008 to provide sales tax audit services in order to detect and correct salestax reporting errors. • Updated the Procurement Policy Manual. • Promoted the Commission'sDBE/SBEprogram by attending varioussmall businessnetworking events. Major Initiatives in FY2019/20 Finance and Accounting The commercial paper program has been in place for 14 years and provides short -temp, advance funding for projects included in the 2009 Measure A and related Western Rverside County Delivery Plan. The current credit and liquidity support for the commercial paper program is$60,000,000, and the existing letter of credit and reimbursement agreement with State Street Bank expires in October 2020. The Commission will monitor the credit quality of Sate Street Bank for any actions that may affect the short-term ratingsof the commercial paperprogram. The Commission will continue to invest project finance funds with the advice and assistance of an investment management and advisory firm. Operating funds available for investment are coordinated with the assistance of a second investment management and advisory firm. The Commission invests its funds in accordance with the Commission's priorities of safety, liquidity, and then yield. Staff in consultation with the investment managers and advisors will continuously review the Commission'sinvestment policy forany required updatesand otherrecommendations. Staff maintainsa comprehensive financing plan to support the highway and rail capital projectsand to assess future financing requirements. This financing plan incorporates revised sales tax revenue 110 forecastsaswell asother potential federal, state, and local revenue sources, including tolls. Based on the updated cost estimates for these projects and identified revenues, potential project funding shortfalls may result in project deferrals or require alternative financing strategies. Financing altemativesto be considered include commercial paper, long-term bond issuesto finance Measure A and toll projects, federal loan programs; and leveraging surplustoll revenues. To ensure that the Commission receivesthe proper amount of Measure A salestaxes, the Commission will continue to engage a firrn to conduct sales tax audit services. the firm will also provide quarterly salestax analysis and reporting services, of which a summary report is presented to the Commission on a quarterly basis the Commission will also continue to engage a consultant to provide semi- annual sales tax forecasts for use in the development of revenue projections for the annual budget processand comprehensive financing plan updates the Finance Department will continue to keep abreast of GAS$ technical activities affecting the Commission's accounting and financial reporting activities, including implementation related to the accounting for leases the Finance Department will continue to axcssfinancial policies, procedures, and reporting and ensure proper intemal control. Consultants may be engaged to assist staff in the development of efficient accounting and reporting procemes. Asa result of staff'sanalysisof recent and proposed state legislation aswell as options related to the amortization of the Commission's net pension liability, the Commission recently approved a plan to payoff the net pension liability of approximately $8.1 in FY 2019/20. the estimated $7.5 million of interest charge savingsfrom thisplan will provide funding forfuture Commission programsand capital projects the Finance Department will update its ERP system to integrate data processing across the Commission, automate administrative proce000s, and embrace data integration. the continued ERP efficiency gains include an automated paperless workflow system, advanced project accounting, budgeting, multi -year contract management, grant tracking, and readily available scanned images that retrievable by all users Additionally, a comprehensive budget software tool will be procured and implemented to replace current spreadsheet compilation proceqsrs and provide efficienciesfor the budget processacrossall departments Procurement Management A centralized procurements process will continue to be maintained to manage requests for proposals, qualifications, invitations for bids, small purchases, and related contract administration issues lire Procurement Policy Manual reflects best practices and applicable federal, state, and local laws and regulations the procurement system hasstrengthened controlsto ensure consistency in the development and application of procurement policies and procedures and adherence to applicable lawsand regulations, especially those related to federal and state grants Procurement utilizes PlanetBids to assist staff in its efforts to administer and manage an efficient procurement process and conduct outreach to small businerorrs and DBEs for Commission projects and programs PlanetBids is a web -based vendor and bid -management software. lhe PlanetBids e- procurement application helpsstreamline the complete bidding processand enablesthe collection and analysisof all aspectsofvend ordata, purchasing activities, and corresponding history. PlanetBids providesa better service and convenience to vendorsand automatically notifies potential vendorsof bid alerts In order to improve the efficiency and productivity of resources, the Commission will continue to outsource the administration of the insurance certificate tracking process related to agreements Procurement Management is responsible for developing, implementing, and monitoring DBE and SBEprogram requirements in coordination with contractors and other appropriate officials Dutiesand responsibilitiesinclude: 111 " Establishing DBEattainment goals; " Monitoring reporting and utilization by contractors; " Gathering and reporting statistical data and other information asrequired; " Reviewing third -party contracts and purchase requisitions for compliance with the program; " Ensuring that bid noticesand requestsforproposalsare made available to DBEsand SBEs in a timely manner; " Reporting to and advising the Executive Director and Commission on DBE and SBE matters; and " Providing outreach to DBEsand SBEsto fully advise them of contracting opportunities. Additionally, the Commission recognizes the vital role that local businessPs play in the County, and it strongly encourages, supports, and promotes the participation of local businenrrs in providing goods and services to the Commission. Procurement is committed to providing contracting opportunities to local businesccsto strengthen the County'slocal economy and to promote the development of the small, local business community. During FY 2019/20, the Commission will jointly participate in other outreach events in order to acquaint potential local, small, and disadvantaged businesscPs with the Commission's procurement procedures and opportunities. Staff also consults with the Commission's insurance broker in procuring competitive quotes, on an annual bass, for various insurance coverages secured by the Commission in order to provide cost effective solutionsto meet its diverse insurance needs. During FY2019/20, staff will conduct a review and assessment of the Commission's insurance program and risks to ensure that the Commission's a,rrtsare properly protected with appropriate insurance coverage. Department Goals F1 Protect the Commission's cash resources by regular monitoring of investment practices to ensure consistency with established investment policy. (Policy Goal: Operational Excellence) Objectives: " Utilize investment management and advisory services to prudently invest operating and capital fundsin accordance with the Commission'sinvestment policies. " Achieve a rate of retum at least equal to the County of Riverside Treasury Pool rate for operating funds. " Establish an appropriate benchmark for the investment of debt proceeds and excess operating funds. F2 Manage the Commission's outstanding debt ensuring compliance with applicable laws and regulations and continued investor awareness and receptivity to the Commission's program. (Policy Goal: Operational Excellence) Objectives: " Provide an annual update and review of the debt programs with at least three of the rating agenciesno laterthan June 30, 2020. " Meet continuing disclosure requirements of the sales tax and toll revenue debt programs and comply with the 1lFIA loan and salestax and toll revenue bondsreporting requirements. " Maintain the financial infomnation on the Commission's website to provide timely and useful information to investors " Prepare arbitrage calculationsasrequired. 112 F3 — Ensure the Commission and funding recipients comply with Measure A and IDA laws and regulations as they relate to the annual financial and compliance audits as well as close cooperation and coordination with independent auditors. (Policy Goal: Operational Excellence) Objectives: • Minimize the number of audit adjustment, substantive management letter comments, and compliance findingsrequiring corrective action by the Commission. • Maintain appropriate fiduciary review and monitoring procedures for Measure A recipient and IDA claimant audits. F4 — Maintain fiscal and budgetary control through monitoring of periodic results and ensuring consistency with the Commission's strategic direction. (Policy Goal: Operational Excellence) Objectives: • Obtain the GFOA Distinguished Budget Award forthe FY2019/20 budget. • Facilitate a comprehensive budgeting approach that effectively involves management staff, requiring full accountability for all department expenditures. • Fund 100%of the actuarially determined contribution related to the postretirement health care benefits. • the Commission will fund 100%of its CalPERSretirement net pension liability. F5 — Assure fiscal accountability for Commission funds with general ledger accounting and financial reporting consistent with generally accepted accounting principles. (Policy Goal: Operational Excellence) Objectives: • Ensure proactive communication and timely responses to any noted errors, corrections, and budget transfers related to program and project management reviews of accounting and budget information. • Obtain an unmodified opinion on the basic financial statements. • Receive financial reporting excellence award from the GFOA related to the preparation and isqaance of the CAFR • Say abreast of finance, accounting, and financial reporting developments by attending training and conferencesin the general areasorin specialized areasapplicable to job duties. • Update and maintain the fiscal policiesand proceduresmanual. • Update and maintain complete accounting desk procedures manual for ❑rsystem to facilitate crosstraining. • Sipport staff and consultants with training opportunities in order to effectively utilize the ERP system capabilities. • Assist local govemments with Measure A funding by providing timely allocation of funds for eligible projectsand programs. • Maintain ❑-.f'system to reflect technical updatesand current technology. 113 F6 — Develop and maintain an organizational accountability program encompassing financial and operational functions. (Policy Goal: Operational Excellence) Objectives: • Establish and implement measuresrelated to oversight, fraud, intemal control, and ethics. • Issue annual disclosure statementsrelated to financial and operational responsibilities. • Continue to revise and develop finance and accounting policiesand proceduresthat reflect the requirementsof federal, state, and local requirementsand the Commission'soperating practices. F7 — Procure goods and services from qualified consultants, contractors, and other vendors in accordance with laws and regulations at a competitive price. (Policy Goal: Operational Excellence) Objectives: • Assist departments and programs to procure and obtain goods and servicesin a cost effective and efficient manner. • Ensure that procurementsare conducted in accordance with the Procurement Policy Manual. • Ensure that agreements, amendments, and MOUs are entered into with appropriate legal considerations. • Processagreements, amendments, and MOUsin a timely and efficient manner. • Ensure that consistent procedures, process, and toolsare used for procurements. F8 — Review existing procurement policies and procedures. (Policy Goal: Operational Excellence) Objectives: • Ensure that the procurement policesreflect Commission requirementsand practices. • gregate policies and procedures so that procedures can be easily updated without Commission approval. • Ensure that procurement policies and procedures reflect the requirements of the Commission's federal, state, and otherfunding sources. • Continue to provide an easy to read desktop quick procurement policiesreference guide for use by Commission staff. • Maximize the value received for the Commission'sexpenditure of public funds. • Provide all vendorsan equal opportunity to provide needed goodsand/or services. P9 — Protect the Commission's assets by ensuring appropriate insurance is obtained. (Policy Goal: Operational Excellence) Objectives: • Ensure adequate types of insurance and limits are obtained for Commission properties and contracts. • Ensure consultant compliance with contract insurance requirements. 114 ID Finance Performance Measuresand Results FY17/18 Estimated FY17/18 Actual FY18/19 Estimated FY19/20 Projected F2 Salestax revenue bonds rating Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA F2 To I I revenue bond rating BBB-/ BBB BBB-/ BBB BBB/ BBB BBB/ BBB F2 11RA loan rating: 2013 11RA Loan 2017 11FIA Loan BBB- BBB-/ BBB BBB- BBB-/ BBB BBB BBB-/ BBB BBB BBB-/ BBB F2 Commercial paperrating P-1/A-1+ P-1/A-1+ P-1/A-1+ P-1/A-1+ F1 Average yield on investments 0.50% operating / 0.75%debt proceeds 1.82% operating / 2.69%debt proceeds a 2.00% operating and debt proceeds o 2.00%operating and debt proceeds F5 GFOA Certificate of Achievement Awarded Awarded Awarded Awarded F4 GFOA Distinguished Budget Award Proficient Proficient Proficient Proficient F5 Accountspayable invoices processed 7700 8,016 8,100 8,100 F5 Accountspayable checks processed 4,300 4,411 4,500 4,500 F3 Audit adjustments 0 0 0 0 F5 Payroll hoursprocessed 96,400 96,812 97,000 112,300 F5 Accountsreceivable invoices proceaccd 200 200 210 210 F7 Agreementsprocessed 260 292 250 275 115 Planning and Programming Mission Statement: Planning and Programming exerts leadership in transportation planning and the programming of funds to improve mobility, foster environmental stewardship, expedite project delivery, and form partnershipswith local, regional, state, and federal agenciesresulting in maximum retumson local investment. Planning and Programming also supports coordinated regional approach to solve transportation funding issues. Chart 42 —Planning and Programming Tra n sfe rs Out 22%� Expenditures Projectsand Operations 61% Sala Hesa nd Benefits 15% Pro fe ssio n a I Costs 2% Planning and Programming expenditures of $14,512,900 decreased 29%from last year's budget (Table 60). Sala riesand benefitsrepresent 16%of total usesand reflect the one-time disbursement to fund the Commission's CaIPERSretirement net pension liability, the net allocation of I-1Es, and performance merit -based salary increases. Professional servicestotaling $294,000 decreased 15% due to a reduction in congestion management programming. Professional services include air quality analysis; project database management; local, state, and regional planning activities; on - call goods movement consultants; and legal services. Support costs increased 11%or$2,100 and include various membership dues and staff -related travel costs. Projects and operations costs decreased 51%primarily due to engineering and construction work for the Santa Ana River Trail project for the District, operating disbursements to local agencies, and regional transportation model update in the previous year. Transfers out of $1,550,000 and $1,673,400 are related to LlF funding for the next generation toll feasibility studies to the Western County Measure A Special Revenue fund and administrative coststo the General fund, respectively. 116 Table 60-Planning and Programming Expenditure Detail FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Salades and Benefits Professional Costs Legal Services Audit Services Rnancial Advisory ProfessionalServices- General Total Professional Costs Support Costs Projects and Operations Program Operations Engineering Construction Fight of Way Specialaudles Operating and Capital Disbursements Total Projects and Operations Tra n ste rs Out TOTAL PIanning and Programming $ 1,008,000 $ 1,037,400 $ 887,900 21,300 76,500 76,000 17,900 20,000 15,000 1,600 - - 55,100 247,400 31,200 95,900 343,900 122,200 22,100 19,500 16,800 174,000 271,800 124,700 2,819,700 10, 508, 000 85,700 255,000 1,272,600 1,372,000 1,122,000 2,820,000 243,500 650,000 280,000 1,250,000 1,567,500 2,779,000 18,046,500 3,991,000 388,800 1,017,400 1,027,400 $ 4,293,800 $ 20,464,700 $ 6,045,300 $ 2,186,800 73,000 15,000 206,000 294,000 21,600 356,100 850,000 5,000,000 205,000 921,000 1,455, 000 8,787,100 3,223,400 $ 14,512,900 $ 1,149,400 111% (3,500) -5% (5,000) -25% N/A (41,400) -17% (49,900) -15% 2,100 11% 84,300 31 % (1,969,700) -70% (5,508,000) -52% (50,000) -20% (451,000) -33% (1,365,000) -48% (9,259,400) -51% 2,206,000 217% $ (5,951,800) -29% Planning and Programming Staffing Summary Po sit io n FY 17/ 18 FY 18/19 FY 19/ 20 Capital Construction Manager 0.00 0.20 Capital Projects Manager 0.17 0.20 Chief Financial Officer 0.02 0.02 Deputy Executive Director 0.07 0.05 Executive Director 0.46 0.43 External Affairs Director 0.03 0.06 Management Analyst 0.00 1.00 MultimodalServicesDirector 0.00 0.05 Planning and Programming Director 0.95 0.91 Planning and Programming Manager 1.00 0.98 Procurement Manager 0.06 0.00 Project Delivery Director 0.02 0.00 Public Affairs Manager 0.00 0.00 Right of Way Manager 0.00 0.02 Se niorAdministrative Assistant 0.21 0.20 SeniorManagement Analyst 1.04 1.03 SeniorProcurement Analyst 0.03 0.15 TollOperationsManager 0.01 0.00 Toll Program Director 0.10 0.00 Toll Project Manager 0.02 0.00 FTE 4.19 5.30 Department Budget Overview Department Description 0.08 0.26 0.00 0.10 0.43 0.04 0.95 0.40 0.82 0.93 0.07 0.04 0.02 0.01 0.20 0.94 0.05 0.00 0.08 0.00 5.42 The Commission is responsible for short- and long-range transportation planning and programming. Short-range planning and programming involvesthe development of the five-year S11Pand preparation of the six -year RIP for the County. These programming documents identify projects funded from Measure A, TUMF, transit operators' SRTPs, state and federally funded 117 projects, locally funded regionally significant projects, and local jurisdiction Capital Improvement Plans(CIPs). The Commission is responsible for approving projects for RIP funds in Western County and coordinating with Caltranson the selection of Interregional Improvement Program funds as part of the STIP approved by the CTc every two years. The Commission delegated the authority to nominate projects for RIP funds in the Coachella Valley to CVAG. A MOU between the city of Blythe, representing Palo Verde Valley, and the Commission allowsthe city to trade RIP fundsfor local Measure A salestax funds. The Commission's involvement with long-range planning efforts includes the coordination and input into planning effortsthroughout the County, southern California region, and statewide. These efforts involve participation in local, bi-county, and regional corridor plans and studies, including the continued development of the CETAP corridors. • The Commission commenced itsfirst Countywide LRTP in 2017 with completion anticipated in late 2019. The LRTPwill provide a vision of Riverside County'sfuture integrated transportation system and will serve as a document to advocate for changes to transportation policy, legislation, and funding. It will also include a comprehensive review of projects, including highways, arterials, grade separations, transit, and active transportation improvements. • The RIP is a 25-year transportation plan developed by SLAG in conjunction with county transportation commissions, sub -regional agencies, local agencies, transit operators, and other interested parties within the SCAG six -county region. The SCAG 2016 RIP incorporates SCSas required under SB 375. The SCScomponent establishes goals for projects, programs, and land -use designed to reduce GHG emissions. • Statewide planning efforts involve participation in the development of the California Transportation Plan, freight/goodsmovement, interregional highways, and airquality plans, to name a few. The Commission also serves as the CMA for the County and is responsible for developing and updating the Congestion Management Program (CMP).The CMPwasdeveloped to meet federal Congestion Management System requirementssince state CMPisa voluntary program. The CMP's highways and regional arterials are regularly monitored to ensure that they are operating at acceptable levels (above Level of Service "F'). If a deficiency occursalong the CMP system, the Commission will review the cause of congestion and determine the projects and programsthat can alleviate the congestion along with potential funding. In November2006, the voters of California approved Proposition 1B, which provided $20 billion in transportation infrastructure funding and established various program categories including a $2 billion infusion into the STIP. Other competitive program categories included Corridor Mobility Improvement Account (CMIA) and Trade Corridors Improvement Fund (TCIF). The County succeeded in receiving CMIA funding forthe SR91 HOV lanesand 1-215widening projects, which were completed with the exception of the Pachappa underpass portion of the SR91 HOV lanes project. The Pachappa underpass project was split off asa separate project and will be funded with SB 1 Local Partnership Program formula funding. TCIF funding was approved for 11 grade separation projects and a ground access improvement project at the I-215/Van Buren interchange. All grade separation projectswere completed with the exception of the Avenue 66 Grade Separation Bypass, which isanticipated to commence construction in fall 2019. The FASTAct, signed into law in December2015, established a new formula freight fund underthe National Highway Freight Program fora five-yearperiod. The CTC isresponsible forallocating these funds. In October 2017, the CTC finalized guidelinesfora call for projectsthat wascombined with funding established for the Trade Corridor Enhancement Program (TCEP) under SB 1. The CTC adopted the TCEPprojectsin May2018. 118 The State Legislature and Governor approved SB 1 in April 2017. This gasoline tax provides approximately $5.2 billion in annual revenues for transportation purposes statewide, with more than $113 million to Riverside County. The Commission isresponsible forallocating the following local, state, and federal funding sources: Local Sources State Sources Federal Sources 1989 and 2009 Measure A S3821 for pedestrian and bicycle projects STBG 2009 Western County MARA S11P-RIP CMAQ Western County TUMFregional ATPMPOCountyshare arterial program Transportation Alternatives Program (TAP)* SB 1 Local Partnership Program Formula Share M SRC *TAP funds a re combined with State/MPO ATPCall for Projects administered byCTC. Programming specifically involvesthe development, review, and approval of projectsfor various funding programs, particularly those where the Commission has a responsibility for project nominations. Additionally, programming involvesthe monitoring of projectsfrom project selection through construction close-out. In order to receive federal funds and approvals, all projects funded with federal and state dollars, or local projects that are regionally significant, must be included in the RIP and FTIP in accordance with project delivery schedules and financial constraint requirements. SCAG, as the MPO, is responsible for incorporating all six -county (Imperial, Los Angeles, Orange, Riverside, San Bemardino, and Ventura) transportation improvement programs into one regional programming document or the RIP/SCS SLAG also conducts a conformity analysis with the adopted air plans to ensure compliance with the National Ambient Air Quality Standards, as stipulated by Environmental Protection Agency's Transportation Conformity Rule, and GHG reduction targetsadopted byCARB.The RTP/SCSisupdated every fouryears, and the FflPupdate effort isperformed every 18to 24 months. Multiple amendmentsoccurwithin each FTIPcycle; RIP amendments are lessfrequent asthey require air quality conformity analyses. FTIP amendments can occurforminor project changesthat do not affect the conformity determination. Partnership development, public and private, iscritical to the Commission'scontinued successin affecting positive transportation decisions to meet future demands. Commission staff works in close coordination with its partnersto advocate for federal, state, and local funding to improve mobility, mitigate the impactsof goodsmovement, and streamline the programming and project delivery process. Key Assumptions for FY 2019/ 20 • The Commission will continue itseffortsto work with transportation partnersto streamline and improve project delivery. • The Commission will maintain consultant contracts to provide assistance with the CMP, air quality analysis, LRTP, on -call grant writing, and other related planning activities. • The Commission will utilize all available funding sourceson transportation projects identified in the 2009 Measure A as well as other regional high priority projects, including TUMF regional arterial projectsand grade separation projects. • The Commission will continue participation in local, bi-county, regional and state planning efforts representing the interestsof the County, including, but not limited to, the development of the Riverside County transportation model (RIVCOM) and Inland Empire Comprehensive Multimodal Corridor Plan. 119 " The Commission will work with the CTC, Caltrans, SLAG, South Coast AirQuality Management District (SCAQMD), and local project sponsorsto implement projectsfunded with STIP/RIP, SB 1, ATP, or other available fund sources to ensure that the programming and allocations are consistent with project schedules. " The Commission will continue to assist local project sponsorswith the processing of state and federal funding approvals/obligations/allocationsand overall project delivery. " The Commission will participate in the development/updates of planning guidelines and funding program guidelines to ensure competitiveness and equitable proce.-sos are incorporated. Accomplishments in FY 2018/ 19 " Facilitated the process of over25 CTC actions that consisted of, but were not limited to ATP Cycle 3 awards, financial allocations, and extensionsof time. " Completed two local agency agreements/amendments for the implementation of TUMF regional arterial projects. " Processed over 128 project amend mentsinto the 2017 and 2019 FTIPs. " Coordinated with Caltrans and project sponsors monthly regarding the obligation of federal and state funding, met obligation deadlines, and prevented lossof funding to the County. " Monitored federal funding expenditures of inactive projects to ensure funds were not deobligated. " Advised local agencies and coordinated the use of toll credits and local match waiver for federally funded projects funded at the maximum reimbursement level, saving the Commission and local agencies up to $5,860,000 in local match funds programmed in FY2018/ 19. " Reviewed and approved the Measure A five-yearClPsfor each local agency in the County. " Worked with SLAG and southern California agenciesto develop ATP Cycle 4 Augmentation funding distribution recommendations for the MPO region programming $10.937 million for Riverside County projects. " Collaborated with local agencies and community organizations, such as the Active Transportation Network, Safe Routes to School Partnership, and Active Transportation Resource Team, to provide resourcesfor active transportation projects. " Continued to work collaboratively with other regional and statewide working groups, such as the Transportation Conformity Working Group and California Federal Programming Group, to share information and more effectively stay abreast of changesto federal and state program guidelines. " Continued to workcollaboratively with Mobility 21, SCAG'sSouthern California National Freight Gateway Collaboration, and other regional transportation planning agencies (RTPAs) on goodsmovement and freight issues. " Represented the Commission at monthly MSRC Technical Advisory Committee (TAC) meetings to monitor and track funding programsand opportunities. " Continued efforts related to the development of the LRTP. " Completed the Regional Truck Fee Study. " Released the 2019 S3821 Call for Projectsand allocated approximately $3.8 million in funds. " Facilitated the 2019 S3 821 Bicycle and Pedestrian Facilities Call for Projectsand proce9md 23 claimslextension requests. " Revised the current ATP MPO Regional Program 10-point policy to 20 points, per SCAG guidelines, which allowsthe Commission to add up to 20 pointsto each project application. " Approved and monitored a1129 member agency Measure A ClPsand amendments, totaling over$55 million. Major Initiatives in FY2019/20 Each county transportation commission throughout the State is responsible for programming RIP funds, which represents75%of the totalSTlPfunding available statewide forcapital enhancement 120 projects. the 75% funding level is then further distributed with 60% of the funds allocated to southern California and 40% to northern California. A population formula is then applied to determine county funding levelscalled " county shares." the Commission isresponsible forensuring that projects funded with STIP funding are administered and implemented consistent with CTC and Caltranspolicies. It isthe Commission'spolicy to set aside 2%off the top of new programming capacity for staff support to carry out STIP PPM activities. The remaining RIP funds are further distributed geographically among Western County, Coachella Valley, and Palo Verde Valley per the Commission's intra-county STIPformula. The Commission may also consider call for projects for RlPdiscretionaryfundswhen sufficient programming capacity isavailable. The CTC administers federal TAP funds similar to STIP funds under the Slate's All' that was created by SB 99 and Assembly Bill (AB) 101 to encourage increased use of active modes of transportation, such as biking and walking. Federal TAP funds are not subject to general fund diversions; however, TAP fundsare authorized each year by the pa9cage of the state budget. WRCOG administersthe Western County 1UMFprogram and collectsthe feesfrom participating jurisdictions. WRCOG disburses to the Commission approximately 46.4% of the 1UMF funds collected.lhe Commission furtherdistributesthese fundsequallyto the Commission'slUMFCETAP corridors and regional arterial programs. In September 2004, the Commission established a program and approved the programming of 23 regional arterial projects. To date, $152 million has been programmed forlUMFregional arterial projects. Of the 23 1UMFregional arterial projects, 18 projects completed construction, four projects are currently under construction or in pre - construction, and one project is in the development phase and remains to be programmed for future 1UMFfunds. the Planning and Programming Department also manages the 2009 Western County MARA program, and to date approximately $64 million has been programmed. the expenditures for these regional arterial capital projects are included in the Capital Project Development and Delivery Department budget. Transportation Planning the Commission'splanning role throughout the yearwill involve working with the Federal Highway Administration (FHWA), FTA, CTC, Caltrans, SLAG, councils of governments, local agencies, and the other county transportation commissions in the region on variousplanning effortsrelative to: • Implementation of the 2016 R1P/SCS • Development of 2020 RTP/SCS • Corridor and goodsmovement plans; • 2020 STIP; and • LRTP. In addition, the LR1Pwill serve as document to include regional projects and identify potential "bundling" of multimodal projects for a more systematic and holistic approach in applying for competitive grant opportunities. These planning efforts will be supported through consultant contractsin FY2019/20 using LTFplanning and STIP PPM funds. TranTortation Programming Asmentioned above, the Commission isresponsible forprogramming and allocating variouslocal, state and federal funds. lhese fundswill be monitored to ensure that regulationsare adhered to in order to prevent funds from lapsing. the following summarizes the status of these funding programs: Local Funding Western County 7UMFRegional Arterial Program: Planning and Programming staff will monitor TUMF regional arterial projects based on the agreements between local agencies and the 121 Commission. In addition, Commission staff willwork with local agenciesregarding amendmentsto agreements and any issues regarding project delivery. In May 2018, the I-15/Railroad Canyon Road Interchange wasawarded $15 million of SB1 Local Partnership Competitive funding with an additional $17 million of TUMF regional arterial funds committed to the project. To date, the Commission executed project agreements with local agencies for TUMF regional arterial funds totaling approximately $152 million. By the end of FY2019/20, the majority of expend itureswill have been reimbursed to local agencies for TUMF regional arterial projects, which expenditures are included in the Capital Projects Development and Delivery Department. Staff will coordinate future programming of additional TUMF regional arterial projects with WRCOG and local jurisdiction staff. 2009 Measure A Westem County Regional Arterial Program: Prior to 2014, the Commission programmed $40 million of MARA funds on six projects. During the 2014 multi -funding call for projects, the Commission approved five Western County projects for an additional $24 million of MARA funds. Of the 11 MARA-funded projects, nine were completed and two are under construction. 2009 Measure A Local Streetsand Roads In order to receive Measure A local streets and roads funding each year, the Commission requiresthe local jurisdictionsto submit a five-yearClP based on Measure A revenue projections. Additionally, the local jurisdictions are required to submit a Maintenance of Effort (MOE) certification consistent with adopted MOE guidelines and participate in the MS-ICP and in the local agency'srespective TUMF program, asapplicable. The Planning and Programming Department processes administrative amendmentsto ClPsforminor changesthat do not affect the total programmed amount orare within budget levels. Significant changesrequire Commission approval. State Funding SB 1: The CTC is responsible for administering the majority of the new SB 1 programs. The Commission received over $13 million in Local Partnership Program formula funds covering FYs 2017/18 and 2018/19 and allocated the fundsto the following projects: • 71/91 interchange connector (environmental revalidation); • Pachappa underpass(construction); and • Temescal Canyon widening (construction). For FY2019/20, the CTC approved Cycle 2 Local Partnership Program Formula funding for the I- 215/Placentia Interchange project. The Commission also submitted two project applications for the following SB 1 competitive programs: • Local Partnership Competitive Program — Lake Elsinore — I-15/Railroad Canyon interchange improvement (construction); and • Solutionsfor Congested Corridors Program —71/91 interchange connector (construction). The CTC selected the Lake Elsinore —1-15/Railroad Canyon interchange improvement project for the award of Local Partnership Competitive Program fundsin the amount of $15 million. S71P--RIP. In FY 2019/20 the Commission will work on the development of the 2020 STIP in addition to monitoring delivery of 2018 STIP projects to ensure the allocation and expenditure of projects by the respective deadlines. Staff will also be involved with the development and implementation of current and future SB 1 and ATP cycles, working with the CTC, Caltrans, SLAG, and RTPAs to ensure projectsin the County are successful in these funding programs. 122 SB 821: SB 821, also known as TDA Article 3, projects are funded by 2% of LTF revenues; the expendituresunderthisprogram are included in the LTFspecial revenue fund and reflected in the Public and Specialized Transit Department since the LTFactivitiesrelate primarily to transit funding. For the last call for projects released in February 2017, the Commission awarded over$3.3 million to 22 pedestrian and bicycle projects in the County. The Commission released its next call for projectsin February 2019, and an estimated $3.8 million will be available for programming. Federal Funding CMAQ, S1BG, and TAP/A7P: The Commission is responsible for allocating CMAQ and STBG funds to transportation projectsin the County. The Commission selectsand approvesCMAQ fundsand STBG funds through a call for projects in addition to programming funds for Measure A and regional priority projects. The Commission delegates the selection of projects for CMAQ funds apportioned to the Salton Sea Air Basin to CVAG. Through 9399 and AB 101, the State developed the ATP, which consolidated federal and state funding that traditionally funded bicycle and pedestrian projects, including the federal TAP. The CTC administers the ATP, a program designed to encourage increased use of active modes of transportation such asbiking and walking. The Planning and Programming Department hasbeen involved with the development of the guidelines by participating in workshops and through the RTPA group to represent the County'sbest interest for each programming cycle. Project Monitoring: The high demand for reporting and monitoring the progress of projects is essential to prevent federal and state funds from lapsing. The Planning and Programming Department assists the Capital Project Development and Delivery Department and local agenciesby participating in regularprojectdeliveryteam meetingsand preparing and submitting the request for authorization (RFA)/allocation of federal and state funding. In addition, staff monitors allocation and award deadlines, expenditures, project closeouts, and inactive projects of federal and state funded projects to prevent loss of funds. Monthly meetings with Caltrans Local Assistance are also held to coordinate and address any issues with federal funding obligationsand state funding allocations. Regional Issues- Freight The Commission will continue to focus on facilitating ongoing commitments as well as being responsive to variousemerging regional and statewide issuesrelating to freight/goodsmovement that traverse the southern California region. The Commission will continue working with partners from the Southern California Consensus Group (Ports of Long Beach and Los Angeles, Alameda Corridor Transportation Authority, Alameda Corridor East Construction Authority, SBCTA, OCTA, Los Angeles County Metropolitan Transportation Authority, Ventura County Transportation Commission, SLAG, and RRA) regarding goods movement issues. Recently the Commission coordinated with legislative staff and advocacy groups, such as Mobility 21 and SHCC, to secure funding through the FASTActforgoodsmovement-related needssuch asthe funding of Alameda Corridor East grade separations in the County. The authorization of $10.8 billion in funding dedicated to freight and goods movement wasa direct result of thiseffort nationally; $6.3 billion will be available through an existing formula based on current apportionment data and $4.5 billion will be allocated pursuant to a merit -based, multimodal competitive grant program. In January 2017, the Commission approved a consultant contract to conduct a regional truck study to evaluate a logistics -related regional fee. The Commission adopted the results of the Logistics Mitigation Fee Nexus Study in May 2019. 123 Department Goals PP1 —Build upon relationships with local, state, and federal agencies to coordinate short - and long-range planning to ensure that transportation projects receive funding and approvals. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) Objectives: • Work with CVAG, WRCOG, Caltrans, transit operators, local agencies, and SCAG to coordinate project amendmentsto the RIP and/or FT1P. • Provide the Commissionersinformation to assist in advocating Commission projects. • Continue programming CETAPfunds related to intra-county corridorwork. • Continue working with the RCA to implement the MSHCP. • Maintain maximum flexibility in project selection for FASTAct or state fund sources(i.e., STIP/SB 1)to serve the diverse needsof the County. PP2—Continue to seek a stronger role for county transportation commissions in state and regional transportation and air quality programs in order to direct funding for programs and projects that will improve air quality, mobility, and the economy in the County. (Policy Goals Quality of Life, Connecting the Economy) Objectives: • Slapport efforts to seek additional funding at the local, state, and federal levels for projects and planning efforts. • Support ongoing effortsto regulate federal emission sources. • Support effortsthat allow more flexibility in funding transit operating and capital costs. • Continue participation in the development of guidelinesforfunding programs. PP3 — Develop a countywide long-range transportation plan to serve as a guide for decision making and as input to SCAG's next RTP/SCS. (Policy Goals Quality of Life, Responsible Partner) Objectives: • Complete the Commission'sfirst LKIP. • Direct consultant work on development of the second 10-year Western County Delivery Plan (2019-2029). • Provide LKIPproject and policy information to SCAG for the 2020 KIP/S. PP4 — Support local, regional, and state planning efforts in cooperation with SLAG, WRCOG, CVAG, Caltrans, and local agenciesincluding, but not limited to, transportation and air quality modeling updates/upgrades, corridor or focused area studies, development of active transportation plans, or any planning related to the implementation of the RTP/SCSand state and federal planning regulations. (Policy Goals Quality of Life, Responsible Partner) Objectives: • Work with Caltrans and local agencies to review project alternatives that include travel demand management or integration of mode choices as required by the federal CMP for programming of federal SIBG and CMAQ funds. • Continue to work with Caltransto monitortraffic conditionsand focustransportation fundson congested corridorsand system deficiencies. • Work with local agencies, WRCOG, CVAG, and transportation and interest groupsto develop project applicationsforAlP, state Cap and Trade, and SLAG planning funds. 124 PP5—Continue to advocate forjobs/housing balance and attracting high income jobs to the County in addition to addressing intercounty congestion. (Policy Goal: Connecting the Economy) Objectives: • Participate in ongoing studiesand activitiesto improve the job market and housing demand in Riverside County. • Support the County interests pertaining to transportation planning as population, job, and housing forecasts are developed by SLAG and the State to ensure consistency with those local forecasts. • Support efforts by local agencies to provide transportation improvement projects that will attract jobs. PP6—Maintain support of the SLAG regional HPand Ca ltra ns project data ba ses to allow for efflcient monitoring of projects a nd funding obligations with the ability to share project information with local jurisdictions. (Policy Goal: Operational Excellence) Objectives: • Work with SLAG and other county transportation commissions to refine and maintain the SCAG regional RIP database including the ability to create customized reports. • Coordinate with Caltransto assure database compatibility and promote information -sharing including timely reporting of fund obligation information. PP7 — Ensure maximum funding and flexibility for projects funded with S11P-RIP, SB 1, ATP, and federal FASTAct funds. (Policy Goal: Quality of Life) Objectives: • Participate in various state and federal forums to increase funding levels, streamline programming and allocation processes, and provide flexibility in obligating funds. • Support efforts advocating the continuation and protection of state transportation funding and the payback of loanstaken from state transportation accounts. • Advocate that RIP county share reserves receive priority programming over counties that advance shares. • Advocate that regions that program local and federal funds to replace state funding or advance an allocation due to state budget issues (or limited allocation capacity) be given high priority for repayment or in future programming in the next STIP programming cycle. • Continue to strategically program and fund projects to meet local, state, and federal goals and to obligate and/or allocate funds in an expeditious manner for the maximum use of all available funding. • Participate in Southern California Programming Roundtable meetingsto ensure that 100%of federal obligation authority (OA) for CMAQ and SIBG funding is obligated within the SCAG region. • Participate at CTC and Caltransforumsin the preparation and evaluation of ATP projectsfor the statewide and MPO funding programs. • Continue to monitor project implementation to maintain maximum funding levelsfor projects and prevent lossoffundsto the County. • Monitor and influence the development of the National Freight Network required under FAST Act, including updatesto the California Freight Network System. • Advocate to increase funding to regions based on distribution language in the FASTAct, or successorfederal transportation legislation. 125 PP8—Provide support to the Commission's Capital Project Development and Delivery and Finance departments to maintain project funding and schedules and minimize programming issues. (Policy Goals: Quality of Life, Operational Excellence) Objectives: • Provide input to the budget development process. • Attend regular meetingswith the Capital Projects Development and Delivery Department. • Serve in an oversight role regarding project reporting, invoicing, and close-outs. • Coordinate project RFA/OA packages. • Monitor progress of project milestones and RFAs as they are proce—rd through Caltrans headquartersand FHWA. • Prepare CTC allocation requests, extensions, and amendmentsforSTIP, SB 1, and other state - funded projects. PP9 — Provide assistance to local agencies in the development of Measure A CIPs, program funding guidelines, and grant applications for local, regional, state, and local funding programs, including facilitating allocation and obligation processes required for project delivery. (Policy Goals: Quality of Life, Operational Excellence) Objectives: • Continue coordination ofTAC meetings. • Provide information regarding project programming data, including funding status, to project sponsorson a continuousbasisvia emailsand TAC meeting agendas. • Provide local agencies with recommendations on project programming to minimize unnecessary requirementsand delays. • Upon request, attend local agency project delivery team meetings to provide advice on programming issues. • Meet regularly with Caltrans local assistance staff to monitor project submittals and resolve project implementation and obligation issues. • Assist local jurisdictionsto review and prepare grant applications, air quality conformity, RFAs, STIP submittals, and inactive reporting justifications. PP10 — Continue to work with state and federal agencies to streamline processes for funding and project approvals. (Policy Goals: Quality of Life, Operational Excellence) Objectives: • Maintain relationshipswith key staff at regional, state, and federal agencies. • Participate in SCAG'sNational Freight Gateway Collaboration to define a system that meets the region's long-term mobility, safety, environmental, and energy needs including developing a brand specific to goodsmovement projectsin southern California. • Identify problematic areas with project delivery and/or programming and work with state/federal lobbyiststo develop solutionsforstreamlining and clarifying proceucosunderFAST Act. • Participate in regional, state, and federal forums addressing issues related to project programming, implementation, and airquality conformity. PP11 — As a result of goods movement funding available under the FASTAct, determine where future efforts regarding addressing the County goods movement issues would prove most effective. (Policy Goal: Quality of Life). Objectives: • Work with SCAG, CTC, and Caltrans on FASTACTfreight guidelines and Critical Urban Freight Corridor/Critical Rural Freight Corridorcorridorsin Riverside County. 126 " Identify driversof demand for goodsmovement servicesand performance of modal systems and servicesaswellaspublic benefits, specific areasof inefficiency, and the impactsof goods movement on communities. " Review the Commission's 2017 Grade Separation Priority Update study and work with local jurisdictionsto apply forfunding programssuch asTCEP. " Review progressof remaining TCIFfunded projects. PP12 Facilitate public and private investments in clean air technology in support of the broader airqua lity programs for9CAG, SCAQMD, and the County's loca I entities. (Policy Goal: Quality of Life) Objectives: " Work with SCAG, SCAQMD, CARB, and academia in monitoring GHG emission reduction from light trucksand automobilesthrough the implementation of the 2016 RIP/S. " Provide input and comments on guidelines developed by CARB, SCAQMD, and other state agenciesregarding the implementation of AB32/93375 and S3743 CEQA implementation. " Actively participate on the MSRC'sTAC to ensure equitable funding isavailable in support of emissionsreducing projectswithin the County. " Work with local agencies to identify projects that can compete for state Cap and Trade funding programs. ID Planning and Programming Measures and Results FY 17/18 Estimated FY 17/18 Actual FY 18/19 Estimated FY 19/20 Projected PP7 PP8 ppg PP10 Federal projectsmonitored forobligation authority delivery 17 24 9 10 PP8 TUMFregional arterial projectsmonitored for implementation/expenditures 4 3 3 3 PP8 TUMFagreements��amendments 2 0 0 5 PP8 MARA projectsmonitored for implementation/expenditures 6 6 4 4 PP8 MARA agreements/amendments 1 2 0 5 PP1 PP6 RIP/R1Pamended projects 128 129 130 130 PP1 PP7 STIP/TCIF/S31/A1Pprogramming, allocations, amendments, and extensionsfor Commission projects local agency projects 8 16 30 30 PP2 58821 projectsawarded and monitored for extensionsand reimbursements 33 36 23 28 PP9 2019 Measure A local streetsand roadsCIP projects N/A 238 240 240 PP9 Reviewed/processed Measure A CIP project amendmentsand extension requests 8 6 8 10 PP12 MSRC projects N/A 1 1 1 PP4 2020 RIP/SCSUpdate projects reviewed N/A N/A 747 N/A 127 Rail Mission Statement: Rail develops and supports paryrnger rail transportation options for increased mobility within Riverside County and the region. Chart43—Rail Projectsand Operations 66% Expenditures Transfers0ut 2% Salariesand Benefits 3% Pro fe ssio n a I Costs 22% Sip port Costs 7% Rail expenditures of $46,228,500 include Metrolink operations and capital support as well as maintenance and operations of the nine Commission -owned and operated commuter rail stations (Table 61). Salaries and benefits reflect a 16% decrease due to the one-time disbursement to fund the Commission's CaIPERS retirement net pension liability, the net allocation of I-1Es, and performance merit -based salary increases. Professional costs, which include legal and consultant services, increased 220%primarily due to $8.6 million in funding for the Indio special rail platform work. aipport costs include station maintenance, media ads, printing services, and marketing incentives. Projects and operations expenditures of $30,246,600 decreased 8%. Projects and operations comprise rail state of good repair and an operating contribution increase to $21 million for SCRRA Metrolink operations including the PVL service. The Commission's commuter rail program intends to utilize existing mechanisms within Metrolink to assess and monitor operations and budget performance. Program operations relate primarily to station operations. The "next generation" rail feasibility study is included in special studies. Capital outlay reflects a 101% increase and is due to a series of station related improvement projects and an increase in SCRRA Metrolink capital needs. Transfers out of $980,000 relate to administrative costs to the General fund. 128 Table 61 -Rail Expenditure Detail FY 17/18 Actual FY 18/ 19 FY 18/ 19 Revised Budget Projected FY 19/ 20 Budget Dollar Cha nge Percent Change Salaries and Benefits Professional Costs Legalrvices Professional cervices - General Total Professional Costs aipport Costs Projects and Operations Program Operations Construction a)ecialaudies Operating and Capital Disbursements Total Projects and Operations Capital Outlay Tra n sfe rs O u t TOTAL Rail Maintenance and Operations Rail Staffing Summary Po sit io n Capital Construction Manager Chief Financial Officer Deputy Executive Director External Affairs Director FacilitiesAdministrator Legislative AffairsManager Management Analyst Multimodal Services Director Procurement Manager Project Delivery Director Public Affairs Manager Rail Manager SeniorAdministrative Assistant SeniorManagement Analyst Senior Procurement Analyst $ 586,000 $ 820,900 $ 628,500 88,600 1,337,700 1,426, 300 2,250,000 170,000 3,054,000 3,224,000 3,346,800 116,300 1,863,500 1,979,800 2,399,500 2,496,900 2,705,600 2,504,000 3,700,000 50,000 185,700 420,000 250,000 16,588,500 25,930,000 25,630,000 19,271,100 32,755,600 28,434,000 47,800 89,600 88,700 580,500 882,900 882,900 $ 24,161,700 $ 41,119,800 $ 34,413,400 $ 1,184, 000 $ 363,100 225,000 10,107, 700 10, 332, 700 3,305,200 2,976,600 1,470, 000 250,000 25, 550, 000 30,246,600 180,000 980,000 $ 46,228,500 55,000 7,053,700 7,108, 700 (41,600) 271,000 (2,230,000) (170,000) (380, 000) (2,509,000) 90,400 97,100 $ 5,108,700 FY 17/ 18 FY 18/ 19 FY 19/ 20 0.00 0.00 0.01 0.02 0.03 0.10 0.00 0.05 1.00 0.90 0.00 0.01 1.00 1.00 0.00 0.29 0.14 0.20 0.03 0.00 0.02 0.15 1.00 1.00 0.04 0.05 0.13 0.05 0.24 0.40 FTE 3.64 4.22 Department Budget Overview -Rail Operations Department Description 0.01 0.00 0.03 0.00 0.79 0.00 1.00 0.30 0.11 0.00 0.05 1.00 0.06 0.10 0.16 3.61 The Commission directs efforts in the areas of regional commuter rail, intercity passenger rail, high speed rail, and capital improvements to support enhanced paaccnger and freight rail service. The entire program includes elements of planning, programming, commuter and intercity rail development and support, station and corridor management, mitigation of community and environmental impacts, legislative and regulatory advocacy, and construction of capital projects. Other Commission departments, legal counsel, and consultants manage or support many of these elements. Departmental effortscontributing to the rail program are found throughout the budget document. Coordination and consultation also occur with a variety of public and private entities including the California State Transportation Agency, CTC, Caltrans, California Public Utilities Commission, California High Speed Rail Authority (CHSRA), FRA, FTA, Amtrak, environmental agencies, University of California Riverside (UCR), transit providers, SLAG, WRCOG, CVAG, San Diego Association of Governments, LOSSAN, local govemments, private freight railroads, businesccs, and property owners. 44% 32% 231% 220% -1% 10% -60% -40% -1% -8% 101% 11% 12% 129 lhe Commission participates in the ongoing funding and governance of Metrolink through SCRRA, a joint powers authority consisting of the county transportation commissions of Riverside, San Bernardino, Orange, Los Angeles, and Ventura counties. the Commission holds two voting positions on SCRRA's eleven -member board. the role of chair rotates between the member agencies every two years. Commission staff serves on the five -county Member Agency Advisory Committee (MAAC) that negotiates service and funding levels, based upon each county's established priorities. the MAAC provides technical assistance, coordination between various SCRRA and memberagency departments, and linkagesto local communities. Of the seven commuter rail lines operated by Metrolink, three routes consisting of the Riverside, Inland Empire -Orange County (IEOC), and 91/PVL directly serve Western County. Unlike the other SCRRA member agencies, the Commission owns and operates the commuter rail stations serving the County: Riverside Downtown, Jurupa Valley — Pedley, Riverside —La Serra, Corona — West, Corona —North Main, Riverside — Hunter Park/ UCR, Moreno Valley — March Feld, Perris — Downtown, and Perris— South (Chart 44). the Riverside Downtown Operations Control Center (RDOCC), located at the west end of the Riverside Downtown station, provides monitoring of closed circuit televisions(CC1V) at the stations as well as facilities for train crews. Layover track facilities are located at the Riverside Downtown and Perris — South stations; however, SCRRA maintainsthe layoverfacilities. Station operation and maintenance costsare included in the Rail Department budget with services currently coordinated by the Capital Projects Development and Delivery Department through the Facilities Administrator. New and ongoing construction projects at the stations are described in the Capital Project Development and Delivery Department. Chart 44 — Rive rside County Metrolink Station Locations Riverside County Metrolink Service 1 Eastvale Corona • West ® Station i Corona • North Station 9, Corona 0 922�di F F no 00 Jurupa Valley Norco 0 RCTC Stations Melrolink Line r ��1 Riverside Riverside - Hunter Park/ UCR Station RIVERSIDE CO. irftimmimmit5nomftwol Moreno Valley Station 'S® Oake erns Perris l Lake Matthews Riverside • Moreno Valley/ La Sierra Station March Field Perris • Downtown Station Perris -South CD Station Canyon Lake Menifee In addition to Metrolink, the Commission participates in the governance of LOSSAN, a 351-mile network through a six -county coastal region in southern California that is the second busiest intercity pasnenger rail corridor in the United States (Chart 45). LOSSAN is joint powers authority originally formed in 1989 to increase ridership, revenue, capacity, reliability, coordination, and 130 safety on the coastal rail line between San Diego, Los Angeles, and San Luis Obispo. the Commission is the newest voting member of the 11-member Board of Directors composed of elected officials representing rail owners, operators, and planning agencies along the rail corridor. In recent years, LOSSAN has gained more local control over the management and coordination of the southern California rail services. the Commission isinvolved to promote travel optionsand connectionsfor County residentsand to be engaged in decisions impacting the rail track rights the Commission purchased for commuter rail service. Commission staff also participates in the TAC that provides technical assistance, service planning, and coordination between variousagenciesto improve customer service. Chart 45—Southem Califomia Passenger Rail System Map Passenger Roil Malian q, Amtrak reciEtc Surfliner © Melrolink O COASTER © SPRINTER flight Rcilj Passenger Rail Service - Amhvk PaciFic Surfliner Melralink Ventura County line - Meeolink Antelope valley Gne - Mph -clink SLIM Bernardino Line - Melralink Riverside line - Menafink 91 Line - Menalink Orange Crony Une Merralink Inland Empire - Orange County Line - COASTER - SPRIN7ER jl glu Rail) Key Assum ptions for FY 2019/ 20 METAOLtNK. GNClernm mr.,,n1r1r1 c..m Southern California Passenger Rail SYSTEM MAP -d LOS ANGELES COUNTY r wr r r rr 0 pr 4PV / C 5 10 15 20 30 40 Miles en•� e�ln. • the Commission and SCRRA adopt Metrolink's preliminary FY 2019/20 budget. In the event that additional funds are needed during the budget year for Metrolink operations, staff will present a mid -year budget adjustment to the Commission forapproval. • Ridership and fare revenues will continue to grow slightly on the Riverside, IEOC, and 91/PVL lines. • lhe 91/PVL extension will continue to grow ridership and provide additional options for the County'scommuters. There isan ongoing fare discount available forall the new PVLstations. • LOSSAN will continue to demonstrate itseffectivenesswith local control, and the Commission will be an active voting member in the process. 131 Accomplishments in FY 2018/ 19 • Expanded marketing effortsto establish a ridership base for the PVL and other routesserving Riverside County. • Built out the Riverside — La Serra station with additional bus bays and parking to allow for more commuter busesand park and ride opportunities. • To promote use of Metrolink for more than the regular commute, provided several successful special trains programs including the Festival of Lights Program and expanded Angels and Ramssporting eventstrains. • Actively participated asa voting member on the LOSSAN board. • Worked closely with Metrolink to secure funds for the Riverside Downtown station improvementsthrough the Southern California Optimized Rail Expansion program, known as SCORE, and a California State Transportation Agency Transit and Intercity Rail Capital Program grant. Major Initiatives in FY 2019/ 20 Over the last 26 years, the Commission has invested more than $140 million in capital improvementsto develop stationsand secure accessto support the Commission'scommuterrail services operations. The PVL and related projects added over $250 million more to the Commission'sinvestment in commuter rail. Unlike the other SCRRA member agencies, the Commission owns and maintains the nine commuter rail stations and RDOCC serving the County. A general description of each of the Commission -owned rail station facilitiesispresented in Chart 46. Chart 46 —Commission-Owned Rail Station Facilities Locution fn Service Date Sire Transit Services Prfmorylreatures 2$ �` g RIVERSIDE - DOWNTOWN Riverside Downtown [P244001) 4066 Vine Street, Riverside June 1993 26.5 acres Rail: 97JPVL IE4C Line Riverside Line Amtra k Bus: RTA OmniTrans SunLine Amtrak Mega Bus 2 platforms with 4 boarding tracks 4 parking lots (1,240 spaces) Enclosed pedestrian bridge, elevators, stairwells -- = — - — Jurupa Valley-Ped ley (P244002) 6001 Pedley Road, Jurupa Valley June 1993 4.5 acres Rail: Riverside Line Bus: RTA Platform with boarding track Parking lot (2&Sspaces) PEDLEV lie �— - f 111VOISIDE - ul Malfu Riverside -La Sierra 1P244003) 10901Indiana Avenue, Riverside October 1995 24.69 acres Rail: 91/PVL IEOC Line Bus: RTA Platform with 2 boarding tracks Parking lot 11,065 spares) Enclosed pedestrian bridge, elevators, stalrwelis p • , CaRYNN - wen Corona-West{P244004i 155 South Auto Center Drive, Carona October 1995 5.49 acres Rail: 911PVL IE0C Line Bus: RTA Corona Cruiser Platform with boarding tracks Parking lot (564 spaces) Enclosed pedestrian bridge, elevators, stairwells •I."' 1 +�� Carona -North Main [P244006j 250 East Blaine Street, Corona November 2002 6.72 acres Rail: 91/PVL IEOC Line Bus: RTA Corona Cruiser Platform with 7 boarding tracks Parking lot1579 spates) Parking structure 0,000 spaces) Enclosed pedestrian bridge, elevators, stairwells CleaNA- N MI MN 132 Location in Service Dare Sire Transit Servkes primary Features �? —;1 Perris-nowntown (P244010) 121 South Street, Perris lune 2015 (bus tra nsit CR flier opened 2010} 5.5 acres Rail: 91/PVL Bus: RTA Platform with boarding track Parking lot 044 spaces) PERRIS - aatiYHlalyll - i 1 �- § $ RID ERI DE- He1fiEA PAP WM RiversideMunter Park/UCR (P244020) 1101 Marlborough Avenue, Riverside June 2016 9.35 acres Rail: 91/PVL Bus: RTA Platform with boarding track Parking lot(528 spaces) - imz:' f k* MRRENR TM UV M hRCH rl ELO Moreno Valley/March Field (P244021) 14160 Meridian Parkway, Riverside June 20/5 14,47 acres Rail' 91/PVL Bus: RTA Amtrak Platform with boarding track Parking lot 1476 spaces] Stairwell Ile IllielliR PERRiS - MTH Perris -South (P244022) 1304 Case Road, Perris June 2016 40,57 acres Rail: 91/PVL Bus: RTA Amtrak Platform with boarding track Parking lot (907 spaces( RDQCC (P244024) 4344 Vine Street, Riverside April 2016 3,000 square feet NIA CCTV operations center Offices and meeting rooms Station maintenance includes property management, utilities, grounds maintenance, repairs, cleaning, and security services at the Commission -owned rail stations, including the RDOCC. As a result of the new PVLservice and increased stations, LTFallocations are now used for Metrolink operating contributions and 2009 Measure A Western County rail funds are used for station maintenance. Table 62 summarizesthe rail station maintenance costs. Table 62 - Rail Station Maintenance Summary FY 17/ 18 FY 18/ 19 FY 18/ 19 FY 19/ 20 Actual Budget Projected Budget Equipment maintenance and repairs Groundsmaintenance and repairs Utilitiesand support Property management and operations Security Improvements Total expenditures $ 261,092 $ 495,400 $ 265,900 784,007 398,582 1,056,455 2,143,931 47,755 989,100 894,600 527,600 1,135,200 2,351,600 89,600 413,300 1,044,000 2,163,200 88,700 $ 440,400 1,196,900 484,700 1,297,900 2,449,200 180,000 $ 4,691,822 $ 5,588,500 $ 4,869,700 $ 6,049,100 In FY 2018/19, the Commission completed the parking lot and transit center expansion at the Riverside — La Sierra station. This major capital improvement increased park and ride opportunitiesand facilitated commuter busoperationsat the station. 133 Department Goals —Rail Operations RO1 — Improve utilization and increase efficiency of commuter rail lines serving the County. (Policy Goals: Quality of Life, Responsible Partnei) Objectives: • Support improved Metrolink system safety and security initiatives. • Implement enhanced safety and security featuresat all stations. • Work with Metrolink staff to increase patronage on the County lines, including the 91/PVL. • Collaborate with Metrolink and member agencies to expand service on Metrolink lines with increased train frequencies. Current efforts include extending weekend service to Perris and implementing two new round tripsfrom Perristo Los Angeles. • Coordinate with Metrolink staff to develop future service plans that best meet the needs of the County'sresidents. • Continue to monitor Metrolink's financial performance to ensure efficient and responsible use of the County's transportation funds. This includes multi -year budget planning and programming effortsto ensure fiscal sustainability. RO2—Maximize opportunitiesfor public use of rail -related investment. (Policy Goals: Quality of Life, Responsible Partner) Objectives: • Support transit operator efforts to expand availability and use of connecting transit in order to improve access and reduce demand on parking capacity; currently the Commission budgetsfor and reimbursestransit operatorscostsassociated with transfers. • Explore track rightsopportunities. • Expand opportunities with the Commuter Assistance Program'spark and ride operations for the designation of specific carpool/vanpool/buspool parking at commuter rail stations with available capacity. • Increase opportunitiesfor interline travel through coordination of scheduleswith LOSSgN and Amtrak intercity trains, such as the Sunset Limited, and other Metrolink lines, including encouraging joint ticketing options. RO3 — Implement energy efficient systems and generate revenue to offset maintenance costs of rail properties. (Policy Goals: Quality of Life, Operational Excellence) Objectives: • Explore potential forjoint development opportunitiesat stations. • Evaluate the installation of cell phone towers asa revenue source to offset operating costs, such asthe completed Jurupa Valley —Pedley station cell tower project. • Explore additional revenue potential at the rail stations. • Agmssaltemative and emergency power systems. 134 Department Budget Overview — Rail Development In order to expand pas-Pnger rail options throughout the County, the Commission conducts feasibility studies to amass the viability of commuter rail expansion. Previously the Commission approved a commuter rail feasibility study that examined the viability of extending Metrolink commuter rail service largely within existing rail right of way on the San Jacinto Branch Line (SJBL). Although the Commission recommended advanced study of extensions to Hemet/San Jacinto and Murrieta/Temecula, the next phase of AltemativesAnalysisforthe% corridorswill be pursued in future years. The Commission engaged a consultant to perform a "next generation" rail feasibility study based on findingsfrom the RCTC Strategic Asccssment completed in January 2016. Significant planning efforts are also underway to explore intercity passenger rail service to the Coachella Valley -San Gorgonio Passcorridor. San Jacinto Branch Line The Commission holds title to and manages the 38-mile SJBL (Chart 47) and several adjacent properties, preserved for future paeoengerrail service. BNSF Railway (BNSF) holdsthe freight rights in the corridor, providing service to local shippers, and performsmaintenance on the line. Chart47—San Jacinto Branch Line San Jacinto Branch Line RIVERSIDE Co. Callmesa Ito Riverside 0 Moreno Valley •`14. Perris Lake Matthews +-1-+-++ San Jacinto Branch Line Perris Valley Line Service Area Canyon Lake ' ake Perris Men ifee a San Jacinto Hemet Banning Beau' Perris Valley Line Project The Commission substantially completed the PVL in September 2016, and operations commenced in June 2016. The construction project was a 24-mile extension of the 512-mile Metrolink commuter rail system. It extended the existing Metrolink 91 Line, which provides service between Riverside and Downtown LosAngelesvia Fullerton. There are timed connectionsto the 135 other routes out of the Riverside Downtown station. The project included the construction of four passenger stations at Riverside — Hunter Park/UCR, Moreno Valley/March Feld, Perris — Downtown, and Perris — South; construction of a park -and -ride lot at each of the four new stations, totaling approximately 2,250 parking spaces; and a layover facility at Perris —South for vehicle storage and servicing. The hours of operation are from 4:30 a.m. to 8:00 p.m. on weekdays; the FY2019/20 Metrolink operating contributionsinclude funding to initiate expanded weekday service and new weekend service. Currently there are 12 trainsa day between Perris — South and Riverside Downtown with connectionsto IEOC and Riverside line trainsaswell. 1 COACHELLA VALLEY-- SAN GORGONIO PASS CORRIDOR RAIL SERVICE In recent years the Commission also focused attention on the creation of intercity pamcnger rail service between the Coachella Valley, the Pass Area, Riverside, and the Los Angelesbasin through advocacy effortswith state, federal, and local government entities and negotiation with the freight railroads. The Commission ensured the corridor was prominently featured in the updated 2013 California State Rail Plan. In May 2013, the Caltrans Division of Rail completed the first phase of a planning study and initial alternatives analysis for the rail corridor. This planning study was very supportive of the potential for a viable service, and future studies can expand on this by determining ridership demand and better cost estimates. Caltrans also included an updated project description and analysis of the Coachella Valley -San Gorgonio Pass corridor rail service in the latest state rail plan, approved by the California State Transportation Agency on September 5, 2013. The 2018 California State Rail Plan update includes the Coachella Valley -San Gorgonio Pass corridor rail service asan integral part of future growth. Snce its inclusion of the project into the State Rail Plan, the Commission has led the planning elements required of the project in order to secure additional funding and project approvals at various state and federal levels. The Commission established a MOU with CVAG for its cooperation in the planning aswell asfunding through a new TDA bus/rail split forthe Coachella Valley. This agreement also included the application of Proposition 1B funds toward the initial Phase 1 analysis that included public outreach, development of the project Purpose and Need Statement, and development of the Preliminary Alternatives Analysis Report. As part of thiseffort, the Commission secured a letter of agreement with Caltrans for its cooperation and modeling support. The Commission completed the Phase 1 planning efforts, including the Alternatives Analysis, and the FRA approved the Phase I work. In the July 2010 Federal Register notice on High -Speed Intercity Paaccnger Rail (HSIPR) program, it clearly outlinesthe planning process needed to be eligible forHSlPRfunds. This process identifies the need fora SDPwith the following requirements: • Clearly demonstrate the purpose and need; • Analyze alternativesforthe proposed paaccngerrail service; • Identify the alternative that best meetsthe purpose and need; • Identify the discrete capital projects req uired; and • Demonstrate the operational and financial feasibility. To continue the development of this project, the Commission partnered with Caltrans and successfully applied for and was awarded a $2,900,000 FRA grant to complete the corridor study's SDP. This was the only rail corridor in the country awarded these planning grant funds. Staff worked through the multiple agreements needed in order to utilize this funding in 136 coordination with the FRA and Ca!trans. In order to expedite project development, a highly qualified consultant will prepare the SDP and lead the environmental process needed for the NEPA documentation. phis project is ongoing and incorporated in the FY 2019/20 budget. The Commission prepares an annual SRTP for the Coachella Valley -San Gorgonio Pass corridor rail service project. Asthe result of the many studies performed to date by both CVAG and the Commission, it was determined that using state -supported intercity trains presents the best alternative for developing service along the corridor. The 141-mile trip between LosAngelesand the Coachella Valley would cross four counties (Chart 48). Stops and station locations are yet to be determined. Due to the trip length and time of approximately three hours, Amtrak -style service with larger seats and food service would be more appealing to the riders. In addition, the service would operate over Union Pacific and BNSFtracks, and, in general, Amtrak hasa greater ability to initiate service over freight railroads based on a national agreement. The initial service plan anticipates two daily round trips along the corridor. The approved Altemative Analysis recommended a preferred alignment. Chart 48 —Coachella Valley -San Gorgonio Pass Corridor R3il Service —Proposed Alternative 11i1 D=;L1;S21.61r} LrJUilr'/ s1_1u,rrr Los An as? Lax High *Wed Rail Morale Valley, ::1;1 59i1111 PALS:, Caha n New ant 5 enngl Palm Spring's .amaval Ury Rancho Palm LEGEND -Altemative 1 f -Potential Stations rnoaeand rw e NdVansn Indln We la oulnla l071,:e a, iMemal 12.:1EilEthl must Indio 4 a The Commission continues to play a proactive role in the development of a statewide, high speed paarrnger rail system, including routing of the backbone corridor through the Inland Empire with possible stations in the Riverside/Corona and Murrieta/Temecula areas. With the passage of Proposition 1A in November2008, there is proposed funding mechanism to move the state high speed rail project forward. The CHSRA began work on a project level environmental assessment and corridor alignment study for the section between Los Angeles and San Diego via the Inland Empire. The Commission directed the review to include an alignment alternative along 1-15 for analysis. The Commission entered into a MOU to be supportive in the development of this high speed rail project and participates in the Southern California Inland Corridor Group meetings. The Commission actively contributed to the development of the supplemental Alternatives Analysis efforts. Work on this effort has slowed down with the release of the latest business plan that extends the development of this Phase II section from Los Angeles to San Diego via the Inland Empire to beyond 2030. The Commission signed a MOU along with the other southern California transportation entities and SLAG to commit $1 billion in unallocated Proposition 1A fundsfor early investment to be spent locally for rail transportation improvement projects. With recent developments related to the State's high speed rail project, staff will continue to monitor progress and look for opportunitiesto benefit the regional rail network. 137 Key Assumption for FY 2019/ 20 • Progress on the development of the Coachella Valley -San Gorgonio Passcorridor rail service will continue. Accomplishments in FY 2018/ 19 • Continued Phase II efforts for the Coachella Valley -San Gorgonio Pass corridor rail project and related environmental process. • Completed the environmental technical documents to prepare for the Administrative Draft of the Environmental Impact Report/Environmental Impact Statement for the Coachella Valley -San Gorgonio Passcorridor rail project. • Made significant progressand completed operationsmodeling forthe SDP. • Submitted two grant proposals for Coachella Valley rail efforts under the SRA Program, resulting in a $5.9 million SRA grant award fora special event train platform in the city of Indio to serve the music festival eventsand reduce congestion. Major Initiatives in FY 2019/20 During FY2019/20, the Commission will continue progresson the Coachella Valley -San Gorgonio Pass corridor rail project's SDP and environmental work. Additionally, the Commission will develop the "next generation" rail feasibility study to evaluate future growth opportunities for paaconger rail service in the County. In addition, work is planned to construct the special events train platform in the city of Indio with the intent to run service to the festivals as soon as the infrastructure iscompleted. Department Goals -Rail Development RD1 - Identify and plan for capital improvements necessary to increase the scope, appeal, and reliability of commuter rail operations. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) Objectives: • Build ridership on the 91/PVLthrough ongoing marketing and discounts. • Explore panconger rail options and conduct detailed studies on the Coachella Valley -San Gorgonio Passcorridor. • Monitor high speed rail plans and programs and look for opportunities for early investment that benefit existing pa,conger rail services. • Evaluate future rail needsaspart of the "next generation" rail feasibility study. RD2 - Maintain efforts with local agencies, other southern California counties, and the state and federal governments to expand intercity passenger rail service into the County and the Coachella Valley. (Policy Goals: Quality of Life, Responsible Partner) RD3 -Continue to monitor the state efforts in the creation of a high speed passenger rail system along an Inland Empire alignment through coordination with state and local agencies. In addition, continue to identify and advocate for high speed rail funding to be spent on beneficial local rail projects in the County. (Policy Goals: Quality of Life, Responsible Partner) 138 ID Rail Performance Measures and Results FY 17/ 18 Estimated FY 17/ 18 Actual FY 18/ 19 Estimated FY 19/ 20 Projected RO1 Average daily ridership on existing commuterlines 3,795 3,880 3,721 3,962 RD1 • Riverside Line 4,599 4,632 4,624 4,784 • IEOC Line • 91/PVL 2,925 3,121 3,330 3,256 RO1 Farebox recovery ratio • Riverside Line 43.2% 48.7% 43.0% 43.7% • IEOC Line 30.0% 32.0% 31.9% 31.6% • 91/PVL 23.9% 27.9% 27.7% 26.5% 139 Public and Specialized Transit Mission Statement: Public and Specialized Transit coordinates the operation of all public transportation services within the County with a goal toward promoting compliance and improving mobility as well as program efficiency and effectiveness between transit operators. Public and Specialized Transit also maintainsand improves, as resourcesallow, mobility optionsto meet travel needsof seniors, persons with disabilities, and persons of limited means to enhance quality of life through innovative solutionsand better coordination of existing services. Chart49—Public and Specialized Transit TransfersOut 16% Expenditures S3Iadesand Benefits 1% Projectsand Operations 83 Public and specialized transit uses are budgeted at $194,224,800 for FY2019/20, as presented in Table 63, and consist primarily of capital projects and operations costs as well astransfers out to Commission funds for administration, planning, and rail purposes. lhe 99% increase in salaries and benefits reflects the one-time disbursement to fund the Commission's CaIPERS retirement net pension liability, the net allocation of F1Es, and performance merit -based salary increases. LTF disbursements consist of transit operating and capital allocations to public transit operators of $90,300,000; bicycle and pedestrian facilities allocations to cities and the County of $1,250,100; and planning and administration allocations to other agencies of $740,000. STA/SGR disbursementsof $55,971,300 are primarily for buscapital purposesin Western County, Coachella Valley, and Palo Verde Valley. the LTF, STA, and SGR transit allocations reflect the use of $23,180,900, $21,817,900, and $2,950,100 in fund balances, respectively. Measure A disbursements include $2,720,000 for Western County specialized transit funding of the second year of the 2018 Call for Projects. the majority of other Measure A disbursements relatesto other Measure A public transit programs: • $950,000forWestem County Consolidated Transportation Service Agency allocations; • $2,500,000 for Western County intercity busservices; and • $7,000,000 for Coachella Valley public and specialized transit. 140 The Commission disburses Measure A public transit allocations monthly to RTA and am Line, the major transit providersin the Western County and Coachella Valley, respectively. LTF, STA, and SGRtransfersout comprise: • $23,000,000 for rail operations; • $2,000,000 for grade separations; • $2,820,000 for planning; • $1,026,100 for administration; • $819,100 forstation rehabilitation and improvement project; and • $450,000 for Coachella Valley rail operationsand capital. Transfersout of $1,164,200 relate to administrative coststo the General fund. Table 63 -Public and Specialized Transit Expenditure Detail FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change Salaries and Benefits $ 391,700 $ 450,200 $ 462,000 Professional Costs Legal rvices 12,900 6,000 6,000 Audit cervices 100,000 100,000 Rn a n c is I Advisory 15,300 16,000 15,400 Pro fe ssio n a I ry ices - Genera I 79,400 192,000 131,500 Total Professional Costs 107,600 314,000 252,900 8apport Costs 50,300 63,900 64,000 Projects and Operations Special Studies - Operating and Capital Disbursements 90,683,100 180,911,000 124,584,600 Total Projects and Operations 90,683,100 180,911,000 124,584,600 TransfersOut 22,224,000 28,602,300 28,858,100 TOTAL Public and Specialized Transit $ 113,456,700 $ 210,341,400 $ 154,221,600 $ 895,100 12,000 70,000 16,000 201,700 299,700 69,200 250,000 161,431,400 161,681,400 31,279,400 Q 1 QA 99A Ann $ 444,900 99% 6,000 100% (30,000) -30% 0% 9,700 (14,300) 5% -5% 5,300 8% 250,000 N/A (19,479,600) -11% (19,229,600) -11% 2,677,100 9% $ (16,116,600) -8% Public and Specialized Transit Staffing Summary Po sit io n FY 17/ 18 FY 18/ 19 FY 19/ 20 Accountant 0.02 0.02 Chief Financial Officer 0.05 0.03 Deputy Directorof Finance 0.00 0.00 Deputy Executive Director 0.01 0.00 ExtemalAffairsDirector 0.00 0.01 Management Analyst 1.00 1.00 MultimodalServicesDirector 0.00 0.31 Se niorAdministrative Assistant 0.09 0.14 SeniorManagement Analyst 0.01 0.00 SeniorProcurement Analyst 0.00 0.00 Transit Manager 1.00 1.00 FTE 2.18 2.51 Department Budget Overview Department Description 0.06 0.15 0.01 0.06 0.01 1.00 0.30 0.04 0.02 0.12 1.00 2.77 The Commission has public transit operator oversight and fiduciary responsibilities and ensures that annual fiscal auditsand a state triennial performance audit are conducted in accordance with TDA regulations. The Commission also reviews public transit operator activitieson an annual basis and recommends potential productivity improvementsto lower operating costs. To ensure that specialized transit allocations are expended in accordance with funding agreements, the Commission engagesaudit firmsto perform certain agreed -upon proceduresforthe Measure A specialized transit funding recipients. 141 Public Transit The Commission is responsible for short-range transit planning and programming within the County which includes the development of the countywide SRTPs for eight public transit operatorsconsisting of: • The citiesof Banning, Beaumont, Corona, and Riverside; • SCRRA'sMetrolinkcommuter rail; • PVVTA; • RTA; and • SunUne. The Commission assists in coordinating the annual development, review, and approval of the operator SRTPs as well as allocates Measure A, LTF, STA, and FTA transit funding resources to public transit programs. The Commission disburses OF, STA including SB 1 SGR and Measure A funds for public transit. The Commission is responsible for coordinating with 9CAG the approval of the FTA Section 5307 Program of Projects annually. Commission staff works closely with each transit operator to ensure that funds are properly programmed and included in the SRTP for inclusion into the FM and/or other major planning documents as necessary for allocation or obligation of funds. Since 2015, the Commission coordinates with Riverside County transit operators the preparation and submission of transit projects to Caltrans for award of LCTOP funds under CARB's Cap and Trade Program. The LCTOP funds support operating and capital transit projects that reduce carbon emissions and improve mobility with a priority of serving disadvantaged communities. The State Controller's Office annually appropriates the LCTOP funds. Riverside County's share supported projects such asthe construction of RTA's UCR Mobility Hub, station upgradesfor the Commission's PVL to encourage active transportation, and installation and operation of a solar energy system in Palo Verde Valley. Funds may also be used to increase service frequency on selected bus routes that operate in disadvantaged communities in the Coachella Valley and city of Beaumont. The County's share of the annual allocations has fluctuated based on state appropriations. Specialized Transit The 2009 Measure A Western County specialized transit program provides valuable service to the community by serving the needs of residents, mainly seniors and persons with disabilities, whose transportation needs are not met by traditional services. Social service and nonprofit agencies typically administer specialized transit operations. The Commission awards 2009 Measure A Western County funds for specialized transit through a competitive call for projects. The 2015 Call for Projects, which provided funding for a three-year term, ended in June 2018. Under the new 2018 Call for Projects, Measure A funds will be utilized by projects until June 30, 2021. Key Assumptions for FY 2019/ 20 • LT, STA, and Measure A budgeted disbursements are based on projected allocations but may be adjusted after the Commission approves actual allocations in July 2019 through an approved SRTPamendment. • Fluctuating LTFand Measure A salestax revenueswill continue to require effortsto streamline operating expensesby all operatorswhile maintaining efficiency and quality of service. • The Commission will approve the use of STA funds for operating purposes beginning FY 2019/20. Staff will continue to review other funding formulas and transit policies for potential changesand Commission consideration. 142 Accomplishments in FY 2018/ 19 • Oversaw the first -year implementation of specialized transit services related to the 2018 Measure A Call for Projectsfunding allocation process. • Received approval notification of 17 capital projects awarded to nine successful County recipients of FTA Section 5310 urbanized area program FY 2014/15, FY 2015/16 and FY 2016/17 funding, in addition to three capital projects from two small urban and rural agencies. • Continued assisting successful County recipients to implement their respective operating and capital projects. Projects were derived from the locally -developed Coordinated Public Transit -Human ServicesTransportation Plan. • Approved the allocation of FY2018/19 S31 SGRprogram fundsfor eligible replacement and rehabilitation projects identified by transit operators following release of program funding and guidelinesby Caltrans. • Incorporated FY 2017/18 LCTOP formula funds with transit operating and capital funding sources for development of the FY 2018/19 SR -Ps following the release of program funding from Caltrans. • Worked closely with the transit operatorsto develop a comprehensive LRTP. • Evaluated and recommended revisions to existing transit policies and funding formulas for LTF, STA, and Measure A to meet the demand of future transit needs. • Developed a plan to restructure the Citizens Advisory Committee (CAC) to improve information sharing with public and social service providers, aswell usersof specialized transit service such asseniorsand personswith disabilities. • Kicked off a Pass Area Transit Provider Analysis to identify how the public transit needs can be more efficiently and effectively met between the three transit operators in the area. Major Initiatives in FY 2019/ 20 In connection with its oversight and fiduciary role under TDA, the Commission will enhance resourcesand guidance available to the public transit operators, including: • Develop a TDA Manual to better explain the Commission's role and process for allocations and reimbursements; • Improve and revise the SR1P process to streamline the annual allocation submittals by the operators; • Collaborate and work closely with operators on any funding formula or transit policy changes during this "transition year" to prepare for potential changes to be implemented beginning in FY2020/21 orthereafter. Further, the Commission will continue its oversight responsibilities related to the Western County specialized transit program with an emphasison the: • Evaluation of the existing Specialized Transit Call for Projects guidelines and eligibility requirements and possible recommendations for improvements to the program to strengthen the goals of increasing ridership and participation of travel training programs; and • Continued administration and monitoring of approved specialized transit services under the 2018 Measure A Call for Projects. The Commission will also continue to develop the CAC as an advisory body that more effectively distributes and promotes public and specialized transit information to various stakeholders. 143 Department Goals PST'1 — Provide timely information to the public regarding Commission -implemented transit projects and support public relations activities of Measure A -funded transit programs by grant recipients. (Policy Goals Operating Excellence, Responsible Partnei) Objectives: • Produce and distribute public information materials as needed including press releases, flyers, brochures, marketing materials, and newspaper ads. • Leverage the IE Commuter traveler information system in order to more fully market the availability of specialized transit programs. PST2 —Allocate Measure A specialized transit and federal funds to support services that will maintain and/or enhance mobility by alleviating transportation barriers for seniors, persons with disabilities, and the truly needy. (Policy Goals: Quality of Life, Operational Excellence, Rlesponsib/e Partne►) Objectives: • Monitor performance of specialized transit grant recipients through analysis of their monthly performance reports. • Support the consolidated FTA Section 5310 grant procearrs to improve mobility for seniors, persons with disabilities and individuals of limited means by working with Caltrans, public operators, and social service agencies to ensure a competitive process statewide for the allocation of federal transportation dollarsfor social service programs. • Provide technical assistance and program support to agencies offering specialized transit programs to ensure the maximum benefit of funding for improved mobility for seniors, personswith disabilities, and individuaIsof limited means. PST3 — Coordinate the operation of all public transportation services within the County with a goal toward promoting program efficiency and harmony between transit operators as outlined in state law. (Policy Goals: Quality of Life, Operational Excellence, Connecting the Economy, Responsible Partne►) Objectives: • Review transit planning, resource allocation, and service implementation policy requirements including appropriate coordination of commuter rail, intercounty and intercity bus, local bus and paratransit, and social service transportation services to ensure convenient service for pascengers. • Implement recommendationsresulting from the 1DA-mandated triennial performance audits of the Commission and the seven County bustransit operators. • Assure the ongoing effectiveness of the SR1Pprocessand work with the County'seight transit operators to assure productivity and efficiency as well as compliance with the productivity improvement program. • Coordinate regional transit connections among commuter rail, buses, and paratransit servicesto ensure convenient service for pascPngers. • Monitortransit operators' quarterly capital grantsreports. • Monitor transit operators performance through analysis of their quarterly performance reportsusing the TransTrackcomputer-based tracking program. • Continue working with the transit operator partners in providing connecting bus services to the new PVLstations. 144 PST4 — Continue to provide staff resources to assist and support the coordination of transit services within the County and throughout the State. (Policy Goals: Quality of Life, Operational Excellence, Connecting the Economy, responsible Partner) Objectives: • Participate and influence intercounty discussions between Riverside, Orange, San Diego, and San Bernardino counties regarding the enhancement of intermodal options. phis includesadditional transit services(rail and expressbus) and rideshare services. • Regularly participate in meetings that focus on the coordination of transit services, such as the California Association for Coordinated Transportation, SunLine's Access Committee, RTA's Americans with Disabilities Act (ADA) Committee, the Riverside County Foundation on Aging Board of Directors, Riverside Regional Coalition, and the Commission's Citizens Advisory Committee/Social Service Transportation Advisory Council. • Continue the development of a marketing and distribution network for communicating specialized transit mobility optionsto seniors, the disabled, and personsof limited means. ID Public and Specialized Transit Performance Measures and Results FY 17/18 Estimated FY 17/18 Actual FY 18/19 Estimated FY 19/20 Projected P513 SRlPssubmitted by operatorsand reviewed 9 9 9 9 PS13 SRTPamend ments 3 3 3 4 P5r2 Specialized Transit grantsawarded/monitored 17 17 18 18 PST2 Specialized Transit site visits 0 0 18 9 PST1 Specialized Transit brochuresdistributed N/A N/A 3,500 3,500 PST3 Transit operator quarterly coordination meetings N/A N/A 16 32 PST4 Social service/partnering agenciesmonitored in database N/A N/A 412 416 PST4 Meetings attended with regional partners(i.e. Board meetings, CAC, SLAG working groups, workshops) N/A N/A 35 40 145 CommuterAssistance Mission Statement: Commuter Assistance helps constituents discover their best commute through meaningful employer and community engagement, rideshare incentives, and advancing technology in orderto reduce drive alone trips, regional congestion and vehicle emissions. Chart 50— Commuter Assistance Projectsa nd Operations 68% Expenditures ler Transfers Salariesand Out Benefits 6%l 9% \ Professiona I Costs 11% SJpport Costs AiLliiii 6% Commuter Assistance expend itures total $4,880,800, which represents 21%decrease from last year's budget (Table 64) due to sunset of Route 200/205 start-up funds. Salaries and benefits of $436,500 reflect a 51% increase due to the one-time disbursement to fund the Commission's CaIPERSretirement net pension liability, the net allocation of I -Its, and performance merit -based salary increases. Professional costs of $542,700 increased 16% over the prior year due to anticipated one-time expenditures for transitioning rideshare and vanpool systems to more regional -based system platforms. Support costs of $285,800, which include mail and printing services, communications, and other office expenditures, decreased 21% due to reduced media outreach during transitioning rideshare and vanpool systems. Projectsand operationsexpendituresof $3,313,300 consist of: • Regional transportation consultant services totaling $2,203,300 to manage and implement the program; • Vanpool subsidiesand commuter incentivesvalued at $960,000; and • Park and ride lease paymentsof $150,000. Reimbursements from S3CTA for rideshare services provided by the Commission are included in local revenues to offset a portion of these expenditures. Transfers out include $302,500 for administrative costs and reflect a decrease of 82%due to funding fora transit incentive project in Western County in the prior year. 146 Table 64- Commuter Assistance UsesDetail FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change allariesand Benefits $ 258,300 $ 290,000 $ 289,900 $ 436,500 $ 146,500 51% Professional Costs Legal Services 29,800 31,000 4,000 31,000 0% Rnancial Advisory 7,600 8,000 7,800 8,000 0% Professional ervices- General 455,100 427,400 375,800 503,700 76,300 18% Total Professional Costs 492,500 466,400 387,600 542,700 76,300 16% aipport Costs 178,700 362,800 88,900 285,800 (77,000) -21% Projects and Operations Program Operations 2,498,000 3,383,900 2,610,200 3,313,300 (70,600) -2°% Transfers Out 1,020,200 1,696,500 1,331,700 302,500 (1,394,000) -82% TOTALCommuter Assistance $ 4,447,700 $ 6,199,600 $ 4,708,300 $ 4,880,800 $ (1,318,800) -21% Commuter Assistance Staffing Summary Po sit io n FY 17/ 18 FY 18/ 19 FY 19/ 20 Chief Financial Officer 0.01 0.01 Commuterand Motorist Assistance Manager 0.71 0.65 Deputy Executive Director 0.01 0.02 Extemal Affairs Director 0.02 0.00 Management Analyst 0.56 0.60 MultimodalServicesDirector 0.00 0.28 Procurement Manager 0.01 0.00 Public Affairs Manager 0.00 0.05 Se niorAdministrative Assistant 0.06 0.00 SeniorManagement Analyst 0.05 0.02 FTE 1.43 1.63 Department Budget Overview Department Description 0.00 0.65 0.01 0.10 0.55 0.00 0.04 0.01 0.00 0.05 1.41 While much of the Commission's work focuses on enhancing transportation infrastructure, there is significant value in ensuring that the transportation systems are used efficiently. To foster a more efficient use of these systems, the Commission's Commuter Assistance Program seeks to increase the awareness of all commute options and incentives available to commuter constituents and to increase consideration for alternative modes of transportation such as riding a busor train, carpooling, vanpooling, walking, bicycling, ortelecommuting. The Commuter Assistance Program, through its IE Commuter brand seeks to influence driver behavior by nurturing a mode -shifting decision at both the employer and commuter fronts via the following methods: • Partner with and serve as a resource to employers to implement employer -based rideshare programsand incentivesat worksitesthroughout the region; • Leverage regional campaigns, local outreach, employer events, and social media to increase the awarenessand consideration fortransportation alternatives; • Provide both online access (IECommuter.org) and personal support (866-RIDES-IARE) to disscminate custom commute information servicesto commuters or employers interested in rid a sh a re ; • Incentivize commuters for beginning and then maintaining a mode-shift/rideshare arrangement; and • Leverage technology to deliver easy -to -use online resources and tools to more efficiently serve employer partners, theiremployees, and othercommuters. 147 lhe Commission implemented the Commuter Assistance Program in Western County as a specific requirement under Measure A to addresscongestion mitigation. In addition to improving mobility overall, Commuter Assistance helps improve the quality of life on the commuter front, helpsto lower costs and increase productivity on the employer front, and has positive impact on the environment. Key Assum ptions for FY 2019/ 20 • In partnership with regional county transportation partners, the Commission will transition from a locally -provided Inland Empire based rideshare and vanpool system to a regional platform solution. • 1he Commission will continue to contract with a consulting firm to administer an Inland Empire Commuter Assistance Program (IECommuter) and Western County Vanpool Program (VanClub). • Maintaining its long-term partnership with the Commission, SBCTA will contract with the Commission to manage and implement a "sister" Commuter Assistance Program for its residentsand employersin San Bernardino County. Accomplishments in FY 2018/ 19 • Provided rideshare services, support, and/or incentives to more than 500 worksites in Riverside County (133 employers) netting an estimated reduction of 14.1 million miles driven and 7.6 tonsof emissionsovera twelve-month period (based on survey data). • Continued to grow the Commission's new vanpool subsidy program (VanClub), which compliments transit options and provides an attractive commute option for commuters traveling to worksitesin Western Riverside County. • Enhanced the IE Commuter rideshare system with a website refresh including a new design and on-line resources and tools for employers to more effectively manage employee commutersand market rideshare within theirorganizations. • Garnered 7,836 participant pledgesto rideshare as part of IECommuter's2018 "It's Your Life, Enjoy the Ride" Rideshare Week campaign — resulting in an estimated reduction of 195,488 milesdriven and 245,380 poundsof emissions. • Launched a new incentive, "Rideshare Spotlight", providing regular ridesharing commuters who log their trips in IE Commuter with opportunities to win monthly prizes and share their rideshare storiesand to also serve astestimonialsfor alternative commutes. • Continued leasesfor park and ride facilitiesat the following locations: M urrieta Temecula Canyon Community Church of the Nazarene Living Truth Christian Fellowship Corona FriendsChurch Tom's Farms Lake Elsinore Market Lake Esinore Outlets Shepherd of Life Mulligan'sFamily Fun Center Promise Lutheran Church Orchard Christian Fellowship St. lhomasof Canterbury United Methodist Church 148 Major Initiatives in FY 2019/20 A cornerstone of the Commuter Assistance Program isitscontinued partnership with commuters, employers, and government. The partnership, based on voluntary efforts, makes a collective difference to increase the efficiency of the County's transportation system —local roads, freeways, commuter rail, and public bus. The combined effort results in less congestion, decreased vehicle miles traveled, and improved air quality. The major initiatives to continue these partnershipsand effortsin FY2019/20 are described below. • Regionalize the Rdeshare Platform: In partnership with regional county transportation partners, the Commission will transition from a locally -provisioned Inland Empire -based rideshare and vanpool system to a regional platform solution. Transitioning to a regional system will expand the commuter database and improve the ridematching potential for those interested in sharing the ride to work via carpool orvanpool. Additionally, the regional platform will offer enhanced functionality and reporting that will better support program administration staff and employer worksite efforts to increase participation in alternative modes. Thisapproach will also net additional cost savingsfor the Commission. • Maximize Employer Partnerships. Given that the highest percentage of rideshare arrangements is formed at work sites, voluntary employer participation is critical to address congestion and air quality goals. Employers are the conduit to directly influence their employees' personal transportation choices. The ongoing success of the core Western County rideshare program is a testament to the significance of employer partnerships. However, the prior economic downturn created a corporate culture of doing more with less. Many employer transportation coordinators(EICs) feel spread too thin to commit to offering a rideshare program. Delivery of in person/worksite rideshare support value-added services and tools to make the EIC,'s job easier is a critical motivation to continue rideshare partnershipsand development of new ones. • Expand with New Market Development: The primary go -to -market strategy has been to leverage larger employer (250+) partnerships to cost effectively access and market to employee commuters. While this channel has historically proven to be efficient over the years, it results in a rather limited base of commuters compared to the broader universe of commuters available. Therefore, in addition to maximizing the number of employer partners and maximizing rideshare participation within those employers, a direct business -to - consumer strategy will continue to be phased in to expand the awareness and consideration of rideshare options. • Support Multimodal Travel: In addition to ridematching, information services, and incentives to facilitate ridesharing, the Commuter Assistance Program also provides park and ride facilities to support ridesharing efforts. The last Caltrans park and ride facility in the County was built in 1999. The Commission leases park and ride spaces from property owners to supplement the network of park and ride spaces in the County. A continued focus for FY 2019/20 will be increasing the number of leased spaces and coordinating with ridesharers, transit/rail partners, and western Riverside County cities to identify areas where the lease program can help support car/vanpool arrangementsand facilitate transit connections. Department Goals CA1 — Operate a cost-effective Commuter Assistance Program resulting in a demonstrable reduction in single occupant vehicle trips, thus assisting with congestion mitigation and improving air quality. (Policy Goals: Quality of Life, Responsible Partner) Objectives: • Leverage Commuter Assistance Program resources to support outreach and transportation demand management objectivesof major Commission projects, including but not limited to, the Commission'sVanClub program, Metrolink's91/PVLwrvice, and expresslanesfacilities. 149 " Continue to enhance the IE Commuter user experience with improvements in functionality and servicesoffered through the website. " Continue to offer short-term incentives for commuters to try a transportation mode other than driving alone. " Continue to provide a rewards program for long-term ridesharers to encourage their continued use of alternative modesof transportation. " Ensure the effectivenessof the Commuter Assistance Program through program analysisand regularascPssmentsof program participation and cost/benefit. " Increase participation and use of online tools and resources available on the IE Commuter website to employer partners. " Optimize the numberof leased park and ride spacesand addressgapsin the system. CA2 Ensure the coordination of ridesharing programs throughout the Inland Empire and the southem Califomia region. (Policy Goals: Quality of Life, Operational Excellence, and Responsible Patine!) Objectives: " Continue to administer "sister" Commuter Assistance Program in San Bernardino County on a contract basis, thus expanding the reach and effectiveness of commuter programs throughout the Inland Empire area. " Continue to provide leadership with the ongoing operation, maintenance, and enhancement of the bi-county ridematching system with regional reach. " Continue to explore opportunities and implement regional programs, systems, and/or outreach with neighboring rideshare agenciesand transit partners. CA3 Broaden the reach of the program to encourage altemative transportation modes a mongst all travelers and continue to grow the core base of employers and their employees. (Policy Goals Quality of Life, Operational Excellence, Responsible Partne�%) Objectives: " Continue to grow and support on-line resources and toolsfor employers to more effectively manage and market their organizations' rideshare programs. " Provide program resultsto both commuter incentive participantsand employer partnersthat translate individual or worksite rideshare participation into money saved, congestion reduced, and emissionsreduced. " Publicize the participation of local employers in the Commuter Assistance Program through variousmedia channels. ID Commuter Assistance Performance Measures and Results FY 17/18 Estimated FY 17/18 Actual FY 18/19 Estimated FY 19/20 Projected CA1 Number of one-way single occupant vehicle trips reduced asa result of Rideshare Incentives 171,000 232,548 247,350 260,100 CA2 Number of Rideshare Plus Rewards Members 1,700 2,039 2,250 2,500 CA2 Number of incoming 1-866-RIDES-IAREtelephone calls 5,340 5,340 5,200 5,200 C3 VanClub vanpools N/A 49 75 90 Numberofservicesprovided bylECommuterto support employer trip reduction effortsat wo rksites: CA3 " Employerworksitesrequesting survey services 177 152 155 160 CA3 " RideGuidesproduced 12,100 35,080 36,000 37,000 150 M oto rist Assista nc e Mission Statement: Motorist Assistance improves safety, reduces congestion, and enhances access to traveler information for motoriststhrough the provision of a comprehensive motorist aid system. Chart 51 — Motorist Assistance TransfersOut, 29% Expenditures Salariesand Benefits Professiona I Costs 3%_ 6% alp port Costs 4% Projectsand Operations 58% Motorist Assistance expenditures and uses are budgeted at $9,364,500, a decrease of 6% compared to the prior year budget (Table 65) due to reductions in transfers to FSP and incremental SB 1 FSP funding. Salaries and benefits reflect an increase of 42% due to the one- time disbursement to fund the Commission's CaIPERS retirement net pension liability, the net allocation of RTEs, and performance merit -based salary increases. Professional costs of $522,000 reflect a decrease of 1%. Support costs of $416,400 increased $120,500, or 41%, due to anticipated one-time expenditures for call box upgrades and removals. Reimbursement from S3CTA for half of all locally -provided 511 system related expenditures is included in local revenues. Program operations include $4,000,000 in towing contract costs for the FSP program. Projects and operations costs increased 5% due to FSP expansion into south Riverside County and incremental grant funded weekend service. Transfers out represent 94FE matching funds of $2,400,000 for FSP se rvic es a nd a $348,200 allocation fo r ad m in istra tive costs. 151 Table 65 - Motorist Assistance Uses Detail FY 17/18 FY 18/19 FY 18/19 FY 19/20 Dollar Percent Actual Revised Budget Projected Budget Change Change S3lariesand Benefits Professiona I Costs Legal rvices ProfessionalServices - General Total Professional Costs aipport Costs Projectsand Operations Program Operations Transfers Out TOTAL Motorist Assistance $ 123,700 $ 198,200 $ 172,000 15,500 336,800 352,300 291,000 30,500 497,700 528,200 295,900 29,000 247,100 276,100 160,600 2,848,900 5,161,800 3,517,100 1,293,400 3,820,500 3,820,500 $ 4,909,300 $ 10,004,600 $ 7,946,300 $ 280,900 44,500 477,500 522,000 416,400 5,397,000 2,748,200 $ 9.364.500 $ 82,700 42% 14,000 46% (20,200) -4% (6,200) -1% 120,500 41% 235,200 5% (1,072,300) -28% $ (640,100) -6% Motorist Assistance Staffing Summary Po sit io n FY 17/ 18 FY 18/ 19 FY 19/ 20 Commuterand Motorist Assistance Manager 0.29 0.35 External Affairs Director 0.00 0.08 Legislative Affairs Manager 0.04 0.05 Management Analyst 0.44 0.40 MultimodalServicesDirector 0.00 0.07 Procurement Manager 0.01 0.05 Public Affairs Manager 0.00 0.05 SeniorAdministrative Assistant 0.00 0.05 SeniorManagement Analyst 0.04 0.02 SeniorProcurement Analyst 0.09 0.07 FIE 0.91 1.19 0.35 0.00 0.00 0.45 0.00 0.05 0.02 0.05 0.06 0.02 1.00 Department Budget Overview Department Description Asa SAFE, the Commission is responsible for providing a motorist aid system for the County. phis system iscomprised of three components: • The 511 traveler information system is a telephone, website, and mobile app-based service that delivers real-time traffic information, including incidentsand travel times, bus and rail trip planning, and rideshare information; • The FP program clears debris in freeway lanes and assists stranded motorists on the most congested Riverside County freeways by towing, changing flat tires, and temporarily taping cooling system hoses at no charge to motorists. FP service is also provided in construction zones through separate funding agreements with Caltrans and Commission -funded construction projectsto help mitigate congestion; and • The call box system allows motorists to call for assistance in the event of a mechanical breakdown, accident, orotheremergency on the freeway. Key Assumptions for FY 2019/ 20 • In partnership with regional county transportation partners, the Commission will transition from a locally -provided 511 system to a regional southern California 511 solution. • The FSPwill continue aslong asstate funding support isavailable. • Tow truck contractor costs for the twelve existing FP beats will be based on Commission - approved contracts. • The call box upgrades and removals identified in the approved 2019 Call Box Optimization Plan will be fulfilled. • The call box system program will continue to serve as "safety -net" for stranded motorists in the County. 152 Accomplishments in FY 2018/ 19 • Expanded FSP service south along the 1-15 and 1-215 as result of SB 1 funding. New service will benefit commuters traveling from and through Lake Elsinore, Wildomar, Menifee, Murrieta, and Temecula. • Implemented incremental weekend FSP service within the SR91 corridor in Riversideand along a segment of SR60 in Moreno Valley. • Provided special FSP service along the 1-15 in the city of Lake Elsinore in response to heavy weekend traffic congestion caused by the 2019 Wildflower&per Bloom. • Continued to achieve one of the highest benefit -to -cost ratio statewide for FSP in the latest statewide FSP Management Information System Report. • Provided traveler information service through the locally -provided 511 system to support 17,000 monthly IE511.org web visits and 9,000 monthly 511 phone calls. To date, more than 66,000 usershave downloaded the 1E511 mobile application. • Continued to coordinate with local transportation agencies to migrate the locally -provided 511 system to a regional traveler information system. Major Initiatives in FY 2019/20 Since 2010, the Commission, along with its partner, SBCTA, has operated, maintained, and enhanced the 511 system which includes website interface and an interactive voice response telephone system that serves Riverside and San Bernardino counties residents and commuters. While the system has served local commuters garnering thousands of monthly web visits and calls plus mobile application downloads, the program will transition to a regional and more cost effective 511 solution in partnership with local southern California transportation agencies. Other initiativeswillfocuson long-term SUEplanning, system efficiencies, and evaluating and/or implementing new program services such as a mobile call box program. Staff will focus on maintaining a high benefit -to -cost ratio for FSP and maximize incremental SB 1 MD funding to provide the greatest benefit. Department Goal MA1 — Provide efficient delivery of a comprehensive motorist aid system (511, FSP, Call Box) and an outstanding level of service to the traveling public. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partne4 Objectives: • Reduce 511 costsand enhance accessto real-time traveler information bytransitioning to a regional 511 southern California solution. • Maximize available FSP funding by continually evaluating opportunities to provide more efficient FSPcoverage through changes in service days, service hours, or number of vehicles assigned to each beat. • Review proposed construction projects with Commission, Caltrans, and local cities and coordinate the use of temporary construction tow service to mitigate congestion. • Continue coordination with San Bernardino SAFE to monitor the operation of the call answering centercontractor. 153 ID Motorist Assistance Performance Measures and Results FY 17/ 18 Estimated FY 17/ 18 Actual FY 18/ 19 Estimated FY 19/20 Projected MA1 Number of call boxes 240 241 241 131 MA1 Number of call box calls 2,074 1,598 1,466 796 MA1 Number of vehicle assists 38,904 41,417 46,184 50,802 MA1 Number of 511 phone calls 162,000 142,287 108,000 92,000 MA1 Numberof511 web visits 425,000 286,260 205,000 225,000 154 Capital Project Development and Delivery Mission Statement: Capital Project Development and Delivery (Capital Projects) keeps the Commission's contract with the voters of the County by accelerating the planning, programming, and implementation of projects and programs in the Measure A TIP, as enhanced by the Toll Program, to the extent that funds are available. Capital Projects ensures that capital projects are environmentally acceptable, expertly designed, and implemented in a cost effective manner. Capital Projects acquiresand managesrequired right of way in the fairest, most economical, efficient, and timely manner possible. Chart 52 —Capital Project Development and Delivery Debt Service 10% Expenditures Tra n sfe rs Out 16% 3alariesand Benefits 1% Pro fe ssio n a I Costs 1% Projectsand Operations 72% The budgeted expend itures and transfers out total $721,120,400 to coverall of the Commission's major capital projects(Table 66). S3lariesand benefitsexpenditures represent lessthan 1%of the budgeted uses and reflect an increase of 81% due the one-time disbursement to fund the Commission's CaIPERSretirement net pension liability, the net allocation of REs, and performance merit -based salary increases. Professional costsof$6,833,600 primarily relate to general legal costs, specialized legal and financial advisory services related to the toll program, public communications, and property management services. Support costs of $1,336,900 consist primarily of services needed to maintain the Commission's real properties in a condition that complieswith all local codesand regulationsgoveming property maintenance. General project costs of $7,733,900 comprise program management provided by Bechtel Infrastructure (Bechtel) and permitsforhighway and rail capital projects. Sgnificant projects included in engineering expend itures of $21,586,000 relate to the 1-15 Express Lanes —Southern Extension project; Mid County Parkway; the 71/91 connector project; the I- 15/Railroad Canyon interchange (on behalf of the city of Lake Ashore); grade separation projects; various commuter rail improvement and rehabilitation projects; and various Western County TUMFregional arterial projects. 155 Construction expend itures of $150,248,000 primarily relate to the 1-15 Express Lanes project; 15/91 ExpressLanesconnectorproject; the I-15/Limonite interchange; SR60 truck lanes; the Pachappa underpass; 1-215 Placentia Avenue interchange, Mid County Parkway's first construction package; Mid County Parkway Sweeney mitigation site; various Western County Measure A and lUMF regional arterial projects; Santa Ana River Trail; and rail improvement and rehabilitation projects. Design -build costsof$141,583,000 pertain to the 1-15 ExpressLanesproject, the 15/91 Express Lanes connector project, 91 corridor operationsproject, and completion of the 91 Project. Right of way expenditures of $93,293,500 on significant projects include the 91 Project; 71/91 connector project; Mid County Parkway; Mid County Parkway — I-215/Placentia interchange; McKinley Avenue and Jurupa Avenue grade separation projects; I-15/Railroad Canyon interchange (on behalf of the city of Lake Elsinore); and various Western County TUMF regional arterial projects. Funding will also be provided for MS-ICP land mitigation. Local tumback payments to jurisdictions and the County for local streets and roads repair, maintenance, and construction amount to $58,642,300. Disbursements to CVAG for the 2009 Measure A Coachella Valley highway and regional arterial program comprise substantially all of the regional arterial expenditures. the Planning and Programming Department monitors the eligibility for local streets and roads funding and reviews reimbursement claims for Coachella Valley highway and regional arterial program expenditures. Operating and capital disbursements of $15,850,000 will be made for commuter rail capital projects. Interest payments on outstanding sales tax revenue bonds(2010B Bonds, 2013 Sales Tax Bonds, 2016 Refunding Bonds, 2017A Bonds, 2017B Refunding Bonds, and 2018 Refunding Bonds) are $42,292,500.1he Commission will make principal paymentsof $27,245,000forthe outstanding sales tax revenue bonds. Significant tran4ersout consist of the following: • $6,000,000 in 1989 Measure A Western County highway fund to the 2009 Measure A County highway fund forthe 91 Project completion; • $24,402,400 in salestax revenue bond proceedsto fund the 1-15 ExpressLanesproject; • $69,534,500 from 2009 Measure A Western County highway fund to the Debt Service fund for salestax revenue bondsdebtservice; • $8,306,000 from Measure A, SB 132, and IUMFforthe allocation of administrative coststo the General fund; • $3,000,000 from 2009 Measure A Western County highway fund to the Debt Service fund for the 1-15 ExpressLanesproject 11RA reserve; • $300,000 from 2009 Measure A Western County highway fund to the TUMFregional arterial fund forthe SR79 realignment project; and • $2,803,200 from the Debt Service fund to the 2009 Measure A Western County highway and Coachella Valley highway fundsfor BABssubsidy reimbursements. 156 Table 66 - C a p ita I Project Development and Delivery Uses Detail FY 17/18 Actual FY 18/ 19 FY 18/ 19 Revised Budget Projected FY 19/ 20 Budget Dollar Change Percent Change Sala riesand Benefits $ 3,005,300 $ 3,911,900 Professiona I Costs Le g a l £e ry is e s 4,625,700 Audit rvices 7,300 Rn a nc is I Advisory 540,900 Professional cervices- General 2,490,500 Total Professional Costs 7,664,400 apport Costs 429,800 Projectsand Operations Program Operations 9,619,300 Engineering 8,030,400 Construction 21,408,500 Design Build 123,999,200 Fight of Way and Land 38,962,400 Local3reetsand Roads 53,176,800 ♦ e g io n a l A rte ria Is 15, 736,400 6pecialaudies Operating and Capital Disbursements 3,313,400 Total Projectsand Operations 274,246,400 CapitalOutlay 2,177,200 Debt ice 656,868,900 Tra nsfe rs Out 282,693,700 TOTAL Capital Project Development and Delivery $ 1,227,085,700 $ 4,228,200 27,000 473,900 4,178,100 $ 3,911,800 3,591,200 29,000 118,800 1,479,600 8,907,200 5,218,600 1,185,100 1,016,000 7,584,300 33,717,900 117,498,700 183, 908, 300 95,360,000 58,479,500 30, 547, 000 50,000 15, 000, 000 542,145, 700 7,224,800 69,555,700 126, 704,100 759,634,500 6,193,100 12,967,300 73,007,200 146,305,000 35,670,600 58,479,500 25, 000, 000 35,000 5,800,000 363,457,700 6,336,700 65,085,700 108, 636, 800 $ 553,663,300 Capital Project Development and Delivery Staffing Summary Po sit io n Capital Construction Manager Capital Projects Manager Chief Financial Officer Deputy Directorof Finance Deputy Executive Director Executive Director External Affairs Director FacilitiesAdministrator Financial Analyst ITAdministrator Legislative Affairs Manager Management Analyst Planning and Programming Director Planning and Programming Manager Procurement Manager Project Delivery Director Public Affairs Manager Right of Way Manager Se niorAdministrative Assistant Senior Financial Analyst SeniorManagement Analyst SeniorProcurement Analyst Toll Operations Manager Toll Program Director Toll Project Manager Toll Senior Management Analyst Toll Technology Manager FTE $ 7,077,600 3,400,300 35,000 406,400 2,991,900 6,833,600 1,336,900 7,733,900 21,586,000 150,248,000 141,583,000 93,293,500 58,642,300 30,000,000 15, 850, 000 518,936,700 3,052,000 69,537,500 114, 346,100 $ 721.120.400 FY 17/ 18 FY 18/ 19 FY 19/ 20 0.00 2.83 0.24 0.04 0.10 0.15 0.11 0.00 0.00 0.00 0.01 1.00 0.05 0.00 0.51 0.95 0.31 1.00 0.16 0.05 2.09 0.28 0.62 0.75 0.98 0.01 0.62 12.86 1.80 2.80 0.27 0.06 0.08 0.25 0.12 0.00 0.00 0.03 0.05 1.00 0.09 0.02 0.48 1.00 0.50 0.98 0.35 0.10 2.12 0.16 0.70 0.65 1.00 0.30 0.60 15.51 1.91 2.74 0.21 0.02 0.17 0.17 0.07 0.19 0.50 0.00 0.04 0.05 0.18 0.07 0.54 0.96 0.42 0.99 0.12 0.15 3.30 0.47 0.60 0.59 1.00 0.65 0.60 16.71 $ 3,165,700 (827,900) 8,000 (67,500) (1,186, 200) (2,073,600) 151,800 149,600 (12,131,900) 32,749,300 (42,325,300) (2,066,500) 162,800 (547,000) (50,000) 850,000 (23,209,000) (4,172,800) (18,200) (12,358,000) $ (38,514,100) 81 %I -20% 30% -14% -28% - 23% 13% 2% - 36% 28% -23 % -2% 0% -2% -100 % 6% -4% - 58% 0% -10% -5% 157 Department Budget Overview Department Description The primary responsibility of Capital Projects is the development and delivery of major highway and rail capital projectswhere the Commission is identified asthe lead agency. The delivery of a capital project can include taskssuch asfeasibility studies, preliminary engineering, environmental clearance, final design, right of way acquisition, utility relocation, construction, construction management, and design -build in addition to the management of varioustypesof agreements. Capital Projects also develops and delivers a limited number of highway and regional arterial projectson behalf of local jurisdictions; these effortsare funded by the local jurisdictionsthrough funding agreements with the Commission. Approximately 70% of the Commission's FY 2019/20 budgeted expenditures originates in this department managed by the Toll Program and Project Delivery Directorsresponsible for the capital program. Capital Projectsacceleratesdelivery of the Measure A, toll, state, and federally funded highway, regional arterial, and rail capital improvement projects throughout the County. Highway improvements currently in progress include the addition of mixed flow, truck climbing and descending, and tolled express lanes; widening and realignment projects; interchange improvements; and a new CETAP corridor. Commuter rail capital improvements include the expansion of commuter rail service in Western County and related station improvement and rehabilitation projects. Regional arterial capital improvements include Western County TUMF and Measure A regional arterial projectsadministered bythe Planning and Programming Department and reimbursements to CVAG related to the highway and regional arterial program that it administersin the Coachella Valley. Capital Projects may develop and deliver Western County regional arterial projects on behalf of local jurisdictions, asnoted previously. The 2009 Measure A program includes funding to the incorporated cities and the County unincorporated areas for local streets and roads maintenance, repair, and construction. The budgeted amount isset by formula established in the Measure A TIP. Each jurisdiction'srespective allocation is based on population (Western County and Palo Verde Valley) or dwelling units (Coachella Valley) and the amount of sales tax generated. The Planning and Programming Department administersthe local streetsand roadsfunding eligibility reviews. Capital Projects providesthe necessary coordination between the Commission and Caltransfor the development of scope, cost, and project delivery schedules for Measure A projects that include STIPfunding. Given the support required to oversee and participate in the project development work, costsfor Commission staff and related support are included in this department budget. The projects identified in the FY2019/20 budget funded by Measure A, TUMF, state, or federal fundsaswell as existing and future toll revenues require the continued support of the Bechtel program management team which includes program managers, project engineers, construction engineers, inspectors, contractsadministration, and support staff. Right of Way Acquisition and &wort Services The primary goal of the Right of Way Management Division is the delivery of right of way in the most cost-effective manner and within project schedules, while adhering to federal and state regulations. To implement the Commission's directive, the Commission maintains on -call agreements with right of way consultant services in the fields of right of way engineering and surveying, environmental a,rrssment, appraisal and appraisal review, acquisition and relocation, feasibility studies and cost estimates, property management, and utility relocation. The Right of 158 Way Management Division supervisesand managesright of way servicesand related support for individual projectsthat are included in the Capital Projects Department budget. Property Management The Commission strivesto manage its real property with the objective of maximizing existing and future public transportation benefits, safety, and income by means of professional property management policies and procedures. This includes issuing licenses and rights of entry for authorized third -party uses, as well as investigating and resolving issues regarding uses not authorized by the Commission. During FY 2014/15 the Commission performed a comprehensive analysis of existing licenses and encroachments. The Commission resolved private use and utility encroachments on the SJBL, resulting in additional licenses. The Commission will continue to monitor, identify and, if necemary, enter into new licensesor eliminate encroachmentson SJBL. In certain limited situations, the Commission may also grant easements. The property management scope of work on all Commission -owned propertiesconsistsof general maintenance activities and security measures. The property management function includesthe demolition and clearance of structuresand otherimprovementson acquired property, excluding commuter rail stations. Additionally, the Commission must manage real property acquired for a project until required for construction. Since 1990, the Commission acquired property arts in the course of rail and highway project implementation. To date the rail properties number over 225 parcels. The Commission acquired approximately 500 parcels for the SR74 widening project (Segments 1 and 2) and transferred to Caltrans most of these parcels, which were related to Segment 1. The Commission hasclosed or is in escrow for23 of the 26 excessSR74 parcels. In addition, properties have been acquired for SR-91 HOV lanes, Mid County Parkway, SR79 realignment, I-215/Placentia interchange, 60/215 east junction HOV connectors, and I-15/Railroad Canyon Interchange. Property acquisition forthe 91 Project began in 2010 with all of the 197 required parcelsacquired and delivered to the design -builder by June 2015; the Commission acquired 98 parcels through escrow and 97 parcels through eminent domain actions. The remaining 2 parcels acquired through condemnation actions are in active litigation. The Commission acquired fee and permanent easement rightsthat are in the process of being transferred primarily to Caltrans, the County, and the city of Corona. Upon project completion, all remaining portionsof propertieswithin every project are reassed and deemed surpluswhen it has been determined that the continued retention of the property no longersupportsthe Commission'spolicygoalsand objectives. In connection with the 2013TIRA Loan for the 91 Project, the Commission is required to establish a $20 million T1F1A debt service reserve by June 30, 2019. The Commission used proceeds from the sales of excess properties related to the 91 Project through June 2019 to fund the reserve in addition to surplusrevenuesfrom the RC TC 91 Express Lanes. Long -Term Strategic Planning The Commission completed a significant effort in December 2006 to develop an implementation plan strategy for the 2009 Measure A state highway program, with a focuson the first 10 yearsof the program through 2019. The effort, known as the Western County Highway Delivery Plan, included an objective -based arrrssment of the Western County portion of the 2009 Measure A TIP along with the prioritization of the program of projects. The Commission selected four highway corridors(1-215, 1-15, 1-10, and SR-91) asthe priority focusfor the first 10 years of the 2009 Measure A program, and long-term development work wasapproved for large-scale projectssuch asthe development of the Mid County Parkway and realignment of SR79. 159 Project development activities for these projects have been ongoing, including an update and reprioritization in January 2010 in response to the economic downturn. Since 2010, the Commission completed a scope reevaluation of the 1-15 Express Lanes project and adopted a new scope of work that consists of tolled express lanes on the northern 15 miles of 1-15 in the County. The Commission deferred the 1-10 truck climbing lanes project several years and replaced it with added safety improvements on SR60. For the strategic projects, the Commission completed preliminary engineering and environmental clearance for the Mid County Parkway, SR79 realignment and the SR60 truck lanes. Right of way acquisition forthe first construction package of the Mid County Parkway is proceeding and acquisitions for the remainder of Mid County Parkway will be considered for extraordinary acquisitionson a pay-as-you-go basis. Project costs and anticipated funding forthese projectsare updated annually, and a statusupdate hasbeen included in each of the annual Commission workshopssince 2011. The Commission's Future Funding Initiativesad hoc committee isdeveloping a recommendation to update the capital project delivery plan for the second ten-year period of the 2009 Measure A, as required by the 2009 Measure A. CVAG developed a strategic plan for Coachella Valley highway and regional arterial projectsbased upon a transportation project prioritization study that isupdated periodically. The PVL project, included in the 1989 and 2009 Measure A programs, is now complete and in operation since June 2016. The Commission develops other rail capital projects in coordination with SCRRA or based on a rail station plan that isupdated periodically. Station operation costsare included in the Rail Department (Section 5.2). Four new Western County transportation corridorswere identified through CETAPand are eligible for 2009 Measure A Western County new corridor and 1UMF CETAP funding. Given the size and anticipated cost of these new corridors, they are moving forward on varied schedules with the work on the internal corridors, the Mid County Parkway and 1-215 corridor improvement project (south segment completed in 2013 and central segment completed fall 2016), being the most advanced. Additionally, the Commission will participate in the improvement of a wildlife corridor crossing underSR91, BCanyon, in collaboration with Caltrans, U.S. Fish and Wildlife, U.S. National Forest, California Department of Fish and Wildlife, and the California Department of Parks and Recreation. These strategic planning activities play a significant part of the Commission's annual budget process, in particularthe capital budget. Key Assumptions for FY 2019/ 20 • The Commission will continue its emphasis on the closeout of the 1989 Measure A Western County highway projects, including Pachappa underpassand SR91 HOV projects. • The Western County Highway Delivery Plan, as updated for2019-2029, will serve as the basis for defining capital project selection and prioritization. • In connection with agreements for the advancement of 2009 Measure A funds with CVAG and cities participating in the Commission's debt programs, the Commission will deduct annual principal and interest payments for these loans from each agency's respective disbursementsbased on the termsof the loan agreements. • The Commission will develop highway project costsbased on engineers estimatesand scope agreementswith Caltrans. • The Commission will competitively bid construction projectsto minimize costsand comply with public contracting law. • The Commission will competitively procure design -build projects using a best value selection processto maximize value to the Commission. 160 " All projectswill be built to required federal and state standards. " Upon project completion, the Commission will transferall highway projects, with the exception of tolled expresslane facilities, to Caltrans; operation and maintenance of these facilitiesisthe responsibility of Caltrans. lhe Commission will operate and maintain tolled express lane facilities, when completed, for the term agreed to by Caltrans and the Commission. Toll operationscostsare included in Section 5.4ofthisdocument. " the Commission will develop strategiesto implement innovative financing structuresincluding public toll facilities. " Construction of the Mid County Parkway will proceed based on construction packages carefully scoped to provide maximum immediate public benefit while also matching funding availability. " lhe Planning and Programming Department administers the Western County IUMFregional arterial projectsapproved by the Commission in 2004; however, Capital Projectswill continue project development of the I-15/Railroad Canyon Road interchange project on behalf of the city of Lake Elsinore. Accomplishments in FY 2018/ 19 " Continued implementation of the Western County Highway Delivery Plan. " Completed work on right of way acquisition, railroad agreement work, and design for the Pachappa underpassproject. " Completed 91 Project construction work, including submittal of the final Financial Plan annual update related to project completion, and obtained upgrades from two rating agencies related to the Commission'stoll revenue bond ratings. " Continued environmental study and preliminary engineering work and commenced final design work for the 91 corridor operationsproject authorized by the Commission in 2018. " Continued right of way acquisition and performed utility relocations for the 71/91 connector project; submitted an application to the federal Infrastructure for Rebuilding America grant program for project construction funding. " Continued to advance the development of the 1-15 ExpressLanesproject in numerousareas: " Sgnificantly advanced final design of the civil and toll improvements and continued construction; " Completed final design and construction of the toll Regional Operations Center; and " Reaffirmed the Commission'stol1 revenue bond ratings. " Continued environmental study and preliminary engineering work for the 15/91 Express Lanes connector project and commenced a design -build procurement for the final design and construction of the civil improvements. " Awarded a professional servicescontract for the Project Approval/Environmental Document phase of the 1-15 Express Lanes-Southem Extension project from Cajalco Road to SR74. " Completed the Next Generation Toll Feasibility Study and obtained Commission approval to start project development on three new expresslanescorridors. " Acquired most of the property required for environmental mitigation for the Mid County Parkway project and commenced required cultural and biological resource mitigation forthe project. " Continued final design for the I-215/Placentia interchange project, the first construction package of Mid County Parkway. " Continued post environmental impact report/environmental impact statement closeout tasks including cultural and biological resource mitigation forthe M-79 realignment project. " Completed construction and substantially completed closeout of the PVLproject that began service in June 2016. " Completed design and construction of the Riverside -La Sierra station parking lot expansion project. " Commenced construction of the Riverside Downtown station pedestrian improvements project. 161 " Completed design, right of way acquisition, and construction of the PVL station pedestrian sh a Ite rs. " Completed environmental approval and commenced construction management of the Riverside Layover Facility. " Completed procurement of on -call design and environmental services and construction management and construction support servicesfor rail projects. " Awarded construction contract of SR60truck lanesproject. " Completed construction (plant establishment) of the 1-215 central widening project. " Continued final design and right-of-way phases for the I-15/Railroad Canyon interchange project for the city of Lake Bsinore. " Continued preliminary engineering and environmental clearance workforthe Santa Ana River Trail project for the District. " Commenced preliminary engineering and environmental clearance work for the Santa Ana River Trail -Green River golf course trail project forthe District. " Supported public outreach activities by providing graphics from the right of way project management database for Commission presentations to facilitate public understanding of project issues. " Continued to declare property no longer needed for transportation purposes as surplus and sold 41 surplusproperties. Major Initiatives in FY2019/20 FY2019/20 will mark the eleventh year of the 2009 Measure A program asthe Commission closes out the 1989 Measure A highway program and continues project activities related to the 2009 Measure A programs. lhe highway, rail, regional arterial, and local streets and roads programs represent the majority of the Capital Project funding allocations. All of the 1989 Measure A highway projectshave been completed, except forthe Pachappa underpassproject, which isa portion removed from the SR91 HOV lanes project and will begin construction in FY 2019/20. Variousstagesof project development work forprojectsincluded in the Western County Highway Delivery Plan such asthe 1-15 ExpressLanesproject will continue in FY2019/20. Detailed descriptions of the capital projects, including local streets and roads funding, that are included in the FY2019/20 budget follow the Performance Measuresand Results. Department Goals CAP1 Build upon and strengthen the partnership with Ca ltra ns towa rd timely delivery of identified Measure A, toll program, and STIP projects. (Policy Goals: Quality of Life, Connecting the Economy) Objectives: " Develop agreementswith Caltransand FHWA, asmay be required, to finalize project scoping and cost issuesforthe STIP, toll, and Measure A funded highway projectsin the County. " Meet the project milestonesidentified in agreementsbetween Commission, Caltrans, and the CTC. CAP2 To the extent permitted by law, pursue reasonable involvement of local DBE and SBEfirms in contract work. (Policy Goal: Operational Excellence) Objective: " Maintain and monitor goal fora minimum DBEparticipation in all federally -funded contracts. 162 CAPS — Provide effective communication of project progress to the Board, city councils, the County Board of Supervisors, Caltrans, CTC, FTA, and FHWA. (Policy Goal: Operational Excellence) Objective: • Develop a strategy with Caltrans District 8 that would allow the Commission to advance specific projectsidentified in the Western County Highway Delivery Plan to take advantage of any unexpected state or federal funding which may become available through increased state orfederal budget authorizations, federal stimulus, orpotential loan programsto advance construction. CAP4 — Work with Caltrans and other agencies toward completion of preliminary engineering and environmental clearance of all projects. (Policy Goal: Quality of Life) Objective: • Work with Caltrans, the County, and the cities in the County to complete preliminary design and environmental clearance for Measure A projects that could be eligible to receive additional or early funding from various sources that could become available if a project is sufficiently developed. CAP5 —Construct the highway projects identified in the budget. (Policy Goals: Quality of Life, Operational Excellence, Connecting the Economy) Objective: • Achieve closeout of completed highway construction projects. CAPE — In coordination with the Rail Program Manager, construct capital improvements at existing commuter railstationsasidentified in the budget. (Policy Goals Quality of Life, Operational Excellence, Responsible Partner) Objectives: • Complete closeout activities related to the PVL. • Commence or continue construction of rail station capital improvements and rehabilitation projects. CAP7—Acquire right of way for rail and highway projects identified in the budget. (Policy Goals: Quality of Life, Operational Excellence) Objectives: • Acquire right of way for the following projects: Mid County Parkway, 71/91 connector project, Pachappa underpass, I-15/Railroad Canyon interchange, and I-215/Placentia interchange. • Protect and maintain propertiesacquired forfuture projects. • Dispose of Commission -approved excess land in a timely manner and in accordance with applicable regulations. CAP8 — Identify innovative financing strategies to fully fund projects identified in the Western County Highway Delivery Plan. (Policy Goals Quality of Life, Operational Excellence) Objectives: • Continue the axossment and evaluation of available innovative financing strategiesthrough the Future Funding Initiativesad hoc Committee and other means, including federal credit assistance. 163 Chart 53—Location ofFY2019/20 Major Capital Projects within Rye rside County [GEOGRAPHICSTO INSERT MAP HERE] 1) 9R79 Continue preliminary engineering work for realignment between Gilman Springs Road and Domenigoni Parkway. 2) SR-91 (A) Commence construction of the Pachappa underpass. (B) Continue closeout activitiesfor the 91 Project. (C) Continue design and right of way activities of the 71/91 connector project. (D) Continue design and advertise a construction contract forthe 91 corridor operationsproject. 3) Mid County Parkway (A) Continue design and right of way and begin construction related to the I-215/Placentia interchange. (B) Continue environmental permitting work and acquisition of property forenvironmental mitigation related to the entire length of the project. 4) 1-15 (A) Continue design -build and toll services activities for the tolled expresslanesfrom SR60to Cajalco Road in Corona. (B) Continue design -build and toll servicesdevelopment for the addition of the 15/91 Express Lanesconnector. (C) Begin environmental studies and preliminary engineering for the 1-15 Express Lanes—Southem Extension project. 5) SR60 Truck Lanes Begin construction of the safety improvements, including additional lanes. 6) Local Streetsand Roads Allocate Measure A revenuesto each city and the County to improve, maintain, and repair high priority local streets and roads. 7) I-15/Railroad Canyon Interchange Finalize design and right of way acquisition and begin construction forthe modified interchange. 8) Santa Ana River Trail Complete environmental and design phases and begin construction of a multi -use trail. 9) Next Generation Express Lanes Start project development to develop expresslanesin three new corridors. 164 ID Capital Project Development & Delivery Performance Measures and Results FY17/18 Estimated FY17/18 Actual FY18/19 Estimated FY19/20 Projected CAP1 CAP4 Project initiation (project study reports) and preliminary engineering (project reportsand environmental documentation) contractsawarded 2 3 1 2 CAP1 Plans, specifications, and estimate contractsawarded 5 2 1 1 CAPE Numberof projectswith active right of way acquisition 7 6 6 5 CAP1 Construction, design -build, and toll system awards 3 2 5 5 CAPE License agreementsmanaged 550 500 475 450 CAPE Appraisal and appraisal reviews completed 85 80 75 60 Capital ProjectsSummary The following is summary of the capital projects included in the FY2019/20 budget with costs generally categorized by preliminary engineering, final design, right of way, construction, and design -build phasesin addition to otherproject-related costssuch assalariesand benefits, Bechtel project management, and legal fees. Westem County Highway and Regional Arterial Projects SR 60 Truck Lanes(PO03029) Provide funding and support for construction for eastbound climbing and westbound descending truck climbing lanesfrom Gilman SpringsRoad to west of Jack Rabbit Trail; upgrade existing shouldersto standard widths. Construction of the project isexpected to be completed by 2021. The total project cost isestimated at $138 million. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 69,000,000 Construction/construction support $ 680,300 Other project -related costs Costs funded with CMAQ, STIP/RIP, SHOPP, and 2009 Measure A highway funds. Caltrans is the lead agency for preliminary engineering and design. lhe Commission isthe lead agency for right of way acquisition and construction. N/A; state highway operationsare the responsibility of Caltrans. SR 79 Realignment (PO03003) Complete post -environmental phase work and permitting for realignment from Gilman bprings Road to Domenigoni Parkway. The total estimated project cost is $1.2 billion. Initiation of subsequent phaseswill be dependent upon the availability of funding. FY2019/20 Cost $ 300,000 Preliminary engineering $ 45,900 Other project -related costs Measure A Budget Impact Costs funded using 1UMF regional arterial, 2009 Measure A highway, and federal funds. Operating Budget Impact N/A; state highway operationsare the responsibility of Caltrans. 165 91 Project (P003028) Continue to closeout right-of-way, soundwall construction, and other activities for the tolled express and mixed flow lanes project from the Orange County line to Pierce Street, including tolled express lanes connectivity to 1-15 and improvements to the 15/91 interchange. Project development activitiesbegan in September2007 and laneswere open to traffic in March 2017. the 91 Project cost isestimated at $1.4 billion, including financing costs. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 1,471,000 Construction $ 16,722,000 Right of way acquisition/support services $ 6,923,000 De sig n-build $ 1,179,400 Other project -related costs Costsfunded using 2009 Measure A highway and new corridor funds including sales tax revenue bonds and commercial paper, toll revenue bonds, a federal 11F1A loan, STIP and State Local Partnership Program funds, and 1989 Measure A contribution. Operation and maintenance of the tolled express lanes facilitiesare the responsibility of the Commission, while all other state highway operations are the responsibility of Caltrans. Current estimatesof annual operating and maintenance costs are $19 million. Such costs are paid from the collection of toll revenues. Toll operating costsare included in Toll Operations, as discu%rd in Section 5.4. 71/91 Connector Project(P003021) Continue right of way acquisition and utility relocation work and environmental revalidation workforimprovementsto the 71/91 connectorin anticipation of funding from the 931 programs. Final design began in March 2012. the total estimated project cost is$118 million. FY 2019/ 20 C o st Measure A Budget Impact Operating Budget Impact $ 2,500,000 Final design $ 4,600,000 Right of way acquisition/support services $ 275,700 Other project -related costs Costs for right of way acquisition and utility relocation work primarily funded using Congressionally -designated federal funding remaining from previous area projects. Other costs funded with 2009 Measure A highway funds. N/A; state highway operationsare the responsibility of Caltrans. SR-91 HOV LaneslAdamsStreetto 60/91/215Interchange (P003005) Construction of the project was completed in fall 2016. Project closeout has been completed except for right of way and utility relocation. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 505,000 Right of way acquisition/support services, including utility relocation $ 14,500 Other project -related costs Remaining right of way costs funded with CMAQ and 1989 Measure A highway funds. Caltransisthe lead agency. N/A; state highway operationsare the responsibility of Caltrans. 166 91 Corridor Operations Project (P623046) Complete environmental approvals, final design, and advertise a construction contract fora westbound general purpose lane from the Green River Road on -ramp to SR241 in Orange County. Project development activitiesbegan in May 2018, and construction isdependent on funding. The project cost isestimated at $43,000,000, including contingency. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 2,729,000 Design -build $ 378,200 Other project -related costs Costs for environmental and final design work will be funded using surplus toll revenues. The Commission's authorizing legislation, SB 1316, requires that all RCTC 91 Express Lanes surplusrevenue be spent fortransportation purposeswithin the SR-91 corridor. Operation and maintenance of the tolled express lanes facilities are the responsibility of the Commission (Section 5.4), while all other state highway operations are the responsibility of Caltrans. 1-15 Express Lanes Project (P003027) Continue design -build and toll system design and construction to add two tolled express lanes in each direction from SR60 to Cajalco Road in Corona. The project is using the design -build method of project delivery. Project development activities began in April 2008, and lanes are expected to be open to traffic in 2020. The estimated total project cost is$472 million, including financing costs. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 7,984,000 Construction/support services $ 328,000 Right of way/support services $ 89,613,000 Design -build $ 4,884,400 Other project -related costs Project development costs funded using 2009 Measure A highway funds. Federal CMAQ and STBG funds to fund interagency support and a portion of design -build costs. A federalTlRA loan secured by the Commission will fund a portion of design -build and toll system costs. Proceeds from sales tax revenuesdebt completed the project financing. Operation and maintenance of future tolled express lanes facilitiesare the responsibility of the Commission, while all other federal and state highway operations are the responsibility of Caltrans. Preliminary estimates of annual operating and maintenance costsare $14 million. Rich costswill be paid from the collection of toll revenues. 167 15/91 Express Lanes Connector(P003039) Continue design and construction to add an express lanesconnectorbetween SR-91 and 1-15 to the north. The project is using the design -build method of project delivery for some of the work through amend mentsto existing contracts related to the 91 Project (P003028) and the 1-15 Express Lanes project (P003027), as permitted by AB 115 signed by the Governor in June 2017. The remaining work will be accomplished through a competitive design -build procurement that began March 2019. Project development activitiesbegan in May 2017, and lanesare expected to be open to traffic by 2023 or earlier. The estimated total project cost is$210-230 million. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 1,053,000 Construction $ 495,000 Right of way/support services $ 41,718,000 Design -build $ 3,582,200 Other project -related costs Costs funded primarily by state SB 132 funds with RCTC 91 Express Lanessurplustoll revenuesor potential federal grantsfor the balance. Operation and maintenance of future tolled express lanes facilitiesare the responsibility of the Commission. Such costswill be paid from the collection of 15 Express Lanestoll revenues. 1-15 Express Lanes—Southem Bctension (P003044) Preliminary engineering and environmental studies commenced in May 2019 to add express lanesbetween 3R74 and Cajalco Road. The project seeksto extend expresslanessouth of the 1-15 ExpressLanesproject (P003027) currently under construction. Project development activities began in September2017when the Board approved STIP funds for the next phase of project development. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 6,000,000 Preliminary engineering $ 1,522,400 Other project -related costs All project development costs funded by Federal CMAQ and Measure A funds. CMAQ funds subsequently replaced STIP funds. Operation and maintenance of future tolled express lanes facilitiesare the responsibility of the Commission, while all other federal and state highway operations are the responsibility of Caltrans. Commission costs will be paid from the collection of toll revenues. Next Generation Express Lanes (P003047, P003048 8, P003049) In January 2019 the Commission approved starting the development of expresslanesin three new corridors(SR91 downtown Riverside, 60/215 Riverside -Moreno Valley, and SR60 Jurupa-Riverside) through the development of Project Initiation Documents. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 950,000 Preliminary engineering $ 600,000 Design -Build $ 309,700 Other project -related costs All project development costsfunded by State STIP PPM and/or OF planning funds. Operation and maintenance of future tolled express lanes facilitiesare the responsibility of the Commission, while all other federal and state highway operations are the responsibility of Caltrans. Commission costs will be paid from the collection of toll revenues. 168 1-15/Railroad Canyon Interchange (005104) Continue final design and right-of-way acquisition of Phase 1 for the city of Lake !Elsinore. The estimated total project cost is$35 million. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 600,000 Final design $ 5,500,000 Construction/construction support $ 2,200,000 Right of way/support services $ 469,500 Other project -related costs None; costsfunded using TUMF, SB 1 Local Partnership Program, and S11P. N/A; federal highway operations are the responsibility of Caltrans. 1-215 Corridor Improvements/Scott Road to Nuevo Road (Central Segment) (P003023) Project closeout has been completed. Project added one mixed flow lane in each direction. Preliminary engineering began in 2007 and wascompleted in 2011. Final design began in 2011 and was completed in December 2012; construction began in 2013 and was completed in 2016. The total project cost isestimated at $120 million. FY2019/20 Cost $ 10,000 Construction/construction $ 99,100 management/support services Other project -related costs Measure A Budget Impact Costs funded using CMIA, S11P-RIP, and 2009 Measure A highway funds. Operating Budget Impact N/A; federal highway operations are the responsibility of Caltrans. Mid County Parkway (P002302, P002324, P612317 8, P612320) Complete design and commence construction of I-215/Placentia interchange, the first construction package, commence design forthe second construction package, and perform activities related to post-environmental/permitting, design and right of way fora new corridor from 1-215 to SR79. Construction of this new facility will be completed over many years as funding becomesavailable and isestimated to cost $1.7 to $1.9 billion. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 2,850,000 Preliminary engineering/final design $ 18,200,000 Construction/construction management/support services $ 24,050,000 Right of way acquisition/support services $ 1,924,600 Other project -related costs Costsfunded with TUMFCETAPfundsand 2009 Measure A new corridorfunds. N/A; responsibility for highway operations has not been determined. 169 Pachappa Underpass(PO03038) Perform activities related to right of way and construction phases. Design was performed by Caltrans. Project will remove the Pachappa shoofly and construct the retaining wall, drainage, and track work for the permanent Pachappa underpass. The total project cost isestimated at $18 million with an anticipated completion date in 2020. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 100,000 Engineering support services $ 15,900,000 Construction/construction management/support services $ 175,000 Right of way acquisition/support services $ 570,000 Other project -related costs Costs funded with federal earmarks, CMAQ, and SB 1 Local Partnership funds. N/A; federal highway operations are the responsibility of Caltrans and railroad operations are the responsibility of Union Pacific Railroad. Various Westem County Fiverside County Transportation Efficiency Corridor Projects (PO03040, PO03041, PO03042, P003043 8, PO03132) Provide funding and support to local jurisdictionsforthe engineering, construction, and right of way activities related to four Western County projects including I-15/Limonite interchange, Hamner bridge widening, and Jurupa Avenue and McKinley grade separation projectsfunded by SB 132. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 4,608,000 Preliminary engineering/final design $ 17,000,000 Construction $ 26,149,000 Right of way acquisition/support costs $ 38,300 Other project -related costs Costsfunded using state SB 132 funds. N/A; federal highway operations are the responsibility of Caltrans; grade separation operations are the responsibility of the local jurisdiction. Sa nta Ana Fiver Trail (PO07201 & PO07202) Provide support to the District forthe Santa Ana RiverTrail project undera cooperative planning and development agreement. The District isthe lead agency forenvironmental compliance for NEPA and CEQA, and the Commission is responsible for project oversight and approval, final design, and construction. The District isresponsible for 100%of costs. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $850,000 Preliminary engineering $5,000,000 Construction/construction support services $205,000 Fight of way acquisition/support costs $587,700 Other project -related costs None; costswill be funded by the District. N/A; operationsare the responsibility of the District. Costsforthis project are reported in the Planning and Programming Department; however, the project details are summarized in the Capital Projects Department as Capital Projects staff is providing the support forthe project. 170 VariousWestem County Highway Projects(P003001, P003017, P005134, P623999, P613999, P615133, P622402 & P735000) Provide funding and support for the engineering, construction, and right of way activities related to various Western County highway and grade separation projects, including the 60/215 East Junction HOV lane connectors, SR74/1-15 to 7th Street, SR74 corridor-Ethanac Road projects. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 1,243,700 Engineering/final design $ 99,500 Right of way acquisition/support costs $ 2,968,700 Other project -related costs Costsfunded using primarily 1989 and 2009 Measure A highway funds. N/A; federal highway operations are the responsibility of Ca Itra ns. VariousWestem County Measure A and TUMFRegional Arterial Projects (P005203, P005207 P005102, P005107, P005116, P005127, P725000, P665102 8, P005200) Provide Western County Measure A and 1UMFfund ing and support through the Planning and Programming Department for the engineering, right of way, and construction activities related to various Western County Measure A and IUMF regional arterial projects approved by the Commission. Total project costs approved for MARA and 11JMF regional arterial projects approximate $143 million. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 364,300 Engineering/material testing $ 8,400,000 Construction $ 12,360,000 Right of way acquisition/support costs $ 163,000 Other project -related costs Costsfunded using 1UMFregional arterial and 2009 Measure A regional arterial funds with various local jurisdictions as lead agency fortheir respective projects. N/A; regional arterial operations are the responsibility of the local jurisdictions. MSHCP Land Acquisition in Western County (P002800) Provide funding and support for the acquisition of land as mitigation for the cumulative and indirect impacts associated with construction of future highway projects as required by 2009 Measure A. lhe annual commitment through December2019 is$3 million. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 3,000,000 Land acquisition Costsfunded using 2009 Measure A highway funds. N/A; land mitigation operationsare the responsibility of RCA. 171 Rail Projects Perris Valley Line and Other Rail Projects(P653823 & P004025) Complete closeout of extension of commuter rail services to Perris. Project commenced in December 2007 when the Commission received approval from FTA to move into project development. Other rail projects include adding a fourth main track between the Riverside Downtown station to the connector to the SJBL branch line at Highgrove. Project was substantially completed in September 2016 for a total project cost of $248.3 million, excluding other rail project costs. Revenue service commenced in June 2016. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 30,000 Construction management/support services $ 48,000 Other project -related costs Costs will be funded using FTA, CMAQ, Surface Transportation Program, STJP, and 1989 Measure A Western County and 2009 Measure A Western County rail fundsaswell asproceedsfrom salesof surplus properties. Rail service and capital operations will be the responsibility of Metrolink and will be funded by the Commission with LlF and STA based on an allocation determined by Metrolink. Annual operating costsfor nine stations and the RDOCC approximate $6.2 million and are included in Rail Operations asdiscusccd in Section 5.2. Station operations costs will be funded by the Commission with 2009 Measure A Western County rail fundsand property management revenues. Riverside Layover Facility (P653822) Continue construction of improvements to Metrolink's West Layover Facility north of the Riverside Downtown station. Improvements include expansion of the facility to accommodate three storage tracks with an overall storage capacity of three 6-train sets. The total estimated project cost is$6.3 million. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 170,000 Engineering support services $ 5,700,000 Construction/construction management $ 210,000 Right of way support costs $ 550,100 Other project -related costs Costsfunded using FTA Section 5307 grant funds. Operationswill be the responsibility of RRA. Moreno Valley — March Feld Station Upgrade (P004026) Perform activities related to engineering and construction to add an additional platform and pedestrian overpass, rehabilitate and replace an existing second track, and add a new signal system. Engineering and construction are expected to be completed by 2022. The total project cost isestimated at $40 million. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 900,000 Final design/engineering support services $ 123,400 Other project -related costs Costsfunded using FTA Section 5307 grant funds. Operationswill be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. 172 Riverside Station Track and Platform (P004027) Begin environmental studiesfor expand ing operational flexibility through the construction of an additional center platform and asx)ciated tracks on the south side of the station, extend the existing pedestrian bridge, and add an additional elevator for the new platform. Engineering, construction, and right of way are expected to be completed by 2024. The total project cost is estimated at $24 million. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 1,000,000 Environmental engineering $ 2,250,000 Right of way support costs $ 212,500 Other project -related costs Costsfunded using FTA Section 5307 grant funds. Operationswill be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. Station Rehabilitation and Security (P004011 & P004017) Provide funding and support for station upgrades, improvements and security at the Riverside Downtown, Riverside —La Sierra, Corona —North Main, West Corona, and Jurupa Valley —Pedley stations. Improvements include solar lighting project, parking lot repaving and restriping, elevator modernization, HD camera replacement, fencing, paqmngerdrop off areas, sig nage, station painting and ADA access improvements. Construction began in FY 2017/18 with completion anticipated in FY2020/21. FY2019/20 Cost $ 2,640,000 Property improvements (capital outlay) $ 15,142,400 Other project -related costs Measure A Budget Impact Costsfunded using FTA, Proposition 1Bsecurity funds, and 2009 Measure A Western County rail funds. Operating Budget Impact Operationswill be the responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. VariousWestem County Rail Projects(P654199, P653826 & P652402) Provide Measure A funding and support for right of way activities related to various rail projects. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 150,000 Right of way support services $ 4,016,900 Other project -related costs Costsfunded using 2009 Measure A Western County rail funds. N/A; these rail projects may be improvements beyond the rail station boundaries that benefit local jurisdictions who are responsible for operationsin those areas. Rail Station Maintenance (P244001, P244002, P244003, P244004, P244006, P244010, P244020, P244021, P244022, P244024 & P244199) Provide maintenance, improvements, and security at the Riverside Downtown, Jurupa Valley — Ped ley, Riverside —La Sierra, Corona —West, Corona —North Main, Perris —Downtown, Riverside —Hunter Park/UCR, Moreno Valley —March Feld, Perris —South, and RDOCC. FY2019/20 Cost Measure A Budget Impact Operating Budget Impact $ 180,000 Property improvements (capita I outlay) $ 6,212,700 Other project -related costs Costsfunded using 2009 Measure A Western County rail funds. Station maintenance isthe responsibility of the Commission and are funded using 2009 Measure A Western County rail funds. 173 Local Streets and Roads Westem County Area Distribute local return funding for local streets and roads projects in Western County. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 627,000 Banning 1,000,000 Beaumont 182,000 Calimesa 197,000 Canyon Lake 4,486,000 C o ro n a 1,436,000 Ea stva le 1,856,000 Hemet 2,221,000 Jurupa Valley 1,441,000 Lake Elsinore 1,847,000 M e n ife e 4,248,000 Moreno Valley 2,577,000 Murrieta 713,000 Norco 2,003,000 Perris 7,886,000 Riverside 927,000 San Jacinto 3,211,000 Temecula 680,000 Wild o m a r 5,920,000 Riverside County 43,458,000 Total Western County (107,600) Less: Allocation of administrative costs $ 43,350,400 Total Western County, net All costs distributed in accordance with 2009 Measure A local streetsand roadsfunds. N/A; local streetsand roadsoperationsare the responsibility of the local jurisdiction. Coachella Valley Area Distribute local return funding for local streetsand roadsprojectsin Coachella Valley. FY 2019/ 20 Cost Measure A Budget Impact Operating Budget Impact $ 1,537,000 Cathedral City 628,000 Coachella 507,000 Desert Hot Springs 267,000 Indian Wells 2,054,000 Indio 1,590,000 La Quinta 2,842,000 Palm Desert 2,240,000 Palm Sp ring s 965,000 Rancho Mirage 1,886,000 Riverside County 14516,000 Total Coachella Valley (107,600) Less: Allocation of administrative costs $ 14,408,400 Total Coachella Valley, net All costs distributed in accordance with 2009 Measure A local streetsand roadsfunds. N/A; local streetsand roadsoperationsare the responsibility of the local jurisdiction. 174 Palo Verde Valley Area Distribute local return funding for local streetsand roads projects in Palo Verde Valley. FY 2019/ 20 Cost $ 782,000 Blythe 208,000 Riverside County Measure A Budget Impact Operating Budget Impact 990,000 Total Palo Verde Valley (106,500) Less: Allocation of administrative costs $ 883,500 Total Palo Verde Valley, net All costs distributed in accordance with 2009 Measure A local streetsand roadsfunds. N/A; local streetsand roadsoperationsare the responsibility of the local jurisdiction. 175 Toll Operations Mission Statement: Toll Operations efficiently operates express lanes with high customer satisfaction to reduce congestion, improve mobility, and manage demand. Chart 54 —Toll Operations TranrsOut 10 10% Debt rvice�r 24% CapitalOutlay 3% Expenditures Salariesand Benefits 5% Professional Costs 7% aipport and Maintenance Costs 15% Program Operations 36% Toll operations expenses of $29,486,300 represent the third full year of operating expenses and debt service for the RCTC 91 Express Lanes (Table 67). The 1-15 Express Lanes project capital expenditures are included in the Capital Project Development and Delivery Department. Approximately 52%of the expenses and other uses are comprised of operations, maintenance, and support costs. Salaries and benefits reflect an increase of 112% due to the one-time disbursement to fund the Commission's CaIPERSretirement net pension liability, the net allocation of FTEsaffected by two new toll -related positions, and performance merit -based salary increases. Professional costs of $1,990,000, or 7% of expenses and other uses, consist of toll services consultants, traffic and revenue consultants, financial advisors, general and specialized legal counsel, audit and financial services, and rating agency and 11F1A loan servicing fees. Support and maintenance costs of $4,543,300 include road and systems maintenance, insurance, credit card processing fees, violations enforcement, transponder costs, marketing, lease, travel, and other support costs. Program operations costs of $10,670,200, or36%of expenses and other uses, primarily includes the Commission's share of the toll contractor cost to operate the 91 Express Lanes, system changesto comply with statewide technology requirements, and FSPservices. Debt service includes a $7,119,900 interest payment for the 2013 Toll Bonds. Transfers out comprise 176 $2,359,000 of toll operations surplus revenues to fund the 91 corridor operations project and $700,500 forthe administrative cost allocation. Table 67-Toll Operations Uses Detail &ilariesand Benefits Professional Costs Legal Services Audit cervices Financial Advisory ProfessionalServices - General Total Professional Costs aipport and Maintenance Costs Projects and Operations Program Operations Capital Outlay Debt Service Transfers Out TOTAL Toll Operations FY 17/ 18 FY 18/ 19 FY 18/ 19 Actual Revised Budget Projected FY 19/20 Dollar Percent Budget Change Change $ 510,300 $ 638,000 $ 638,000 $ 1,353,400 $ 715,400 112% 58,700 300,000 300,000 350,000 50,000 17% 47,000 47,000 47,000 - 0% 34,800 75,000 75,000 75,000 - 0% 721,900 1,929,000 1,928,000 1,518,000 (411,000) -21% 815,400 2,351,000 2,350,000 1,990,000 (361,000) -15% 2,793,400 4,576,700 3,936,800 4,543,300 (33,400) -1% 6,661,400 8,786,100 8,507,900 10, 670, 200 1,884,100 21 319,600 2,497,600 2,314,100 750,000 (1,747,600) -70% 7,119,900 27,119,900 27,119,900 7,119,900 (20,000,000) -74% 749,600 6,307,200 3,948,200 3,059,500 (3,247,700) -51% $ 18,969,600 $ 52,276,500 $ 48,814,900 $ 29,486,300 $ (22,790,200) -44% Toll Operations Staffing Summary Po sit io n FY 17/ 18 FY 18/ 19 FY 19/ 20 Chief Financial Officer 0.04 0.00 Deputy Director of Finance 0.06 0.03 Deputy Executive Director 0.06 0.10 Executive Director 0.01 0.00 External Affairs Director 0.00 0.02 Financial Analyst 0.00 0.00 ITAdministrator 0.00 0.10 Procurement Manager 0.08 0.15 Right of Way Manager 0.00 0.00 SeniorFinancial Analyst 0.36 0.30 SeniorManagement Analyst 0.00 0.00 Senior Procurement Analyst 0.09 0.00 TollOperationsManager 0.37 0.30 Toll Program Director 0.15 0.35 Toll Project Manager 0.00 0.00 Toll SeniorManagementAnalyst 0.99 0.70 Toll Technology Manager 0.38 0.40 FIE 2.59 2.45 Department Budget Overview Department Description Express Lane Facility Planning History 0.02 0.03 0.02 0.02 0.00 0.50 0.00 0.02 0.00 0.43 0.00 0.05 0.40 0.33 0.00 1.35 0.40 3.57 In December 2006, the Commission adopted the Western Riverside County Delivery Plan that serves as a 10-year capital improvement plan from 2009-2019 for Western County freeways and highways. To address unprecedented population, economic, and travel demand growth in Western County, the Commission desired to provide freeway corridorimprovementsbeyond what traditional funding sourceswould be able to provide.Ihe Commission studied innovative funding sources, including tolling, in advance of the adoption of the Western Riverside County Delivery Plan asa meansto provide more transportation improvements. 177 In 2006,the Commission conducted a toll feasibility study that determined thatSR91 and 1-15were both feasible corridors to introduce tolling via high occupancy toll lanes (now referred to as express lanes). The Western Riverside County Delivery Plan detailed ambitious improvements to the SR-91 and 1-15 corridors including the addition of two tolled express lanes in each direction and the ability to operate and maintain these tolled express lanes for a long-term period. The Commission's commitment in 2006 to tolling also indicated its future intent to become an operating toll agency and establish the Toll Operations Department. In FY 2017/18, the Commission initiated a second toll feasibility study (Next Generation Toll Feasibility Study) to assist in the determination of the location and type of future toll projects. This study is more fully described in the Capital Project Development and Delivery Department in Section 5.3. First Exp re ss La nes Project In FY2018/19, the Commission completed itssecond full year of operation of the RCTC 91 Express Lanes. The completed 91 Project connectsthe OCTA 91 Express Laneswith the RCTC 91 Express Lanes using a two-mile long mixing area, which allows vehicles to use either or both sections of the 91 Express Lanes (Chart 55). The RCTC 91 Express Lanescontinue approximately eight milesto the 1-15 interchange in Riverside County. A two-lane (one lane in each direction) direct tolled connector approximating 2.8 milesprovidesthe RCTC 91 ExpressLaneswith access/egressto 1-15 south of the SR91/1-15 interchange. The Commission hasthe authority to charge tollson the RCTC 91 Express Lanesfor 50 yearsfollowing the March 2017 opening of the express lanes, based on a toll facility agreement between the Commission and Caltrans. Chart 55—RCIC 91 Express Lanes Exit a! County One tot destinations in Riverside County: • Green River Rd • Maple suw art? sr • SR•7I • Lincoln St • Sedas Club E7t . Main St Exit at County Lrnefor destinations in Orange County: • Gypsum Canyon Rd • 241 Tod Rood • Vied Canyon Rdtiori,a bide 9lvd • lmperioiHwy • Lakeview Ave Leeend Existing 91 Express Lanes 91 Express Lanes Extension 1. County Line Entry/Exit Zone Q Carpool Verification Point 91 Express lanes EntlExit Points and Price Signs {Posted price is For the entire trip) OCTA owns and operates the Orange County portion of the 91 Express Lanes. Under a cooperative agreement entered into in December2011, the Commission and OCTA agreed on use of the same operator for the operation of the 91 Express Lanes. The joint operation of the 91 Express Lanesprovidesforcost sharing and a seamlesscustomer experience. Commission staff, as supported by the operator, operates and maintains the RCTC 91 Express Lanes from the existing Toll Operations Center and administrative offices in Anaheim and Customer Service Center in Corona. The operator's responsibilitiesfor the RCTC 91 Express Lanes include processing of toll transactions, collection of revenue, opening and management of customer accounts, violation processing, traffic operations center management, customer service, financial management, reporting, maintenance of the Revenue and Account Management System and toll lane system, and maintenance of the Anaheim and Corona fa c ilities. 178 Toll Operations providesdirect oversight to the operator and administerscontractswith the CHP performing toll enforcement, Caltrans performing road maintenance, and various maintenance contracts that fall outside of the operator's scope of work. Staff coordinates ongoing joint 91 ExpressLanesmarketing effortswith OCTA; the Commission utilizesa marketing servicesconsultant and CTOC for planning and implementing marketing effortsrelated to the RCTC 91 Express Lanes and future 15 Express Lanes. Toll Operations prepares and/or distributes all required reports and providessupport forthe annual financial audit of the RCTC 91 Express Lanes. While the Commission and OCTA jointly operate and maintain the 91 Express Lanes, tollsfor each of the RCTC 91 Express Lanes and the OCTA 91 Express Lanes are charged independently and reported separately. In connection with an agreement between the Commission, OCTA, and a mastercustodian, tollsrelated to the RCTC 91 ExpressLanesand the Commission'sportion of non - toll revenues are deposited with the Commission's trustee into the trust estate for the 2013 Toll Bonds and 2013 TIRA Loan. The Commission uses these revenues to pay for operation and maintenance expenses and debt service related to the 2013 Toll Bonds and 2013 TTRA Loan as well asfund repair and rehabilitation reserves. Future Exp re ss La nes Projects After securing the financing in July 2017, the Commission commenced design and construction of the 1-15 Express Lanesproject (Chart 56). A component of the project includesacquisition and development of a toll Regional Operations Center located in Corona for the 15 Express Lanes back office support, Toll Operations Center, and Customer Service Center. The Commission also isdeveloping an expresslanesconnectorto connect the RCTC 91 ExpressLanesto the 15 Express Lanesnorth of the 15/91 interchange. Toll Operationssupportsproject development by providing comprehensive input to the tolling concept of operations, contractor procurements, systems design, agency agreements, public outreach, toll Regional Operations Center development, creation of toll policiesand businessrules, and othersupport. The costsforthe development of the 1-15 ExpressLanesproject, the 15/91 ExpressLanesconnector project, and the toll Regional OperationsCenterare included in the Capital Project Development and Delivery Department. The Commission's 15 Express Lanesare scheduled to open in 2020with the 15/91 Express Lanes connector anticipated to open by the end of 2022, at which time the daily operations and maintenance and related costs will become part of the 15 Express Lanes and the responsibility of the Toll Operations Department. Under a toll facility agreement with Caltrans, similar to the RCTC 91 Express Lanes, the Commission will have the authority to charge tollson the 15 ExpressLanesfora 50-year period upon commencement of operations. 179 Chart 56 — Future 15 Express Lanes LEGE Na Express Lanes ❑ Express Lane Ingress E Express Lane Egress 6.- Express Lane IngressfEgress r Tolling Point OS ACELES CO OAlIl6E SO • Jurupa Valley unonne Ave. Eastvale A. • Riverside • "cond.. • Norco Htltlun Paley Navy. Magnolia Ave. State and Regional Toll Efforts Toll Operations is also working on several important efforts related to tolling. The Commission is coordinating with SBCTA regarding its development of express lanes on the 1-15 corridor that commence near the vicinity of the Riverside/San Bernardino County line to the north. Staff is actively involved in the CTOC, which addresses many statewide toll issues including toll technology to improve the customer experience across the state, create synergy among toll agencies, improve legislation related to tolling, and comply with State'sTitle 21 transition to new 6c transpondertechnology. Key Assumptions for FY 2019/ 20 • Construction of the 1-15 Express Lanes project will continue with the 15 Express Lanesto open in 2020. • Tolled express lane facilities, when completed, will be operated and maintained by the Commission forthe term agreed to by Caltransand the Commission. 180 " The Commission will estimate RCTC 91 Express Lanes toll revenues based on actual performance and the recent update to the investment grade traffic and revenue study. " The Commission will estimate RCM 91 Express Lanes toll operation costs based on actual expensesfrom past operationsand anticipated improvements. " The Commission will maintain a small Toll Operationsstaff and contract fora significant portion of toll operation services. " The Commission will hire a new Senior Management Analyst to support overall Toll Operations and a FnancialAnalysttosupport toll accounting activitiesin advance of the 15ExpressLanes opening. Accomplishments in FY 2018/ 19 " Successfully operated the RCTC 91 Express Lanes in itssecond full fiscal year. " Supported presentations to the rating agencies regarding the successful operation of the RCM 91 Express La n e s. " Transitioned the RCTC 91 Exp ress La nesla ne system to allow for the processing of statewide 6c technology. " Procured new 6c transponders. " Participated in the CTOC efforts to establish a statewide plan for transition to the 6C transponder technology, express lanes signage, statewide clean air vehicle processing, statewide marketing, toll enforcement legislation, and advancement of toll collection technology related to clean air vehicles. " Performed extensive coordination with the 1-15 Express Lanes and 15/91 Express Lanes connectorproject'sto11 services provider and design -builder for the toll system design. " Developed Riverside Express Lanes brand name and logo. " Developed proposal documentswith OCTA forthe reprocurement of the 91 Express Lanes back office operator. " Relocated the 91 Express Lanes customer call center and walk-in center to the Commission -owned building in Corona. " Made improvements to the toll facility and maintenance building, providing occupancy to the 15 Express Lanestoll services providerwho also operatesthe RCTC 91 Express Lanes lane system. The toll servicesproviderispreparing forthe installation of the 15 Express Lanes and operatesthe 91 Express Lanes lanessystems. Major Initiatives in FY 2019/20 Toll Operationswill manage the operationsof the RCTC 91 ExpressLanesin a mannerthat adheres to the RCTC 91 Express Lanes Toll Policy: " Provide a safe, reliable, and predictable commute for 91 Express Lanescustomers; " Optimize vehicle throughput at free flow speeds; " Pay debt service and maintain debt service coverage; " Increase average vehicle occupancy; " Balance capacity and demand to serve customers who pay tolls as well ascarpoolerswith three or more personswho are offered discounted tolls; " Generate sufficient revenue to sustain the financial viability of the RCTC 91 Express Lanes; " Ensure all covenantsin the financing documentsare met; and " Provide net revenuesforRiverside freeway/SR-91 corridor improvements, as allowable under SB 1316. Monitoring and reporting on actual toll transactions and related toll revenues is a primary responsibility for Toll Operations. Actual transactions and revenue will be compared to projected revenue utilizing the Riverside County 91 Express Lanes Extension Investment Grade Study update prepared by Stantec Consulting Services Inc. (Stantec) and adopted by the Commission in December 2018. Toll Operations projected the FY2019/20 budgeted toll revenue of $36,138,300 181 based on actual performance to date for a nine month period; accordingly, the budgeted FY 2019/20 toll revenuesare conservative compared to the revised aantec estimates. Toll Operations projected FY 2019/20 non -toll revenues using actual results since opening and considering OCTA and Commission -approved changesto the 91 Express Lanestranspondersand account plans as a result of the 6c transponder technology transition. SLch changes are not expected to significantly affect the budgeted non -toll revenues. For the third full year of operations, the Engineer's Technical Report assumed costs of approximately $15.3 million, whereas the FY 2019/20 budget is approximately $20.0 million, including an intemal administrative cost allocation. The FY2019/20 budget amount is$4.7 million, or30.7%above Engineer's Technical Report projection and related to the following: • The statewide transition to 6c transpondertechnology; • Higher credit card feesdue to highertransactionsthan originally estimated; • Costsrelated to the reprocurement of the 91 Express Lanescustomerservice system and back office operation; and • The relocation of the toll equipment on the existing direct connector due to the 1-15 Express Lanesproject. In addition to monitoring toll revenues, Toll Operations will monitor and analyze these operation and maintenance costsduring the fiscal year. Toll Operationswill also continue to support the design and development of the 1-15 Express Lanes and 15/91 Express Lanes connector projects, which will consist of facility design with the design - builder and toll system design with the toll systems provider. Toll Operations will also support the development of new express lane corridors recently approved by the Commission in January 2019. Consultant, Commission staff, and other costs for the projects and new express lane corridorsare included in the Capital Project Development and Delivery Department. Toll Operations will also continue efforts in the area of environmental management and public outreach. Toll Operations will manage the operations and maintenance activities for the new Regional Operations Center and Facilitiesand Maintenance Building in Corona. Cash Flows from Toll Operations The Commission pledged toll revenues as security for the toll -supported debt for the RCTC 91 Express Lanes. Information regarding the 2013 Toll Bondsand 2013 TIRA Loan isincluded in Section 4, Commission Debt. The Commission doesnot anticipate any depositsto the repairand rehabilitation fund nordoesit expect any major repair and rehabilitation expenses permitted under the master indenture and 2013 TIFIA Loan agreement during the third full year of operations. The financial model for the 91 Project also did not assume such funding or expenses. The projected cash flows for the RCTC 91 Express Lanes for the year ending June 30, 2020 are presented in Table 68. The cash balancesat June 30, 2020 include surplustoll revenues. 182 Table 68—RCTC 91 Bcpress Lanes Projected Cash Flows FY 2019/ 20 Cash balance at July1, 2019, asprojected $ 63,721,600 Cash flows from operating activities: Sources of operating funds: Toll revenue Non -toll revenue Total sources of operating funds 36,138, 300 5,731,100 41,869,400 Uses of fund s for op erations a nd maintenance: Salaries and benefits 1,353,400 Professional costs 1,990,000 Support and maintenance costs 4,543,300 Projectsand operations 10,670,200 Capital outlay 750,000 Total uses offundsforoperations and maintenance 19,306,900 Net cash provided by operations 22,562,500 Cash flows from non -capital financing activities: 91 Corridor Operations project Administrative allocation to General fund Net cash used by non -capital financing activities Cash flows from capital and related financing activities: Interest paid on 2013 Toll Bonds Net cash used by capital and related financing activities Cash flows from investing activities: Interest on investments Net cash provided by investing activities Net increase in cash Cash balance at June 30, 2020, asprojected Department Goals (2,359,000) (700, 500) (3,059,500) (7,119,900) (10,179,400) 1,522,100 1,522,100 13, 905, 200 $ 77,626,800 TO1 — Provide effective communication of project progress and toll operations to the Board members, city councils, County Board of Supervisors, Caltrans, CTC, FHWA, 11F1A, and bondholders. (Policy Goal: Operational Excellence) Objectives: • Provide timely and effective reporting of toll operation metricsincluding revenue, transactions, carpool usage, and other performance indicators. • Share certain expresslane traffic information with Caltransand other agenciesasrequested. • Comply with continuing disclosure requirementsto bondholders and TIFIA regarding express Ianesdevelopment and operations. 183 TO2 — Focus on timely and effective completion of toll -related capital projects and implementation of needed transportation services. (Policy Goals: Quality of Life, Connecting the Economy, Responsible Partner) Objectives: • Rapport the development of the Commission's toll capital projects in all areas of planning, financing, design, and construction. • Provide opportunity for expansion of express bus services to employment centers, as this will contribute to congestion relief on impacted corridors. TO3 — Support regional transportation solutions in cooperation with toll operators in surrounding counties that are of benefit to Riverside County. (Policy Goals Quality of Life, Operational Excellence, Responsible Partner) Objectives: • Coordinate with surrounding countiesin theirdevelopment of toll facilitiesin general and those toll facilitiesthat impact the Commission'stoll operations in particular. • Participate in CTOC to advance regional and statewide tolling initiatives, technology interoperability, and coordination among California toll agencies. ID Toll Operations Performance Measures and Results FY17/18 Estimated FY17/18 ActuaIs FY18/19 Estimated FY19/20 Projected 701 Toll transactions 10,776,000 14,518,302 14,490,100 13,286,800 101 Toll revenues $31,682,000 $42,778,306 $40,187,000 $36,138,300 701 Non -toll revenues excluding investment income $5,259,000 $7,668,518 $7,569,900 $5,731,100 184 Community Profile Riverside County is the fourth largest county in California, stretching westward nearly 200 miles from the Colorado Riverand comprising more than 7200square milesthat include 28incorporated cities. the County can trace itsbeginning back to 1893 when votersapproved the formation of a new county. lhe area wascarved from partsof San Bemardino and San Diego counties. Over its more than 126 yearsof existence, the County'seconomy hasdiversified and prospered. Originally, the County wasa very agricultural area, known fora wide variety of cropsgrown on its fertile soils. the County remainsa strong agricultural area, but it isincreasingly becoming a leader in manufacturing, transportation, construction, and tourism. Demographics lhe successof the area hasbrought dramatic population growth to the County (Chart 57). Snce the 1980's, the County hasbeen one of the fastest growing countiesin the State. Chart 57 — Population — Last Ten Years 2,450,000 2,400,000 2,350,000 2,300,000 2,250,000 2,200,000 2,10,000 2,100,000 2,050,000 2,000,000 ■ I I Oti0 Oti1 Otis O�� Otip Otis ti ti ti ti ti ti Source: California Department of Finance i I 1 lhe available and affordable housing in the County has attracted many people to the County (Chart 58); however, housing is gradually recovering from a slowdown due to the effect of the subprime mortgages, ensuing credit crisis, and last recession. Chart 58—Home Price Advantage $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 Home Value Advantage Riverside County and Southem California Markets(March, 2019) ❑Median Home Values $412,000 $525,520 113,520 $523,800 $211,800 $640,000 $228,00 $809,500 1r$397,500 Rive rsid e Source: California Association of Realtors Los Angeles s'6n DiTgo oun Y Ventura Orange During the growth period, jobs also increased as many firms relocated to the area and moved away from older communities. During the last recession, the County'sunemployment rate rose to an all-time high; however, the unemployment rate has decreased significantly during the recovery period (Chart 59). 185 Chart 59— Unemployment Rate (%)—Last Ten Years 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% Source: California Employment Development Department ■ The area ispreparing for itsfuture aswell in supporting bettereducation. The County ishome to a numberof collegesand universitiesincluding UCR Riverside County'seconomy isbenefitting from employment gains. Population migration to the Inland Empire has occurred due to the area's employment opportunitiesand a lowercost of living compared to the coastal counties. Although wage growth has been flat and centered on lower and moderate income, improvements in the local labor market with increased economic activity support stable salestax revenue growth. Statistical Information Retail Sales Asa result of demographic changesand growth, retail sales(Chart 60 and Table 69) in the County have shown continued improvementsfollowing the last recession. Chart 60—Retail Sales(%) - $34 1241lion-2017 Data Totalallother services& outlets 29.20% OtherRetailSalesJ 7.16% Automotive 22.92% Apparelaores 6.10% General Merchandise 8.58% Food Sores 4.61 % Eating & Drinking 10.66% Household & Electronics I 4.79% • LBuilding Materials 5.98% 186 Table 69-Rvenside County Taxable Sales by Business Type (in 000's) -Last Five Years 20171 2016 2015 2014 2013 Apparel Gores $ 2,190,228 $ 2,136,727 $ 1,989,623 $ 1,771,603 General Merchandise 3,052,409 3,040,243 3,289,057 3,298,920 Food Sores 1,574,030 1,727,517 1,509,403 1,421,590 Eating & Drinking 3,648,980 3,384,494 3,093,862 2,836,388 Household & Electronics 1,386,985 1,135,234 1,030,454 996,484 Building Materials 1,965,101 1,826,293 1,706,183 1,535,178 Automotive 7,751,812 7,693,172 7,844,773 7,421,523 Other Retail &Iles 2,452,591 2,338,039 2,182,987 1,781,754 Total all otherservices & outlets 10,209,008 9,629,185 9,389,345 9,002,027 2,199, 512 3,101,256 1,666,910 3,852,674 1,730,702 2,161,593 8,282,532 2,586,770 10,550,866 $ 36,132, 815 $ 34, 231,144 $ 32, 910, 904 $ 32, 035, 687 $ 30, 065, 467 Source: Sate Board of Equalization Yea rrep rese nts mo3 recent data available The 2017 taxable sales generation by jurisdiction in the County, including ranking compared to 2006, ispresented in Table 70. Table 70 Taxable Sales Generation by Jurisdiction in Riverside County for20171 Taxable S3les(in 000's) %ofTotaI2 2017 2007 City of Riverside $ 5,534,294 15.3% 2 2 City of Corona 3,663,277 10.1% 3 3 City of Temecula 3,209,067 8.9% 4 4 City of Moreno Valley 1,652,123 4.6% 5 6 City of Palm Desert 1,624,653 4.5% 6 5 City ofMurrieta 1,522,525 4.2% 7 7 City of Perris 1,462,211 4.0% 8 14 City of Palm a>rings 1,149,888 3.2% 9 9 City of Hemet 1,042,103 2.9% 10 8 City of Indio 1,008,113 2.8% 11 12 City ofJurupa Valley 968,336 2.7/0 12 N/A City of Lake Osinore 821,250 2.3°/a 13 13 City of Cathedral City 809,572 2.2% 14 11 City of La Quinta 751,449 2.1% 15 10 CityofEastvale 742,347 2.1% 16 N/A City of M enifee 683,385 1.9% 17 N/A City of Norco 603,813 1.7% 18 15 City of Rancho Mirage 485,920 1.3% 19 16 City of Beaumont 429,064 1.2% 20 18 City of Coachella 307,443 0.9% 21 17 City of Stan Jacinto 258,202 0.7% 22 21 City of Banning 226,170 0.6% 23 19 City of Blythe 152,961 0.4% 24 20 City ofWildomar 152,142 0.4% 25 N/A City of Desert Hot firings 138,947 0.4% 26 22 City of Indian Wells 102,766 0.3% 27 23 City ofCalimesa 72,082 0.2% 28 24 City of Canyon Lake 20,912 0.1% 29 25 Incorporated 29,595,015 81.9% Unincorporated county area 6,537,798 18.1% 1 1 Countywide $ 36,132,814 100.0% Ca lifo m is $ 672,486,581 Source: California State Board of Equalization Yea rrep resentsmosl recent data available 2 Subject to rounding differences 187 Measure A Sales Taxes Measure A is one-half of one cent transaction and use tax for transportation improvements in the County. The County had an 8.00% sales tax rate including the Measure A rate through December2016. In January 2017, it increased 0.25%to 8.25%and in April 2018, it decreased 0.50% to 7.75% (Ta b le 71). Table 71 -Direct and Overlapping Sales Tax Rates -Last Five Years Fiscal Year Measure A Direct Rate County of Riverside 2019 0.50% 7.75% 2018 0.50% 7.75% 2017 0.50% 8.25% 2016 0.50% 8.00% 2015 0.50% 8.00% Source: Commission Finance Department and CDTFA Since the end of the last recession, changeshave occurred in the economic categoriesin which the Measure A sales tax was generated (Table 72). However, general retail and transportation continue to represent the two highest economic categories with approximately 53.5% of sales taxes generated in these categories through the fourth quarter of 2018. Transportation has decreased in recent yearsdue to lowerfuel pricesoffset by increasesin new auto purchases. Table 72- SalesTax by Economic Category Economic Category 2015/4 2016/4 2017/4 2018/4 %of Total %of Total %of Total %of Total General Retail 28.8% 28.9% 28.3% 289% Transportation 25.9% 25.1% 25.3% 24.6% Food Products 17.3% 17.7% 17.6% 17.8% Business to Business 15.1% 15.3% 15.6% 16.3% Construction 10.8% 10.8% 10.8% 10.8% Miscellaneous 2.1% 2.2% 2.4% 1.6% Total 100.0% 100.0% 100.0% 100.0% Source: MuniServices, LLC Each economic category consists of several economic segments, which provide additional information regarding economic activity in the County. In 2012 the top six economic segments consisted of service stations, department stores, auto sales -new, restaurants, building materials - wholesale, and miscellaneousretail. Overthe next six calendaryears, auto sales -new, restaurants, and department stores moved into the top three economic segments. The top six economic segmentsin 2018 with comparisonsto previousyearsare presented in Table 73. Table 73 -Sales Tax by Economic Segment Top &Economic Se gments(Category) Auto &Iles- New (Transportation) Resta ura nts (Food Products) Department 3ores(General Retail) Service Sations(Transportation) Miscellaneous Retail (Miscellaneous) Building Materials- Wholesale (Construction) Source: MuniServices, LLC 2015/ 4 2016/ 4 2017/ 4 2018/ 4 %of Total %of Total %of Total %of Total 11.7% 11.8% 11.5% 11.2% 11.0% 11.4% 11.5% 11.2% 10.4% 10.1 % 9.9% 9.6% 8.5% 7.2% 7.7% 7.8% 7.2% 7.4% 7.4% 9.0% 6.2% 6.1 % 6.0% 6.6% 188 Commission Facts Programs and Services Measure A: The Commission administers Measure A, the local half -cent sales tax for new transportation projects in the County. Under Measure A, funding is used to improve highways, commuter rail, regional arterials, local streets and roads, transit and specialized transportation servicesincluding commuterassistance, economic development, new corridors, and Commission administration. Measure A expiresin 2039. Transportation Development Act: The TDA iscomprised of two elements: Local Transportation Fund and State Transit Assistance funding. The Commission administersthe LTFone-quarter of one cent of the state sales tax on behalf of the County. STA is generated from the statewide sales tax on diesel fuel and 93 1 gas tax and is allocated by the State to the Commission on the basis of population and asa percentage of transit fare revenues. TDA funding isallocated primarily to bus and rail transit operators for transit operating and capital needs. Additionally, OF funding is available for bicycle and pedestrian facilities, planning, and administration and allocated to the Commission and local jurisdictionsin the County. Highways: The Commission assistswith the planning and funding forhighway improvements. State highway maintenance isgenerally the responsibility of Caltrans; however, the Commission will be responsible for the operations and maintenance of toll facilities during a 50-year term upon commencement of toll operationsfor each facility. Local Streets and Roads: The Commission administers funding to local jurisdictions to improve streets, intersections, signal coordination, and pavement. Local streetsand roads maintenance is the responsibility of the local jurisdictions. Commuter Rail: The Commission fundsand overseesMetrolink rail serviceswithin the County. The Commission's three Metrolink lines are the Riverside, IEOC, and 91/Perris Valley Lines. The Commission ownsand maintainsnine Metrolinkstationsand an operationscontrolcenterlocated at: ➢ Riverside Downtown operations control center, 4344 Vine Street, Riverside ➢ Pe rris—So u t h , 1304 Case Road , Perris ➢ Perris —Downtown, 121 South C Street, Perris ➢ Moreno Valley/March Feld, 14160 Meridian Parkway, Riverside ➢ Riverside —Hunter Park/UCR, 1101 Marlborough Avenue, Riverside ➢ Riverside Downtown station, 4066 Vine Street, Riverside ➢ Riverside —La Serra station, 10901 Indiana Avenue, Riverside ➢ Jurupa Valley—Pedley station, 6001 Ped ley Road, Riverside ➢ Corona —North Main station, 250 East Blaine Street, Corona ➢ Corona —West station, 155 South Auto Center Drive, Corona Motorist Assistance: The Commission provides emergency call boxes and the 511 traveler information system through the SAFEand offers emergency towing servicesthrough the FSP. CommuterAssistance: The Commission providesa variety of rideshare servicesboth to employers and commuters. Through voluntary participation, commuters and employers receive a direct benefit from their salestax dollars, and the entire region benefitsfrom reduced traffic congestion and improved air quality. Specialized Transit: The Commission maintains a strong commitment to assist in the mobility of those with specialized transit needs. Through its Specialized Transit Program, the Commission has 189 provided millions of dollars to public and nonprofit transit operators to assist in the provisions of special transit servicesto improve the mobility of seniorsand personswith disabilities. Tolled Expressed Lanes: In March 2017, the Commission opened its RCTC 91 Express Lanes, including a tolled direct connector from SR-91 to 1-15 south, following the substantial completion of the 91 Project through the city of Corona. A second facility on 1-15 from SR60 to Cajalco Road in Corona iscurrently under construction with opening of the 15 Express Lanesexpected in 2020. the Commission commenced project development for the 15/91 Express Lanes connector, a tolled direct connector from SR91 to 1-15 north; completion is expected prior to 2023. This connector's operations will be included in the 15 Express Lanes operations. In 2017, the Commission began preliminary engineering and environmental studiesto add expresslaneson I- 15 between Cajalco Road and SR74. In 2019, the Commission approved the start of project development forthree new expresslanescorridors. 190 Appendix A — Glossary of Acronyms AB Artrmbly Bill ADA America nswith Disabilities Act AlP Active Transportation Program BABs — Build America Bonds Bechtel — Bechtel Infrastructure BNSF — BNSF Ra ilway Board — Board of Commissioners for the Riverside County Transportation Commission CABs — Capitalized Appreciation Bonds CAC — Citizens Advisory Committee CAFR — Comprehensive Annual Financial Report CALCOG California Association of Councilsof Governments California State of California CaIPERS California Public Employees Retirement System Caltrans California Department of Transportation Capital Projects — Capital Projects Development and Delivery, a RCTC department CARB — California Air Resources Board CCTV — Closed -Circuit Television CDTFA — California Department of Tax and Fee Administration CEQA — California Environmental Quality Act CETAP — Community Environmental Transportation Acceptability Process CHP California Highway Patrol CHSRA California High Speed Rail Authority CIBs Current Interest Bonds CIP — Capital Improvement Plan CMA — Congestion Management Agency CMAQ* — Congestion Mitigation and Air Quality CMIA* — Corridor Mobility Improvement Account (Proposition 1B funding category) CMP — Congestion Management Program Commission Riverside County Transportation Commission County County of Riverside CTC California Transportation Commission CTOC California Toll Operators Committee CVAG — Coachella Valley Association of Governments DBE — Disadvantaged Business Enterprise District — Riverside County Regional Park and Open Space District DMV — Department of Motor Vehicles EMMA — Electronic Municipal Market Access system managed by the Municipal Securities Rulemaking Board ERP — Enterprise Resource Planning EIG — Employer Transportation Coordinators FASTAct Fixing America's Surface Transportation Act FHWA* Federal Highway Administration Fitch Fitch Ratings FRA — Federal Railroad Administration FSP — Fre e w a y Se ry is e Pa t ro I FTA* — Federal Transit Administration FIE — Full-time Equivalent FTIP — Federal Transportation Improvement Program FY — Fisc a I Ye a r 191 Gann — Gann Initiative approved by California voters in 1979 GASB — Governmental Accounting Standards Board GFOA — Government Finance Officers Association GHG — Greenhouse Gas HOV — High Occupancy Vehicle (Carpool Lane) HSIPR High Speed Intercity PagmngerRail I Interstate IECommuter Inland Empire Commuter rideshare system IEOC — Inland Empire —Orange County Metrolink Service Inland Empire — Region covering Riverside and San Bernardino counties LCTOP — Low Carbon Transit Operations Programs Limited Tax Bonds — Indebtednesssecured by specified tax or group of taxes LOSSA N — Los Angeles -San Diego -San Luis Obispo, a rail corridor Lkll' — Long Range Transportation Plan LTF* — Local Transportation Fund MAAC — Member Agency Advisory Committee MARA 2009 Measure A Regional Arterial funding for Western County MCP Mid County Parkway Measure K — Increase of salestax revenue bondsdebt limit to $975 million approved by votersin November2010 Metrolink — Operating Name for SCRRA (see RRA) MOE — Maintenance of Effort Moody's — Moody'slnvestorsService MOU — Memorandum of Understanding MPO — Metropolitan Planning Organization MSHCP — Multi -Species Habitat Conservation Plan MSRC — Mobile Source Air Pollution Reduction Review Committee (AB2766) NEPA — National Environmental Policy Act OA — Obligation Authority OCTA — Orange County Transportation Authority Operation Lifesaver — Operation Lifesaver International, an education program regarding the importance of rail safety Perris Valley Line — Perris Valley Line Metrolink Extension Project PPM — Planning, Programming, and Monitoring PVL — Perris Valley Line Metrolink Extension Project PVVTA — Palo Verde Valley Transit Agency RCA — Western Riverside County Regional Conservation Authority RCTC — Riverside County Transportation Commission RCTC 91 Express Lanes — Express lanes on SR91 from the Orange County line to 1-15 owned and operated by the Commission RDOCC — Riverside Downtown Operations Control Center RFA — Request for Authorization RIP* — Regional Improvement Program RTA — Riverside Transit Agency RTP — Regional Transportation Plan RTPA — Regional Transportation Planning Agencies RZEDBs Recovery Zone Economic Development Bonds S&P S&P Global Ratings SAFE Service Authority for Freeway Emergencies Salestax — Reference including transaction and use tax such as Measure A SB — Senate Bill 192 SB 1 — State legislation that increased state gas tax for transportation purposes and was signed by the Governor in April 2017 SB 132 — State appropriation approved in April 2017 that provides $427 million in funding for five Riverside County Transportation Efficiency Corridor projects SB821 — State legislation that provides funding for bicycle and pedestrian projectsthrough the TDA SBCTA — San Bernardino County Transportation Authority SBE — Small Business Enterprise SCAG — Southern Califomia Association of Governments SCAQMD — Southern California Air Quality Management District SCRRA — Southern California Regional Rail Authority SCS — Sustainable Communities Strategy SDP — Service Development Plan SGR — State of Good Repair(SB 1 Program) SHCC Self -Help Counties Coalition SHOPP State Highway Operations and Protection Program SJBL — San Jacinto Branch Line SR — State Route SRA — State Rail Account SRIP — Short Range Tra n sit Plan STA* — State Transit Assistance Stantec — Stantec Consulting ServicesInc. State — State of California State Street Bank — State Street Bank and Trust Company ST3G* — Surface Transportation Block Grant (replaced STP) STIP* State Transportation Improvement Program SunLine — SunLine Transit Agency TAC — Technical Advisory Committee TAP — Transportation Alternatives Prog ram TCEP — Trade Corridor Enhancement Program TCIF* — Trade Corridors Improvement Fund (Proposition 1B funding category) TDA* — Transportation Development Act TIFIA* — Transportation Infrastructure Finance and Innovation Act TIP — Transportation Improvement Plan TUMF* — Transportation/Traffic Uniform Mitigation Fee (Western County/Coachella Valley) U.S DOT — United StatesDepartment of Transportation UCR — University of Califomia at Riverside VanClub — RCTC'svanpool subsidy program Westem County — Western area of Riverside County WRCOG — Western Riverside Council of Governments 91 Express Lanes — Tolled expresslaneson SR91 in Orange County operated by OCTA (OCTA 91 Express Lanes) and in Riverside County by the Commission (RCM 91 Express Lanes) 91 Project — SR-91 corridor improvement project consisting of two tolled express lanes in each direction of SR-91 between the Orange County line and 1-15 and a direct connector, the addition of a general purpose lane between SR71 and 1-15, and other improvements 1989 Measure A* — Original 1/2 cent transportation salestax measure approved by voters in November 1988 that expired in June 2009 193 2009 Measure A* 2010A Bonds 2010B Bo n d s 2013 Sales Tax Bonds 201311F1A Loan 2013 Toll Bonds 2016 Refunding Bonds 2017A Bonds 2017B Refund ing Bonds 2017 11F1A Loan 2018 Refunding Bonds - Extension of sales tax measure approved by voters in November2002which became effective upon expiration of original salestax measure on July 1, 2009 fora 30-yearperiod - Sales Tax Revenue Bonds, Series A Tax-exempt issued in November2010 Sales Tax Revenue Bonds, Series B Taxable issued in November2010 SalesTax Revenue Bondsisqaed in July 2013forthe 91 Project - TIFIA Loan executed in July 2013 forthe 91 Project - Toll Revenue Bonds issued in July 2013 for the 91 Project - Sales Tax Revenue Refunding Bonds issued in September 2016 to refund the SeriesA portion of bonds issued in 2009 - Sales Tax Revenue Bonds issued in July 2017 for the 1-15 ExpressLanesproject and completion of the 91 Project - Sales Tax Revenue Refunding Bonds issued in December 2017 to refund all of the outstanding 2010A Bonds and a portion of the 2013 Sales Tax Bonds — TIRA Loan executed in July 2017 for the 1-15 Express Lanes project - Sales Tax Revenue Refunding Bonds issued in April 2018 to refund all of the SeriesBand SeriesC bonds issued in 2009 *Additional information provided in Funding Definitions. 194 Appendix B—Glossary of Funding Definitions Federal Funding Sources Transportation Infrastructure Finance and Innovation Act The 11FIA program providescredit assistance forqualified projectsof regional and national significance that are critical improvementsto the nation'ssurface transportation system. It is designed to fill market gaps and leverage substantial private and non-federal co - investment by providing supplemental and subordinate capital. TIFIA credit assistance is often available on more advantageous terms than in the financial market making it possible to obtain financing, in the form of a secured loan, loan guarantee, and/or standby line of credit, for needed projectswhen it might not otherwise be possible. Federal Transit Administration Section 5307 formula funds made available to urbanized areas for operating subsidies, capital projects and planning. Operating match is up to 50%of the net operating cost; capital and planning match is80%federal and 20%local. Section 5309 discretionary funds generally provided to urbanized areas for funding new start rail projects, major busfleet replacement, and transit facility construction. Matching ratios range from 50/50to 80%federal and 20%local. Section 5310 funds made available to statesfor providing capital support to private non- profit and, in certain circumstances, public transit operators. This is a state administered discretionary program providing fundson an 88.53%federal and 11.47%local basis. Section 5311 funds provided to support rural transit operating subsidies and capital projects. Operating match is up to 50% of the net operating cost; capital match is 80% federal and 20%local. Federal Highway Administration In 1991, the Intermodal Sirface Transportation Efficiency Act (ISTEA) was approved by Congressto replace the former Federal Aid Urban/Federal Aid System funding programs. ISTEA was established as six -year funding program and was reauthorized for another six years in 1997. Thisnew transportation act wasrenamed asthe Transportation Equity Act of the Twenty-first Century (TEA21) and was extended through August 10, 2005 when the President signed into law the Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETFA-LU). Nine short-term extensions of SAFETEA-LU were passod until July 2012 when Moving Ahead for Progress in the 21st Century (MAP-21) was enacted. In December2015, the Fixing America's Surface Transportation (FAST) Act was signed into law and became the first federal law in over decade to provide long-term funding certainty for surface transportation infrastructure. Under these programs the following fund sources are allocated to each county, and the Commission further allocatesthese fundsbased on federal provisions. Surface Transportation Block Grant (fomierly Sirface Transportation Program) Fundsallocated by the Commission and administered by Caltransthat provide funding for local street and road improvements. Current matching rate is88.53%federal and 11.47% local. Congestion Mitigation and AirQuality Funds allocated by the Commission for transportation related air quality improvement projects in air quality non -attainment areas. Current matching rate is 88.53% federal and 11.47%local. Safety projectscan qualify for 100%of CMAQ funding. 195 American Recovery and Reinvestment Act of 2009 Commonly referred to asthe Stimulusorlhe Recovery Act, ARRA isan economic stimulus package "intended to create jobs and promote investment and consumer spending" during the recent recession. It includesdomestic spending in infrastructure with investment transportation, environmental protection, and other infrastructure providing long-term economic benefits. ARRA also created the Build America Bond program, which authorized state and local governments to issue in 2009 and 2010 such bonds as taxable bonds to finance capital expenditures for which would otherwise be financed with tax-exempt governmental bonds. State and local governments issuing BABs receive a direct federal subsidy payment for a portion of their borrowing costson BABsequal to 35 to 45 percent of the total coupon interest paid to investors. The BABprogram wasintended to assist state and local govemmentsfinance capital projectsat lower borrowing costsand to stimulate the economy and create jobs. State Local Funding Sources Transportation Development Act The TDA is comprised of two elements: LTFand STA funds. LTFfundsare derived from 1/4ofone cent of the state salestaxand are returned to source. There are three areas of apportionment within Riverside County comprised of Western County, Coachella Valley, and Palo Verde Valley (Blythe). The Commission administersthe LTFon behalf of the County of Riverside. Funds are provided for program administration, Southern California Association of Governments regional planning, local transportation planning, and transit services in Western County and the Coachella Valley. In the Palo Verde Valley, funds support transit services and local street and road improvements. Additionally, under S3821, 211/0of LTFfundsare made available for bicycle and pedestrian projects. STA fundsare generated from the statewide salestax on diesel fuel and are allocated by the state to the Commission based on population and as a percentage of transit fare revenue. The Commission hasgenerally used these fundsto support capital purchasesand improvementsasthese fundshave been subject to state budgetary actions. State Transportation Improvement Program The STIP consists of RIP and IIP funds. The RIP and IIP programs are mainly supported by Proposition 42 funding. The RIP component represents 75% of STIP funds available for capacity projects. Regional Transportation Planning Agenciesare responsible forselection of projectsproposed forRlPfunds. The IlPcomponent representsthe remaining 25%of STIP funds available for capacity projects and Caltrans is responsible for the selection of IIP- funded projects. The Commission and Caltrans District 8 work closely in coordinating projectsforthese fund sources. Senate Bill 1 (The GasTax) and Senate Bill 132 Commonly referred to asthe Gas Tax, isthe Road Repair and Accountability Act of 2017, SB 1 was approved by California's Legislature and Governor in April 2017. The Gas Tax generatesfundsforourtransportation infrastructure through increased gasoline taxesand annual vehicle fees. SB 1 providessupport for state and local systemsto meet four critical needs: road rehabilitation, congestion relief, trade corridor improvements, and improved transit/rail travel. It began providing fundsto citiesand countiesin November2017. In June 2018, California votersapproved Proposition 69, which amended the State Constitution to prevent SB1 fundsfrom being diverted or borrowed for other purposes. SB 132 was part of a package of legislation that pani-rd with SB 1 and provided state funding for five major transportation projects in Riverside County. These projects included 196 in the Riverside County Transportation Efficiency Corridor would not be underway without this state funding. The projects are comprised of the Commission's 15/91 Express Lanes connector project; the County's I-15/Limonite Avenue interchange project with the cities of Eastvale and Jurupa Valley asit partners; the County'sJurupa Avenue grade separation project with the city of Jurupa Valley as its partner; the city of Corona's McKinley Avenue grade separation project; and the County'sHamnerBridge widening project with the city of Norco asitspartner. Cap and Trade State legislation in 2006 requires GHG emissions in the State to be reduced. A key element of the GHG reduction program isthe Cap and Trade Program in which entities regulated underthe program can "trade" or buy and sell portion of emission allowancesiaed by the CARBat auctions held during the year. The revenuesgenerated for the State through these auctions are appropriated for infrastructure investments that include LCTOP and road programs, high speed rail projects, and transit and intercity rail projects. Proposition 1BProgram In November2006, the votersin California approved Proposition 1B, which will fund various transportation programs from bonds issued by the state of California. Programs to be funded include CMIA, transit capital, transit security, STIP supplement, goods movement (TGIF), State and Local Partnership Program funds, and citiesand counties. Local Funding Sources Measure A Measure A isa half -cent local retail transaction and use tax that wasinitially approved by the voters in November 1988 for 20 years (Ordinance 88-1) and extended in November 2002 for an additional 30 years (Ordinance 02-001), through June 2039, to help fund key transportation improvements in Riverside County. It provides funds to improve highways, regional arterials, and local streetsand roads; to develop new transportation corridors; to expand commuter rail, public transit, specialized transportation services, and commuter programs; develop a program of economic incentives to attract commercial and industrial development and jobs; and support bond financing. These types of improvements are needed to maintain and improve the quality of life in the County, reduce current congestion, and provide adequate transportation facilities to accommodate reasonable growth. Snce existing state and federal sources provide only a limited amount of funding for a limited number of projects, Measure A will cover the shortfall for key projects with a funding source that is under local control. It will use the revenue generated in Western County, Coachella Valley, and Palo Verde Valley to meet the unique transportation needsof each of those areas. Transportation Uniform Mitigation Fee The TUMF program was adopted by all local jurisdictions in the Western County area of Riverside County in July 2003. Under this program, which is administered by the WRCOG, feesare asseq:Pd on new residential and commercial development in Western County to ensure that new development pays its fair share toward providing the needed infrastructure improvements on the regional system of highways and arterials. In accordance with the extension of Measure A in 2002 and an amended MOU with WRCOG, the Commission shall receive 48.7% of the TUMF revenues to fund equally the regional arterial system and the development of new corridors. 197 Appendix C —Glossary of Program Terms The following explanations of terms are presented to aid in understanding the various program termsused and discurfrd in the narrative. Bicycle and Pedestrian LTF provides revenuesforthe construction of bicycle and pedestrian facilitiesand related right-of-way costs. Bond Financing In order to accomplish the construction of the highway and rail projects and implementation of the local streets and roads and other programs identified in the Measure A TIP as soon as possible, some level of borrowing will be required. A portion of the revenuesgenerated in the Western County will be made available forthispurpose. Commuter Assistance The purpose of this program is to provide short-term incentives to encourage single occupant vehicle drivers to use alternate modes of transportation including carpools, vanpools, bus pools, public bus, commuter rail, walking, and bicycling. Commuter Rail Measure A provides operating and capital revenue for commuter rail service to Orange and Los Angeles counties. LTF provides revenue for commuter rail operations in Riverside County. These trains operate on existing railroad tracks parallel to major freeways. Commuter rail service provides a safe and reliable transit alternative to driving alone during the peak period. Plansto expand commuterrail%rvice in Western Riverside County from Riverside to Perrisvia Moreno Valley are currently underway. Economic Development Measure A will be used to create an infrastructure improvement bank to improve existing interchanges, construct new interchanges, provide public transit linkagesor stations, and make other improvements to the transportation system in Western County. These incentives are intended to attract commercial and industrial development and jobs to locate within the Westem County area. Highways Measure A provides revenues to widen existing highways, expand interchanges, and improve remote freeways. These improvements are needed to control traffic congestion in Western County and improve access and safety in Coachella Valley. Costs of these improvements will be covered by funds from state and federal sources. Measure A revenue will be used to supplement —not replace —these othersourcesand to accelerate work on projectsdeferred for lack of funding. Local Streetsand Roads Measure A provides revenues to local jurisdictions for the construction, repair, and maintenance of local streets and roads. The County and local cities are required to supplement those expenditures with other previously dedicated revenue sources to maintain road improvements at a level equal to or greater than the base year amount. LTF provides revenue for local street and road improvements in the Palo Verde Valley. Metrolink The Commission's commuter rail program is part of the regional network operated by SCRRA operating under the name of Metrolink, a five -county joint powers agency composed of the transportation commissions of Los Angeles, San Bernardino, Orange, 198 Riverside, and Ventura. The purpose of this agency is to manage the operation and maintenance of commuter rail in the five -county metropolitan area. Motorist Assistance The Motorist Assistance program hasthree elements. The FSPisa special team of tow trucks that travel on selected Riverside County freeways during peak commute hours to assist drivers when their cars break down. Another element is the call box system, which installation and operation is made possible with revenue provided by the public. Call boxesare being provided by the Commission, which servesasthe County'sSAFE. The third element is the 511 traveler information system. One dollar per year from every motor vehicle registration pays for the call boxes and their operation and maintenance, 511 operations, and matching fundsforFSP. New Corridors Fournew transportation corridorswere identified through the CETAP. Measure A and TUMF funds will be used for environmental clearance, right of way, and construction of these new corridors. Public Transit The Commission is the agency responsible for short-range transportation planning and programming and coordinating the operation of all public transportation service within the County. The Commission allocatesand disburseslDA aswell asMeasure A fundsto the transit operatorsfor operating and capital purposes. Regional Arterials Measure A funds generated within the Western County and Coachella Valley areas are used for major regional road projects. The system is to be implemented with a mix of funding required from new development undera Transportation Uniform Mitigation Fee to be paid by developersfrom new development and from Measure A fundsretumed to the Western County and Coachella Valley areas. The Transportation Uniform Mitigation Fee schedule shall be established in order to generate at least the equivalent of Measure A funding toward the regional arterial system. Specialized Transit Measure A provides public transit revenues to improve transportation services for seniors, personswith disabilitiesand commuters. For seniorsand personswith disabilities, it provides dial -a -ride cab service at night for emergency purposes, guarantees half-price busfares, and assists centers with their transit programs. For commuters, it improves express bus service and expands ridesharing programs. In the Coachella Valley, revenues also are available for busreplacement and local busservice. Transportation Improvement Plan Thisplan also actsasthe County'sexpenditure plan and wasprepared by the Commission for the proposed 1/2% local retail transaction and use tax for transportation purposes to be collected. Thiswasproposed by the Commission asa meansto fill the funding shortfall to implement needed highway, regional arterial, economic development incentives, and new corridors; local street and road programs; commuter rail projects and operations; public bus transit and specialized transportation improvements; commuter assistance programs; and bond financing. 199 Appendix D —Glossary of General Terms The following explanationsoftermsare presented to aid in understanding the narrative discussions and illustrations included in this budget document and the terminology generally used in governmental accounting, auditing, financial reporting, and budgeting. Accountability The state of being obliged to explain one'sactions,tojustify what one does. Accountability requiresa government to answerto itscitizenry to justify the raising of public resourcesand the purposesfor which they are used. Accounting System The methodsand recordsestablished to identify, agmmble, analyze, classify, record, and report a government's transactions and to maintain accountability for the related a -.rats and liabilities. Accrual Basisof Accounting The accounting of the financial effects of transactions, events, and interfund activities when they occur, regardlessof when cash isreceived or paid. Audit A systematic collection of the sufficient, competent evidential matter needed to attest to the faimessof management'saq,zPrtionsin the financial statementsorto evaluate whether management has efficiently and effectively carried out its responsibilities. The auditor obtainsthisevidential matterthrough inspection, observation, inquiries, and confirmations with third parties. Balanced Budget The identification of revenues and other financing sources as well as available fund balances to fund operating and capital expenditures and other financing uses on an annual basis. Basisof Accounting A term used to refer to when the effects of transactions or events are recognized for financial reporting purposes. For example, the timing of recognition can be when the transaction or event occurs(accrual basis) orwhen cash isreceived or paid (cash basis). Bond A written promise to pay a specified sum of money (face or principal amount) at a specified date or dates in the future (maturity date), together with periodic interest at a specified rate. Bondsare primarily used to finance capital projects. Budget A plan of financial activity for a specified period indicating all planned revenues and expendituresfor the budget period. Annual budgetsare usually required by law and are e-mntial to sound financial management. The Commission prepares an annual budget that isapplicable to a single fiscal year. Budgetary Control The control or management of a govemment in accordance with an approved budget to keep expenditures within the limitations of available appropriations and available revenues. 200 Budget Document The instrument used by the budget -making authority to present a comprehensive financial program to the appropriating governing body. Capital Outlay Expenditures resulting in the acquisition of or addition to the government's capital aw,ts oraryrtsto be transferred to Caltrans, such as highway projects. Capital Project A long-term strategic project requiring relatively large sums of revenues, accumulated reserves, and/or financing to acquire, develop, construct, improve, and/or maintain a capital asset such asland, buildings, and infrastructure. Capital Projects Fund A governmental fund type created to account for financial resourcesto be used for the acquisition or construction of major capital projects. The Commission has two capital projectsfundsfor Commercial Paper and Sales Tax Bondsto account for debt proceeds from 2009 Measure A commercial paper notes and sales tax revenue bonds related to highway, commuter rail, regional arterial, and local streets and roadsprojects. Commercial Paper An unsecured short-term promissory note issued primarily by corporations with maturities ranging from two to 270 days. The credit risk of almost all commercial paper israted by a rating service. Comprehensive Annual Financial Report A financial report that encompascPs all funds of the government. In the financial section of the CAFR are the basic financial statements and required supplementary information aswellascombining and ind ivid ual fund financial statements, asnecessary. The CAFRaIso contains introd uctory information and statistical data. Current Financial Resources Measurement Focus A measurement focus that reports on the near -term or current inflows, outflows, and balances of spendable financial resources. This focus is unique to accounting and financial reporting for state and local govemmentsand is used for reporting the financial position and resultsof operationsof governmental funds. Debt An obligation resulting from the borrowing of money or from the purchase of goods and services. Debtsof governments include bonds, time warrants, and notes. Debt Coverage Ratio The ratio of pledged revenuesto related debt service fora given year. Debt Limit The maximum amount of outstanding grossor net debt legally permitted. Debt Proceeds The difference between the face amount of debt and the issuance discount or the sum of the face amount and the issuance premium. Debt proceeds differ from cash receipts to the extent issuance costs, such asunderwriters' fees, are withheld by the underwriter. 201 Debt Service Fund A govemmental fund type created to account forthe accumulation of resourcesfor and payment of general long-term debt principal and interest. The Commission hasone debt service fund for itssalestax revenue bonds. Economic Resources Measurement Focus A measurement focus that reports on all inflows, outflows, and balances affecting or reflecting the entity's net position. This focus is used for proprietary funds as well as for govemment-wide financial reporting. Enterprise Fund A proprietary fund type created to account for the toll and non -toll revenueseamed on the Commission's express lanes. These revenues are restricted to pay operations and maintenance costs, repairand rehabilitation costs, debt service, and otherin accordance with the toll bond indenture. Expenditures Represents decreases in net financial resources on the transfer of property orservicesfor acquiring an apt, service, or settling a loss. Financial Advisor In the context of the issuance of debt, a consultant who advises the issuer on any of a variety of matters related to the issuance. The financial advisor sometimes also is referred to asthe fiscal consultant. Financial Audit An audit made to provide independent assurance whether the financial statementsof a government are presented fairly in conformity with generally accepted accounting principles. Financial Resources Resources that are or will become available for spending and include cash, resources ordinarily expected to be converted to cash such as receivables, inventory, and prepaid a ssets. Fiscal Year For the Commission, the 12-month period that begins July 1 and ends June 30 of the designated fiscal or operating yearfor accounting and budgeting purposes. Fund A fiscal and accounting entity with a self -balancing set of accounts in which cash and other financial resources, all related liabilities, and residual equities or balances, and changes therein, are recorded and segregated to carry on specific activities or attain certain objectives in accordance with special regulations, restrictions, or limitations. Fund Balance The excessofa governmental fund'saocotsover its liabilities. Fund Type Any one of eleven classifications into which all funds are categorized in governmental accounting. Govemmental fund types include general, special revenue, debt service, capital projects, and permanent funds. Proprietary fund types include enterprise and internal service funds. Fiduciary fund types include pension trust, investment trust, and private -purpose trust fundsand agency funds. 202 GASB 68 Statement No. 68, Accounting and Financial Reporting for Pensions, issued by the Governmental Accounting Standards Board implemented by the Commission in FY 2014/15. GASB 48 requires reporting the net pension liability of the plan on the accrual accounting -based financial statements and enhancing the notes to the financial statementsto provide a more comprehensive picture of the pension obligation and costs. General Fund The governmental fund type used to account for all financial resources, except those required to be accounted for in anotherfund. General Ledger A record containing the accounts needed to reflect the financial position and the results of operations of a government. In double -entry bookkeeping, debit balances equal the credit balancesin the general ledger. Generally Accepted Accounting Principles(GAAP) Minimum standards and guidelines for financial accounting and reporting. GAAP encomparyrsthe conventions, rules, and procedures that serve as the norm for the fair presentation of financial statements. lhe GASBisthe primary authoritative accounting and financial reporting standard -setting body on the application of GAAPto state and local governments. Generally Accepted Auditing Standards(GAAS) Rules and procedures established by the American Institute of Certified Public Accountants (AICPA) for the conduct of a financial audit. There are ten basic GAAS, classified into three broad categories: general standards, standards of fieldwork, and standards of reporting. The Auditing Standards Board of the AICPA publishes Statements on Auditing Standards(S4S) and related interpretations to comment and expand upon these basic standards. Generally Accepted Government Auditing Standards(GAGAS) Standards established by the General Accounting Office (GAO) in its publication, Government Auditing Standards, for the conduct and reporting of both financial and performance auditsin the public sector. GAGASset forth general standardsapplicable to both types of audits and separate standards of fieldwork and reporting for financial and performance audits. The GAGASstandardsof fieldwork and reporting for financial audits incorporate and build upon GAAS. Governmental Funds Funds generally used to account for tax -supported activities. The Commission's governmental fundsare comprised of general, special revenue, debt service, and capital projectsfunds. Grant A contribution by a government or other organization to support a particular function or program. Independent Auditor An auditor meeting the independence criteria set forth in GAASand GAGAS Internal Control Policies and procedures established to provide reasonable assurance that specific govemment objectiveswill be achieved. 203 Legal Level of Budgetary Control lhe level at which a government's management may not reallocate resources without special approval from the legislative body. Loans Receivable An apt account reflecting amountsloaned to individualsororganizationsextemalto the Commission, including notestaken assecurity for such loans. Measurement Focus lhe objective of a measurement that is what is being expressed in reporting a govemment's financial performance and position. A particular measurement focus considers not only which resourcesare measured (financial or economic), but also when the effects of transactions or events involving those resources are recognized (basis of accounting). The measurement focusof the Commission'sgovemment-wide and fiduciary fund financial statements is economic resources, whereas the measurement focus of govemmental fund financial statements iscurrent financial resources. Modified Accrual Basis the accrual basisof accounting adapted to the governmental funds' measurement focus according to which revenues and other financial resource increments (e.g., bond issue proceeds) are recognized when they become susceptible to accrual, that is when they become both "measurable" and "available to finance expenditures of the current period." Expenditures are recognized when the fund liability is incurred except for unmatured interest on general long-term debt and certain similar accrued obligations when due. The Commission's governmental funds are accounted for using the modified accrual basisof accounting. Other Financing Sources Amounts classified separately from revenues to avoid distorting revenue trends that represent an increase in current financial resources. Other financing sources generally include general long-term debt proceeds, amountsequalto the present value of minimum lease paymentsarising from capital leases, proceedsfrom the sale of capital assets, and transfers in. Other Financing Uses Amounts classified separately from expenditures to avoid distorting expenditure trends and represent a decrease in current financial resources. Other financing uses generally include transfers out and the amount of refunding bond proceeds deposited with the escrow agent. Overhead Indirect costs that cannot be specifically associated with a given service, program, or department and thus, cannot be clearly associated with a particularfunctional category. Principal In the context of bonds other than deep -discount debt, the face value or par value of a bond or issue of bondspayable on stated datesof maturity. Pro g ra m Group activities, operations, ororganizational unitsdirected to attaining specific purposes or objectives. Program Budget A budget wherein expenditures are based primarily on the functions or activities of a govemment ratherthan to specific itemsof cost orto specific departments. 204 Purchase Order A document authorizing the delivery of specified merchandise orthe rendering of certain servicesand the making of a charge forthem. Refunding Bonds Bonds issued to retire bonds already outstanding. The proceeds of refunding bonds may be used to repay the previously issued debt (current refunding) or to be placed with an escrow agent and invested until used to pay principal and interest on old debt at a future date (advance refunding). Reimbursement Grant A grant for which a potential recipient must first incur qualifying expend ituresto be eligible. Restricted Fund Balance Those portions of fund balance which are restricted for specific purposes by third parties or enabling legislation. Special Revenue Fund A governmental fund type used to account for the proceedsof specific revenue sources (other than major capital projects) that are legally restricted to expenditure for specified purposes. The Commission maintainsspecial revenue fundsfor Measure A Western County, Coachella Valley, and Palo Verde Valley; Local Transportation Fund; State Transit Assistance; State of Good Repair; Transportation Uniform Mitigation Fee; Freeway Service Patrol; Service Authority for Freeway Emergencies; Coachella Valley/San Gorgonio Pass; SB 132; and Other Agency Projects. Tra nsfe rs All interfund transfers representing flows of asscts between funds of the govemment without equivalent flowsof arrrtsin return and without a requirement for repayments. Trustee A fiduciary holding property on behalf of another. 205 Appendix E- Salary Schedule Effective 7/4/2019 Department/Position Exempt/ Range Monthly Monthly Non - FIE No. Minimum Maximum Exempt ADMINISTRATION Clerk of the Board 1.0 45 $ 8,205 $ 11,077 E Deputy Clerk of the Board 1.0 32 $ 5,973 $ 8,064 NE Human ResouroesAdministrator 1.0 45 $ 8,205 $ 11,077 E I.T. Administrator 1.0 45 $ 8,205 $ 11,077 E Records Technician 1.0 17 $ 4,144 $ 5,595 NE SeniorAdministrative Assistant 1.0 25 $ 5,037 $ 6,800 NE SeniorOffice Assistant 1.0 13 $ 3,759 $ 5,074 NE Administration Subtotal: 7.0 CAPITAL PROJECTDEVELOPMEdTAND DEJVERy Capital Projects Manager 5.0 53 $ 9,973 $ 13,464 E FacilitiesAdministrator 1.0 45 $ 8,205 $ 11,077 E Project Delivery Director 1.0 67 $ 14,034 $ 18,945 E Flight of Way Manager 1.0 53 $ 9,973 $ 13,464 E SeniorManagement Analyst 3.0 43 $ 7,814 $ 10,549 E Capital ProjectDevelopment and Delivery Subtotal: 11.0 !AEC WIVE MANAGEMENT Deputy Executive Director Executive Director FINANCE Accountant Executive Ma na ge me nt Subtota I: 1.0 75 $ 17,058 $ 23,028 E 1.0 83 $ 20,734 $ 27,991 E 2.0 1.0 33 $ 6,123 $ 8,266 E Accounting Assistant 2.0 17 $ 4,144 $ 5,595 NE Accounting Supervisor 1.0 44 $ 8,005 $ 10,807 E Accounting Technician 2.0 25 $ 5,037 $ 6,800 NE Chief Financial Officer 1.0 67 $ 14,034 $ 18,945 E Deputy Directorof Finance 1.0 57 $ 10,996 $ 14,844 E Financial Analyst 1.0 35 $ 6,429 $ 8,679 E Procurement Manager 1.0 53 $ 9,973 $ 13,464 E SeniorRnancialAnalyst 1.0 43 $ 7,814 $ 10,549 E SeniorProcurement Analyst 1.0 43 $ 7,814 $ 10,549 E Finance Subtotal: 12.0 atema I Affairs External AffairsDirector 1.0 63 $ 12,729 $ 17,184 E Legislative AffairsManager 1.0 51 $ 9,498 $ 12,823 E Public AffairsManager 1.0 51 $ 9,498 $ 12,823 E SeniorAdministrative Assistant 1.0 25 $ 5,037 $ 6,800 NE �niorManagement Analyst 1.0 43 $ 7,814 $ 10,549 E Exte ma I Affa irs Subtotal: 5.0 M ULTIMODAL SERVICES Commuterand Motorist Assistance Manager 1.0 51 $ 9,498 $ 12,823 E Management Analyst 2.0 35 $ 6,429 $ 8,679 E MultimodalServicesDirector 1.0 63 $ 12,729 $ 17,184 E Transit Manager 1.0 51 $ 9,498 $ 12,823 E MultimodaIServices SUbtotaI: 5.0 _ PLANNING AND PROGRAMMING SERVICES Management Analyst 1.0 35 $ 6,429 $ 8,679 E Planning and Programming Director 1.0 63 $ 12,729 $ 17,184 E Planning and Programming Manager 1.0 51 $ 9,498 $ 12,823 E SeniorManagement Analyst 1.0 43 $ 7,814 $ 10,549 E Planning and Programming &rvices Subtota I: 4.0 RAILMAINTEJANCEAND OPERATIONS Rsil Manager 1.0 51 $ 9,498 $ 12,823 E Management Anayst 1.0 35 $ 6,429 $ 8,679 E Rai1Maintenance and Operations SLbtotaI: 2.0 TO LLO PERATIO NS SeniorManagement Analyst 2.0 43 $ 7,814 $ 10,549 E Toll Operations Manager 1.0 63 $ 12,729 $ 17,184 E Toll Program Director 1.0 71 $ 15,472 $ 20,887 E Toll Project Manager 1.0 65 $ 13,365 $ 18,043 E Toll Technology Manager 1.0 53 $ 9,973 $ 13,464 E Toll Operations SLbtotaI: 6.0 _ TOTAL AUTHORIZED POSITIONS Administration 7.0 Capital Project Development and Delivery 11.0 Executive Management 2.0 Finance 12.0 External Affairs 5.0 MultimodalServices 5.0 Planning and Programming Services 4.0 Rail Maintenance and Operations 2.0 Toll Operations 6.0 To ta I Authorized Positions 54.0 206 PRO POSED BUDG ET FIAL YEAR 2019/ 20 Michele Cisneros, Deputy Directorof Irinance Th e re sia Trevino, Chief 1 min a n c is 1 Officer Budget Adjustments FY2019/20 Ending Fund Balance (as reported 5/8/19) FY2019/20 Budget Adjustments: Increase in federal reimbursements Decrease in state reimbursements Increase in investment income Increase in transfersin Increase in construction expenditures Decrease in right of way expenditures Decrease in operating and capital disbursem Increase in special studies Increase in debt service Increase in transfersout FY2019/20 Ending Fund Balance ents, net 649,491,500 1,000,000 (13,203,100) 36,400 819,100 (1,300,000) 15, 000, 000 473,000 (150,000) (3,000) 819,100 651,344,800 Budget Summary Beginning Fund Balance Total Estimated Revenues/Sources 903,266,400 Revenues Debt Proceeds Transfers In $661,536,400 75,703,000 166,027,000 Total Estimated Expenditures/Expenses/Uses (1,044,231,700) Expenditures/Expenses Debt Service Transfers Out $801,547,300 76,657,400 166,027,000 Revenues/Sources under Expenditures/Expenses/U%s (140,965,300) Ending Fund Balance FY2019/20 Revenues/SourcesComparison Measure A Sales Tax LTFSaIesTax STA SalesTax Federal reimbursements State reimbursements Local reimbursements TUM F Tolls, Penalties, and Fees Otherrevenues Investment income Total Revenues Debt proceeds 11FIA loan proceeds Transfers in Total RevenuesJSources $ FY 2018/ 19 FY 2018/ 19 FY2017/18Actual Revised Bud •et Pro'ected 176,301,700 89,557,600 21,320,900 71,468,000 11,952,100 4,786,900 23,699,800 50,446,800 3,199,500 9,117,000 $ 192,000,000 96,000,000 23,203,600 59,105,700 166,590,100 23,492,500 25,922,200 36,940,500 1,084,400 3,408,000 $ 192,000,000 96,000,000 27,110,700 74,419,800 80,409,200 5,720,900 26,672,200 47,756,900 468,500 10,064,800 461,850,300 735,488,800 323,263,800 627,747,000 560,623,000 106,081,000 61,841,100 182,214,300 159,759,000 $ 1,520,602,900 $ 916,042,300 $ 782,223,100 FY 2019/ 20 Bucket $ 193,000,000 97,000,000 31,050,600 89,718,700 160,596,100 9,957,900 25,000,000 41,869,400 553,000 12,790,700 661,536,400 75,703,000 166,027,000 $ 903.266.400 Percent Chan. e 1% 1% 34 52% -4 -58% -4 % ill 13% -49% 275% Summary of Expenditures, Expenses, and Uses Management Services Regional Programs Capital Project Development and Delivery Toll Operations Debt Service TransfersOut Total Expenditures, Expenses, and Uses FY2019/20 Budget $ 14, 325, 600 230,678,000 537,236,800 19, 306, 900 76,657,400 166, 027, 000 $ 1,044,231,700 Pe rc a nta g e of Uses 1% 22% 52% 2% 7% 16% 100% Management Services Expe nditures/ Uses FY2018/19 FY2018/19 FY2017/18 Actual Revised Bud • et Pro'ected FY 2019/ 20 Bud•et Executive Management Administration Extemal Affairs Finance Debt Service Total Expenditures Transfers Out Total Management Services it Executive Management 5% $ 472,400 $ 2,324,500 2,040,300 3,033,700 24,900 571,600 $ 3,098,600 2,264,900 4,475,300 478,000 2,803,800 2,173,800 3,075,300 $ 773,700 4,120,800 3,265,900 6,165,200 7,895,800 14,313,600 10,410,400 13,183,400 8,530,900 14,325,600 11,253,400 10,087,900 $ 22,209,400 $ 23,593,800 $ 19,784,300 I $ 24,413,500 raF Regional Programs Expenditures/Uses FY 2017/ 18 Actual FY 2018/ 19 Revised Bud • et FY 2018/ 19 Pro'e c to d FY 2019/ 20 Bud •et Planning and Programming Services Rail Maintenance and Operations Public and Specialized Transit CommuterAssistance Motorist Assistance Total Expenditures TransfersOut Total Regional Programs Rail Maintenance and Operations 19% $ 3,905,000 23,581,200 91,232,700 3,427,500 3,615,900 $ 19,447,300 40,236,900 181,739,100 4,503,100 6,184,100 $ 5,017,900 33,530,500 125,363,500 3,376,600 4,125,800 125,762,300 25,506,900 252,110,500 36,019,600 171,414,300 35,920,600 $ 151,269,200 $ 288,130,100 $ 207,334,900 Public and Specialized Transit 71% Commuter Assistance s Motorist Assistance $ 11,289,500 45,248,500 162,945,400 4,578,300 6,616,300 230,678,000 38,533,500 $ 269,211,500 Capital Project Development & Delivery Expenditures/Uses FY 2018/ 19 FY2017/18Actual Revised Bud FY 2018/ 19 Pro'e c to d FY 2019/ 20 Bud•et Percentage of 6cpe nd iture s / Uses Salariesand benefits Professional costs aipport costs Projectsand operations: Program operations Engineering Construction Design build Right of way and land Local streetsand roads Regional arterials Other(specialstudies/operating & capitaldisbursements) Capital outlay Debt service Total Expenditures Transfersout Total Capital Project Development & Delivery $ 3,005,300 $ 7,664,400 429,800 9,619,300 8,030,400 21,408,500 123,999,200 38,962,400 53,176,800 15,736,400 3,313,400 2,177,200 656,868,900 3,911,900 $ 8,907,200 1,185,100 7,584,300 33,717,900 117,498,700 183,908,300 95,360,000 58,479,500 30,547,000 15,050,000 7,224,800 69,555,700 3,911,800 5,218,600 1,016,000 6,193,100 12,967,300 73,007,200 146,305,000 35,670,600 58,479,500 25,000,000 5,835,000 6,336,700 65,085,700 944,392,000 282,693,700 $ 1,227,085,700 632,930,400 126,704,100 $ 759,634,500 445,026,500 108,636,800 $ 553,663,300 $ 7,077,600 6,833,600 1,336,900 7,733,900 21,586,000 150,248,000 141,583,000 93,293,500 58,642,300 30,000,000 15,850,000 3,052,000 69,537,500 606,774,300 114,346,100 $ 721,120,400 I I I 1% 1% 0% 1% 3% 21% 20% 13% 8% 4% 2% 0% 10% i 84% 16% 100% Capital Project Highlights 1-15 Express Lane s 15/91 Express Lanes Connector -15/Limonite Interchange Toll Operations FY 2018/ 19 FY2017/18Actual Revised Bud et FY 2018/ 19 FY 2019/ 20 Pro'e c to d Bud • et Sources Local Reimbursements Tolls, Penalties, and Fees Investment Income Total Sources Expenses/Uses Personnel Salariesand Benefits Professional Services Support Costs Program Operations Capital Outlay Debt Service Transfers Out Total Expenses/Uses Excess(deficiency)of revenuesover(under) expenses/usesand otherfinancing sources(uses) Beginning Fund Balance Ending Fund Balance $ $ 50,446,800 (32,700) 50,414,100 8,500,000 $ 36,940,500 141,300 2,000 47,756,900 1,130, 700 45,581,800 48,889,600 510,300 815,400 2,793,400 6,661,400 319,600 7,119,900 749,500 603,000 2,061,000 4,576,700 8,786,100 2,497,600 27,119,900 6,307,200 638,000 2,350,000 3,936,800 8,507,900 2,314,100 27,119,900 3,948,200 18, 969, 500 51,951,500 48,814,900 31,444,600 32,202,300 (6,369,700) 63,646,900 74,700 63,646,900 $ 63,646,900 $ 57,277,200 $ 63,721,600 $ 41,869,400 1,522,100 43,391,500 1,353,400 1,990,000 4,543,300 10,670,200 750,000 7,119,900 3,059,500 29,486,300 13,905,200 63,721,600 $ 77,626,800 Personnel Professional aipport Projectsand operations Capital outlay Debt service Total Expenditures/Expenses Transfersout Total Expenditures/Expenses/Uses Function Breakdown $ FY 2017/ 18 Actual 8,846,000 14,249,800 7,246,200 398,987,900 2,926,500 664,013,700 1,096,270,100 323,263,800 $ 1,419,533,900 FY 2018/ 19 Revised Bud • et $ 10,354,700 20,451,700 11,911,000 791,190, 600 10,837,000 96,675,600 941,420,600 182,214,300 $ 1,123,634,900 FY 2018/ 19 Pro'ected $ 9,917,000 13,902,600 9,363,200 535,102,500 9,347,500 92,205,600 669,838,400 159,759,000 $ 829,597,400 FY 2019/ 20 Percentage of Bud • e Function $ 19,396,500 25,447,300 12,383,200 739,032,300 5,288,000 76,657,400 878,204,700 166,027,000 $ 1,044,231,700 2% 2% 1% 71% 1% 7% 84 % 16% 100% FY 2019/20 Budget Measure A Administrative Costs Salaries & Benefits (without net pension liability pay off), 0.73% Administrative Costs, 1.48% Salaries & Benefits (share of net pension liability pay off), 0.66% o.oel° 15lo ,Dolo 1fD010 1 oeo 1,L`)o'o 1 ��o'o T 11qIo 2 oelo Z,L`.0) 2 vg10 2igk ' oDok Close public hearing Authorization and adoption Continue monitorin Next Steps • Review the final budget document • Close the public hearing • Approve salary schedule effective 7/4/19 • Adopt Proposed FY2019/20 Budget • Measure A administrative salariesand benefits • Funding needsforprojectsand transit operations • Salestax and TUMFrevenue trends • Timelinessof federal and state reimbursements J AGENDA ITEM 8 PUBLIC HEARING RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Toll Policy and Operations Committee Jennifer Crosson, Toll Operations Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Amended and Restated Ordinance of Riverside County Transportation Commission Relating to the Administration of Tolls and the Enforcement of Toll Violations for the Riverside County Transportation Commission Express Lanes TOLL POLICY AND OPERATIONS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Conduct a public hearing; and 2) Adopt Ordinance No. 19-001, "An Amended and Restated Ordinance of the Riverside County Transportation Commission Relating to the Administration of Tolls and the Enforcement of Toll Violations for the Riverside County Transportation Commission Express Lanes", including approval of the toll evasion penalties and fees for a violation set forth in Schedule A of the Ordinance. BACKGROUND INFORMATION: In June 2016, the Commission adopted Ordinance 16-001 establishing the administrative procedures and penalties for the enforcement of toll violations on the 91 Express Lanes (Original Ordinance). The purpose of this Amended and Restated Ordinance No. 19-001 (Amended Ordinance) is to correct a minor typographical error in the definition of Violation, to update the penalty amounts in Schedule A and to expand the ordinance to include future Commission - operated Express Lanes. The Commission currently operates the Riverside segment of the 91 Express Lanes and will operate the 15 Express Lanes in the near future. California Vehicle Code (CVC) 23302, et seq., establishes that it is unlawful for a person to evade payment of a toll on a toll highway and provides that such acts are subject to civil penalties. CVC 40250, et seq., provides for the enforcement of civil penalties for violations of CVC 23302.5 and any ordinance enacted by local authorities pursuant to civil administrative procedures set for in Article 4 of Chapter 1 of Division 17 of the Code. Agenda Item 8 4 The ordinance sets forth the administrative procedures and penalties to ensure compliance with the state statute and to ensure fairness in the treatment of toll violators. The ordinance establishes administrative procedures for the issuance of toll evasion violation notices, the processing of contested violations, the escalation of delinquent violations to allowable collection methods, and the termination of the process in accordance with the statutes, all in accordance with state law. DISCUSSION: The Commission has been processing toll evasion violations in accordance with the Original Ordinance since March 2017. During that time two items included in the Original Ordinance have been noted for amendment: (i) correction of a minor typographical error in the definition of Violation, and (ii) a desired change in the amount of Penalties applied once a toll evasion violation becomes eligible for collection action. The definition of Violation in the Original Ordinance contains a minor typographical error and inadvertently references an incorrect section of the ordinance. This minor error has been corrected in the Amended Ordinance. This correction is intended to be effective as of the date of adoption of the Original Ordinance. The Original Ordinance includes Schedule A, a Schedule of Penalties. The schedule includes escalating Penalties for delinquent toll evasion violations. Note that the term "Penalties" as defined in the ordinance includes penalties and administrative fees. The amount of the Penalties for a single toll violation increases if a customer incurs multiple violations within a twelve-month period. After analyzing the collection results for the Commission's 91 Express Lanes toll evasion violations and having discussions with the other California Toll Operators, staff believes that the reduction of the Penalties for repeat violators would increase the rate of collection or resolution, reduce collection costs and improve customer service. The table below illustrates the current and proposed Penalty schedule. Current Proposed Initial Penalty $25 $25 Delinquent Penalty (+ 60 days) $30 $30 Collection Fee (+90 days) $25 Up to $25 Collection Assessment: One Violation $20 Up to $20 Two Violations $70 regardless of Three Violations $120 quantity Currently when a violator incurs three or more violations in a 12-month period the violation can escalate to $200 in penalties. The violator would owe $600 for three violations. The revised schedule would cap that amount at $100 per violation or $300 for three violations. The amount Agenda Item 8 5 of Penalties for a motorist with three toll violations can reach levels, which may be difficult to pay resulting in unpaid violations and extensive collection efforts by the Commission staff and its contractors. This issue escalates if additional violations are incurred. It is important to point out that if a customer makes one full-length trip on the 91 Express Lanes without payment of the required tolls they will receive a violation from OCTA and a violation from RCTC, resulting in two violations for a single trip. As proposed under the Amended Ordinance, the Penalties set forth in Schedule A are not -to - exceed amounts. The intent is to provide flexibility in the use of Penalties on the Commission's separately operated toll facilities by allowing for Penalties less than the amounts shown in Schedule A to be applied. However, Penalty amounts will be assessed consistently on a Commission toll facility in accordance with the business rules for the toll facility, and as approved by the Executive Director. For example, the 91 Express Lanes may charge a $25 collection fee and a $20 collection assessment while the 15 Express Lanes may charge no collection fee or collection assessment. This flexibility is being requested as the two facilities have different Contractors with varying approaches to collections. In addition, the 91 Express Lanes in Riverside County are being operated cooperatively with the 91 Express Lanes in Orange County. The Amended Ordinance includes a new Schedule A, Schedule of Penalties and Fees, that provides for the inclusion of two fees: a non -sufficient funds check fee and a Department of Motor Vehicles Registration Lien Fee. The Original Ordinance failed to include a fee for checks returned by the bank as unpaid. A $25 non -sufficient fund check fee has been added to the amended schedule to cover the Commission's bank charge for such payments. At the time of the Original Ordinance, the 91 Express Lanes contractor did not utilize the Department of Motor Vehicles (DMV) registration lien program for the collection of delinquent violations. The contractor for the 15 Express Lanes and the future 91 Express Lanes contractor will utilize the DMV program. The DMV charges a fee for each toll evasion violation notice attached to a vehicle registration. The current fee is $3. The DMV collection program is an effective low cost solution for the recovery of unpaid toll evasion violations. It is being proposed that Schedule A include a DMV fee of $3 for violations placed on a vehicle registration by the DMV. The fee would be adjusted if the DMV increases or decreases it to match the amount paid by the Commission. The Original Ordinance and proposed Amended Ordinance provide for the Commission's Executive Director to amend the Penalty amounts from time to time provided that any amended Penalty amounts do not exceed the amounts set forth in the CVC. Any amendments to the Penalties shall be posted on the Express Lanes and Commission websites 90 days in advance of the enactment. Agenda Item 8 6 The Original Ordinance has been amended, under the Amended Ordinance, to include the 15 Express Lanes and any future RCTC operated Express Lanes. The Original Ordinance will be superseded by the Amended Ordinance, if and once adopted by the Commission. Adopt Ordinance No. 19-001 for enforcement of toll violations for the Riverside Express Lanes will allow the Commission to continue to process toll evasion violations for motorists who use the 91 Express Lanes but fail to pay the toll at the time of travel, and to process such toll evasion violations for motorists who use any of the other Riverside Express Lanes. The maintenance and establishment of a toll enforcement program is critical to the protection of toll revenue and ensures compliance with statute and fairness in the treatment of violators. If adopted, the Additional Collection Agency Assignment Fees included in Schedule A of the Ordinance, which are currently applicable under the Original Ordinance, would no longer be applied to transactions occurring after January 1, 2020. This timeframe is to allow for coordination of the phasing out of these fees with the toll contractor and OCTA. Financial Impact The Commission recognizes violation revenues upon receipt of payments from customers. Unpaid violation fees are recorded as an accounts receivable and corresponding unearned revenues liability. The fiscal impact related to the adoption of the revised violation fees and expected reduction in collection costs is conservatively estimated to be revenue neutral and possibly revenue positive. Therefore, staff does not anticipate any impact on the ability to pay operations and maintenance expenses, debt service, or major repair and rehabilitation expenses. RECOMMENDATION: Staff recommends the Committee approve the Ordinance No. 19-001, including the penalty and fee schedule, and forward to the Commission for final action. Attachment: RCTC Ordinance No. 19-001 Agenda Item 8 7 ORDINANCE NO. 19-001 AN AMENDED AND RESTATED ORDINANCE OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION RELATING TO THE ADMINISTRATION OF TOLLS AND THE ENFORCEMENT OF TOLL VIOLATIONS FOR THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION EXPRESS LANES WHEREAS, Section 130244 (c) of the Public Utilities Code authorizes the Riverside County Transportation Commission ("Commission") to collect tolls on the Riverside County portion of State Highway Route 91 Express Lanes ("91 Express Lanes"); and WHEREAS, Section 149.8 of the Streets and Highways Code authorizes the Commission to collect tolls on the Interstate 15 Express Lanes within Riverside County ("15 Express Lanes"), once completed and placed into operation; and WHEREAS, the 91 Express Lanes and the 15 Express Lanes and any other toll lanes operated by the Commission are collectively referred to in this Ordinance as the "Riverside Express Lanes"; and WHEREAS, Section 23302.5 of the California Vehicle Code ("Code") provides that it is unlawful for a person to evade or attempt to evade the payment of tolls or other charges on any vehicular crossing or toll highway, and provides that such acts are subject to civil penalties; and WHEREAS, Section 40250, et seq., of Chapter 1 of Division 17 of the Code provides for enforcement of civil penalties for violation of Code Section 23302.5 and any ordinance enacted by local authorities pursuant to civil administrative procedures set forth in Article 4 of Chapter 1 of Division 17 of the Code; and WHEREAS, the Riverside Express Lanes, which are owned, maintained and operated by Commission constitutes a "toll highway" for the purposes of section 23302.5 of the Code; and WHEREAS, the Commission deems it necessary to establish penalties for passing through the Riverside Express Lanes without payment of the proper toll, pursuant to section 23302.5 and 40250, et. seq., of the Code and to establish the procedures for issuing of violation notices and enforcement of penalties, consistent with sections 40250, et seq., of the Code; and WHEREAS, this Ordinance No. 19-001 ("Ordinance") is intended to amend and restate, in its entirety, Ordinance No. 16-001, which was adopted by the Commission on June 8, 2016 ("Original Ordinance"), and governed administration of tolls and enforcement of toll policies for the 91 Express Lanes; and 8 WHEREAS, the purpose of this Ordinance is to expand the toll administration and enforcement provisions to cover the Riverside Express Lanes, and to correct a Scrivener's error in the definition of "Violation" included in the Original Ordinance; and WHEREAS, as of the effective date of this Ordinance, Ordinance No. 16-001 shall have no further force or effect, and this Ordinance will be retroactive to June 8, 2016 as applies to correction of the Scrivener's error in the Original Ordinance. NOW, THEREFORE, THE BOARD OF DIRECTORS OF THE COMMISSION DOES HEREBY ORDAIN THAT AMENDED AND RESTATED ORDINANCE NO. 19-001 RELATING TO THE ADMINISTRATION OF TOLLS AND THE ENFORCEMENT OF TOLL VIOLATIONS FOR THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION IS AS FOLLOWS: Section 1. Definitions The following terms shall have the meanings as set forth below: a) "Code" shall mean the California Vehicle Code. b) "Commission" shall mean the Riverside County Transportation Commission. c) "Department" shall mean the California Department of Motor Vehicles or other state's department of motor vehicles. d) "Due Date" shall mean the date specified in the Notice of Toll Evasion Violation or the Notice of Delinquent Toll Evasion Violation, as applicable, by which payment of the Penalty or affidavit of non -liability or written explanation of the contest must be received by the Processing Agency, which date shall provide no less than the minimum time required by the relevant Code section for such receipt. e) "Motorists" shall mean and include the Registered Owner, rentee, lessee and driver of a Vehicle. f) "Notice of Delinquent Toll Evasion Violation" shall mean the written notice provided to the Registered Owner of a Vehicle when the payment of the Penalty or completion of an affidavit of non -liability or written explanation of contest has not been returned by the due date. g) "Notice of Toll Evasion Violation" shall mean the written notice provided to the Registered Owner of a Vehicle which has committed a Violation. 9 h) "Processing Agency" shall mean the entity under contract with the Commission, which may be a private vendor or another public agency, as provided in Code Section 40252, for the processing of the Notice of Toll Evasion and Notice of Delinquent Toll Evasions. i) "Registered Owner' shall mean a person registered by the Department as the owner of a Vehicle or a person registered as the owner of the Vehicle by the appropriate agency or authority of another state, the District of Columbia, or a territory or possession of the United States j) "Repeat Violator" shall mean any Registered Owner for whom more than five violations have been issued within the preceding 12-month period. k) "Riverside Express Lanes" shall mean the 91 Express Lanes, the 1-15 Express Lanes and any other toll lanes in the future constructed and operated by the Commission in accordance with its legal authority 1) "Toll" shall mean the monetary charges established by the Commission for use of the Riverside Express Lanes. m) "Toll Enforcement Officer" shall mean any member of the California Highway Patrol or any employee or contractor of Commission whose duties include the enforcement of the payment of tolls. n) "Toll Evasion Penalty" or "Penalty" shall mean, but is not limited to, any penalty, late payment penalty, administrative fee, fine, assessment, and costs of collection as provided by law. o) "Transponder" shall mean a FasTrak electronic device issued by any of the California toll operators that meets the specifications of California Code of Regulations Title 21 and is used to pay Toll(s) electronically. p) "Vehicle" shall mean any vehicle as defined in California Vehicle Code Section 670. q) "Violation" shall mean the commission of any activity proscribed in Section 3(a) hereof. Section 2 Payment of Proper Toll a) All Vehicles travelling on the Riverside Express Lanes shall have a Transponder located in or on the Vehicle in a location so as to be visible for the purpose of enforcement at all times when the Vehicle is located on the Riverside Express Lanes as prescribed by Code 10 Section 23302 (a)(2), unless otherwise permitted by the operating policies of the Commission, . b) The Transponder shall be associated with an account with a balance sufficient to pay the Toll amount as prescribed by Code Section 23302 (a)(1). c) Vehicles qualifying for a carpool discount shall pass through the designated carpool lane to receive any available carpool discount. d) Vehicles using the designated carpool lane or declaring carpool occupancy utilizing technology implemented or approved by the Commission without the qualifying number of vehicle occupants will be subject to payment of the full price Toll charge and may be subject to a Penalty. Section 3 Liability for Failure to Pay Toll a) No person shall cause a Vehicle to pass through or attempt to pass through the Riverside Express Lanes without payment of the proper Toll for the Vehicle. b) Except as provided herein, the Registered Owner(s), driver, rentee or lessee of a Vehicle which is the subject of any Violation shall be jointly and severally liable for the Penalties imposed under this Ordinance, unless the Registered Owner can show that the Vehicle was used without the express or implied consent of the Registered Owner. Anyone who pays any Penalty pursuant to this Ordinance shall have the right to recover the same from the driver, rentee or lessee. c) The driver, rentee or lessee of a Vehicle who is not the owner of the Vehicle may contest the Notice of Toll Evasion Violation in accordance with this Ordinance. d) Any Motorists assessed a Penalty for a Violation shall be deemed to be charged with a non -criminal, civil violation, pursuant to Section 23302.5 subdivision (a) of the Code. Section 4 Penalties and Processing of Violation(s) a) The Penalties for a Violation of this Ordinance shall be the amounts set forth in the Schedule of Penalties, attached hereto as Schedule A and incorporated by reference herein. The Schedule of Penalties, as prescribed under Schedule A, may be amended from time to time by the Commission's Executive Director provided they do not exceed the amounts set forth in Code Section 40258(a). Any increases to the Penalties shall be posted on the applicable Riverside Express Lanes website and the Commission website 90 days in advance of enactment. If the Executive Director determines it is in the best interest of the Commission, Penalties in amounts less than specified in Schedule A may be implemented for any portion of the Riverside Express Lanes or categories of Penalties may not be applied, all in accordance with documented Commission business rules. b) If a Vehicle is found by automated devices, by visual observation, or otherwise, to have evaded Tolls on the Riverside Express Lanes, the Commission or the Processing Agency 11 shall, within 21 days of the Violation, deliver by first-class mail a Notice of Toll Evasion Violation to the Registered Owner at the address as shown on the record of the Department. If accurate information concerning the identity and address of the Registered Owner is not available to the Processing Agency within 21 days of the Violation, the Processing Agency shall have an additional 45 calendar days to obtain such information and forward the Notice of Toll Evasion. Where the Registered Owner is a Repeat Violator, the Processing Agency shall forward the Notice of Toll Evasion Violation within 90 calendar days of the Violation. c) The Processing Agency shall use its best efforts to obtain accurate information concerning the identity and address of the Registered Owner for the purpose of forwarding a Notice of Toll Evasion Violation. d) Toll evasion Penalties shall be collected as civil penalties. Section 5 Notice of Toll Evasion Violation a) The Notice of Toll Evasion Violation shall contain (1) the date, approximate time and location of the alleged violation, (2) the section of the Code allegedly violated, (3) the Vehicle license plate number, and if practicable, the make and registration expiration date of the Vehicle (4) the Penalty due for the Violation, (5) the procedure to follow for payment of the amount due, including the address of the person authorized to receive payments (6) a statement in bold that payments may be sent through the mail (7) the Due Date for payment, contesting the Notice or submission of the affidavit of non -liability and (8) a clear and concise explanation of the procedures for contesting the violation and appealing an adverse decision pursuant to Code section 40255 and 40256. b) The Notice of Toll Evasion Violation shall contain, or be accompanied with, an affidavit of non -liability and information of what constitutes non -liability, information as to the effect of executing the affidavit, and instructions for returning the affidavit to the issuing agency, as further specified below. Section 6 Basis for Non -Liability; Return of Affidavit of Non -Liability a) If the affidavit of non -liability is returned to the Processing Agency by the Due Date set forth in the Notice of Toll Evasion Violation together with proof that the driver at the time of the Violation did not possess express or implied consent to drive the Vehicle evidenced by a stolen vehicle police report, and if the Processing Agency is satisfied that the Registered Owner is not responsible for the Violation, the Processing Agency shall terminate proceedings against the originally served Registered Owner and proceed against the unauthorized driver at the time of the Violation. 12 b) If the affidavit of non -liability is returned to the Processing Agency by the Due Date set forth in the Notice of Toll Evasion Violation with proof that the Registered Owner given the Notice of Toll Evasion Violation has made a bona fide sale or transfer of the Vehicle and has delivered possession thereof to the purchaser prior to the date of the alleged Violation and either (1) has complied with section 5602 of the Code, or (2) the Processing Agency is satisfied with evidence establishing that the transfer of ownership and possession of the Vehicle occurred prior to the date of the alleged Violation, and has obtained verification from the Department of either of the foregoing, then the Processing Agency shall terminate proceedings against the originally served Registered Owner and proceed against the new owner of the Vehicle. c) If the affidavit of non -liability is returned to the Processing Agency by the Due Date on the Notice of Toll Evasion Violation together with proof of an executed written rental agreement or lease between a bona fide renting or leasing company and its customer that identifies the rentee or lessee and provides the driver's license number, name and address of the rentee or lessee, the Processing Agency shall serve or mail to the rentee or lessee identified in the affidavit of non -liability a Notice of Toll Evasion Violation. Section 7 Dismissal of Notice of Toll Evasion Violation a) If, after a copy of a Notice of Toll Evasion Violation has been sent to the Motorist, the Processing Agency determines that due to failure of proof of apparent Violation the Notice of Toll Evasion Violation should be dismissed, the Processing Agency shall cancel the Notice of Toll Evasion Violation, and the Motorist shall be notified by first-class mail. b) Under no circumstances shall a personal relationship with any law enforcement officer, public official, law enforcement agency, processing agency or toll operations agency or entity be ground for dismissal of the Violation. c) If non -liability has been established pursuant to an affidavit of non -liability as detailed in Section 6 of this Ordinance, proceedings against the party found not liable shall terminate, unless otherwise specified in Section 6 above. d) If the description of the Vehicle in the Notice of Toll Evasion Violation does not match the corresponding information on the registration card for that Vehicle, or other information provided by the Department, the Processing Agency may, on written request of the Motorists, cancel the Notice of Toll Evasion Violation without the necessity of appearance by that person. e) If the full amount of the Penalty is received by the person authorized to receive it by the Due Date, and there is no contest as to that Violation, proceedings under this Ordinance shall terminate. 13 Section 8 Notice of Delinquent Toll Evasion Violation; Failure to Pay Penalties a) If payment of the Penalty is not received by the Processing Agency by the Due Date on the Notice of Toll Evasion Violation, and proceedings hereunder have not otherwise been terminated, the Processing Agency shall deliver by first-class mail to the Registered Owner a Notice of Delinquent Toll Evasion Violation. b) The Processing Agency shall provide to the Registered Owner, upon request, a photo- static copy of the original Notice of Toll Evasion Violation Notice or an electronically produced facsimile of the original Notice of the Toll Evasion Violation within 15 days of a request. The Commission may charge a fee sufficient to recover the actual cost of providing the copy, not to exceed $2. Until the Processing Agency complies with the request for a copy of the original Notice of Toll Evasion Violation, the Processing Agency may not proceed to collection of the Penalty due. c) The Notice of Delinquent Toll Evasion Violation shall contain information required to be contained in the original Notice of Toll Evasion Violation and additionally, shall contain a notice to the Registered Owner that, unless the Registered Owner pays the Penalty, contests the Violation pursuant to the procedure set forth in the Notice of Delinquent Toll Evasion Violation, or completes and returns to the Processing Agency an affidavit of non - liability, as provided with the Notice of Delinquent Toll Evasion Violation, within the Due Date set forth in the Notice of Delinquent Toll Evasion Violation: (1) the Penalty shall be considered a debt due and owing to the Commission, (2) the renewal of the Vehicle registration shall be contingent upon compliance with the Notice of Delinquent Toll Evasion Violation at the Commission's election and (3) the Commission may seek recovery of the debt in any lawful manner, as provided for in section 13 below. d) The Notice of Delinquent Toll Evasion Violation shall contain, or be accompanied with, an affidavit of non -liability and information of what constitutes non -liability, information as to the effect of executing the affidavit, and instructions for returning the affidavit to the Processing Agency. Non -liability may be established pursuant to an affidavit of non - liability returned to the Processing Agency by the Due Date set forth in the Notice of Delinquent Toll Evasion Violation, on any basis set forth in Section 6 of this Ordinance. e) If a rentee or lessee identified by a bona fide renting or leasing company in the affidavit of non -liability, in accordance with the requirements in Section 6(c) above, is forwarded the Notice of Delinquent Toll Evasion Violation, and the rentee or lessee does not pay the Penalty, contest the Violation pursuant to the procedure set forth in the Notice of Delinquent Toll Evasion Violation, or complete and return to the Processing Agency an affidavit of non -liability, as provided with the Notice of Delinquent Toll Evasion Violation, within the Due Date set forth in the Notice of Delinquent Toll Evasion Violation, the Penalty shall be considered a debt due and owing the Commission and the Commission may seek recovery in any lawful manner, as provided for in section 13 below. 14 Section 9 Payment After Notice of Delinquent Toll Evasion Violation a) Unless paragraph (b) below applies, if a Motorist who was mailed a Notice of Delinquent Toll Evasion Violation pursuant to section 8, or any other person who presents the Notice of Toll Evasion Violation or Notice of Delinquent Toll Evasion Violation, deposits the Penalty due with a person authorized to receive it, then the Processing Agency shall terminate all proceedings where the amount deposited satisfies the amount due. If the Registered Owner, by appearance or by mail, makes payment to the Processing Agency by the Due Date set forth in the Notice of Delinquent Toll Evasion Violation, the Penalty shall consist of the amount of the Penalty set forth in the notice, without any additional administrative fees or charges. b) If the Notice of Delinquent Toll Evasion Violation has been filed with the Department pursuant to subdivision (a) of Code section 40267 or a civil judgment has been entered pursuant to Code section 40267(b) and payment of the Penalty together with the administrative fee of the Department and the administrative service fee of the Processing Agency for costs of service and any applicable assessment is received, the Processing Agency shall immediately transmit the payment information to the Department in the manner prescribed by the Department, and terminate proceeding on the Notice of Delinquent Toll Evasion Violation. Section 10 Contest of Notice of Toll Evasion Violation or Notice of Delinquent Toll Evasion Violation a) A person may contest a Notice of Toll Evasion Violation or Notice of Delinquent Toll Evasion Violation by the Due Date set forth in the applicable notice. b) The Processing Agency shall establish and implement a fair and impartial investigation process to investigate the circumstance of the notice with respect to the contestant's written explanation of reasons for contesting a Violation. The Processing Agency shall investigate with its own records and staff the circumstances of the notice with respect to the contestant's written explanation of reasons for contesting the Violation. If based upon the results of that investigation, the Processing Agency is satisfied that the Violation did not occur or that the Registered Owner was not responsible for the Violation, the Processing Agency shall cancel the Notice of Toll Evasion Violation or Notice of Delinquent Toll Evasion Violation and make an adequate record of the reasons for cancelling the notice. The Processing Agency shall mail the results of the investigation to the person who contested the Notice of Toll Evasion Violation or the Notice of Delinquent Toll Evasion Violation. c) A person who contests a Notice of Toll Evasion Violation or Notice of Delinquent Toll Evasion Violation and is not satisfied with the results of the investigation may, within 15 15 days of the mailing of the results of the investigation, deposit the amount determined pursuant to paragraph (d) below, and request an administrative review. An administrative review shall be held within 90 calendar days following the receipt of the request for an administrative review accompanied by the required deposit amount. The person requesting the administrative review may request one continuance, not to exceed 21 calendar days. The person requesting the administrative review shall indicate to the Processing Agency his or her election for a review by mail or personal conference. d) The deposit for requesting an administrative review shall be as follows: 1) Except as provided herein, an individual seeking an administrative review shall deposit the full amount of the Penalty due at the time of the request. 2) For Violations arising out of the same set of operative facts and belonging to the same Registered Owner, the maximum amount of the Penalty to be deposited shall be a) $250 or b) $250 plus 10 percent of Penalty above $1,000, whichever is greater. 3) Individuals unable to pay the required deposit may apply for a hardship exception. e) If the person requesting an administrative review is a minor, that person shall be permitted to appear at an administrative review or admit responsibility for a Violation without the necessity of the appointment of a guardian. The Processing Agency may proceed against that person in the same manner as if that person were an adult. f) As evidence of the Violation, the Processing Agency shall produce the Notice of Toll Evasion Violation or a copy thereof, information received from the Department identifying the Registered Owner of the Vehicle, and a statement under penalty of perjury from the person authorized to issue a notice of Violation that the Tolls or other charges and any applicable fee were not paid in accordance with the Commission's policies. This documentation in proper form shall be prima facie evidence of the Violation. Section 11 Hearing Officers; Administrative Reviews a) The Commission's Executive Director shall designate a hearing officer or reviewer to conduct administrative reviews. The hearing officer shall demonstrate the qualifications, training and objectivity necessary to perform fair and impartial reviews. The hearing officer's employment, performance evaluation, compensation and benefits shall not be directly or indirectly linked to the outcome of reviews or the revenue generated by such reviews. b) Reviews shall be conducted in accordance with the written procedures established by the Processing Agency, which shall ensure fair and impartial review of contested Toll evasion Violations. The hearing officer's final decision may be delivered personally or by first-class mail. 16 c) If a notice of appeal to the California Superior Court is not filed within the period set forth in section 12, the decision of the hearing officer shall be deemed final. Section 12 Appeal to Superior Court A person who requests an administrative review and is not satisfied with the results of the review, may within 20 days after the mailing of the administrative review final decision, seek review by filing an appeal to the California Superior Court. The matter shall be heard de novo, except that the contents of the Processing Agency's file in the case on appeal shall be received in evidence. For the purpose of computing the 20-day period, Section 1013 of the Code of Civil Procedure shall be applicable. The Processing Agency shall admit into evidence as prima facie evidence of the facts stated therein, a copy of the Notice of Toll Evasion Violation and/or Delinquent Toll Evasion Violation. A copy of the notice of appeal shall be served in person or by first-class mail upon the Processing Agency by the contestant. The fee for filing the notice of appeal shall be the amount specified in Section 40256 of the Code. If the appellant prevails this fee, together with any deposit of the Penalty made by the contestant, shall be promptly refunded by the Processing Agency in accordance with the judgment of the court. Section 13 Collection of Unpaid Penalties If payment is not received within the time periods set forth herein, and no contest has been timely filed, or has been resolved in favor of Commission, Commission and the Processing Agency are authorized to proceed under one or more of the following options for the collection of unpaid Penalties: a) Transmit an itemization of unpaid Penalties to the Department for collection with the registration of the Vehicle. Commission shall pay the fees assessed by the Department associated with the recording of the Notice of Delinquent Toll Evasion Violation and may charge the amount of the fee to the Motorist. b) If more than four hundred dollars ($400) in unpaid Penalties have been accrued by any person or Registered Owner, Commission may file proof of that fact with the Superior Court with the same effect as a civil judgment. Execution may be levied and other measures may be taken for the collection of the judgement as are authorized for the collection of any unpaid civil judgment entered against a defendant in an action on a debt. The court may assess costs against a judgment debtor to be paid upon satisfaction of the judgment. The Processing Agency shall mail a notice by first-class mail to the person or Registered Owner indicating that a judgment shall be entered for the unpaid Penalties, fees and costs and that after 30 days from the date of the mailing of the notice, the judgment shall have the same effect as an entry of judgment against a judgement debtor. The person or Registered Owner shall also be notified at that time that execution may be 17 levied against his or her assets, liens may be placed against his or her property, his or her wages may be garnished, and other steps may be taken to satisfy the judgment amount. The notice shall include all information required by Code section 40267. The filing fee and any costs of the collection shall be added to the judgment amount. c) If the Processing Agency has determined that registration of the Vehicle has not been renewed for 60 days beyond the renewal date, and the Penalty has not been collected by the Department pursuant to section 4770 of the Code, file proof of unpaid Penalties with the court with the same effect as a civil judgment as provided above, except that if the amount of the unpaid Penalty is not more than four hundred dollars ($400), the filling fee shall be collectible by the court from the debtor. d) Contract with a collection agency to collect the outstanding tolls and Penalty amounts. e) Submit a request to the California State Controller for an offset of unpaid Penalty amounts owing by a Motorist against any amount owing the person or entity by a claim for a refund from the Franchise Tax Board under Personal Income Tax Law or the Bank and Corporation Law or from winnings in the California State Lottery, as authorized by California Government Code section 12419.10. Commission shall provide a notice of intent to request an offset by first-class mail to the Motorist 30 days prior to the request date, or within such time as required by law. f) Pursue such other remedies and enforcement procedures that are authorized under laws of the State of California. Section 14 Termination of Proceedings The Commission and/or the Processing Agency shall terminate proceedings on the Notice of Delinquent Toll Evasion Violation: a) Upon receipt of collected Penalties and administrative fees remitted by the Department under Section 4772 for that Notice of Delinquent Toll Evasion Violation. b) If the Notice of Delinquent Toll Evasion Violation was returned to the Processing Agency pursuant to section 4774 and five years have elapsed since the date of the Violation. c) The Processing Agency received information, which it verified, that the Penalty has been paid to the Department pursuant to Section 4772. d) If the Registered Owner of the Vehicle provides proof to the Processing Agency that he or she was not the registered owner on the date of the toll evasion violation. 18 e) This section does not limit or impair the ability or the right of the Commission to pursue the collection of delinquent Penalties from the person who was the Registered Owner or lessee of the Vehicle on the date of the alleged Violation. Section 15 Confidentiality Any information obtained through the use of automated devices during the enforcement of Violations hereunder shall not be used for any purpose other than to identify and obtain the mailing address information of the Toll evasion violator in order to facilitate the serving of Notices of Toll Evasion Violations and Notices of Delinquent Toll Evasion Violations. Section 16 Other Notices Nothing herein shall prohibit the Commission or the Processing Agency from establishing informal methods of notifying Motorists of Violations and from collecting Tolls and Penalties for Violations through such means. Section 17 Implementation The Executive Director of the Commission is hereby authorized and directed to develop procedures, forms, documents and directives which may be necessary to implement the terms of this Ordinance and may delegate his/her duties and obligation under this Ordinance to the Toll Program Manager. Section 18 Severability If any term, covenant or condition of this Ordinance shall be held by a court of competent jurisdiction to be invalid or unenforceable, then the remainder of this Ordinance shall not be affected and each remaining provision shall be valid and enforceable to the fullest extent permitted by law unless any of the stated purposes of this Ordinance would be defeated. 19 ORDINANCE NO. 19-001 AN AMENDED AND RESTATED ORDINANCE OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION RELATING TO THE ADMINISTRATION OF TOLLS AND THE ENFORCEMENT OF TOLL VIOLATIONS FOR THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION EXPRESS LANES ADOPTED BY THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION ON 2019 Chuck Washington, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission VOTE: AYES: NOES: ABSTAIN: ABSENT: 20 Schedule "A" Schedule of Penalties and Fees Description Amount Notice of Toll Evasion Violation (NTEV) Penalty $25.00 Notice of Delinquent Toll Evasion Violation (NDTEV) Penalty $30.00 Collection Agency Assignment Fee $25.00 Collection Demand Notice Fee $20.00 DMV Registration Hold Administrative Fee $3.00 Non -Sufficient Fund Check Administrative Fee $25.00 The following fees shall only apply on the 91 Express Lanes for the period from adoption of the Ordinance through no later than December 31, 2019. Following such date, these fees shall no longer be applied. Additional Collection Agency Assignment Fees Amount Second violation in one year $70.00 Third and additional violations in one year $120.00 21 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Amended Ordinance to Administer Tolls & Enforce Violations Jennifer Crosson, Toll Operations Manager June 12, 2019 RiversideExpress Background • Adopted Ordinance 16-001 prior to the 91 Express Lanes opening • Ordinance required to set the administrative procedures for processing toll evasion violations and to establish the penalty schedule • The penalty schedule adopted in 2016 was the same that OCTA used Express l Lanes 2 RiversideExpress Why Amending? • Include the 15 Express Lanes and future Express Lanes • Correct a reference error • Change the penalty schedule Express l Lanes 3 :14 RiversideExpress Penalty Schedule Proposed Initial Penalty Delinquent Penalty (+ 60 days) Collection Fee (+90 days) Collection Assessment: One Violation Two Violations Three Violations $25 $30 $25 $20 $70 $120 $25 $30 Up to $25 Up to $20 regardless of quantity Express 1 Lanes 4 One Violation Two Violation Three Violatio • $100 Current • $100 Revised • $300 Current • $200 Revised • $600 Current • $300 Revised 5 RiversideExpress Benefit of Reduced Penalties Express 1 Lanes • Easier resolution for customers with multiple violations • Less expended on collection efforts • Expected net financial impact of zero • Consistency with other California toll operators 6 la RiversideExpress Other Fees Added • DMV fee of $3 • Non -sufficient fund check fee $25 • Express 1 Lanes RiversideExpress Recommendation • Adopt Ordinance 19-001 Express 1 Lanes 8 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUESTIONS AGENDA ITEM 9A RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Michele Cisneros, Deputy Director of Finance THROUGH: Anne Mayer, Executive Director SUBJECT: Appropriations Limit for Fiscal Year 2019/20 STAFF RECOMMENDATION: This item is for the Commission to adopt Resolution No. 19-010, "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit', for Fiscal Year 2019/20. BACKGROUND INFORMATION: Section 7910 of the California Government Code implements Article XIIIB of the California Constitution by requiring each local jurisdiction to establish, by resolution, its appropriations limit for each fiscal year and to make documentation used to determine the appropriations limit available to the public 15 days prior to adoption of the resolution establishing the appropriations limit. Staff performed the calculations necessary to determine the limit. The resolution and documents supporting the calculation are attached. The Commission chose to use the percentage change in the California per capita personal income and population change within Riverside County as the factors in determining the appropriations limit. As required, the adoption of the Commission's FY 2019/20 Appropriations Limit, which was posted in the Press Enterprise, and the Desert Sun. Attachments: 1) Resolution No. 19-010 2) California Per Capita Income and Population, Riverside County— California Department of Finance Agenda Item 9A 22 ATTACHMENT 1 RESOLUTION NO. 19-010 "RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION ESTABLISHING THE ANNUAL APPROPRIATIONS LIMIT" WHEREAS, Article XIIIB of the California Constitution places an annual limitation upon appropriations from proceeds of taxes by each local government of the State of California; and WHEREAS, in 1988, pursuant to Article XIIIB, section 4 of the California Constitution, the Riverside County Transportation Commission established its appropriations limit at $75 million for fiscal year 1988-1989 under ordinance No. 88-1; and WHEREAS, Section 7910 of the California Government Code implements Article XIIIB of the California Constitution by requiring each local jurisdiction to establish, by resolution, its appropriations limit for each fiscal year and to make the documentation used in determining the appropriations limit available to the public fifteen days prior to adoption of the resolution establishing the appropriations limit; and WHEREAS, in accordance with Senate Constitutional Amendment No. 1 approved by the voters of the State effective June 6, 1990, beginning with fiscal year 1990-1991 and for each fiscal year thereafter, the Commission's Board of Commissioners is required to select either the percentage change in California per capita personal income or the percentage change in the local assessment roll due to the addition of local non-residential construction, and either the population change within the Commission or the population change within Riverside County, as the two factors to be applied in calculating the appropriations limit for each fiscal year; and WHEREAS, this Board wishes to select, as factors in determining the Commission's appropriation limit for fiscal year 2019-2020 the percentage change in California per capita personal income and also the population change within Riverside County; and WHEREAS, this Commission has documented its calculations of the Commission's appropriations limit for fiscal year 2019-2020 and said calculations have been made available to the public at least fifteen days prior to the adoption of this resolution. NOW, THEREFORE, BE IT RESOLVED by the Board of Commissioners of the Riverside County Transportation Commission as follows: 23 1. For fiscal year 2019-2020, the factors selected for calculating the appropriations limit are (a) the percentage change in California per capita personal income, and (b) the population change within the County of Riverside. 2. The appropriations limit applicable to this Agency pursuant to Article XIIIB of the California Constitution for fiscal year 2019-2020 are hereby established and determined to be $487,698,077. 3. A copy of the documentation used in the determination of the appropriations limit for fiscal year 2019-2020 shall be affixed hereto and shall be available for public inspection. 4. Pursuant to Section 7910 of the California Government Code, any judicial action or proceeding to attack, review, set aside, void, or annul the establishment of the appropriations limit as set forth herein must be commenced within forty-five days of the adoption of this resolution. ADOPTED this 12th day of June, 2019. Chuck Washington, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission 24 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2019/20 APPROPRIATONSLJMII 2018/19 Appropriations Limit $ 464,186,785 2019/20 adjustment Change in California per capita personal income Per capita cost of living converted to a ratio: Change in population, Riverside County Population converted to a ratio: Calculation of factorfor FY2019/20: Per capita cost of living ratio Population ratio FY 2019/ 20 factor 2018/ 19 Appropriations Limit FY 2019/ 20 factor 3.85% 1.0385 1.0117 1.0385 1.0117 1.0506505 $ 464,186,785 1.0506505 2019/20 Appropriations Limit $ 487,698,077 Source: California per capita income - California Department of Finance Population, Riverside County - California Department of Finance 25 ATTACHMENT 2 Et4Y gA. A. i i Q' Z ' 'a~ Z 1.0 a IIII n m DEPARTMENT OF C'4�1FORHP F I N A N C E GAV1N NEWSCIM GOVERNOR 91 S L STREET ■ SACRAMENTO CA ■ 9581 4-3705 ■ WWW.00F.CA.GOV May 2019 Dear Fiscal Officer: Subject: Price Factor and Population Information Appropriations Limit California Revenue and Taxation Code section 2227 requires the Department of Finance to transmit an estimate of the percentage change in population to local governments. Each local jurisdiction must use their percentage change in population factor for January 1, 2019, in conjunction with a change in the cost of living, or price factor, to calculate their appropriations limit for fiscal year 2019-20. Attachment A provides the change in California's per capita personal income and an example for utilizing the price factor and population percentage change factor to calculate the 2019-20 appropriations limit. Attachment B provides the city and unincorporated county population percentage change. Attachment C provides the population percentage change for counties and their summed incorporated areas. The population percentage change data excludes federal and state institutionalized populations and military populations. Population Percent Change for Special Districts Some special districts must establish an annual appropriations limit. California Revenue and Taxation Code section 2228 provides additional information regarding the appropriations limit. Article XIII B, section 9(C) of the California Constitution exempts certain special districts from the appropriations limit calculation mandate. The code section and the California Constitution can be accessed at the following website: http://leginfo.legislature.ca.gov/faces/codes.xhtml. Special districts required by law to calculate their appropriations limit must present the calculation as part of their annual audit. Any questions special districts have on this requirement should be directed to their county, district legal counsel, or the law itself. No state agency reviews the local appropriations limits. Population Certification The population certification program applies only to cities and counties. California Revenue and Taxation Code section 11005.6 mandates Finance to automatically certify any population estimate that exceeds the current certified population with the State Controller's Office. Finance will certify the higher estimate to the State Controller by June 1, 2019. Please Note: The prior year's city population estimates may be revised. If you have any questions regarding this data, please contact the Demographic Research Unit at (916) 323-4086. KEELY BOSLER Director By: Vivek Viswanathan Chief Deputy Director Attachment 26 May 2019 Attachment A A. Price Factor: Article XIII B specifies that local jurisdictions select their cost of living factor to compute their appropriation limit by a vote of their governing body. The cost of living factor provided here is per capita personal income. If the percentage change in per capita personal income is selected, the percentage change to be used in setting the fiscal year 2019-20 appropriation limit is: Per Capita Personal Income Fiscal Year (FY) Percentage change over prior year 2019-20 3.85 B. Following is an example using sample population change and the change in California per capita personal income as growth factors in computing a 2019-20 appropriation limit. 2019-20: Per Capita Cost of Living Change = 3.85 percent Population Change = 0.47 percent Per Capita Cost of Living converted to a ratio: Population converted to a ratio: 3.85 + 100 = 1.0385 100 0.47 + 100 = 1.0047 100 Calculation of factor for FY 2019-20: 1.0385 x 1.0047 = 1.0434 27 Fiscal Year 2019-20 Attachment B Annual Percent Change in Population Minus Exclusions* January 1, 2018 to January 1, 2019 and Total Population, January 1, 2019 County Percent Change --- Population Minus Exclusions --- City 2018-2019 1-1-18 1-1-19 Riverside Total Population 1-1-2019 Banning 0.30 30,950 31,044 31,044 Beaumont 3.99 46,545 48,401 48,401 Blythe 0.40 13,827 13,882 19,428 Calimesa 0.87 9,080 9,159 9,159 Canyon Lake 0.64 11,213 11,285 11,285 Cathedral City 0.81 54,419 54,859 54,907 Coachella 1.25 45,777 46,351 46,351 Corona 0.65 167,013 168,101 168,101 Desert Hot Springs 0.51 29,102 29,251 29,251 Eastvale 0.54 65,725 66,078 66,078 Hemet 0.39 84,423 84,754 84,754 Indian Wells 1.04 5,389 5,445 5,445 Indio 1.37 88,194 89,406 89,406 Jurupa Valley 1.58 104,661 106,318 106,318 Lake Elsinore 1.14 62,096 62,804 62,949 La Quinta 0.83 41,753 42,098 42,098 Menifee 2.95 90,775 93,452 93,452 Moreno Valley 1.09 206,046 208,297 208,297 Mu rrieta 0.99 116,970 118,125 118,125 Norco 0.33 23,886 23,966 26,386 Palm Desert 0.61 53,298 53,625 53,625 Palm Springs 0.71 48,390 48,733 48,733 Perris 0.93 76,260 76,971 76,971 Rancho Mirage 1.05 18,297 18,489 18,489 Riverside 0.56 326,211 328,042 328,101 San Jacinto 2.67 47,607 48,878 48,878 Temecula 0.51 113,248 113,826 113,826 Wildomar 1.21 35,635 36,066 36,066 Unincorporated 1.83 386,738 393,833 394,200 County Total 1.17 2,403,528 2,431,539 2,440,124 'Exclusions include residents on federal military installations and group quarters residents in state mental institutions, state and federal correctional institutions and veteran homes. 28 AGENDA ITEM 9B RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Megan Kavand, Senior Financial Analyst Theresia Trevino, Chief Financial Officer THROUGH: Anne Mayer, Executive Director SUBJECT: Quarterly Investment Report STAFF RECOMMENDATION: This item is for the Commission to receive and file the Quarterly Investment Report for the quarter ended March 31, 2019. BACKGROUND INFORMATION: Prior to Fiscal Year 2013/14, the Commission's quarterly investment reports reflected investments primarily concentrated in the Riverside County Pooled Investment Fund. Other investments included the state Local Agency Investment Fund and mutual funds. As a result of significant project financings such as the State Route 91 Corridor Improvement Project (91 Project or 91 CIP) and the Interstate 15 Express Lanes Project (1-15 ELP), the Commission determined it would be prudent to engage an investment manager for the bond proceeds and other required funds. Additionally, the Commission desired to engage an investment manager to provide investment advisory and management services related to the Commission's operating funds. In May 2013, following a competitive procurement, the Commission awarded two investment management services agreements to Logan Circle Partners, L.P. (Logan) for the 91 Project's proceeds generated from the issuance of sales tax revenue bonds and toll revenue bonds and to Payden & Rygel Investment Management (Payden & Rygel) for Commission operating funds. At its April 2017 meeting and based on a competitive procurement, the Commission awarded an investment management services agreement to Logan related to the issuance of the sales tax revenue bonds for the 1-15 ELP. Commencing in July 2013, Logan invested the 91 Project debt proceeds and subsequent 91 Project equity contributions in separate accounts of the Short -Term Actively Managed Program (STAMP). Consistent with financing expectations, the Commission expended substantially all of the 91 Project debt proceeds and equity contributions, except for the toll revenue bonds debt service reserve, and subsequent to commencement of operations, established other required accounts. The Commission authorized Payden & Rygel to make Agenda Item 9B 29 specific investments for the Commission's operating funds beginning with the third quarter of FY 2014/15. In July 2017, the 1-15 ELP project and 91 Project completion financing (2017 Financing) was completed and sales tax bond proceeds approximating $154.6 million were received. Logan invested the 2017 Financing debt proceeds in accounts of a separate STAMP portfolio during the first quarter of FY 2017/18. The quarterly investment report for the third quarter of FY 2018/19, as required by state law and Commission policy, reflects the investment activities resulting from the 91 Project, 2017 Financing, and available operating cash. The quarterly investment report includes the following information: • Investment Portfolio Report; • 91 CIP STAMP Portfolio by Investment Category; • 91 CIP STAMP Portfolio by Account; • 91 CIP STAMP Portfolio Transaction Report by Account; • 91 CIP STAMP Portfolio Summary of investments by credit rating, industry group, asset class, security type, and market sector; • 91 CIP STAMP Portfolio Toll Revenue Series A & Series B Reserve Fund Summary of investments by credit rating, industry group, asset class, security type, and market sector; • 91 CIP STAMP Portfolio Residual Fund Required Retained Balance Summary of investments by credit rating, industry group, asset class, security type, and market sector; • 2017 Financing STAMP Portfolio by Investment Category; • 2017 Financing STAMP Portfolio by Account; • 2017 Financing STAMP Portfolio Transaction Report by Account; • 2017 Financing STAMP Portfolio Summary of investments by credit rating, industry group, asset class, security type, and market sector; • 2017 Financing STAMP Portfolio 1-15 ELP Sales Tax Senior Lien TIFIA Project Fund Summary of investments by credit rating, industry group, asset class, security type, and market sector; • 2017 Financing STAMP Portfolio Ramp Up Fund Summary of investments by credit rating, industry group, asset class, security type, and market sector; • Logan Circle Partners, L.P. Short Duration First Quarter 2019 Review; • Payden & Rygel Operating Portfolio by Investment Category; • Payden & Rygel Operating Portfolio Transaction Report; • Payden & Rygel Operating Portfolio First Quarter 2019 Review; and • County of Riverside Investment Report for the Quarter Ended March 31, 2019. The Commission's investments were in full compliance with the Commission's Investment Policy adopted March 13, 2019, and investments securities permitted under the indenture for the Commission's sales tax revenue bonds and the master indentures for the Commission's toll revenue bonds. Additionally, the Commission has adequate cash flows for the next six months. Agenda Item 9B 30 Attachments: 1) Investment Portfolio Report 2) 91 CIP STAMP Portfolio by Investment Category 3) 91 CIP STAMP Portfolio by Account 4) 91 CIP STAMP Portfolio Transaction Report by Account 5) 91 CIP STAMP Portfolio Summary of Investments 6) 91 CIP STAMP Portfolio Toll Revenue Series A & Series B Reserve Fund Summary of Investments 7) 91 CIP STAMP Portfolio Residual Fund Required Retained Balance Summary of investments 8) 2017 Financing STAMP Portfolio by Investment Category 9) 2017 Financing STAMP Portfolio by Account 10) 2017 Financing STAMP Portfolio Transaction Report by Account 11) 2017 Financing STAMP Portfolio Summary of Investments 12) 2017 Financing STAMP Portfolio 1-15 ELP Sales Tax Senior Lien TIFIA Project Fund Summary of Investments 13) 2017 Financing STAMP Portfolio Ramp Up Fund Summary of Investments 14) Payden & Rygel Operating Portfolio by Investment Category 15) Payden & Rygel Operating Portfolio Transaction Report 16) Logan Circle Partners, L.P. Short Duration Quarterly Review 17) Payden & Rygel Operating Portfolio Quarterly Review 18) County of Riverside Investment Report Agenda Item 9B 31 ATTACHMENT 1 Riverside County Transportation Commission Investment Portfolio Report Period Ended: March 31, 2019 RATING COUPON PAR PURCHASE MATURITY YIELD TO PURCHASE MARKET UNREALIZED FAIR VALUE MOODYS / S&P RATE VALUE DATE DATE MATURITY COST VALUE GAIN (LOSS) OPERATING FUNDS City National Bank Deposits 12,694,241 A3/BBB+ N/A N/A County Treasurer's Pooled Investment Fund 462,249,557 Aaa-bf/AAA-V1 N/A 2.33% Local Agency Investment Fund (LAIF) 3,776,980 N/A N/A N/A Subtotal Operating Funds 478,720,778 FUNDS HELD IN TRUST County Treasurer's Pooled Investment Fund: Local Transportation Fund 65,175,941 Aaa-bf/AAA-V1 N/A 2.33% Subtotal Funds Held in Trust 65,175,941 COMMISSION MANAGED PORTFOLIO US Bank Payden & Rygel Operating 52,305,826 See attached report for details First American Government Obligation Fund 49,090,086 N/A N/A N/A Subtotal Commission Managed Portfolio 101,395,911 STAMP PORTFOLIO for 91 CIP Series A & Series B Reserve Fund Residual Fund Required Retained Balance Subtotal STAMP Portfolio - 91 CIP STAMP PORTFOLIO for 2017 Financing Sales Tax 115 ELP Project Revenue Fund Sales Tax Revenue Fund Ramp Up Fund Subtotal STAMP Portfolio - 2017 Financing TOTAL All Cash and Investments $500,000,000 $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $- 18,329,421 15,954,206 34,283,627 70,229,147 8,113,617 78,342,765 $ 757,919,022 Nature of Investments ■ STAMP Portfolio for 91 CIP Reserve ■ STAMP Portfolio for 91 CIP Residual Fund ■ STAMP Portfolio for 2017 Financing 115 ELP Project Revenue Fund ■ STAMP Portfolio for 2017 Financing Ramp Up Fund ■ Commission Managed Portfolio ■ Trust Funds ■ Operating Funds See attached report for details See attached report for details See attached report for details See attached report for details See attached report for details 0.45% Money Market Funds 21.31% Fixed Income 0.50% LAIF 6.48% Mutual Funds 71.26% County Pool/Cash 32 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3137EADB2 3135GOD75 3137EADR7 Agency Agency Agency 256350023 LC -Sr Lien Reserve Fund-1 3134G9V38 Agency 256350021 LC-RCTC 2013 Residual Fund 3134GTINI Agency 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2019 Federal Home Loan Mortgage Corporation Federal National Mortgage Association Fannie Mae Federal Home Loan Mortgage Corporation Federal Home Loan Mortgage Corporation Freddie Mac 3136A72D3 Agency CMO Federal National Mortgage Association Fannie Mae 3137ASNH3 Agency CMO Federal Home Loan Mortgage Corporation 3137AUPE3 Agency CMO Federal Home Loan Mortgage Corporation 31395EZP5 Agency CMO Federal Home Loan Mortgage Corporation 383771Z89 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38377RVK8 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38378TAF7 Agency CM0 The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378CRT6 Agency CMO The Government National Morte Association Guaranteed REMIC Pass -Though Securities 38376GB33 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38376T5Z7 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38376WA62 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38377RSZ9 Agency CMO The Government National Morl a Ae Association Guaranteed REMIC Pass -Though Securities 38378B7F0 Agency CMO Government National Mortgage Association 3137AJMF8 Agency CMO Federal Home Loan Mortgage Corporation 3137ATRW4 Agency CMO Federal Home Loan Mortgage Corporation 38380AZ34 Agency CMO The Government National Morl a Ae Association Guaranteed REMIC Pass -Though Securities 3137AXHP1 Agency CMO Federal Home Loan Mortgage Corporation 3137A5FP4 Agency CMO Federal Home Loan Mortgage Corporation 38378CDK0 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38377LQT8 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38378AWX5 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378DDC6 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 31398QTP2 Agency CMO Federal Home Loan Mortgage Corporation 38375KCX8 Agency CMO Government National Mortgage Association 38379HLE3 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38377F2N0 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38378VC45 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 383771M59 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 3136A5KR6 Agency CMO Federal National Mortgage Association Fannie Mae 38378HXH4 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38375CBH2 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 3137B5A60 Agency CMO Federal Home Loan Mortgage Corporation 3137B4HDI Agency CMO Federal Home Loan Mortgage Corporation 256350021 LC-RCTC 2013 Residual Fund 3137AILC5 256350021 LC-RCTC 2013 Residual Fund 3137A5FP4 Agency CMO Federal Home Loan Mortgage Corporation Agency CMO Federal Home Loan Mortgage Corporation 256350021 LC-RCTC 2013 Residual Fund 38378CDK0 Agency CMO 256350021 LC-RCTC 2013 Residual Fund 38378AWX5 Agency CMO 256350021 LC-RCTC 2013 Residual Fund 3137APP53 256350021 LC-RCTC 2013 Residual Fund 3137AIN90 The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities Agency CMO Federal Home Loan Mortgage Corporation Agency CMO Federal Home Loan Mortgage Corporation 256350021 LC-RCTC 2013 Residual Fund 31397LUK3 Agency CM() 256350021 LC-RCTC 2013 Residual Fund 3136A5KR6 Agency CMO 256350021 LC-RCTC 2013 Residual Fund 31358TPC7 Federal National Mortgage Association Fannie Mae Federal National Mortgage Association Fannie Mae Agency CMO Federal National Mortgage Association Fannie Mae 256350021 LC-RCTC 2013 Residual Fund 3137ABFH9 Agency CMO 256350021 LC-RCTC 2013 Residual Fund 38375CBH2 Agency CMO 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 Federal Home Loan Mortgage Corporation The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 31417YKF3 Agency MBS Federal National Mortgage Association Fannie Mae 3138IPEB0 Agency MBS Federal National Mortgage Association Fannie Mae 3837810CW4 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378B6A2 Agency MBS Government National Mortgage Association 38378KSL4 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378KRS0 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 38378XP62 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378KWU9 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Though Securities 383791SDN5 Agency MBS Government National Mortgage Association 3138L33G8 Agency MBS Federal National Mortgage Association Fannie Mae 3138IQ6B7 Agency MBS Federal National Mortgage Association Fannie Mae 3136A7MN9 Agency MBS Federal National Mortgage Association Fannie Mae 3137B1U75 Agency MBS Federal Home Loan Mortgage Corporation 3138EJPZ5 Agency MBS Federal National Mortgage Association Fannie Mae 3138IT4E7 Agency MBS Federal National Mortgage Association Fannie Mae 36202F2H8 Agency MBS Ginnie Mae II 3136AHAE0 Agency MBS Federal National Mortgage Association Fannie Mae 3138FYYTA Agency MBS Federal National Mortgage Association Fannie Mae 3136AC7J4 Agency MBS Federal National Mortgage Association Fannie Mae 3138IR5T7 Agency MBS Federal National Mortgage Association Fannie Mae 3138NIAE8 Agency MBS Federal National Mortgage Association Fannie Mae 31381N7G2 Agency MBS Federal National More Association Fannie Mae 3138IQB54 Agency MBS Federal National Mortgage Association Fannie Mae 3138L1 W62 Agency MBS Federal National Mortgage Association Fannie Mae 31381SV18 Agency MBS Federal National Mortgage Association Fannie Mae 256350021 LC-RCTC 2013 Residual Fund 31416BVR6 Agency MBS 256350021 LC-RCTC 2013 Residual Fund 3137B1UF7 Federal National Mortgage Association, Inc. Agency MBS Federal Home Loan Mortgage Corporation 256350021 LC-RCTC 2013 Residual Fund 3137AXHN6 Agency MBS 256350021 LC-RCTC 2013 Residual Fund 3137AWQG3 Agency MBS 256350021 LC-RCTC 2013 Residual Fund 3137B2GW4 Agency MBS 256350021 LC-RCTC 2013 Residual Fund 3138IRZ23 Federal Home Loan Mortgage Corporation Federal Home Loan Mortgage Corporation Federal Home Loan Mortgage Corporation Agency MBS Federal National Mortgage Association Fannie Mae 256350021 LC-RCTC 2013 Residual Fund 3138IRLL6 Agency MBS 256350021 LC-RCTC 2013 Residual Fund 3138IQB54 Federal National Mortgage Association Fannie Mae Agency MBS Federal National Mortgage Association Fannie Mae 256350021 LC-RCTC 2013 Residual Fund 3138L2GH4 Agency MBS 256350021 LC-RCTC 2013 Residual Fund 31381SV18 Federal National Mortgage Association Fannie Mae Agency MBS Federal National Mortgage Association Fannie Mae ATTACHMENT 2 01/13/2022 - 950,000.00 942,921.50 --- 952,641.00 2,933.67 2.375 2.271 06/22/2020 05/06/2015 600,000.00 593,490.00 --- 593,544.00 (4,847.10) 1.500 2.392 AAA 05/01/2020 05/15/2015 475,000.00 471,527.75 --- 469,618.25 (4,600.48) 1.375 2.435 AAA 07/27/2021 08/28/2018 04/01/2021 03/29/2019 04/25/2022 07/03/2013 09/25/2021 07/03/2013 06/25/2022 08/15/2019 07/09/2013 10/20/2039 07/05/2013 04/20/2039 07/20/2041 07/05/2013 10/20/2040 05/22/2014 10/16/2044 01/23/2015 01/16/2039 01/26/2015 10/20/2039 06/16/2039 12/16/2042 10/25/2021 08/05/2015 05/25/2022 04/20/2046 11/28/2016 09/25/2022 09/29/2017 01/15/2021 03/20/2035 03/16/2018 12/20/2037 01/20/2036 03/28/2018 04/20/2038 06/20/2018 05/15/2038 06/26/2018 01/20/2037 09/18/2018 05/20/2043 10/18/2018 06/20/2038 09/28/2018 12/16/2041 11/23/2018 10/20/2039 11/21/2018 10/25/2022 01/25/2019 09/16/2027 03/08/2019 03/16/2035 03/19/2019 10/15/2028 03/20/2019 12/15/2042 03/20/2019 08/15/2020 01/17/2018 01/15/2021 01/30/2018 03/20/2035 01/30/2018 01/20/2036 01/30/2018 10/25/2020 05/18/2018 06/25/2020 06/26/2018 06/25/2023 10/10/2018 10/25/2022 01/25/2019 02/25/2023 02/11/2019 06/25/2021 03/15/2019 03/16/2035 03/19/2019 01/01/2030 11/01/2020 09/26/2014 02/16/2037 12/11/2014 11/16/2052 01/22/2015 250 000.00 500 000.00 297,427.94 65,400.50 379,000.00 614.15 49,181.31 109,096.81 124 151.99 49,785.78 121,298.66 75,911.23 215,317.36 52,008.43 450 000.00 29,504.48 282,110.00 140,090.48 140 000.00 95,520.93 20 407.50 19,277.95 83 258.93 121 034.84 73,933.37 23,608.97 114,481.79 5,121.76 153,956.37 87.261.84 84 397.02 18,553.70 61,888.83 27,269.96 49 079.91 245 225.00 04/27/2019 499 950.00 07/01/2019 282,556.54 63,911.11 366,344.03 649.75 50,685.56 111,273.39 124 170.70 48,074.39 124,508.87 79,308.26 220,733.87 53,640.92 427 324/2 30,525.61 278,085.13 144,014.11 142 089.06 95,531.73 20 503.16 19,284.84 83 707.74 121 852.77 75,380.27 23,782.35 114,320.80 5,112.96 148,399.52 85,080.29 83 236.56 17,589.95 61,511.70 26,963.18 50 690.35 248 007.50 499,850.50 296,321.51 64,908.69 377,294.50 615.29 49,995/6 109,320.46 123 744.77 49,009.12 121,405.41 76,528.39 222,717.82 52,692.35 181632 1.500 2.488 (99.50) 2.600 2.615 3,601.69 2.482 2.683 (204.84) 1.459 2.735 3,117.58 2.396 2.506 (0.03) 4.500 0.143 (235.66) 3.500 2.698 (1,098.39) 3.000 2.875 (288.96) 2.500 2.584 654.76 2.000 2.496 (428.58) 3.500 2.953 (1,699.41) 3.000 2.641 1,426.33 4.000 2.840 (79.84) 4.500 2.486 412 537.50 (23 890.59) 2.273 4.179 29,718.09 280,741.77 140,926.82 140 018.20 95,249.65 20 423.22 19,275.06 83 443.76 121 293.85 74,915.94 23,645.09 116,604.28 5,116.43 151,194.39 85,949.43 83 436.58 17,904.50 61,501.41 27,071.16 51321.39 (167.55) 2.968 2.569 1,916.80 2.373 2.499 (2,564.05) 3.000 2.876 (I 380.10) 2.573 2.529 (228.58) 2.500 2.673 (27.23) 3.000 2.688 17.63 3.000 2.537 (78.08) 3.000 2.649 (221.48) 3.500 2.968 173.56 4.500 2.597 (1.00) 5.500 3.010 2,310.69 3.500 2.657 5.35 3.000 2.638 2,648.52 2.250 2.839 795.43 2.500 3.132 175.01 1.750 2.817 317.37 1.250 2.746 6.03 1.250 3.233 112.84 2.500 2.808 591.36 4.500 2.799 9,020.41 8,990.82 - 8,974.95 _(23.38) 2.000 3.054 34 146.86 34 232.23 34 049.88 (140.79) 2.500 2.673 36,733.51 37,072.14 - 36,761.79 _1141.81) 3.000 2.688 27,752.98 8,730.65 65,000.00 184,812.26 129,646.03 123,444.86 206,000.00 108,571.24 140,040.97 249,705.30 1I0 478.14 113,750.56 28,021.83 8,623.21 65,594.14 188,537.38 127,863.39 123,824.12 209,846.41 107,909.64 146,756A2 262,931.88 109 943.02 110,164.74 27,814.59 8,667.70 65,359.45 188,321.84 128,170.66 123,838.65 210,505.22 107,891.58 146,303.60 252,566.92 107 711.77 105,683.37 (103.40) 3.000 2.649 9.50 1.781 2.738 64.21 3.531 2.829 637.09 4.500 2.669 268.84 1.750 2.817 27.52 3.336 3.133 716.22 3.989 2.755 10.58 1.250 3.233 (96.43) 4.500 3.112 105.77 3.370 2.327 (2 535.54) 1.705 3.696 (6,061.32) 1.826 4.302 12/16/2046 - 425 000.00 415 829.11 --- 393 078.25 (25 408.01) 2.811 3.942 07/16/2043 05/08/2015 05/16/2055 05/14/2015 11/16/2041 09/16/2055 08/05/2015 06/01/2020 11/12/2015 06/01/2021 07/15/2016 05/25/2022 08/29/2016 01/25/2023 08/29/2016 07/01/2022 08/29/2016 03/01/2022 10/25/2016 01/20/2027 04/25/2023 10/28/2016 03/01/2023 03/25/2023 02/21/2018 09/01/2021 08/29/2018 12/01/2020 09/13/2018 10/01/2020 09/25/2018 03/01/2021 11/07/2018 12/01/2022 02/21/2019 11/01/2021 02/22/2019 12/01/2020 01/17/2018 09/25/2022 01/25/2018 02/25/2022 01/25/2018 04/25/2022 01/30/2018 03/25/2020 06/29/2018 08/01/2021 11/02/2018 07/01/2021 11/02/2018 03/01/2021 11/07/2018 07/01/2021 12/19/2018 11/01/2021 02/22/2019 450,000.00 434,460.94 - 423,288.00 (18,202.30) 2.389 4.001 273,662.41 277,040.43 --- 263,495.85 (12,895.32) 2.500 3.362 127,611.14 150,707.79 100,000.00 296,697.20 380,000.00 167,094.31 116056.23 275,566.65 50814.85 130,000.00 19,033.42 18,113.56 130,943.29 166,198.99 107,642.83 29,077.92 16,665.95 29,137.40 34239.70 96,966.50 61,184.90 53,015.00 100,389.86 91,921.10 86,114.26 121,714.12 146,857.67 99,875.00 305,180.89 394,917.97 288259.65 172,226.18 271,649.60 132,747.27 19,253.49 18,180.08 133,654.23 165,212.18 108,181.05 29,732.18 16,421.17 28,736.77 96,337.73 62,093.11 53,801.95 102,468.24 89,422.01 86,544.84 120,010.62 142,568.06 99,124.00 294,216.81 273754.12 169,106.12 274,566.34 133,251.30 19,352.23 18,242.17 135,375.72 165,647.21 29,730.72 16,45739 28,773.77 96,581.55 62,508.94 54,396.57 103,788.06 90,609.39 87,382.72 AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA 256350021 LC-RCTC 2013 Residual Fund 3138LIW62 Agency MBS 256350021 LC-RCTC 2013 Residual Fund 31397UPF0 Federal National Mortgage Association Fannie Mae Agency MBS Federal National Mortgage Association Fannie Mae 33 127.093.34 169,516.61 126,338.73 171,953.41 126,671.39 172,742.51 325.57 2.500 2.577 AAA Page 2 of 34 ISFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2019 IIIMMIEIMEM11 -AdMillIllallMillEnllIlli 256- 350021 LC-RCTC 2013 Residual Fund 025821GN4 Asset Backed American Express Credit Account Master Trust 05/15/2019 01/16/2018 100,000.00 100,351.56 --- 100,041.00 (34.37) 2.854 2.555 AAA 256350021 LC-RCTC 2013 Residual Fund 161571FK5 Asset Backed Chase Issuance Trust O8/15/2019 01/25/2018 115,000.00 113,827.54 --- 114,557.25 (157.41) 1.580 2.619 AAA 256350021 LC-RCTC 2013 Residual Fund 65479AAD4 Asset Backed Nissan Auto Lease Trust 2017-A 04/15/2020 01/25/2018 43,987.89 43,786.84 --- 43,913.99 (38.87) 1.910 2.714 AAA 256350021 LC-RCTC 2013 Residual Fund 055657AC4 Asset Backed Bmw Vehicle lease Trust 2017-1 256350021 LC-RCTC 2013 Residual Fund 05522RCV8 Asset Backed BA Credit Card Trust 256350021 LC-RCTC 2013 Residual Fund 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 256350021 LC-RCTC 2013 Residual Fund 02587AA13 Asset Backed American Express Credit Account Master Trust 256350021 LC-RCTC 2013 Residual Fund 65478HAD0 Asset Backed 256350021 LC-RCTC 2013 Residual Fund 05584PAD9 Asset Backed 256350021 LC-RCTC 2013 Residual Fund 43814TAD4 Asset Backed 256350021 LC-RCTC 2013 Residual Fund 477891AB2 NAROT 17-C BMW Vehicle (case Trust 2017-2 Honda Auto Receivables 2007-1 Owner Trust Asset Backed John Deere Owner Trust 2019 256350021 LC-RCTC 2013 Residual Fund 55379WGM2 CD MUFG Bank Ltd. 05/20/2020 01/29/2018 63,230.09 63,042.38 --- 63,128.92 (69.41) 1.980 2.792 AAA 05/15/2019 06/29/2018 100,000.00 100,214.84 - 100,040.00 (10.42) 2.874 2.583 AAA 05/16/2022 06/29/2018 85,000.00 84,561.72 --- 85,072.25 364.68 2.650 2.604 AAA 02/18/2020 06/29/2018 04/18/2022 09/25/2018 02/20/2020 10/11/2018 06/21/2023 10/11/2018 10/15/2021 03/05/2019 04/08/2019 03/19/2019 100,000.00 70,000.00 150,000.00 200,000.00 105,000.00 300 000.00 98,515.63 68,908.98 148,652.34 196,375.00 104,995.21 299 997.45 99,392.00 69,629.00 149,430.00 198,316.00 105,179.55 300 009.00 203.76 1.930 2.639 417.52 2.120 2.546 140.10 2.070 2.830 1,294.47 2.050 2.481 184.24 2.850 2.706 9.89 2.540 2.375 AAA AAA AAA AAA AAA AAA 256350021 LC-RCTC 2013 Residual Fund 869581L72 CD Svenska Handelsbanken AB 256350023 LC -Sr Lien Reserve Fund-1 62888VAA6 CMO 256350021 LC-RCTC 2013 Residual Fund 62888VAA6 CMO 256350021 LC-RCTC 2013 Residual Fund 62888UAB6 CMO 256350021 LC-RCTC 2013 Residual Fund 13607RAB6 Corporate 256350021 LC-RCTC 2013 Residual Fund 46625HKA7 Corporate 256350021 LC-RCTC 2013 Residual Fund 38141E808 Corporate 256350021 LC-RCTC 2013 Residual Fund 06406HCU1 Corporate 256350021 LC-RCTC 2013 Residual Fund 06051GFN4 Corporate 256350021 LC-RCTC 2013 Residual Fund 86787EAS6 Corporate 256350021 LC-RCTC 2013 Residual Fund 780082AC7 NCUA Guaranteed Notes Trust 2011-R1 NCUA Guaranteed Notes Trust 2011-R1 NCUA Guaranteed Notes Trust 2010-R2 Canadian Imperial Bank of Commerce JPMorgan Chase & Co. The Goldman Sachs Group, Inc. The Bank of New York Mellon Corporation Bank of America Corporation SunTrast Bank Corporate Royal Bank of Canada 256350021 LC-RCTC 2013 Residual Fund 61747WAF6 Corporate 256350021 LC-RCTC 2013 Residual Fund 06416CAC2 Corporate 256350021 LC-RCTC 2013 Residual Fund 254010AC5 Corporate 256350021 LC-RCTC 2013 Residual Fund 369550BA5 Corporate 256350021 LC-RCTC 2013 Residual Fund 31677QBB4 Corporate 256350021 LC-RCTC 2013 Residual Fund 17275RBG6 Corporate 256350021 LC-RCTC 2013 Residual Fund 40428HPN6 Corporate 256350021 LC-RCTC 2013 Residual Fund 89114QAS7 Corporate 256350021 LC-RCTC 2013 Residual Fund 06367TPX2 Corporate 256350021 LC-RCTC 2013 Residual Fund 375558BB8 Corporate 256350021 LC-RCTC 2013 Residual Fund 46625HHS2 Corporate 256350021 LC-RCTC 2013 Residual Fund 0258MOEE5 Corporate 256350021 LC-RCTC 2013 Residual Fund 69353RFC7 Corporate 256350021 LC-RCTC 2013 Residual Fund 06051GEC9 Corporate 256350021 LC-RCTC 2013 Residual Fund 06406FAB9 Corporate 256350021 LC-RCTC 2013 Residual Fund 55279HAN0 Corporate 256350021 LC-RCTC 2013 Residual Fund 90331BNP4 Corporate 256350021 LC-RCTC 2013 Residual Fund 49327M2P8 Corporate 256350021 LC-RCTC 2013 Residual Fund 69350BR81 CP 256350021 LC-RCTC 2013 Residual Fund 50000ER89 CP 256350021 LC-RCTC 2013 Residual Fund 74456DRB3 CP 256350021 LC-RCTC 2013 Residual Fund 43357MR51 CP 256350021 LC-RCTC 2013 Residual Fund 07274MRA5 CP 256350021 LC-RCTC 2013 Residual Fund CCYUSD Currency 256350021 LC-RCTC 2013 Residual Fund CCYUSD Currency 256350023 LC -Sr lien Reserve Fund-1 31846V401 MM Fund 256350021 LC-RCTC 2013 Residual Fund 31846V401 MM Fund 256350021 LC-RCTC 2013 Residual Fund 459058GK3 Morgan Stanley The Bank of Nova Scotia Dignity Health General Dynamics Corporation Fifth Third Bank Cisco Systems, Inc HSBC USA Inc. The Toronto -Dominion Bank Bank of Montreal Gilead Sciences, Inc. JPMorgan Chase & Co. American Express Credit Corporation PNC Bank, National Association Bank of America Corporation The Bank of New York Mellon Corporation Manufacturers and Traders Trust Company U.S. Bank National Association KeyBenk National Association PPG Industries, Inc. Koch Industries, Inc. Public Service Electric and Gas Company Hitachi Capital America Corp. Bayerische Landesbank UNITED STATES OF AMERICA UNITED STATES OF AMERICA First American Funds, Inc. First American Funds, Inc. Non -US Gov International Bank for Reconstruction and Development 256350023 LC -Sr Lien Reserve Fund-1 912828SA9 TIPS 256350023 LC -Sr Lien Reserve Fund-1 912828V49 TIPS 256350023 LC -Sr Lien Reserve Fund-1 912828UH1 TIPS 256350021 LC-RCTC 2013 Residual Fund 912828UH1 TIPS 256350021 LC-RCTC 2013 Residual Fund 912828SA9 TIPS 256350023 LC -Sr Lien Reserve Fund-1 912828658 US Gov 256350023 LC -Sr Lien Reserve Fund-1 912828XB1 US Gov 256350023 LC -Sr Lien Reserve Fund-1 912828G38 US Gov 256350023 LC -Sr Lien Reserve Fund-1 912828L99 US Gov 256350023 LC -Sr Lien Reserve Fund-1 912828L57 US Gov 256350023 LC -Sr Lien Reserve Fund-1 912828VV9 US Gov 256350021 LC-RCTC 2013 Residual Fund 912828UF5 US Gov 256350021 LC-RCTC 2013 Residual Fund 912828B58 US Gov 256350021 LC-RCTC 2013 Residual Fund 912828VV9 US Gov 256350021 LC-RCTC 2013 Residual Fund 912828L57 US Gov 256350021 LC-RCTC 2013 Residual Fund 912828VA5 US Gov 256350021 LC-RCTC 2013 Residual Fund 912828Y53 US Gov 256350021 LC-RCTC 2013 Residual Fund 9128285H9 US Gov 256350021 LC-RCTC 2013 Residual Fund 56052FHZ1 VRDN 256350021 LC-RCTC 2013 Residual Fund 658886DZ6 VRDN Treasury United States Department of Treasury, United States Department of Treasury United States Department of Treasury, United States Department of Treasury, United States Department of Treasury, United States Department of Treasury, United States Department of Treasury, United States Department of Treasury United States Department of Treasury, United States Department of Treasury, United States Department of Treasury, United States Department of Treasury United States Department of Treasury, United States Department of Treasury United States Department of Treasury, United States Department of Treasury United States Department of Treasury, United States Department of Maine State Housing Authority North Dakota Housing Finance Agency 04/03/2019 03/18/2019 10/07/2020 01/22/2019 10/07/2020 01/22/2019 11/05/2020 03/15/2019 09/06/2019 O1/23/2020 01/25/2018 03/15/2020 05/15/2019 01/25/2018 04/21/2020 01/25/2018 O1/31/2020 01/25/2018 10/14/2020 O1/25/2021 01/29/2018 04/26/2021 11/O1/2019 03/15/2018 05/11/2020 04/25/2019 06/29/2018 09/20/2019 06/29/2018 11/13/2019 06/29/2018 07/02/2019 12/12/2019 09/01/2020 07/22/2020 03/03/2020 05/19/2020 10/10/2018 07/01/2020 05/03/2021 10/11/2018 08/17/2020 10/11/2018 04/26/2021 10/11/2018 08/22/2019 10/11/2018 04/08/2019 03/08/2019 04/08/2019 03/14/2019 04/11/2019 03/15/2019 04/05/2019 03/15/2019 04/10/2019 03/31/2019 03/31/2019 03/31/2019 03/25/2019 03/31/2019 08/21/2020 O1/15/2022 O1/15/2027 O1/15/2023 02/05/2018 O1/15/2023 O1/15/2022 06/29/2018 O1/31/2021 05/15/2025 300,000.00 109,702.84 84,155.60 177,428.66 200,000.00 100 000.00 200,000.00 100,000.00 100,000.00 100 000.00 200,000.00 100 000.00 200,000.00 24 000.00 225.000.00 300,003.99 109,741.42 84,185.19 177,692.04 197,801.00 99 577.00 12/23/2019 208,651.00 99,974.00 04/15/2019 99,537.00 100 644.00 12/31/2019 196,622.00 108 369.00 194,126.00 23 897.52 224,409.50 200,000.00 199,518.00 150.000.00 147.883.50 100,000.00 200,000.00 200,000.00 135,000.00 140 000.00 160,000.00 250,000.00 200,000.00 200 000.00 250,000.00 250 000.00 250,000.00 250,000.00 250,000.00 320,000.00 275,000.00 580,000.00 0.00 0.00 0.00 0.00 315,000.00 461 500.75 291,751.60 190 827.00 98,139.60 200,169.00 - 1,375,000.00 99,140.00 199,006.00 197,898.00 133,439.10 142 963.00 157,949.40 02/01/2020 245,222.50 04/19/2020 207,806.00 193 708.00 04/03/2021 244,707.50 07/17/2020 249 395.00 03/26/2021 247,367.50 249,425/1 249,572.92 319,349.60 274,558.85 579,400.84 (499,986.11) 101,471.13 31,570.50 544,875.30 315,116.40 463 803.40 290,408.75 188 328.92 96,269.28 196,823.02 300,003.00 109,915.67 84,318.86 177,577.70 199,104.00 99 635.00 204,660.00 99,934.00 99,472.00 100 304.00 198,578.00 105 017.00 197,046.00 23 988/4 225,744.75 199,964.00 149.172.00 99,747.00 199,746.00 199,362.00 134,821.80 143 141.60 159,257.60 248,395.00 207,032.00 197 408.00 247,952.50 252 347.50 248,927.50 249,877.50 249,877.50 319,776.00 274,923.00 579,634.60 - (499,986.11) 101,471.13 31,570.50 544,875.30 314,952.75 457 794.90 289,087.91 188 643.94 97,016.88 198,561.64 2.50 2.555 2.419 178.42 2.931 3.156 136.87 2.931 3.156 (108.60) 2.983 2.802 (71.79) 1.600 2.636 (189.54) 2.250 2.703 78.05 5.375 2.898 (63.68) 2.200 2.696 (306.48) 2.250 2.758 52.28 3.274 2.757 959.63 2.100 2.573 (162.75) 5.750 2.901 1,438.33 1.875 2.611 25.56 2.637 2.719 1,149.45 2.875 2.571 3.04 2.375 2.598 (6.23) 1.400 2.575 139.37 2.375 2.785 42.88 2.125 2.607 494.78 2.100 2.559 961.80 2.550 2.644 1032/0 4.400 2.648 552.76 2.200 2.709 1,791.73 2.000 2.574 1,290.89 5.625 2.753 2 597.43 1050 2.690 1,951.43 2.050 2.656 2 844.11 3.150 2.663 151.67 1.600 2.687 7.29 0.000 1.970 (2.92) 0.000 1.970 16.89 0.000 2.112 7.03 0.000 1.687 5.10 0.000 2.073 0.00 0.000 0.000 0.00 0.000 0.000 0.00 1.940 1.890 0.00 1.940 1.890 (141.15) 2.650 2.699 (5149.86) 0.125 0.413 (1,577.34) 0.375 0.494 (260.82) 0.125 0.428 412.30 0.125 0.428 1,032.46 0.125 0.413 1,405,890.24 - 1,370,325.00 (15,975.69) 2.125 2.314 - 1,350,000.00 1,373,695.32 11/15/2024 04/18/2017 10/31/2020 09/30/2022 1,350,000.00 1,369,037.11 - 1250 000.00 1 239 802.73 - 1,400,000.00 O8/31/2020 07/14/2017 12/31/2019 O1/31/2021 08/31/2020 100,000.00 545,000.00 550 000.00 - 1,060,000.00 09/30/2022 06/29/2018 04/30/2020 07/31/2020 10/31/2020 11/15/2052 06/29/2018 07/01/2038 06/29/2018 100 000.00 925,000.00 645 000.00 100,000.00 100,000.00 1,335,919.50 (29,390.81) 2.125 2.308 - 1,347,367.50 (17,049.51) 2.250 2.287 1 231 100.00 (14176.42) 1.375 2.350 1,386,564.45 - 1,377,138.00 (13,901.74) 1.750 2.237 101,667.97 534,363.09 541 754.30 1,047,463.28 96167.97 901,532.23 645 163.99 100,000.00 04/30/2019 100,000.00 99,672.00 539,740.75 548 130.00 1,056,523.20 98 367.00 912,494.00 644400.15 100,000.00 100,000.00 (1,093.20) 2.125 2.360 671.91 1.125 2.418 4454.55 2.125 2.314 5,536.09 2.125 2.360 1547.73 1.750 2.237 3,114.92 1.125 2.390 (728.43) 2.468 2.577 AAA AAA AAA AAA AA A A AAA AAA AA AA AA AA AAA AAA AA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA 0.00 2.430 2.430 AA 0.00 2.390 2.390 AA 34 Page 3 of 34 ATTACHMENT 3 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC -RCM 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2019 3134GTB11 AgencY Freddie Mac 3137A1LC5 Agency CMO Federal Home Loan Mortgage Corporation 3137A5FP4 Agency CMO Federal Home Loan Mortgage Corporation 38378CDK0 Agency CMO The Government National M. age Association Guaranteed REMIC Pass -Through Securities 38378AWX5 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 3137APP53 Agency CMO Federal Home Loan Mortgage Corporation 3137AIN90 Agency CMO Federal Home Loan Mortgage Corporation 31397LUK3 Agency CMO Federal National Mortgage Association Farmie Mae 3136A5KR6 Agency CMO Federal National Mortgage Association Fannie Mae 31358TPC7 Agency CMO Federal National Mortgage Association Fannie Mae 3137ABFH9 Agency CMO Federal Home Loan Mortgage Corporation 38375CBH2 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 31416BVR6 Agency MBS Federal National Mortgage Association, Inc. 3137B1UF7 Agency MBS Federal Home Loan Mortgage Corporation 3137AXHN6 Agency MBS Federal Home Loan Mortgage Corporation 3137AWQG3 Agency MBS Federal Home Loan Mortgage Corporation 3137B2GW4 Agency MBS Federal Home Loan Mortgage Corporation 31381RZ23 Agency MBS Federal National Mortgage Association Fannie Mae 31381RLL6 Agency MBS Federal National Mortgage Association Fannie Mae 31381QB54 Agency MBS Federal National Mortgage Association Famde Mae 3138L2GH4 Agency MBS Federal National Mortgage Association Fannie Mae 31381SV18 Agency MBS Federal National Mortgage Association Fannie Mae 3138L1W62 Agency MBS Federal National Mortgage Association Famde Mae 31397UPF0 Agency MBS Federal National Mortgage Association Fannie Mae 025821GN4 As. Backed American Express Credit Account Master Trust 161571FK5 Asset Backed Chase Issuance Trust 65479AAD4 Asset Backed Nissan Auto Lease Trust 2017-A 055657AC4 Asset Backed Bmw Vehicle Lease Trust 2017-1 05522RCV8 Asset Backed BA Credit Card Trust 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 02587AA13 Asset Backed American Express Credit Account Master Trust 65478HAD0 Asset Backed NAROT 17-C 04/01/2021 03/29/2019 O8/15/2020 01/17/2018 O1/15/2021 01/30/2018 03/20/2035 01/30/2018 O1/20/2036 01/30/2018 10/25/2020 05/18/2018 06/25/2020 06/26/2018 Base Net Total Curealiactl 500000.00 499950.00 07/01/2019 499850.50 (99.50) 2.600 2.615 AAA 9 020.41 8 990.82 - 8,974.95 (23.38) 2.000 3.054 AAA 34146.86 34,232.23 - 34049.88 (140.79) 2.500 2.673 AAA 36,733.51 37,072.14 -- 36,761.79 (141.81) 3.000 2.688 AAA 27 752.98 28 021.83 - 27 814.59 8,730.65 8,623.21 65 000.00 65 594.14 06/25/2023 10/10/2018 184,812.26 188,537.38 8,667.70 (103.40) 3.000 2.649 AAA 9.50 1.781 2.738 AAA 65 359.45 64.21 3.531 2.829 AAA 188,321.84 637.09 4.500 2.669 AAA 10/25/2022 01/25/2019 129 646.03 127 863.39 - 128 170.66 268.84 1.750 2.817 AAA 02/25/2023 02/11/2019 123444.86 123824.12 - 123838.65 27.52 3.336 3.133 AAA 06/25/2021 03/15/2019 206000.00 209846.41 - 210505.22 716.22 3.989 2.755 AAA 03/16/2035 03/19/2019 108571.24 107909.64 12/01/2020 01/17/2018 09/25/2022 01/25/2018 02/25/2022 01/25/2018 04/25/2022 01/30/2018 03/25/2020 06/29/2018 08/01/2021 11/02/2018 07/01/2021 11/02/2018 107,891.58 10.58 1.250 3.233 AAA 29 077.92 29 732.18 - 29 730.72 327.03 5.000 0.338 AAA 16,665.95 16421.17 29137.40 28 736.77 34,239.70 33,517.45 16,457.79 (13.65) 1.785 2.485 AAA 28773.77 (52.35) 1.749 2.536 AAA 33,722.68 34.60 1.583 2.495 AAA 96966.50 96337.73 - 96581.55 19.42 2.313 2.638 AAA 61,184.90 62,093.11 62,508.94 558.23 3.840 2.710 AAA 53 015.00 53 801.95 - 54 3%.57 724.16 3.840 2.366 AAA 03/01/2021 11/07/2018 100,389.86 102,468.24 - 103,788.06 1,693.48 4.410 2.111 AAA 07/01/2021 12/19/2018 11/01/2021 02/22/2019 91921.10 89422.01 - 90609.39 904.31 1.870 2.651 AAA 86,114.26 86,544.84 12/01/2022 02/21/2019 127093.34 126338.73 06/25/2021 03/15/2019 169,516.61 171953.41 87,382.72 126 671.39 172,742.51 852.61 3.330 2.659 AAA 325.57 2.500 2.577 AAA 830.13 3.763 2.652 AAA 05/15/2019 01/16/2018 100000.00 100351.56 - 100041.00 (34.37) 2.854 2.555 AAA 08/15/2019 01/25/2018 115,000.00 113,827.54 04/15/2020 01/25/2018 05/20/2020 01/29/2018 114,557.25 (157.41) 1.580 2.619 AAA 43 987.89 43 786.84 - 43 913.99 (38.87) 1.910 2.714 AAA 63,230.09 63,042.38 - 63,128.92 (69.41) 1.980 2.792 AAA 05/15/2019 06/29/2018 100000.00 100214.84 - 100040.00 (10.42) 2.874 2.583 AAA 05/16/2022 06/29/2018 85,000.00 84,561.72 -- 85,072.25 364.68 2.650 2.604 AAA 02/18/2020 06/29/2018 100000.00 98515.63 - 99392.00 203.76 1.930 2.639 AAA 04/18/2022 09/25/2018 70,000.00 68,908.98 69629.00 417.52 2.120 2.546 AAA 256350021 LC-RCTC 2013 Residual Fund 05584PAD9 Asset Backed BMW Vehicle Lease Trust 2017-2 02/20/2020 10/11/2018 150 000.00 148 652.34 149 430.00 140.10 2.070 2.830 AAA 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 43814TAD4 Asset Backed Honda Auto Receivables 2007-1 Owner Trust 477891AB2 Asset Backed John Deere Owner Trust 2019 06/21/2023 10/11/2018 200,000.00 196,375.00 198,316.00 1,294.47 2.050 2.481 AAA 10/15/2021 03/05/2019 105000.00 104995.21 - 105179.55 184.24 2.850 2.706 AAA 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 55379WGM2 CD MUFG Bank, Ltd. 869581172 CD Svenska Handelsbanken AB 04/08/2019 03/19/2019 300,000.00 299,997.45 300,009.00 9.89 2.540 2.375 AAA 04/03/2019 03/18/2019 300000.00 300003.99 - 300003.00 2.50 2.555 2.419 AAA 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 62888VAA6 CMO NCUA Guaranteed Notes Trust 2011-R1 62888UAB6 CMG, NCUAGuaranteed Notes Trust 2010-R2 13607RAB6 Corporate Canadian Imperial Bank of Commerce 256350021 LC-RCTC 2013 Residual Fund 46625HKA7 Corporate JPMorgan Chase & Co. 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 38141EA58 Corporate The Goldman Sachs Group, Inc. 06406HCUl Corporate The Bank of New York Mellon Corporation 06051GFN4 Corporate Bank of America Corporation 86787EAS6 Corporate SunTrust Bank 780082AC7 Corporate Royal Bank of Canada 61747WAF6 Corporate Morgan Stanley 06416CAC2 Corporate The Bank of Nova Scotia 256350021 LC-RCTC 2013 Residual Fund 254010AC5 Corporate Dignity Health 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC -RCM 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 369550BA5 Corporate General Dynamics Corporation 316770BB4 Corporate Fifth Third Bank 17275RBG6 Corporate Cisco Systems, Inc. 40428HPN6 Corporate HSBC USA Inc. 89114QAS7 Corporate The Toronto -Dominion Bank 06367TPX2 Corporate Bank of Montreal 375558BB8 Corporate Gilead Sciences, Inc. 256350021 LC-RCTC 2013 Residual Fund 46625HHS2 Corporate 1PMorgan Chase & Co. 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 0258MOEE5 Corporate American Express Credit Corporation 69353RFC7 Corporate PNC Bank, National Association 06051GEC9 Corporate Bank of America Corporation 06406FAB9 Corporate The Bank of New York Mellon Corporation 55279HAN0 Corporate Manufacturers and Traders Trust Company 90331HNP4 Corporate U.S. Bank National Association 256350021 LC-RCTC 2013 Residual Fund 49327M2P8 Corporate KeyBank National Association 256350021 LC-RCTC 2013 Residual Fund 69350BR81 CP PPG Industries Inc. 10/07/2020 01/22/2019 84,155.60 84,185.19 - 84,318.86 136.87 2.931 3.156 AAA 11/05/2020 03/15/2019 177428.66 177692.04 - 177577.70 (108.60) 2.983 2.802 AAA 09/06/2019 200,000.00 197,801.00 199,104.00 (71.79) 1.600 2.636 AA O1/23/2020 01/25/2018 100000.00 99577.00 12/23/2019 99635.00 (189.54) 2.250 2.703 A 03/15/2020 200,000.00 208,651.00 204,660.00 78.05 5.375 2.898 A 05/15/2019 01/25/2018 100000.00 99974.00 04/15/2019 99934.00 (63.68) 2.200 2.696 A 04/21/2020 01/25/2018 100,000.00 99,537.00 99,472.00 (306.48) 2.250 2.758 A O1/31/2020 01/25/2018 100000.00 100644.00 12/31/2019 100304.00 52.28 3.274 2.757 A 10/14/2020 - 200000.00 196622.00 - 198,578.00 959.63 2.100 2.573 AAA O1/25/2021 01/29/2018 100000.00 108369.00 - 105017.00 (162.75) 5.750 2.901 A 04/26/2021 11/01/2019 03/15/2018 05/11/2020 200,000.00 194,126.00 197,046.00 1,438.33 1.875 2.611 AAA 24 000.00 23 897.52 - 23 988.24 25.56 2.637 2.719 A 225,000.00 224,409.50 04/25/2019 06/29/2018 200000.00 199518.00 09/20/2019 06/29/2018 150,000.00 147,883.50 225,744.75 1,149.45 2.875 2.571 A 199 964.00 149,172.00 3.04 2.375 2.598 A (6.23) 1.400 2.575 AA 11/13/2019 06/29/2018 100000.00 99140.00 - 99747.00 139.37 2.375 2.785 A 07/02/2019 -- 200,000.00 199,006.00 - 199,746.00 42.88 2.125 2.607 AA 12/12/2019 - 200000.00 197898.00 - 199362.00 494.78 2.100 2.559 AA 09/01/2020 - 135,000.00 133,439.10 - 134,821.80 961.80 2.550 2.644 A 07/22/2020 - 140 000.00 142 963.00 - 143 141.60 1 032.20 4.400 2.648 A 03/03/2020 -- 160,000.00 157,949.40 02/01/2020 159,257.60 552.76 2.200 2.709 A 05/19/2020 10/10/2018 250000.00 245,222.50 04/19/2020 248395.00 I791.73 2.000 2.574 A 07/01/2020 200,000.00 207,806.00 207 032.00 1290.89 5.625 2.753 A 05/03/2021 10/11/2018 200000.00 193708.00 04/03/2021 197408.00 2597.43 2.050 2.690 A 08/17/2020 10/11/2018 250,000.00 244,707.50 07/17/2020 247,952.50 1,951.43 2.050 2.656 A 04/26/2021 10/11/2018 250000.00 249395.00 03/26/2021 252347.50 2844.11 3.150 2.663 AA O8/22/2019 10/11/2018 250,000.00 247,367.50 - 248,927.50 151.67 1.600 2.687 A 04/08/2019 03/08/2019 250000.00 249425.21 - 249877.50 7.29 0.000 1.970 AA 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 50000ER89 CP Koch Idustnes Inc. 74456DRB3 CP Public Service Electric and Gas Company 43357M1251 CP Hitachi Capital America Corp. 07274MRA5 CP Bayerische Landesbank 256350021 LC-RCTC 2013 Residual Fund CCYUSD Currency UNITED STATES OF AMERICA 256350021 LGRCTC 2013 Residual Fund CCYUSD Currency UNITED STATES OF AMERICA 256350021 LC-RCTC 2013 Residual Fund 31846V401 MM Fund First American Funds Inc. 256350021 LC-RCTC 2013 Residual Fund 459058GK3 Non -US Gov International Bank for Reconstruction and Development 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LGRCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fuel 912828UH1 TIPS Treasury, United States Department of 912828SA9 TIPS Treasury United States Department of 912828UF5 US Gov Treasury, United States Department of 912828B58 US Gov Treasury United States Department of 912828V V9 US Gov Treasury, United States Department of 912828L57 US Gov Treasury United States Department of 912828VA5 US Gov Treasury, United States Department of 912828Y53 US Gov Treasury United States Department of 9128285H9 US Gov Treasury, United States Department of 56052FHZ1 VRDN Maine State Housing Authority 04/08/2019 03/14/2019 250000.00 249572.92 249,877.50 (2.92) 0.000 1.970 AAA 04/11/2019 03/15/2019 320000.00 319349.60 - 319776.00 16.89 0.000 2.112 04/05/2019 03/15/2019 275,000.00 274,558.85 04/10/2019 03/31/2019 580 000.00 579 400.84 0.00 (499,986.11) 274,923.00 579 634.60 (499,986.11) 7.03 0.000 1.687 AA 5.10 0.000 2.073 AAA 0.00 0.000 0.000 AAA 03/31/2019 - 0.00 101471.13 - 101471.13 0.00 0.000 0.000 AAA 03/31/2019 -- 0.00 544875.30 - 544,875.30 0.00 1.940 1.890 AAA O8/21/2020 - 315000.00 315116.40 - 314952.75 (141.15) 2.650 2.699 AAA 01/15/2023 - 98,139.60 96,269.28 - 97,016.88 412.30 0.125 0.428 AAA O1/15/2022 06/29/2018 200169.00 196823.02 - 198561.64 1032.46 0.125 0.413 AAA 12/31/2019 O1/31/2021 08/31/2020 545,000.00 534,363.09 550 000.00 541 754.30 1,060,000.00 1,047,463.28 539,740.75 671.91 1.125 2.418 AAA 548130.00 4454.55 2.125 2.314 AAA 1,056,523.20 5,536.09 2.125 2.360 AAA 09/30/2022 06/29/2018 100000.00 96167.97 - 98367.00 1547.73 1.750 2.237 AAA 04/30/2020 925,000.00 901,532.23 912,494.00 3,114.92 1.125 2.390 AAA 07/31/2020 - 645000.00 645163.99 - 644400.15 (728.43) 2.468 2.577 AAA 10/31/2020 - 950,000.00 949,671.42 - 948,632.00 (1,064.55) 2.470 2.604 AAA 11/15/2052 06/29/2018 100000.00 100000.00 04/30/2019 100000.00 0.00 2.430 2.430 AA 35 Page 4 of 34 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2019 EIM11=1111EMMI,._ 256350021 LC-RCTC 2013 Residual Fuel 658886DZ6 VRDN North Dakota Housing Finance Agency 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Find-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Find-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3137EADB2 Agency Federal Home Loan Mortgage Corporation 3135GOD75 Agency Federal National Mortgage Association Fantle Mae 3137EADR7ency Federal Home Loan Mortgage Corporation 3134G9V38 Agency Federal Home Loan Mortgage Corporation 3136A72D3 Agency CMO Federal National Mortgage Association Fannie Mae 3137ASNH3 Agency CMO Federal Home Loan Mortgage Corporation 3137AUPE3 Agency CMO Federal Home Loan Mortgage Corporation 31395EZP5 Agency CMO Federal Home Loan Mortgage Corporation 383771Z89 Agency CMO The Govennment National Mortgage Association Guaranteed REMIC Pass -Through Securities 38377RVK8 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378TAF7 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378CRT6 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38376GB33 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38376T5Z1 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38376WA62 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38377RSZ9 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378B7F0 Agency CMO Gover®ent National Mortgage Association 3137AJMF8 Agency CMO Federal Home Loan Mortgage Corporation 3137ATRW4 Agency CMO Federal Home Loan Mortgage Corporation 38380AZ34 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 3137AXHP1 Agency CMO Federal Home Loan Mortgage Corporation 3137A5FP4 Agency CMO Federal Home Loan Mortgage Corporation 38378CDK0 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38377LQT8 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378AWX5 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378DDC6 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 31398QTP2 Agency CMO Federal Home Loan Mortgage Corporation 38375KCX8 Agency CMO Government National Mortgage Association 38379HLE3 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38377F2N0 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378VC45 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 383771M59 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 3136A5KR6 Agency CMO Federal National Mortgage Association Famtle Mae 38378HXH4 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38375CBH2 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 3137B5A60 Agency CMO Federal Home Loan Mortgage Corporation 3137B4HDI Agency CMO Federal Home Loan Mortgage Corporation 31417YKF3 Agency MBS Federal National Mortgage Association Fantle Mae 31381PEB0 Agency MBS Federal National Mortgage Association Fannie Mae 38378KXW4 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378B6A2 Agency MBS Government National Mortgage Association 38378KSL4 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378KRS0 Agency MBS The Gover®ent National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378XP62 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38378KWU9 Agency MBS The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 38379KDN5 Agency MBS Government National Mortgage Association 3138L33G8 Agency MBS Federal National Mortgage Association Fannie Mae 31381Q6B7 Agency MBS Federal National Mortgage Association Fantle Mae 3136A7MN9 Agency MBS Federal National Mortgage Association Fannie Mae 3137B1U75 Agency MBS Federal Home Loan Mortgage Corporation 3138EIPZ5 Agency MBS Federal National Mortgage Association Fannie Mae 31381T4E7 Agency MBS Federal National Mortgage Association Fannie Mae 36202F2H8 Agency MBS Ginnie Mae II 3136AHAE0 Agency MBS Federal National Mortgage Association Fannie Mae 3138EKXL4 Agency MBS Federal National Mortgage Association Fannie Mae 3136AC714 Agency MBS Federal National Mortgage Association Fantle Mae 31381R5T7 Agency MBS Federal National Mortgage Association Fannie Mae 3138NIAE8 Agency MBS Federal National Mortgage Association Fannie Mae 31381N7G2 Agency MBS Federal National Mortgage Association Fannie Mae 31381QB54 Agency MBS Federal National Mortgage Association Fannie Mae 3138L1W62 Agency MBS Federal National Mortgage Association Fannie Mae 313815,718 Agency MBS Federal National Mortgage Association Fannie Mae 62888VAA6 CMO NCUA Guaranteed Notes Trust 2011-RI 07/01/2038 06/29/2018 100,000.00 100-000.00 - 100,000.00 0.00 2.390 2.390 AA 15.820.292.17 15.885.547.84 15.954206.21 41389.66 01/13/2022 - 950000.00 942921.50 - 952641.00 2933.67 2.375 2.271 AAA 06/22/2020 05/06/2015 600,000.00 593,490.00 - 593,544.00 (4,847.10) 1.500 2.392 AAA 05/01/2020 05/15/2015 475000.00 471527.75 - 469618.25 (4600.48) 1.375 2.435 AAA 07/27/2021 08/28/2018 250.000.00 245.225.00 04/27/2019 248007.50 I816.72 1.500 2.488 AAA 04/25/2022 07/03/2013 297427.94 282556.54 - 296321.51 3601.69 2.482 2.683 AAA 09/25/2021 07/03/2013 06/25/2022 08/15/2019 07/09/2013 10/20/2039 07/05/2013 65,400.50 63,911.11 379 000.00 366 344.03 614.15 649.75 64908.69 (204.84) 1.459 2.735 AAA 377294.50 3117.58 2.396 2.506 AAA 615.29 (0.03) 4.500 0.143 AAA 49181.31 50685.56 - 49995.26 (235.66) 3.500 2.698 AAA 04/20/2039 - 109096.81 III 273.39 - 109320.46 (I 098.39) 3.000 2.875 AAA 07/20/2041 07/05/2013 124151.99 124170.70 - 123744.77 (288.96) 2.500 2.584 AAA 10/20/2040 05/22/2014 49,785.78 48,074.39 - 49,009.12 654.76 2.000 2.496 AAA 10/16/2044 01/23/2015 121,298.66 124508.87 - 121405.41 (428.58) 3.500 2.953 AAA 01/16/2039 01/26/2015 75911.23 79308.26 76528.39 (1699.41) 3.000 2.641 AAA 10/20/2039 - 215317.36 220733.87 - 222717.82 1426.33 4.000 2.840 AAA 06/16/2039 52,008.43 53,640.92 52,692.35 (79.84) 4.500 2.486 AAA 12/16/2042 - 450000.00 427324.22 - 412537.50 (23890.59) 2.273 4.179 AAA 10/25/2021 08/05/2015 29,504.48 30,525.61 29,718.09 067.55) 2968 2.569 AAA 05/25/2022 - 282110.00 278085.13 - 280741.77 I916.80 2.373 2A99 AAA 04/20/2046 11/28/2016 140,090.48 144,014.11 - 140926.82 (2,564.05) 3.000 2.876 AAA 09/25/2022 09/29/2017 140000.00 142089.06 - 140018.20 (I 380.10) 2.573 2.529 AAA 01/15/2021 03/20/2035 03/16/2018 12/20/2037 01/20/2036 03/28/2018 95,520.93 95,531.73 95,249.65 (228.58) 2.500 2.673 AAA 20407.50 20503.16 - 20423.22 (27.23) 3.000 2.688 19,27795 19,284.84 83,258.93 83 707.74 04/20/2038 06/20/2018 121,034.84 121,852.77 05/15/2038 06/26/2018 01/20/2037 09/18/2018 19275.06 17.63 3.000 2.537 AAA 83 443.76 (78.08) 3.000 2.649 AAA 121,293.85 (221.48) 3.500 2.968 AAA 73 933.37 75 380.27 - 74 915.94 173.56 4.500 2.597 AAA 23,608.97 23,782.35 - 23,645.09 (1.00) 5.500 3.010 AAA 05/20/2043 10/18/2018 114481.79 114320.80 - 116604.28 2310.69 3.500 2.657 AAA 06/20/2038 09/28/2018 5 121.76 5 112.96 5116.43 5.35 3.000 2.638 AAA 12/16/2041 11/23/2018 153956.37 148399.52 - 151194.39 2648.52 2.250 2.839 AAA 10/20/2039 11/21/2018 10/25/2022 01/25/2019 09/16/2027 03/08/2019 03/16/2035 03/19/2019 10/15/2028 03/20/2019 12/15/2042 03/20/2019 87,261.84 85,080.29 84397.02 83,236.56 18,553.70 17,589.95 85,949.43 795.43 2.500 3.132 AAA 83 436.58 175.01 1.750 2.817 AAA 17,904.50 317.37 1.250 2/46 AAA 61888.83 61511.70 - 61501.41 6.03 1.250 3.233 AAA 27 269.96 26 963.18 - 27 071.16 112.84 2.500 2.808 AAA 49079.91 50690.35 - 51321.39 591.36 4.500 2.799 AAA 01/01/2030 - 140,040.97 146,756.42 - 146,303.60 (96.43) 4.500 3.112 AAA 11/01/2020 09/26/2014 249705.30 262931.88 - 252566.92 105.77 3.370 2.327 AAA 02/16/2037 12/11/2014 110478.14 109 943.02 107711.77 (2535.54) 1.705 3.696 AAA 11/162052 01R7J2015 113750.56 110164.74 - 105683.37 (6061.32) 1.826 4.302 AAA 12/16/2046 425,000.00 415,829.11 07/16/2043 05/08/2015 450000.00 434460.94 05/16/2055 05/14/2015 273,662.41 277,040.43 393,078.25 (25,408.01) 2.811 3942 AAA 423288.00 (18202.30) 2.389 4.001 AAA 263,495.85 (12,895.32) 2.500 3.362 AAA 11/16/2041 - 127611.14 121714.12 - 120010.62 (3395.50) 1.400 4.341 AAA 09/16/2055 08/05/2015 150,707.79 146,857.67 - 142,568.06 (6,391.80) 2.129 3.713 AAA 06/01/2020 11/12/2015 100000.00 99875.00 - 99124.00 (715.14) 2.010 2.634 AAA 06/01/2021 07/15/2016 182,849.06 202,791.04 - 188,707.54 (3,153.60) 4.295 2.659 AAA 05/25/2022 08/29/2016 296697.20 305180.89 - 294216.81 (6451.41) 2.349 2.771 AAA 01/25/2023 08/29/2016 380000.00 394917.97 377195.60 (10929.79) 2.522 2.724 AAA 07/01/2022 08/29/2016 271393.00 288,259.65 - 273754.12 (7099.39) 2.973 2.649 AAA 03/01/2022 10/25/2016 259,774.53 271,413.66 01/20/2027 167 094.31 172,226.18 260418.77 (4922.37) 2.670 2.547 AAA 169106.12 (2461.50) 3.000 2.525 AAA 04/25/2023 10/28/2016 116,056.23 118,558.69 - 116620.26 (I 299.05) 2.636 2.460 AAA 03/01/2023 - 275566.65 271649.60 - 274566.34 2068.39 2.350 2.455 AAA 03/25/2023 02/21/2018 50,814.85 49,979.19 - 50,720.33 558.84 2.523 2.765 AAA 09/01/2021 08/29/2018 130000.00 132747.27 - 133251.30 I107.86 3.770 2.641 AAA 12/01/2020 09/13/2018 10/01/2020 09/25/2018 19,033.42 19,253.49 18113.56 18180.08 03/01/2021 11/07/2018 130943.29 133,654.23 19,352/3 99.16 3.630 2/93 AAA 18242.17 34.24 3.270 2.558 AAA 135375.72 2208.88 4.410 2.111 AAA 12/01/2022 02/21/2019 166198.99 165,212.18 - 165647.21 425.74 2.500 2.577 AAA 11/01/2021 02/22/2019 107,642.83 108,181.05 109228.41 1065/5 3.330 2.659 AAA 10/07/2020 01/22/2019 109702.84 109741.42 - 109915.67 178A2 2.931 3.156 AAA 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Find-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 31846V401 MM Fund First American Funds, Inc. 912828SA9 TIPS Treasury United States Department of 912828V49 TIPS Treasury United States 1:: artment of 912828UH1 TIPS Treasury United States Department of 912828B58 US Gov Treasury, United States Department of 912828XB1 US Gov Treasury United States Department of 912828G38 US Gov Treasury, United States Department of 912828L99 US Gov Treasury United States Department of 912828L57 US Gov Treasury United States Department of 912828V V9 US Gov Treasury United States Department of 03/31/2019 03/25/2019 0.00 31,570.50 - 31,570.50 0.00 1.940 1.890 AAA 01/15/2022 - 461500.75 463803.40 - 457794.90 (5149.86) 0.125 0.413 AAA 01/15/2027 291751.60 290408.75 289087.91 (I 577.34) 0.375 0.494 AAA 01/15/2023 02/05/2018 190827.00 188328.92 - 188643.94 (260.82) 0.125 0.428 01/31/2021 05/15/2025 1,375,000.00 1,405,890.24 1 350 000.00 1 373 695.32 11/15/2024 04/18/2017 1,350,000.00 1,369,037.11 1,370,325.00 1335 919.50 1,347,367.50 (15,975.69) 2.125 2.314 AAA (29390.81) 2.125 2.308 AAA (17,049.51) 2.250 2.287 AAA 10/31/2020 - 1 250 000.00 1 239 802.73 - 1,231100.00 (14176.42) 1.375 2.350 AAA 09/30/2022 -- I400000.00 I386564.45 - 1 377 138.00 (13901.74) 1.750 2.237 AAA 08/31/2020 07/14/2017 100000.00 101667.97 - 99672.00 (I 093.20) 2.125 2.360 AAA 18.486.869.18 18.572.297.23 18.329.421.10 (222.161.38) 34307.16135 34.457.845.07 34.283.627.31 (180.771.72) 36 Page 5 of 34 ATTACHMENT 4 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2019 Source Account Account Identifier Dcscri scion Beginning Base M arket Value Base Purchases Base Sales Base Base Change In Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued Redem ttions Base Pactlmvns Gain/Loss ccretion Cain/Loss Market Value Income Balance 25635002 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 912828SA9 UNITED STATES TREASURY 61747WAF6 MORGAN STANLEY 8141EA58 GOLDMAN SACHS GROUP INC 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 06051GEC9 BANK OF AMERICA CORP 06051GEC9 BANK OF AMERICA CORP 256350021 LC-RCTC 2013 Residual Fund 38141EA58 GOLDMAN SACHS GROUP INC 195,204.84 104,265.00 102,236.00 103,378.00 103,378.00 102,236.00 (701.57) (686.77) (664.78) (559.92) (558.70) (502. 12) 4,058.37 1,438.77 758.78 697.92 696.70 596. 12 198,561.64 105,017.00 102,330.00 103,516.00 103,516.00 102,330.00 52.53 1,054.17 238.89 1,406.25 1,406.25 238.89 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 3I397LUK3 FNR 0845C DB 46625HHS2 JPMORGAN CHASE & CO 31381QB54 FN 467260 912828UH1 UNITED STATES TREASURY 02582JGN4 AMXCA 141 A 203,890.00 101,809.00 103,984.15 63,486.48 100,065.00 (15,187:74) (578.37) (245.12) (10.67) (318.95) (273.48) (241.81) (226.86) (146.27) 183.65 708.48 634.75 1,418.30 122.27 188,321.84 102,244.00 103,788.06 64,677.92 100,041.00 693.05 843.33 368.93 17.17 134.76 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 ResiduaIF d 256350021 LC-RCTC 2013 Residual Fund 912828UH1 46625HHS2 3137A1N90 UNITED STATES TREASURY JPMORGAN CHASE & CO FHMS K008 A2 05522RCV8 BACCT 161 A 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 31416BVR6 FN 995324 1381RZ2 468861 86787EAS6 SUNTRUST BANK 31,743.24 40,723.60 65,336.05 100,065.00 39,465.37 62,813.00 99,904.00 (131.00) (116.30) (100.27) (97.74) 726.72 290.30 123.67 72.74 (9,711.34) (344.60) 27.30) (4.6 (93.01) (90.66) (82.68) 97.00 35.8 482.68 32,338.96 40,897.60 65,359.45 00,040.00 29,730.72 62,508.94 00,304.00 54,396.57 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 31381RLL6 FN 468431 31381PTG3 3137ABFH9 31397UPF0 FN 466851 FHMS KAIV A2 FNA IIM1 A3 54,617.69 67,409:94 209,846.41 171,953.41 (278.35) (66,257:07) (3.71) (502.18) (82.62) (65.70) (57.41) (41.03) 43.56 (584.99) 716.22 830.13 210,505.22 172,742.S1 8.59 337.33 191.26 35.70 21.16 202.32 545.73 75.30 684.78 531.58 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 38378CDK0 GNR 11169G AK 38375CBH2 GNR 1257F LD 42,240.45 107,909.64 (5,532.30) (28.29) (32.29) (28.63) 114.23 10.58 36,761.79 107,891.58 91.83 113.10 256350021 LC-RCTC 2013 Residual Fund 89114QBF4 TORONTO-DOMINION BANK 50,013.00 (50,000.00) (21.14) 8.14 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 38378AWX5 GNR 11157E QA 912828Y53 UNITED STATES TREASURY 30,695.08 344,820.60 (2,930.44) (18.55) (19.28) (18.12) 87.78 (123.33) 27,814.59 344,679.15 69.38 1,412.76 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256150021 LC RCTC 2011 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 31381SVJ8 FN 469617 3I358TPC7 FNR G935 F 45905RGK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 3137A5FP4 FHA 3791E DA 86,753.17 130,590.04 (207.30) (6,745.20) (1.03) (20.84) 219.927.40 37,692.88 (3,764.77) (5.24) (14.72) (12.87) (10.501 (6.87) 852.61 27.52 50.10 133.87 87,382.72 123,838.65 219.967.00 34,049.88 246.93 68.72 625.96 71.14 256350021 LC-RCTC 2013 Residual Fund 62888UAB6 NGN 10R2 2A 177,692.04 (5.74) (108.60) 177,577.70 382.27 256350021 LC-RCTC 2013 Residual Fund 912828Y53 UNITED STATES TREASURY 299,844.00 (5.64) (117.36) 299,721.00 1,228.49 256350021 LC-RCTC 2013 Residual Fund 86958JL72 Svenska Handelsbanken AB 300,003.99 (3.49) 2.50 300,003.00 5,748.75 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 62888VAA6 NGN I0R1 IA 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 14,995.05 89,472.79 (5,285.74) (1.77) (3.29) (0.74) 136.87 3.44 84,318.86 14,997.75 173.60 42.68 256350021 LC-RCTC 2013 Residual Fund 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 65,031.20 (0.72) (40.23) 64,990.25 184.94 256350021 LC-RCTC 2013 Residual Fund 05531FAQ6 BB&T CORP 99,939.00 (100,000.00) (0.31) 61.31 256350021 LC-RCTC 2013 Residual Fund 31846V401 FIRST AMERGVT OBLG D 32,883.29 7,031,081.51 (6,519,089.50) 544,875.30 256350021 LC-RCTC 2013 Residual Fund CCYUSD Payable (499,986.11) 256350021 LC-RCTC 2013 Residual Fund CCYUSD Receivable 101,471.13 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 56052FHZ1 MAINE ST HSG AUTH MTG PUR 658886DZ6 NORTH DAKOTA ST HSG FIN AGY MTG REV 100,000.00 100,000.00 100,000.00 100,000.00 900.58 598.29 256350021 I,CRCTC 201 SR A IFund 45905RGK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVET OPM 14.995 05 2 70 IA 997.75 42 6R 256350021 LC-RCTC 2013 Residual Fund 3134GSTK1 FEDERAL HOME LOAN MORTGAGE CORP 100,032.00 (100,000.00) (32.00) 256350021 LC-RCTC 2013 Residual Fund 3134GTBJ1 FEDERAL HOME LOAN MORTGAGE CORP 499,950.00 (99.50) 499,850.50 36.11 256350021 LC-RCTC 2013 Residual Fund 47789JAB2 JDOT 2019 A2 104,995.21 0.10 184.24 105,179.55 149.63 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 55379WGM2 MUFG Bank, Ltd. 9128285H9 UNTIED STATES TREASURY 549,169.50 299,997.45 1.66 1.99 9.89 36.51 300,009.00 549,208.00 5,693.83 2,254.06 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 3137A1LC5 FHB. 3710F AB 20030NCP4 COMCAST CORP 12,534.45 100,383.00 (100,813.20) (3,591.85) 9.15 850.23 2.21 4.72 21.00 (424.75) 8,974.95 15.03 256150021 LC-RCTC 2011 Residual Fund 06406HCI11 BANK OF NEW YORK MELLON CORP 99.769.00 4.75 160.25 99.934.00 831.11 256350021 LC-RCTC 2013 Residual Fund 3138L1W62 FN AM1568 126,566.80 (229.44) 1.39 7.07 325.57 126,671.39 273.60 256350021 LC-RCTC 2013 Residual Fund 3137APP53 FHMS KO18 Al 10,395.43 (1,768.09) 15.12 8.11 17.13 8,667.70 12.96 256350021 LC-RCTC 2013 Residual Fund 3137BIUF7 FHMS K027 Al 17,565.95 (1,218.35) 14.64 10.50 85.04 16,457.79 24.79 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 369550BA5 GENERAL DYNAMICS CORP 61746BDM5 MORGAN STANLEY 25,017.25 99,959.00 (100,000.00) 10.92 14.58 54.58 26.42 25,082.75 279.51 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 256150021 LC RCTC 2011 Residual Fund 254010AC5 DIGNITY HEALTH 3I37AXHN6 FHMS K024 Al 808513AW5 CHARLES SCHWAB CORP 23,859.84 31,009.09 150.712.00 (151.138.501 (2,416.30) 26.56 1.392.59 15.72 17.79 19.25 112.68 136.63 (1.005.141 23,988.24 28,773.77 263.70 42.47 256350021 LC-RCTC 2013 Residual Fund 9128285H9 UNITED STATES TREASURY 399,686.75 22.59 (285.34) 399,424.00 1,639.32 256350021 LC-RCTC 2013 Residual Fund 65477XAE4 NALT 16B A4 38,863.04 (38,910.91) 18.86 23.09 5.91 256350021 LC-RCTC 2013 Residual Fund 055657AC4 BMWLT 171 A3 93,240.60 (30,361.48) 19.07 24.00 206.73 63,128.92 38.25 256350021 LC-RCTC 2013 Residual Fund 65479AAD4 NALT 17A A3 49,750.50 (6,012.11) 5.22 33.22 137.15 43,913.99 37.34 256350021 LC-RCTC 2013 Residual Fund 3137AWQG3 FHMS K023 Al 36,157.48 (2,668.12) 44.55 34.84 153.92 33,722.68 45.17 256350021 LC-RCTC 2013 Residual Fund 71112KN49 The Peoples Gas Light And Coke Company 149,977.50 (150,000.00) 35.00 (12.50) 256350021 LC-RCTC 2013 Residual Fund 3136A5KR6 FNR 1231G AD 139,060.41 (11,353.12) 158.88 35.65 268.84 128,170.66 189.07 256350021 LC-RCTC 2013 Residual Fund 0258MOEE5 AMERICAN EXPRESS CREDIT CORP 19,785.00 40.25 81.95 19,907.20 34.22 256350021 LC-RCTC 2013 Residual Fund 0258MOEE5 AMERICAN EXPRESS CREDIT CORP 19,785.00 40.52 81.68 19,907.20 34.22 256350021 LC-RCTC 2013 Residual Fund 0258MOEE5 AMERICAN EXPRESS CREDIT CORP 19,785.00 40.70 81.50 19,907.20 34.22 256350021 LC-RCTC 2013 Residual Fund 375558BB8 GILEAD SCIENCES INC 34,716.85 47.16 189.79 34,953.80 74.38 256350021 LC-RCTC 2013 Residual Fund 06051GFN4 BANK OF AMERICA CORP 98,931.00 51.02 489.98 99,472.00 1,000.00 256350021 LC-RCTC 2013 Residual Fund 46625HKA7 JPMORGAN CHASE & CO 99,004.00 52.94 578.06 99,635.00 425.00 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 65478DAD9 NAROT 18A A3 90331HNP4 US BANK NA 84,595.40 250,230.00 55.00 57.08 421.85 2,060.42 85,072.25 252,347.50 100.11 3,390.63 256150021 LC RCTC 2011 Residual Fund 02360SN46 Ameren Coroorati 274.958.75 (275.000.Gal 63.71 (22.461 256350021 LC-RCTC 2013 Residual Fund 912828UF5 UNITED STATES TREASURY 29,558.10 66.77 85.63 29,710.50 84.84 256350021 LC-RCTC 2013 Residual Fund 3137B2GW4 FHMS K713 A2 96,808.87 (555.26) 2.60 76.93 96,581.55 256350021 LC-RCTC 2013 Residual Fund 64587BQE5 New Jersey Natural Gas Company 149,922.71 (150,000.00) 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 369550BA5 GENERAL DYNAMICS CORP 200,138.00 279,742.17 200,662.00 279,823.60 2,236.11 256350021 LC-RCTC 2013 Residual Fund 256350021 LC-RCTC 2013 Residual Fund 912828VV9 UNITED STATES TREASURY 49,668.00 98,613.00 49,836.00 99,289.00 256350021 LC-RCTC 2013 Residual Fund 99,105.00 256350021 LC-RCTC 2013 Residual Fund 64587BN73 New Jersey Natural Gas ComPanV 274,898.25 (275,000.00) 256350021 LC-RCTC 2013 Residual Fund 912828VA5 UNITED STATES TREASURY 39,246.80 37 Page 6 of 34 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2019 Beginning Base Base Maturities and Base Base Change In Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 256350021 LC-RCTC 2013 Residual Fund 216884AN2 COOPERATIEVE RABOBANK UA(NEW YORK BRANCH) 249,085.00 (250,390.00) 256350021 LC-RCTC 2013 Residual Fund 46107KQN3 Interstate Power and Light Company 274,857.2 (275,000.00) 256350021 LC -ROTC 2013 Residual Fund 89114Q4S7 TORONTO-DOMINION BANK 256350021 LC-RCTC 2013 Residual Fund 31677QBB4 FIFTH THIRD BANK 256350021 LC-RCTC 2013 Residual Fund 89114Q4S7 TORONTO-DOMINION BANK 256350021 LC-RCTC 2013 Residual Fund 375558BB8 GILEAD SCIENCES INC 99,625.00 199,588.00 99,625.00 99,191.00 256350021 LC-RCTC 2013 Residual Fund 07274MRA5 Bayerische Lando bank 256350021 LC-RCTC 2013 Residual Fund 23337UP45 DTE Gas Company 256350021 LC-RCTC 2013 Residual Fund 46107KQV5 Interstate Power and Light Company 299,658.67 299,848.33 299,844.25 (300,000.00) (300,000.00) 2,128.59 41.82 4237 43.25 46.40 47.10 47.36 49.33 (965.42) 04.75 229.60 00.90 529.64 99,873.00 99,964.00 99,873.00 99,868.00 00 299:811.00 525.35 2,058.33 525.35 212.50 51.67 55.75 256350021 LC-RCTC 2013 Residual Fund 40428HPN6 HSBC USA INC (NEW) 99,363.00 56.44 227.56 99,747.00 910.42 25635002 LC-RCTC 2013 Residual Fund 65478HAD0 NAROT 17C A3 69,127.10 160.59 41.3 69,629.00 65.96 256350021 LC-RCTC 2013 Residual Fund 13607RAB6 CANADIAN IMPERIAL BANK OF COMMERCE 256350021 LC -ROTC 2013 Residual Fund 69511KPC0 PaclfiCorp 99,098.00 174,818.29 (175,000.00) 170.57 181.71 283.43 99,552.00 256350021 LC-RCTC 2013 Residual Fund 06416C4C2 BANK OF NOVA SCOTIA 97,638.00 186.82 698.18 98,523.00 807.29 256350021 LC-RCTC 2013 Residual Fund 161571FK5 CHAIT 124 A 256350021 LC-RCTC 2013 Residual Fund 06367TPX2 BANK OF MONTREAL 114,063.90 99,051.00 256350021 LC-RCTC 2013 Residual Fund 06367TPX2 BANK OF MONTREAL 99,051.00 190.95 302.40 114,557.25 197.43 432.57 199.78 430.22 99,681.00 80.76 635.83 99,681.00 635.83 256350021 LC-RCTC 2013 Residual Fund 912828L57 UNITED STATES TREASURY 256350021 LC-RCTC 2013 Residual Fund 0258MOEE5 AMERICAN EXPRESS CREDIT CORP 97,359.00 98,925.00 213.03 220.43 794.97 390.57 98,367.00 99,536.00 4.78 171.11 256350021 LC-RCTC 2013 Residual Fund 23336KNR9 DTE Electric Company 274,777.33 (275,000.00) 222.67 256350021 LC-RCTC 2013 Residual Fund 02587AAI3 AMXCA 171 A 98,817.00 227.08 347.92 99,392.00 85.78 256350021 LC-RCTC 2013 Residual Fund 67021KQU6 NSTAR Electric Company 274,756.70 (275,000.00) 243.30 256350021 LC-RCTC 2013 Residual Fund 36164QMS4 GE CAPITAL INTERNATIONAL FUNDING CO 193,012.00 (195,526.00) (1,130.18) 259.07 3,385.12 256350021 LC-RCTC 2013 Residual Fund 3138L2GH4 FN AM1999 90,496.36 (600.56) 15.68 264/6 433.66 90,609.39 148.02 256350021 LC-RCTC 2013 Residual Fund 7800824C7 ROYAL BANK OF CANADA 98,613.00 269.50 406.50 99,289.00 974.17 256350021 LC-RCTC 2013 Residual Fund 23337UNE5 DTE Gas Company 274,758.00 (275,000.00) 270.95 (28.95) 256350021 LC -ROTC 2013 Residual Fund 912828VA5 UNITED STATES TREASURY 68,681.90 273.17 98.53 69,053.60 330.66 256350021 LC-RCTC 2013 Residual Fund 912828B58 UNITED STATES TREASURY 256350021 LC -ROTC 2013 Residual Fund 13607RAB6 CANADIAN IMPERIAL BANK OF COMMERCE 262,962.15 99,098.00 295.54 841.31 264,099.00 933.36 300.45 153.55 99,552.00 111.11 256350021 LC-RCTC 2013 Residual Fund 50000ER89 Koch Industries, In 249,572.92 307.50 (2.92) 249,877.50 256350021 LC-RCTC 2013 Residual Fund 74456DPB5 Public Service Electric and Gas Company 149,682.75 (150,000.00) 317.25 256350021 LC-RCTC 2013 Residual Fund 06416C4C2 BANK OF NOVA SCOTIA 97,638.00 319.18 565.82 98,523.00 807.29 256350021 LC-RCTC 2013 Residual Fund 05584PAD9 BMWLT 172 A3 148,885.50 323.74 220.76 149,430.00 94.88 256350021 LC-RCTC 2013 Residual Fund 43814TAD4 HAROT 171 A4 197,362.00 348.56 605.44 198,316.00 113.89 256350021 LC-RCTC 2013 Residual Fund 43357MR51 Hitachi Capital America Corp. 256350021 LC-RCTC 2013 Residual Fund 92780KQR2 Virginia Electric and Power Company 274,558.85 199,614.33 (200,000.00) 357.12 385.67 7.03 274,923.00 256350021 LC-RCTC 2013 Residual Fund 92780KPT9 Virginia Electric and Power Company 249,590.56 (250,000.00) 409.44 256350021 LC-RCTC 2013 Residual Fund 74456DRB3 Public Service Electric and Gas Company 319,349.60 409.51 16.89 319,776.00 256350021 LC-RCTC 2013 Residual Fund 17275RBG6 CISCO SYSTEMS INC 148,654.50 431.34 86.16 149,172.00 64.17 256350021 LC-RCTC 2013 Residual Fund 69350BR81 PPG Industries, Inc. 249,425/1 445.00 7.29 249,877.50 256350021 LC-RCTC 2013 Residual Fund 912828W9 UNITED STATES TREASURY 456,945.60 471.93 1,073.67 458,491.20 850.00 256350021 LC-RCTC 2013 Residual Fund 912828VA5 UNITED STATES TREASURY 256350021 LC-RCTC 2013 Residual Fund 74456DQD0 Public Service Electric and Gas Company 132,457.95 199,495.83 (200,000.00) 487.17 504.17 229.68 133,174.80 637.71 256350021 LC RCTC 2011 Residual Fund 912828858 UNITED STATES TREASURY 282.808.35 535.75 686.90 284.031.00 1.003.80 256350021 LC-RCTC 2013 Residual Fund 43357MNR7 Hitachi Capital America Corp. 274,538.00 (275,000.00) 550.00 (88.00) 256350021 LC-RCTC 2013 Residual Fund 43357MQK9 Hitachi Capital America Corp. 274,422.50 (275,000.00) 577.50 256350021 LC-RCTC 2013 Residual Fund 06406FAB9 BANK OF NEW YORK MELLON CORP 195,206.00 593.60 1,608.40 197,408.00 1,685.56 256350021 LC-RCTC 2013 Residual Fund 43357MPE4 Hitachi Capital America Corp. 274,35335 (275,000.00) 646.25 256350021 LC-RCTC 2013 Residual Fund 912828VA5 UNITED STATES TREASURY 196,234.00 664.58 397.42 197,296.00 944.75 256350021 LC-RCTC 2013 Residual Fund 55279HAN0 MANUFACTURERS AND TRADERS TRUST CO 256350021 LC-RCTC 2013 Residual Fund 69353RFC7 PNC BANK NA 245,075.00 246,110.00 697.25 729.92 2,180.25 1,555.08 247,952.50 248,395.00 626.39 1,833.33 256350021 LC-RCTC 2013 Residual Fund 26055BQL1 The Dow Chemical Company 274,26436 (275,000.00) 735.24 256350021 LC-RCTC 2013 Residual Fund 49327M2P8 KEYBANK NA 247,775.00 758.52 393.98 248,927.50 433.33 256350021 LC-RCTC 2013 Residual Fund 912828UF5 UNITED STATES TREASURY 231,538.45 776.56 417.24 232,732.25 664.59 256350021 LC-RCTC 2013 Residual Fund 26055BPB4 The Dow Chemical Company 299,216.25 (300,000.00) 783.75 256350021 LC-RCTC 2013 Residual Fund 912828W9 UNITED STATES TREASURY 546,348.00 988.36 859.64 548,196.00 1,016.30 256350021 LC -ROTC 2013 Residual Fund 912828UF5 UNITED STATES TREASURY 275,875.60 1,109.29 313.11 277,298.00 791.85 256350021 LC-RCTC 2013 Residual Fund 912828VA5 UNITED STATES TREASURY 470,961.60 13,813,940.77 15,282,363.81 (7,316,875.20) (8,275,000.00) (216,508.81) 1,964.14 3,152.12 19,171.67 584.66 473,510.40 2,267.40 42,476.82 15,954,206.21 65,235.10 256350023 LC -Sr Lien Reserve Fund4 256350023 LC -Sr Lien Reserve Fund-1 912828SA9 UNITED STATES TREASURY 912828V49 UNITED STATES TREASURY 271,117.84 223,719.87 (1,365.84) (1,045.89) 6,028.07 9,628.80 275,780.06 232,302.78 72.96 184.58 256350023 LC -Sr Lien Reserve Fund4 31381Q6B7 FN 468066 189,516.46 (895.97) (47.38) (1,035.72) 1,170.16 188,707.54 676.26 256350023 LGSr Lien Reserve Fund-1 912828SA9 UNITED STATES TREASURY 256350023 LC -Sr Lien Reserve Fund4 3138EIPZ5 FN AL2239 178,937.77 273,297.35 (1,718.63) (63.04) (915.89) (807.68) 3,992.96 3,046.13 182,014.84 273,754.12 48.15 694.79 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund4 256350023 LC -Sr Lien Reserve Fund4 912828XB1 UNITED STATES TREASURY 912828UH1 UNITED STATES TREASURY 912828858 UNITED STATES TREASURY 1,167,756.00 185,168.90 724.386.30 (765.11) (764.19) (667.95) 20,493.11 1,187,484.00 4,239.23 188,643.94 3.799.65 727.518.1)0 9,650.55 50.08 2.571.13 256350023 LC -Sr Lien Reserve Fund4 3137BIU75 FHMS KS01 A2 374,585.00 (665.88) 3,276.48 377,195.60 798.63 256350023 LGSr Lien Reserve Fund-1 912828°38 UNITED STATES TREASURY 1,326,739.50 (600.27) 21,228.27 1,347,367.50 11,495.51 256350023 LC -Sr Lien Reserve Fund4 3138174E7 FN 470721 260,067.34 (1,694.28) (38.33) (512.23) 2,596.27 260,418.77 597.26 256350023 LGSr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund4 31381PEB0 FN 466430 313647MN9 FNA 12M8 A2 253,207.06 295,512.00 (1,258.15) (3,302.80) (15.40) (45.90) (491.52) (451.04) 1,124.93 2,504.55 252,566.92 294,216.81 724.63 580.88 256350023 LGSr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund4 3137EADB2 FREDDIE MAC 31381QB54 FN 467260 199,204.00 135,631.49 (754.40) (13.91) (346.61) (315.40) 1,698.61 827.94 200,556.00 135,375.72 1,029.17 481.22 256150023 LC Sr Lien Reserve Fund-1 912828V49 UNITED STATES TREASURY 54.687.IA (281.06) 2.379. 11) 56.785.12 45. 12 256350023 LC -Sr Lien Reserve Fund4 31381R5T7 FN 468958 132,672.80 (279.36) 857.86 133,251.30 422.03 256350023 LGSr Lien Reserve Fund-1 3137EADB2 FREDDIE MAC 199,204.00 (265.13) 1,617.13 200,556.00 1,029.17 256350023 LC -Sr Lien Reserve Fund4 912828B58 UNITED STATES TREASURY 233,192.85 (260.27) 1,268.42 234,201.00 827.69 256350023 LGSr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund4 912828B58 UNITED STATES TREASURY 31364HAE0 FNA 13M14 APT 99,231.00 116,059.35 (425.95) (7.30) (244.50) (185.08) 673.50 1,179.25 99,660.00 116,620.26 352.21 254.94 256350023 LGSr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund4 912828B58 UNITED STATES TREASURY 912828W9 UNITED STATES TREASURY 143,884.95 99,336.00 (175.87) (132.07) 797.92 468.07 144,507.00 99,672.00 510.70 184.78 256350023 LGSr Lien Reserve Fund-1 31398QTP2 FHR 3747C HW 85,274.28 (10,029.42) (119.18) (131.36) (78.38) 74,915.94 277.25 256350023 LC -Sr Lien Reserve Fund4 36202F2H8 G2 005276 142,516.83 (7,501.95) (252.58) (128.53) 1,911.55 136,545.32 337.30 256350023 LGSr Lien Reserve Fund-1 3137AXHP1 FHMS K024 A2 138,454.40 (117.83) 1,681.63 140,018.20 300.18 38 Page 7 of 34 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2019 Base Base Change In Source Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Account Account Identifier Descri'don Market Value Base Purchases Base Sales Redem'lions Base Pavdowns Gain/Loss °credo» Gain/Loss Ending Base Ending Accrued Market Value Income Balance 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 8378DDC6 GNR 1216E GB 38377RSZ9 GNR 10162D PQ 912828B58 UNITED STATES TREASURY 3137AUPE3 FHMS K021 A2 38375KCX8 GNR 0726C MA 38376T5Z1 GNR 104A PD 139,361.86 47,373.72 114,115.65 141,858.72 37,669.86 80,275.42 (18,014.17) (5,270.28) (13,941.48) (4,630,79) (81.35) (79.00) (45.56) (144.02) ( 13.60) (] 10.63) (107.60) (100.30) (86.07) 68.69) 41.12 17.04 600.95 1,593.58 48.34 1,096.47 21,293.85 42,030.86 14,609.00 43,352.00 23,645.09 76,528.39 53.02 55.57 405.04 287.52 08.21 89.78 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 31417YKF3 FN MA0293 38377RSZ9 GNR 10162D PQ 31381PTG3 FN 466851 912828B58 UNITED STATES TREASURY 3137AIME8 FHMS K016 A2 74,376.26 12,016.75 44,939.97 49,615.50 29,714.87 (3,336.76) (167.62) (56.59) (1,336.85) (32.45) (44.45) (44,171.38) (334.79) (43.80) (43.35) (163.52) (2.26) (43.13) 511.11 58.50 (389.99) 257.85 212.13 71,326.38 10,661.49 49,830.00 29,718.09 256.02 39.46 176.11 72.96 256350023 LC -Sr Lien Reserve Fund-1 38378AWX5 GNR 11157E QA 256350023 LGSr Lien Reserve Fund-1 38376WA62 GNR 1015C PD 256350023 LGSr Lien Reserve Fund-1 38378CRT6 GNR 1213E EG 92,085.24 163,184.47 50,486.75 (159,046.85) (8,791.34) (30.41) (41.65) 221.92 83,443.76 208.15 (29.62) (4,108.00) (2,109.40) 58.96 (27.21) 600.02 49,009.12 82.98 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38376GB33 GNR 116 BA 31381N7G2 FN 466295 38377RVKS GNR 10166F GP 31381SVJ8 FN 469617 3138N1AE8 FN FN0004 126,149.17 18,296.42 34,817.15 22,740.54 108,441.47 (4,991.95) (103.98) (1,772.31) (259.12) (3,379.67) (20.76) (0.63) (45.61) (1.30) (37.84) (26.85) (24.26) (20.33) (18.40) (17.22) 295.80 74.62 185.74 1,065.75 46.41 121,405.41 18,242.17 33,164.63 109,228.41 19,352.23 353.79 51.00 82.74 308.67 59.50 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38377RVK8 GNR 10166F GP 38375CBH2 GNR 1257F LD 38379HLE3 GNR 14184H WK. 58,028.58 125.042.20 61,511.70 (2,953.86) (8,654.261 (42.01) 13.04 (16.97) (16.32) (16.051 258.66 6.03 219.36 55,274.39 61,501.41 116,604.28 37.90 64.47 333.91 256350023 LC -Sr Lien Reserve Fund-1 38378CDK0 GNR 11169G AK 256350023 LC -Sr Lien Reserve Fund-1 3137A5FP4 FHR 3791E DA 23,466.91 63,052.31 (3,073.50) (7.53) (11.92) 49.26 20,423.22 51.02 (6,297.68) (8.76) (11.49) 223.94 56,958.33 119.00 256350023 LC -Sr Lien Reserve Fund-1 38380AZ34 GNR 16147C DA 144,613.27 (5,265.57) (128.03) (9.74) 1,716.89 140,926.82 350.23 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38376WA62 GNR 1015C PD 38376WA62 GNR 1015C PD 39,689.25 38,807.26 (2,103.96) (2,057.20) (134.51) (68.48) (7.69) (5.62) (289.05) (347.57) 37,154.04 36,328.39 119.73 117.07 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3137B5A60 FHR 4257G EK 36202F2H8 G2005276 33,984.77 26,963.18 (1,788.93) (1.38) (4.86) (4.65) 112.84 370.98 27,071.16 32,560.80 56.81 80.43 256350023 LC-S Lien Reserve Fund-1 38377LQT8 GNR 10128D KE 20,298.98 (5,601.55) 4.49 (4.53) 3.93 14,701.32 36.76 256350023 256350023 256350023 256350023 256350023 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund-1 LC -Sr Lien Reserve Fund-1 62888VAA6 31395EZP5 38378HXH4 3138L33G8 38378TAF7 NGN I0R1 IA FHR 2835G MD GNR 12119 KB FN AM3498 GNR 1371A GA 3,204.99 98,638.00 129,312.64 116,634:18 17,589:95 (6,890.34) (2,591.23) (6,635.94) (2.31) (7.92) 6.26 (4.29) (3.85) (2.82) (2.67) (1.56) 178.42 13.30 317.37 488.67 1,063.37 M.9615:679 61529 17,904.50 99,124.00 123,744.77 226.30 2.30 19.33 173.08 258.65 1256350023 LC -Sr Lien Reserve Fund-1 38377LOT8 GNR 10128D KE 6,315.24 (1,742.701 2.09 (0.731 (0.151 4,573.74 11.44 256350023 LC -Sr Lien Reserve Fund-1 38377F2N0 GNR 1073E IN 9,116.10 (4,004.02) 7.83 (0.13) (3.34) 5,116.43 12.80 256350023 LC -Sr Lien Reserve Fund-1 31846V401 FIRST AMER:GVT OBLG D 132,050.10 546,45419 (646,934.19) 31,570.50 256350023 LC -Sr Lien Reserve Fund-1 3134GSTK1 FEDERAL HOME LOAN MORTGAGE CORP 200,064.00 (200,000.00) (64.00) 256350023 LC -Sr Lien Reserve Fund-1 3137ATRW4 FHMS K020 A2 123,166.25 0.24 1,227/6 124,393.75 247.19 256350023 LC -Sr Lien Reserve Fund-1 3137A5FP4 FHA 3791E DA 42,388.11 (4,233.73) 12.94 4.62 119.38 38,291.31 80.00 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38378KXW4 GNR 13105 A 38377RVKS GNR 10166F GP 108,770.79 21,921.90 (1,685.61) (1,115.90) 3.55 16.14 5.16 6.30 617.88 53.00 107,711.77 20,881.43 156.97 52.10 256350023 LC-S Lien Reserve Fund-1 38378KWU9 GNR 1396 A 14,259.45 (130.621 1.29 6.52 (17.751 14,118.90 17.52 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 31417YKF3 FN MA0293 3138L1W62 FN AM1568 75,794.21 165,510.43 (1,023.80) (300.03) (42.63) 1.82 8.35 9.25 241.08 425.74 74,977.22 165,647.21 269.13 357.79 256350023 LC -Sr Lien Reserve Fund-1 38376WA62 GNR 1015C PD 155,376.36 (8,450.90) (147.80) 11.38 2,446.35 149,235.39 480.92 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38378XP62 GNR 14166 PL 3136A5KR6 FNR 1231G AD 282,997.21 90,525.60 (18,258.85) (7,390.66) (182.37) 10143 14.15 23.20 (1,074.30) 175.01 263,495.85 83,436.58 570.13 123.08 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 38377WL77 GNR 1194A AB 53,472.95 13,375.58 (489.82) (13,399.83) 5.91 30.75 23.56 24.64 (66.73) (31.15) 52,945.87 65.68 256350023 LC -Sr Lien Reserve Fund-1 38378KSL4 GNR 1374 AL 208,233.00 28.77 (161.521 208,100.25 526.98 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3138EKXL4 FN AL3382 3138EKXL4 FN AL3382 14,780.19 18,475/3 (91.06) (113.82) 3.13 3.24 34.45 34.96 114.72 152.17 14,841.42 18,551.78 30.14 37.68 256350023 LC -Sr Lien Reserve Fund-1 912828L99 UNITED STATES TREASURY 146,953.50 38.03 740.47 147,732.00 866.02 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3137B4HD1 FHR 4247A AK 3136AC7I4 FNA 13M62A 50,732.27 50,690.35 (300.27) 4.01 39.69 41.21 591.36 243.11 51,321.39 50,720.33 184.05 106.84 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3137ASNH3 FHMS K019 Al 38378B6A2 GNR 1312A AB 81,420.48 106,435.29 (16,839.10) (671.40) 81.84 12.08 52.60 59.13 192.86 (151.74) 64,908.69 105,683.37 79.52 173.09 256350023 LC-S Lien Reserve Fund-1 38377JZ89 GNR 10117A GK 52,417.81 (2,682.591 (52.881 64.79 248. 14 49,995.26 143.45 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 383771M59 GNR 10111F PE 38378KSL4 GNR 1374 AL 90,027.52 185,096.00 (4,749.44) 117.66 81.08 85.55 472.62 (203.55) 85,949.43 184,978.00 181.80 468.42 256350023 LC -Sr Lien Reserve Fund-1 38379KDN5 GNR 1529 AD 151,565.50 (11,713.98) 143.38 99.16 2,474.00 142,568.06 267.36 256350023 LC -Sr Lien Reserve Fund-1 38378B7F0 GNR 1333 B 256350023 LC -Sr Lien Reserve Fund-1 3138EKXL4 FN AL3382 184,226.00 240,178.04 (1,479.69) 13.13 102.30 108.00 (978.30) 183,350.00 2,353.66 241,173.14 378.83 489.82 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 912828XB1 3137EADR7 38378VC45 UNITED STATES TREASURY FREDDIE MAC GNR 13116D MA 145,969.50 467,666.00 155,305.22 (5,384.971 194.26 175.49 177.49 190.61 2,290.51 1,774.76 889.28 148,435.50 469,618.25 151,194.39 1,206.32 2,721.35 288.67 256350023 LC -Sr Lien Reserve Fund-1 912828L57 UNITED STATES TREASURY 256350023 LGSr Lien Reserve Fund-1 3137ATRW4 FHMS K020 A2 535,474.50 154,805/0 256350023 LC -Sr Lien Reserve Fund-1 38378KRS0 GNR 1378 AG 423,904.50 204.37 5,339.63 224.35 271.92 1,318.47 541,018.50 156,348.02 26.30 310.69 (888.42) 423,288.00 895.72 256350023 LGSr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 38378B7F0 GNR 1333 B 53,472.94 230,282.50 (489.82) 31.71 286.64 303.43 (355.61) (1,398.43) 52,945.86 229,187.50 65.68 473.54 256350023 LGSr Lien Reserve Fund-1 256350023 LC -Sr Lien Reserve Fund-1 3135GOD75 FEDERAL NATIONAL MORTGAGE ASSOCIATION 3134G9V38 FEDERAL HOME LOAN MORTGAGE CORP 591,222.00 247,230.00 321.27 404.28 2,000.73 373.22 593,544.00 2,475.00 248,007.50 666.67 256350023 LGSr Lien Reserve Fund-1 912828L57 UNITED STATES TREASURY 827,551.50 404.98 8,163.02 836,119.50 40.64 256350023 LC -Sr Lien Reserve Fund-1 3136A72D3 FNA 12M9 A2 313,565.57 (19,247.39) 319.16 410.29 1,273.88 296,321.51 256350023 LGSr Lien Reserve Fund-1 3137AUPE3 FHMS K021 A2 231,505.55 256350023 LC -Sr Lien Reserve Ftmd-1 3137EADB2 FREDDIE MAC 547,811.00 256350023 LGSr Lien Reserve Fund-1 912828L99 UNITED STATES TREASURY 1,077,659.00 39 Page 8 of 34 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2019 Base Base Change In Source Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued M ark Val Ras •P ir-has s Ras Sal s R m [inns Rase IN ".,.i Mark tVal iio • ., 31,916,382.14 16,538,80E9S (7,963,809.39) (5,475,000.00) (536,267.30) 1,890.99 11,190.29 188,946.66 34,283,627.31 130,584.54 40 Page 9 of 34 IOWRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Summary of Investments for quarter ended March 31, 2019 ATTACHMENT 5 C rcdit Rating 30,000,000 25.000.000 8 20,000,004 m co 15.000,000 10.000,004 5.000.000 CO 0 AAA rAA+ AA ` AA- A+ A Money Market Funds 13.894` ) Asset Class Cash I•i:o99761 Pfirrd Income(97,206%) Chart cslcvlalad by: Base Market Va11r9 • Accrued *Negative cash reflects securities in transit at month end Industry Group —1+ Security Type CP (4.753%) GStMA �— (4.904%) G NMA CMO (6.369%1 AGCY BONO 17.877%) Chart calculated by: Base Market Va11r9 • Accrued minor ;11.51674r Cash [rrah 6] Seri (2.98 F) ssrv;x.9ea%I Agency Collet CMO (5.920%) FNMA Collateral (7.492%) Banks 111.792%j Connnlerclal NIBS (13 517%) Sovereign 144.196%] Char) c.a.cuu teq aV 121a5e Market value - Accrued Market Sector Other ;1 Aa04S1 Gash 1x.79498� Industrlel- (2.94374) Aaset Backed 0.20874 Agency (7.577%) Financial 114.760%) Mortgage Backed 129.719%1 � Government (37.218%1 Chart calculated by: Base Market Value + Acprueu 41 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Series A & Series B Reserve Fund Summary of Investments for quarter ended March 31, 2019 ATTACHMENT 6 20.000.000 _ Credit Rating �i 15.000.000 4 t 03 • 1a,v❑❑.aa❑ m m 5,000,000 — co {N� m ❑ r AAA -- Asset Class MO nay Market FUnda t0.172` 1 cash (0.067%h 'Fixed Income (90.7629%) Chart ce Orietod by: Base Markel Valle Acgruod *Negative cash reflects securities in transit at month end Security Type other {4.957%) Y1P8 (6.06556]�. (6177%) GNMA - (9.591 %) GNMA CMO (11.24T%) AGCY BON I3- (12.337%) FNMA (13.624%) Industry Group GNMA2 Collateral (0.921%), Agency Collet PAC CMO (3.721%] Agency Collet / CMQ (7.029%) ' FNMA Collalami (11.312%) Commercial MESS {22A18%) sovereign (94.303%) Crrerl calculaled by; Base Market Vans • Rccruea VS GOV 1d6-922.44 Crryort Calmlaled by: Base Markel ValUe t Accruodl Market Sector Agency (12.357%) Govern merit (42.006%) Cash (0.23a%) - Mortgage 6)ac%ec 145.398%i Chart caleblaled by: Base Minket Value Accrued 42 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Residual Fund Required Retained Balance Summary of Investments for quarter ended March 31, 2019 ATTACHMENT 7 Credit Rating 12.500,000 �i g 10,000,000 ra Q q3 7.500,000 5,000,060 m di 2,500,{7170 N M rll AAA AA- AA AA _ ■ r A � � rA•1�-1 A_2 1 Asset Class Money M1fkOt Funds (3.410%1 cash Fixed Income (99.078%). Crier! Calculaled by: Base Markel Valtte + Accrued *Negative cash reflects securities in transit at month end Industry Group Other {17.884%] Cfe ire card ABS (2.58770 FNMA Corrals cal [3.474'%)~ = Commercial MRS 13.56144) Agency Collat CMO (4-939'4) Diversified Flnan Sery (5.526%) 'sovereign pi -TOWN Banks {25.923941 Chart calculaled by, Base haa,ket Value . Rccruea Security Type Other (15.579%] AAMF11Nd (3.410%J co -�� (3.617%] FNMA (4,566%) ABS (7-052%1 CP (10.44rtk) lIS GOV (2s.74g%1 'CORP C23,397%) Crier! Calculaled by: Base Markel Valve + Accrued Market Sector caner (2.180%) Vlllfly �� [1.99656] Agency j' (3.120%),- Induatrtel (6.470%] Asset Backed (7.032544 Mortgage Backed (13.175%) Government 137.557%1 Financial 02.449%) Chart calcutoted by: Base Market Value Accrued: 43 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Investment Category for quarter ended March 31, 2019 240907004 LC RCTC Toll Revenue: -I-15 3130ABGH2 Agency Federal Home Loan Banks 013iee of Finance 07/05/2019 03/22R019 1,500,000.00 1,500,112.50 ATTACHMENT 8 1,499,925.00 (179.78) 2.632 2.474 AAA 240907004 240907020 240907020 LC-RCTC Toll Revenue: -1-15 RCTC I-15 Pd RAMP UP RESERVE RCTC I-15 Prj RAMP UP RESERVE 3135G0U68 3130AEC17 3134GTBJ1 Agency Axenov Agency Federal National Mortgage Association Fannie Mae Federal Home Loan Banks Office of Finance Freddie Mac 240907020 RCTC I-15 Pd RAMP UP RESERVE 3137AH6C7 Agency CMO Federal Home Loan Mortgage Corporation 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pd RAMP UP RESERVE 3137A1MF8 Agency CMO Federal Home Loan Mortgage Corporation 383742C76 Agency CMO Government National Mortgage Association 10/30/2019 10/25/2018 05/28/2020 07/032018 04/01/2021 03/29/2019 07252021 11292018 10/25/2021 11/29/2018 08/162037 01/312018 375,000.00 350.000.00 125,000.00 100.000.00 98,348.26 75.517.48 375,000.00 350,150.50 124,987.50 100,179.69 98,021.71 77,405.42 07/01/2019 375,075.00 350.756.00 124,962.63 101352.00 99,060.30 77.198.50 75.00 659.26 (24.88) 1,094.87 1,024.32 162.52 2.470 2.625 2.600 3.230 2.968 4.000 2.436 2.434 2.615 2.545 2.569 2.800 AAA AAA AAA AAA AAA AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38375102 Agency CMO Government National Mortgage Association 12/16/2037 01/31/2018 14,402.73 14,447.74 14,412.67 1.92 5.305 3.530 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 3137ATRW4 Agency CMO Federal Home Loan Mortgage Corporation 05252022 09262018 100.000.00 97.238.28 99.515.00 1.923.08 2.373 2.499 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137ASR97 Agency CMO Federal Home Loan Mortgage Corporation 01/25/2022 02/27/2018 30,442.74 29,757.78 29,993.10 73.10 1.573 2.509 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 313970WZ7 Agency CMO Federal National Mortgage Association Fannie Mae 09252029 09282018 64.566.75 65,131.71 65.036.15 105.85 4.000 2.858 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38378HXH4 Agency CMO The Govemment National Mortgage Association Guaranteed REMIC Pass -Through Securities 09/16/2027 03/08/2019 8,433.51 7,995.44 8,138.42 144.26 1.250 2.746 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 38375KCX8 Agency CMO Government National Mortgage Association 01202037 09/182018 77.572.33 78,142.00 77.691.02 (3.29) 5.500 3.010 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3139216N4 Agency CMO Federal National Mortgage Association Fannie Mae 04/25/2023 12/05/2017 459,471.94 499,850.73 - 474,781.55 (16,145.96) 5.500 3.123 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 38377F2N0 Agency CMO The Govemment National Mortgage Association Guaranteed REMIC Pass -Through Securities 06202038 09282018 25.608.80 25,56438 25.582.17 26.75 3.000 2.638 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 313768453 Agency CMO Federal Home Loan Mortgage Corporation 02/15/2029 01/31/2018 118,698.69 117,214.95 117,413.18 69A4 2A00 2.571 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 313975E83 Agency CMO Federal National Mortgage Association Fannie Mae 02252039 01/302018 7.807.40 7,851.32 7.794.21 (7.25) 4.000 2.818 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137A5FP4 Agency CMO Federal Home Loan Mortgage Corporation 01/15/2021 01/30/2018 58,560.57 58,706.97 58,394.26 (241.46) 2.500 2.673 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 38375CBH2 Agency CMO The Govemment National Mortgage Association Guaranteed REMIC Pass -Through Securities 03/162035 03/192019 27.481.32 27,313.86 27.309.29 2.68 1.250 3.233 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 31398N2K9 Agency CMO Federal National Mortgage Association Fannie Mae 11/25/2025 01/31/2018 1,636.68 1,642.82 1,633.05 (4.29) 3.500 3.471 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 38378CDK0 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 03202035 01/302018 85.711.52 86,501.67 85.777.52 (330.89) 3.000 2.688 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38378AWX5 Agency CMO The Govemment National Mortgage Association Guaranteed REMIC Pass -Through Securities 01/20/2036 01/30/2018 138,764.88 140,109.16 139,072.93 (517.03) 3.000 2.649 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 38378DDC6 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 04202038 06202018 72.620.90 73,111.66 72.776.31 (132.89) 3.500 2.968 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38376PJ35 Agency CMO Govemment National Mortgage Association 05/16/2037 10/30/2018 54,490.62 54,677.93 54,530.40 (5.04) 4.000 3.124 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 38379HLE3 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 05202043 10/182018 81.772.71 81,657.72 83.288.78 1.650.49 3.500 2.657 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38378VC45 Agency CMO The Govemment National Mortgage Association Guaranteed REMIC Pass -Through Securities 12/16/2041 11/23/2018 69,014.93 66,523.92 67,776.80 1,187.27 2.250 2.839 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 383771M59 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 10202039 11212018 39.204.58 38,224.48 38.614.95 357.35 2.500 3.132 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137ARBX3 Agency CMO Federal Home Loan Mortgage Corporation 03/15/2039 03/14/2019 46,742.70 46,078.08 46,606.68 526.22 2.834 2.958 AAA 240907004 LC-RCTC Toll Revenue:-I-15 3137B2GW4 Agency MBS Federal Home Loan Mortgage Corporation 03252020 06292018 581.799.01 578,026.41 579.489.27 116.54 2.313 2.638 AAA 240907004 LC-RCTC Toll Revenue:-I-15 36225B5Y0 Agency MBS Government National Mortgage Association 06/15/2019 12/21/2017 222.00 224.50 221.65 (035) 5.500 4.272 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 31283K5N4 Agency MBS Federal Home Loan Mortgage Corporation 08/012020 12/052017 405.093.05 414,217.36 411.141.08 (7.291.321 5.000 2.185 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3620A9WV9 Agency MBS Government National Mortgage Association 12/15/2024 05/23/2018 13,415.23 13,708.69 13,83392 159.24 4A00 2.472 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 3138NJAE8 Agency MBS Federal National Mortgage Association Fannie Mae 12/012020 09/132018 33.837.19 34,228.44 34.403.96 176.29 3.630 2.293 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 31381N7G2 Agency MBS Federal National Mortgage Association Fannie Mae 10/01/2020 09/25/2018 36,227.13 36,360.16 36,484.35 68.50 3.270 2.558 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 31381RL1.6 Agency MBS Federal National Mortgage Association Fannie Mae 07/012021 11/022018 45.702.58 46,380.99 46.893.59 624.27 3.840 2.366 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 313815VJ8 Agency MBS Federal National Mortgage Association Fannie Mae 11/01/2021 02/22/2019 43,057.13 43,272.42 43,691.37 426.30 3.330 2.659 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 3136AC714 Agency MBS Federal National Mortgage Association Fannie Mae 03252023 02212018 42.345.71 41,649.32 42.266.94 465.70 2.523 2.765 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137B1U75 Agency MBS Federal Home Loan Mortgage Corporation 01/25/2023 02/27/2018 120,000.00 117,965.63 119,114.40 709.27 2.522 2.724 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 3137B3NW4 Agency MBS Federal Home Loan Mortgage Corporation 09252022 09262018 95.296.22 94,477.27 95.206.64 677.18 2.778 2.741 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137AXHN6 Agency MBS Federal Home Loan Mortgage Corporation 02/25/2022 01/25/2018 69,481.50 68,526.13 68,614.37 (124.83) 1.749 2.536 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 31418ASD1 Agency MBS Federal National Mortgage Association, Inc. 04/012023 01/312018 68.445.51 67,780.78 67.659.07 (187.72) 2.000 2.625 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3136AMM48 Agency MBS Federal National Mortgage Association Fannie Mae 07/25/2022 09/26/2018 94,125.11 92,718.45 9390391 999.55 2.509 2.620 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 3137B1UF7 Agency MBS Federal Home Loan Mortgage Corporation 09252022 01252018 35.712.75 35,188.22 35.266.70 (29.251 1.785 2.485 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3620ARB67 Agency MBS Government National Mortgage Association 05/15/2025 05/23/2018 28,071.27 28,737.98 28,896.01 229.88 4A00 2.626 AAA 240907020 RCTC I-15 Pd RAMP UP RESERVE 3136A96F0 Agency MBS Federal National Mortgage Association Fannie Mae 11252022 02272018 69.692.85 67,550.35 68.804.27 723.83 2.184 2.734 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 313810654 Agency MBS Federal National Mortgage Association Fannie Mae 03/01/2021 11/07/2018 56,742.10 57,916.84 58,662.82 957.18 4.410 2A 11 AAA 240907004 LC-RCTC Toll Revenue:-I-15 025821GN4 Asset Backed American Express Credit Account Master Trust 05/152019 467.000.00 468,062.31 467.191.47 (75.161 2.854 2.555 AAA 240907004 LC-RCTC Toll Revenue:-I-15 65478AAD5 Asset Backed Nissan Auto Receivables 2015-C Owner Trust 05/15/2020 12/21/2017 85,485.36 85,201.52 85,375.08 (64.13) 1.370 2.911 AAA 240907004 LC-RCTC Toll Revenue:-I-15 05522RCV8 Asset Backed BA Credit Card Trust 05/152019 06292018 750.000.00 751,611.33 750.300.00 (78.151 2.874 2.583 AAA 240907004 LC-RCTC Toll Revenue:-I-15 161571HC1 Asset Backed Chase Issuance Trust 06/17/2019 763,000.00 758,373A5 760993.31 (1,46631) 1.370 2.602 AAA 240907004 LC-RCTC Toll Revenue:-I-15 161571H16 Asset Backed Chase Issuance Twist 01/152020 03232018 500.000.00 501,347.66 500.680.00 (583.66) 2.784 2.630 AAA 240907004 LC-RCTC Toll Revenue:-I-15 02587AA13 Asset Backed American Express Credit Account Master Trust 02/18/2020 06/29/2018 650,000.00 640,351.56 646,048.00 1,324.44 1.930 2.639 AAA 240907004 LC-RCTC Toll Revenue:-I-15 58769DAD2 Asset Backed Mercedes-Benz Auto Lease Twist 2017-A 03/162020 07272017 655.554.84 656,195.03 654.446.95 (1.147.041 1.790 2.946 AAA 240907004 LC-RCTC Toll Revenue:-I-15 65479AAD4 Asset Backed Nissan Auto Lease Trust 2017-A 04/15/2020 01/25/2018 747,794.06 744,376.40 746,537.76 (660.71) 1910 2.714 AAA 240907004 LC-RCTC Toll Revenue:-I-15 65478GAC4 Asset Backed Nissan Auto Receivables 2017-B Owner Trust 05/152020 06292018 127.991.76 127,966.77 127.991.76 (47.30) 2.584 2.705 AAA 240907004 LC-RCTC Toll Revenue:-I-15 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 05/16/2022 06/29/2018 600,000.00 596,906.25 600,510.00 2,574.24 2.650 2.604 AAA 240907004 LC-RCTC Toll Revenue:-I-15 477891AB2 Asset Backed John Deere Owner Trust 2019 10/152021 03/052019 530.000.00 529,975.83 530.906.30 929.95 2.850 2.706 AAA 240907004 LC-RCTC Toll Revenue:-I-15 60700A5L4 CD Mizuho Bank, Ltd. 04/09/2019 03/13/2019 1,500,000.00 1,500,267.11 - 1,500,150.00 70.86 2.760 2.385 AAA 240907004 LC-RCTC Toll Revenue:-I-15 869581132 CD Svenska Handelsbanken AB 1.500.000.00 1,500,019.94 - 1.500.015.00 AAA 240907004 LC-RCTC Toll Revenue:-I-15 NCUA Guaranteed Notes Trust 2011-R1 422,280.83 422,42930 423,100.06 AAA 240907004 LC-RCTC Toll Revenue: -1-15 NCUA Guaranteed Notes Trust 2010-R2 266.143.00 266,538.06 266.366.56 AAA 240907020 RCTC 1-15 Pd RAMP UP RESERVE 62888VAA6 CM° NCUA Guaranteed Notes Trust 2011-R1 10/07/2020 85,658.39 85,792.70 85,824.56 AAA 240907004 LC-RCTC Toll Revenue: -1-15 46625HHL7 Corporate JPMoman Chase & Co. 1.000.000.00 1,075,520.00 - 1.001.940.00 240907004 LC-RCTC Toll Revenue: -1-15 3814IEA58 Corporate The Goldman Sachs Group, Inc. 500,000.00 540,800.00 511,650.00 240907004 LC-RCTC Toll Revenue: -1-15 172967HIM6 Corporate Citigroup Inc. 1.000.000.00 1,010,110.00 999.960.00 240907004 LC-RCTC Toll Revenue: -1-15 31677()BB4 Corporate Fffill Third Bank 04/25/2019 06/29/2018 1,000,000.00 997,590.00 999,820.00 240907004 LC-RCTC Toll Revenue: -1-15 225460AN7 Corporate Credit Suisse AG 1.000.000.00 1,009,340.00 999.490.00 240907004 LC-RCTC Toll Revenue: -1-15 89114()AS7 Corporate The Toronto -Dominion Bank 1,000,000.00 1,007,670.00 998,730.00 AA 240907004 LC-RCTC Toll Revenue: -1-15 90260(11E5 Corporate UBS AG 850.000.00 857,505.50 849.133.00 AA 240907004 LC-RCTC Toll Revenue: -1-15 06416CAA6 Corporate The Bank of Nova Scotia 1,525,000.00 1,514,64525 - 1,521,477.25 AAA 240907004 LC-RCTC Toll Revenue: -1-15 40428HPN6 Corporate H5BC USA Inc. 1.000.000.00 1,010,720.00 997.470.00 240907004 LC-RCTC Toll Revenue: -1-15 1740IQAB7 Corporate Citizens Bank, National Association 1,000,000.00 997,580.00 240907004 LC-RCTC Toll Revenue: -1-15 46625HKA7 Corporate JPMoman Chase & Co. 500.000.00 498.175.00 240907004 LC-RCTC Toll Revenue: -1-15 61747YDW2 Corporate Morgan StanleY 500,000.00 506,130.00 499,440.00 240907004 LC-RCTC Toll Revenue: -1-15 780082AA1 Corporate Royal Bank of Canada 1.500.000.00 1,497,390.00 - 1.490.355.00 AAA 240907004 LC-RCTC Toll Revenue: -1-15 172967J11 Corporate Citigroup Inc. 500,000.00 503,600.00 498,060.00 240907004 LC-RCTC Toll Revenue: -1-15 06051GFN4 Corporate Bank of America Corporation 1.000.000.00 997,850.00 994.720.00 240907004 LC-RCTC Toll Revenue: -1-15 07330NAL9 Corporate Branch Banking and Trust Company 1,000,000.00 998,720.00 240907004 LC-RCTC Toll Revenue: -1-15 49327M2P8 Corporate KeyBank National Association 1.000.000.00 995,550.00 995.710.00 240907004 LC-RCTC Toll Revenue: -1-15 24422E138 Corporate John Deere Capital Corporation 1,125,000.00 - 1,116,652.50 240907004 LC-RCTC Toll Revenue: -1-15 17275RBG6 Corporate Cisco Systems. Inc. 09/20/2019 06/29/2018 1.050.000.00 1,035,184.50 - 1.044.204.00 AA 240907004 LC-RCTC Toll Revenue: -1-15 06367TPX2 Corporate Bank of Montreal 1,000,000.00 1,005,160.00 996,810.00 AA 240907004 LC-RCTC Toll Revenue: -1-15 14912L6Y2 Corporate Caterpillar Financial Services Corporation 1.000.000.00 1,008,020.00 995.690.00 240907004 LC-RCTC Toll Revenue: -1-15 0258MOEE5 Corporate American Express Credit Corporation 500,000.00 497,680.00 240907004 LC-RCTC Toll Revenue: -1-15 3755581105 Corporate Gilead Sciences. Inc. 09/20/2019 - 1495.000.00 1,496,206.00 - 1,495.627.90 240907004 LC-RCTC Toll Revenue: -1-15 04/10/2019 - 2,320,000.00 - 2,318,53840 AAA 240907004 LC-RCTC Toll Revenue: -1-15 PPG Industnes. Inc. 1.500.000.00 1,496,55125 - 1,499.265.00 AA 240907004 LC-RCTC Toll Revenue: -1-15 Koch Industries, Inc. 1,500,000.00 1,497,437.51 - 1,499,265.00 240907004 LC-RCTC Toll Revenue: -1-15 240907004 LC-RCTC Toll Revenue: -1-15 Public Service Electric and Gas Company Hitachi Capital America Corp. 1.500.000.00 1,200,000.00 1,496,95125 1,198,075.00 - 1,498.950.00 - 1,199,664.00 44 Page 13 of 34 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Investment Category for quarter ended March 31, 2019 240907004 240907004 240907020 RCTC I-15 Pri RAMP UP RESERVE LC-RCTC Toll Revenue: -I-15 LC-RCTC Toll Revenue: -I-15 92780RR34 CCYUSD Currency CCYUSD Currency CP Vvv,mia Electric and Power Company UNITED STATES OF AMERICA UNITED STATES OF AMERICA 240907004 LC-RCTC Toll Revenue:-I-15 846V203 MM Fund Firs[ American Ponds, Inc. 240907020 RCTC I-15 Prj RAMP UP RESERVE 31846V203 MM Fund Fvst American Funds. Inc. 240907004 LC RCTC Toll Revenue: - I-15 70914PPD8 Muni Pennsylvania, Commonwealth o 240907004 LC-RCTC Toll Revenue:-I-15 392274A89 Muni Greater Orlando Aviation Autho. Base Net Total Final Next Call Unrealized Summarized Maturity Trade Date Current Face Value Original Cost Date Base Market Value Gain/Loss Coupon Yield Credit Rating 04/03/2019 03/20/2019 03/31/2019 - 03/31/2019 - 03/31/2019 1,500,000.00 0.00 0.00 0.00 1,498,477.50 (4,990,454.17) (250,391.58) 5,124,203.43 1,499,790.00 (4,990,454.17) 7.50 0.000 1.264 0.00 0.000 0.000 (250.391.581 5,124,203A3 0.00 0.000 0.000 0.00 2.090 2.040 AAA AAA AAA AAA 03/3l/2019 0.00 140,244.92 40.244.92 0.00 2.090 2.040 AAA 07/15/2019 09/18/2018 0/01/2019 07262017 240907004 LC-RCTC Toll Revenue: -I-15 64972HV66 Muni New York City Transitional Finance Authori 240907004 LC-RCTC Toll Revenue: -I-15 459058GIC3 Non -US Gov International Bank for Reconstruction and Developmen 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828SA9 TIPS Treasury, United States Department o 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828UH1 TIPS Treasury, United States Department o 240907004 LC-RCTC Toll Revenue:-I-15 912828UF5 US Go Treasury, United States Department o 240907004 LC-RCTC Toll Revenue:-I-15 9128282T6 US Gov Treasury, United States Department o 07/15/2019 10/17/2018 05,000.00 308,080.50 06,189.50 90.78 4.050 2.693 AA 700.000.00 724,094.00 - 702.800.00 (2.905.291 3.483 2.681 AA 665,000.00 664,507.90 665,678.30 874.77 2.900 2.536 AA 08/2 2020 - 1.510.000.00 1,510,367.00 - 1.509.773.50 (492.79) 2.650 2.699 AAA 01/15/2022 - 322,494.50 320,133.48 - 319,904.87 (929.82) 0.125 0.413 AAA 0 /152023 02/052018 81.783.00 80,712.39 80.847.40 (111.78) 0.125 0.428 AAA 2/31/2019 06/29/2018 700,000.00 3,627,156.25 664,295.00 881.05 1.125 2.418 AAA 08/312019 03262019 2.000.000.00 1,989,687.50 1.989.680.00 (271.921 1.250 2.485 AAA 240907004 LC-RCTC Toll Revenue :-I-15 912828Y53 US Go Treasury, United States Department o 07/31/2020 - 6,050,000.00 6,051,328.49 6,044,373.50 6,588.15) 2.468 2.577 AAA 240907004 LC-RCTC Toll Revenue: -I-15 9128285H9 US Gov Treasury, United States Department o 0/312020 l2/062018 5.300.000.00 5199,852.27 5.292.368.00 (7.508.751 2.470 2.604 AAA 240907004 LC-RCTC Toll Revenue: -I-15 912796UZ0 US Go Treasury, United States Department o 04/30/2019 03/29/2019 5,000,000.00 4,990,454.17 4,990,350.00 (104.17) 0.000 2.212 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828UF5 US Gov Treasury, United States Department o 2/312019 - 435.000.00 426,695.70 430.802.25 (398.82) 1.125 2.418 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828VA5 US Go Treasury, United States Department of 04/30/2020 - 665,000.00 648,627.54 656,009.20 988.08 1.125 2.390 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828V V9 US Gov Treasury, United States Department o 08/312020 775.000.00 766,685.54 772.458.00 3.234.49 2.125 2.360 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828658 US Gov Treasury, United States Department of 01/31/2021 07/05/2018 20,000.00 316,212.50 18,912.00 1,638.84 2.125 2.314 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828F62 US Gov Treasury, United States Department o 0/312019 02202019 700.000.00 695,132.81 - 696.087.00 193.40 1.500 2.462 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828Y53 US Gov Treasury, United States Department o 07/31/2020 - 525,000.00 525,025.13 - 524,511.75 (484.90) 2.468 2.577 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 9128285H9 US Gov Treasury, United States Department o 0/312020 l2/062018 550.000.00 549,984.67 - 549.208.00 (779.211 2.470 2.604 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 912796UV9 US Gov Treasury, United States Department of 04/02/2019 02/27/2019 175,000.00 174,671.97 - 174,987.75 (0.53) 0.000 0.639 AAA 240907004 LC RCTC Toll Revenue:-I-15 64986U4H7 VRDN New York State Housinc Finance Acenc /012048 07/022018 1,400,000.00 1,400,000.00 04/152019 1,400,000.00 0.00 2.420 2.420 AA 78,441,324.12 78,510,501.28 78,342,764.65 (87,212.511 45 Page 14 of 34 INV RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Account for quarter ended March 31, 2019 ATTACHMENT 9 Source Account Account 240907004 LC -ROTC To Revenue. -I-15 Security Type Identifier Category OH2 Agency Federal Home Loan Banks Orifice of Finance 240907004 LC -ROTC Toll Revenue: - I-l5 240907004 LC-RCTC Toll Revenue:-I-15 3135G0U68 Agency 3137B2GW4 Agency MBS Federal National Mortgage Association Fannie Mae Federal Home Loan Mortgage Corporation Next Call Base Net Total Summarized Final Maturity Trade Date Current Face Value Original Cost Date Base Market Value Unrealized Cain/Loss Coupon Yield Credit Rating 07/052019 03/222019 1,500.000.00 1.500, 112.50 - 1.499,925.00 (179.78) 2.632 2.474 AAA 10/302019 10252018 375,000.00 03252020 06292018 581.799.01 375.000.00 578.026.41 375,075.00 579,489. 75.00 2.470 2.436 116.54 2.313 2.638 AAA AAA 240907004 LC -ROTC Tall Revenue: - I-l5 240907004 LC-RCTC Toll Revenue:-I-15 240907004 LC -ROTC Toll Revenue: -I-lS 36225B5Y0 Agency MRS 025821GN4 Asset Backed 65478AAD5 Asset Backed Government National Mortgage Association American Express Credit Account Master Trust Nissan Auto Receivables 2015-C Owner Trust 06/152019 12212017 05/152019 - 05/152020 12212017 222.00 467.000.00 85,485.36 224.50 468,062.31 85.201.52 221.65 463191.47 85,375.08 (0.35) (75.16) (64.13) 5.500 4/72 2A54 2.555 1.370 2.911 AAA AAA AAA 240907004 LC-RCTC Toll Revenue:-I-15 05522RCV8 Ass Backed BA Credit Card Trust 240907004 LC -ROTC Tall Revenue: - I-l5 161571HC1 Arse[ Backed Chase Issuance Trust 240907004 LC-RCTC Toll Revenue:-I-15 61571 H16 Ass e[Backed Chase Issuance Trust 240907004 LC -ROTC Toll Revenue. -I-lS 240907004 LC-RCTC Toll Revenue:-I-15 02587AAM Asset Backed 58769DAD2 Asset Backed American Express Credit Account Master Trust Mercedes-Benz Auto Lease Trust 2017-A 05/152019 06292018 06472019 0t/152020 03/2 018 02/182020 06292018 03/162020 07272017 750.000.00 763,000.00 500.000.00 650,000.00 655.554.84 751.611.33 758.373.05 501.347.66 640,351.56 656.195.03 750.300.00 760.993.31 500.680.00 646,048.00 654.446.95 (78.15) 2.874 2.583 (1,466.31) 1.370 2.602 (583.66) 2.784 2.630 1,324.44 1.930 2.639 (1.147.00 1.790 2.946 AAA AAA AAA AAA AAA 240907004 LC -ROTC Toll Revenue.-I-lS 240907004 LC-RCTC Toll Revenue:-I-15 65479AAD4 Asset Backed Nissan Auto Lease Trust 2017-A 65478GAC4 Asset Backed Nissan Auto Receivables 2017-B Owner Trust 240907004 LC -ROTC Toll Revenue.-I-lS 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 04/152020 01252018 05/152020 06292018 05/162022 06292018 747,794.06 127.991.76 600,000.00 744.376.40 127.966.77 596,906.25 746,537.76 127.991.76 600,510.00 (660.71) (47.30) 2,574.24 1.910 2.714 2.584 2.705 2.650 2.604 AAA AAA AAA 240907004 LC-RCTC Toll Revenue:-I-15 47789IAB2 Ass 240907004 LC -ROTC Toll Revenue: -I-l5 240907004 LC-RCTC Toll Revenue:-I-15 240907004 LC -ROTC Toll Revenue. -I-lS 240907004 LC-RCTC Toll Revenue:-I-15 60700A5L4 CD 869581L72 CD 62888VAA6 CMG 62888UAB6 CMO Backed John Deere Owner Trust 2019 izuha Bank, Ltd. Svenska Handelsbavken AB NCUA Guaranteed Notes Trust 2011-R1 NCUA Guaranteed Notes Trust 2010-R2 10/152021 04/092019 04/032019 10/072020 11/052020 03/052019 03/132019 03/182019 01222019 03/152019 530.000.00 1,500,000.00 L500.000.00 422,280.83 266.143.00 529.975.83 I,500,267.11 1.500.019.94 422,429.30 266.538.06 530,906.30 1,500, 1.500.015.00 423,100.06 - 266.366.56 929.95 70.86 2.51 686.83 (162.90) 1850 2360 2.555 2.931 1983 2.706 2.385 2.419 3.156 2.802 AAA AAA AAA AAA AAA 240907004 LC -ROTC Toll Revenue. -I-lS 240907004 LC-RCTC Toll Revenue:-I-15 46625HHL7 Corporate 38141EA58 Corporate 1PMormn Chase & Co. The Goldman Sachs Group. Inc. 04232019 07252017 03/152020 07262017 1,000,000.00 500.000.00 1,075,520.00 540.800.00 1,001,94 511.650.00 (766.10) 6.300 3.294 (3.579.91) 5.375 2.898 A A 240907004 LC -ROTC Toll Revenue. -I-lS 17296711M6 Corporate Citigr up Inc. 04/082019 07252017 1,000,000.00 1,010,110.00 999,960.00 (158.31) 2.550 2.678 A 240907004 LC-RCTC Toll Revenue:-I-15 31677OBB4 Corporate Fifth Thud Bank 04252019 06292018 1.000.000.00 997.590.00 999.820.00 15.20 1375 2.598 A 240907004 LC -ROTC Toll Revenue. -I-lS 225460AN7 Corporate Credit Suisse AG 05282019 07262017 1,000,000.00 1,009,340.00 999,490.00 (1,336.23) 2.300 2.592 A 240907004 LC-RCTC Toll Revenue:-I-15 89114OAS7 Corporate The Toronto -Dominion Bank 07/022019 07272017 1.000.000.00 1.003670.00 998.730.00 (2.310.71) 2.125 2.607 AA 240907004 LC -ROTC Toll Revenue. -I-lS 240907004 LC-RCTC Toll Revenue:-I-15 90261XHE5 Corporate 06416CAA6 Corporate UBS AG The Bank of Nova Scotia 08/142019 07252017 09/112019 10/042018 850,000.00 857,505.50 --- 849,133.00 (2,277.33) 2.375 2.642 1.525.000.00 1.514.645.25 - 1.521477.25 1.473.17 2.125 2.642 AA AAA 240907004 LC -ROTC Toll Revenue. -I-lS 240907004 LC-RCTC Toll Revenue:-I-15 40428HPN6 Corporate 17401OAB7 Corporate HSBC USA Inc. Citizens Banc. National Association 11/132019 07262017 12/042019 07262017 1,000,000.00 1.000.000.00 1,010,720.00 1.008.450.00 11 /04/2019 997,470.00 997.580.00 (549731) 2.375 2.785 (4.700.14) 2.450 2.809 A A 240907004 LC -ROTC Toll Revenue. -I-lS 46625H1CA7 Corporate 1PMOrgan Chase & Co. 01232020 07252017 500,000.00 503,005.00 12232019 498,175.00 (2,764.64) 2/50 2.703 A 240907004 LC-RCTC Toll Revenue:-I-15 61747YDW2 Corporate Morgan Stanley 01272020 07252017 500.000.00 506.130.00 499.440.00 (2.640.83) 2.650 2.785 A 240907004 LC -ROTC Toll Revenue. -I-lS 780082AA1 Corporate Royal Bank of Canada 02/052020 07262017 1,500,000.00 1497.390.00 1,490,355.00 (8,742.55) 1.875 2.643 AAA 240907004 LC-RCTC Toll Revenue:-I-15 172967111 Corporate Cinaoup Inc. 02/182020 07252017 500.000.00 503.600.00 498,060.00 (3.221.90) 2.400 2.845 A 240907004 LC -ROTC Toll Revenue. -I-lS 06051GFN4 Corporate Bank ofAmerim Corporation 04/212020 12/042017 1,000,000.00 997.850.00 994,720.00 (4,316.09) 2.250 2.758 A 240907004 LC-RCTC Toll Revenue:-I-15 07330NAL9 Corporate Branch Bavkive and Trust Company 05/102019 07272017 1.000.000.00 995.340.00 04/102019 998.720.00 (990.97) 1.450 2.563 A 240907004 LC -RCTC Tall Revenue: - I 493274288 Cprnorat KevBavk NatipvaI A 08222019 07242017 1000.000.00 995.550.00 995710.00 S3415081 1.600 2.687 A 240907004 240907004 240907004 240907004 240907004 240907004 240907004 LC-RCTC Toll Revenue: -I-15 LC -ROTC Toll Revenue.- I-l5 LC-RCTC Toll Revenue: -I-15 LC -ROTC Tall Revenue.- I-l5 LC-RCTC Toll Revenue: -I-15 LC -ROTC Toll Revenue.- I-l5 LC-RCTC Toll Revenue: -I-15 24422ETI8 17275RBG6 06367TPX2 14912L6Y2 0258MOEE5 375558BQ5 07274MRA5 Corporate Corporate Corporate Corporate Corporate Corporate CP John Deere Capital Corporation Cisco Systems, Inc. Bank of Montreal Caterpillar Financial Services Corporation American Express Credit Corporation Gilead Sciences, Inc. Baverische Landesbank 10/092019 09202019 12/122019 01/102020 03/032020 09202019 04/102019 07262017 06292018 07262017 07262017 07252017 1.125.000.00 1,050,000.00 1.000.000.00 1,000,000.00 500.000.00 1,495,000.00 2.320.000.00 1.114.650.00 1,035,184.50 1.005.160.00 1,008,020.00 503.990.00 1,496,206.00 2.317.625.03 02/012020 1.116.652.50 1,044,204.00 996.810.00 995.690.00 497.680.00 1,495,627.90 2.318538.40 (5.821.58) (43.60) (4753.24) (6,920.44) (3.683.32) 160.71 20.15 1.250 1.400 2.100 2.100 2.200 2.883 0.000 2.675 2.575 2.559 2.659 2.709 2.782 2.073 A AA AA A A A AAA 240907004 LC -ROTC Toll Revenue I 5 69350BR81 CP PPG Industries, Inc 04/082019 03/082019 1.500,000.00 1,496,551.25 1,499.265.00 43.75 0.000 1.970 AA 240907004 LC-RCTC Toll Revenue:-I-15 50000ER89 CP Koch Industries. Inc. 04/082019 03/142019 1500.000.00 IA93437.51 - 1499,265.00 (17.50) 0.000 1.970 AAA 240907004 LC -ROTC Tall Revenue: - I-l5 74456DRB3 CP Public Service Electric and Gas Company 04/112019 03/152019 1,500,000.00 1,496,951.25 1,498,950.00 79.17 0.000 2.112 AAA 240907004 LC-RCTC Toll Revenue:-I-15 43357MR51 CP Hitachi Capital America Corp. 04/052019 03/152019 1200.000.00 1.198.075.00 - 1.199.664.00 30.67 0.000 1.687 AA 240907004 LC -ROTC Tall Revenue: - I-l5 92780KR34 CP Virginia Electric and Power Company 04/032019 03202019 1,500,000.00 1498,477.50 1499.790.00 7.50 0.000 1.264 AAA 240907004 LC-RCTC Toll Revenue:-I-15 CCYUSD Currency UNITED STATES OF AMERICA 03/312019 0.00 (4.990 454.17) - (4.990 454.17) 0.00 0.000 0.000 AAA 240907004 LC -ROTC Tall Revenue: - I-l5 31846V203 MM Fund First American Funds, Inc. 03/312019 0.00 5,124,203.43 5,124,203.43 0.00 2.090 2.040 AAA 240907004 LC-RCTC Toll Revenue:-I-15 70914PPD8 Muni Pennsylvania, Commonwealth of 07/152019 09/182018 305.000.00 308.080.50 306.189.50 9038 4.050 2.693 AA 240907004 LC -ROTC Tall Revenue: - I 392274A89 Muni Greater Orlando Aviation Authority 10/012019 07262017 700,000.00 724,094.00 702,800.00 (2,905.29) 3.483 2.681 AA 240907004 240907004 240907004 240907004 240907004 240907004 240907004 LC-RCTC Toll Revenue: -I-15 LC -ROTC Tall Revenue.- I-l5 LC-RCTC Toll Revenue: -I-15 LC -ROTC Tall Revenue.- I-l5 LC-RCTC Toll Revenue: -I-15 LC -ROTC Tall Revenue.- I-l5 LC-RCTC Toll Revenue: -I-15 64972HV66 459058GK3 912828UF5 9128282T6 912828Y53 9128285H9 912796UZ0 Muni Nov -US Gov US Gov US Gov US Gov US Gov US Gov New Yak City Transitional Finance Authority International Bank for Reconstruction and Development Treasury. United Stem Department of Treasury, United States Deparnncot of Treasury. United Stem Department of Treasury, United States Department of Treasury. United Stem Department of 07/152019 08/212020 12/312019 08/312019 07/312020 10/312020 04/302019 10/172018 06292018 03262019 12/062018 03292019 665.000.00 1,510,000.00 3300.000.00 2,000,000.00 6.050.000.00 5,300,000.00 5.000.000.00 664507.90 1,510,367.00 3.623156.25 1,989,687.50 6.051,328.49 5,299,852.27 4.990,454.17 - 665.678.30 -- 1,509,773.50 - 3.664.295.00 -- 1,989,680.00 - 6.044.373.50 -- 5,292,368.00 - 4.990.350.00 874.77 (492.79) 881.05 (271.92) (6.588.15) (7,508.75) (104.17) 2.900 2.650 1.125 1.250 2.468 2.470 0.000 2.536 2.699 2.418 2.485 2.577 2.604 2.212 AA AAA AAA AAA AAA AAA AAA 240907004 LC -ROTC Toll Revenue. -I-lS 64986U4H7 VRDN New York State Housing Finance Agency 11/012048 07/022018 1,400,000.00 1,400,000.00 04/152019 1,400,000.00 0.00 2.420 2.420 AA 70,217,270.86 70,401,806.65 70,229,147.28 (80,827.45) 240907020 RCTC I-15 Pri RAMP UP RESERVE 3130AEC17 Agency Federal Home Loan Banks Office of Finance 05282020 07/032018 350.000.00 350,150.50 350.756.00 659/6 2.625 2A34 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3134GTBII Agency 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137AH6C7 Agency CMG Freddie Mac Federal Hone Loan Mortgage Corporation 04/012021 03292019 07252021 11292018 125,000.00 100.000.00 124,987.50 07/012019 124,962.63 100,179.69 101.252.00 (24.88) 2A00 2.615 1.094.87 3.230 2.545 AAA AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137A1MF8 Agency CMO 240907020 RCTC I-15 Pn RAMP UP RESERVE 383742C76 Agency CMG Federal Home Loan Mortgage Corporation Government National Mortgage Association 10252021 11292018 O8/162037 01/312018 98,348/6 75.517.48 98,021.71 73405.42 99.060.30 73198.50 1,024.32 2.968 2.569 162.52 4.000 2.800 AAA AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 383751C12 Agency CMO 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137ATRW4 Agency CMG Government National Mortgage Association Federal Hone Loan Mortgage Corporation 12/162037 01/312018 05252022 09262018 14,40233 100.000.00 14,447.74 93238.28 14,412A7 99.515.00 1.92 5.305 3.530 1.923.08 2.373 2.499 AAA AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137ASR97 Agency CMO 240907020 RCTC I-15 Pri RAMP UP RESERVE 31397OWZ7 Agency CMG Federal Home Loan Mortgage Corporation Federal National Mortgage Association Fannie Mae 01252022 02272018 09252029 09282018 30,442.74 64.566.75 29,757.78 65,131.71 29,993.10 65,036.15 73.10 1.573 2.509 105 A5 4.000 2A58 AAA AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 38378HXH4 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 09/162027 03/082019 8,433.51 7,995.44 8,138.42 144/6 1/50 2.746 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 38375KCX8 Agency CMG Government National Mortgage Association 01202037 09/182018 77.572.33 78.142.00 77.691.02 (3.29) 5.500 3.010 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3139216N4 Agency CMO Federal National Mortgage Association Fannie Mae 04252023 12/052017 459,471.94 499,850.73 474,781.55 (16,145.96) 5.500 3.123 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 38377F2N0 Agency CMG The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 25.608.80 25564.78 25582.17 AAA 240907020 RCTC I-15 Pr) RAMP UP RESERVE 3137B84S3 ARO., CMO Federal Home Loan Mortgage Corporation 240907020 RCTC 1-15 Pri RAMP UP RESERVE 313975E83 Agency CMG Federal National Mortgaee Association Formic Mae 7.807.40 117.214.95 7.851.32 117,413.18 7394.21 AAA 240907020 RCTC I-15 Prt RAMP UP RESERVE 3137A5FP4 Agency CMG Federal Home Loan Mortgage Corporation 46 Page 15 of 34 INV RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Account for quarter ended March 31, 2019 Source Account Account Identifier Security Type Category er Next Call Base Net Total Summarized Final Maturity Trade Date Current Face Value Original Cost Date Base Market Value Unrealized Cain/Loss Condon Yield Credit Rating 240907020 RCTC I-15 Pri RAMP UP RESERVE 8375CBH2 Aden CMO The Govemment National Menage ociation G teed REMIC P Through S itie 240907020 RCTC I-15 Pri RAMP UP RESERVE 31398N2K9 A¢eney CMO Federal National Mongage Association Fannie Mae 240907020 RCTC I-15 Pri RAMP UP RESERVE 8378CDK0 Agency CMO 240907020 RCTC I-15 Pri RAMP UP RESERVE 38378AWX5 Agency CMO 240907020 RCTC I-15 Pri RAMP UP RESERVE 38378DDC6 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Secunne e Government National Mon Association Guaranteed REMIC PaThroughSecurine The Government National Mortgage Association Guaranteed REMIC Pass -Through Seenrin 03//62035 11252025 03202035 01202036 04202038 03//92019 01/312018 01/302018 01/302018 06202018 27.481.32 1,636.68 85.711.52 138,764.88 72.620.90 27.313.86 1,642.82 86,501.67 140,109.16 73,111.66 27.309/9 1,633.05 85,777.52 139,072.93 72,776.31 2.68 (4.29) (330.89) (517.03) (132.89) 1.250 500 3.471 .000 2.688 3.000 2.649 3.500 2.968 AAA AAA AAA AAA AAA 240907020 RCTC I-15 Pn RAMP UP RESERVE 383761'135 Agency CMO Government National Mortgage Assoclanon 05/162037 10/302018 54,490.62 54,677.93 54,530.40 (5.04) 4.000 3.124 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 383791ILE3 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 05202043 10/182018 81.77231 81,657.72 83,288.78 1.650.49 3.500 2.657 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 38378VC45 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 12/162041 11232018 69,01493 66,523.92 67,776.80 1,187/7 2/50 2.839 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 383771M59 Agency CMO The Government National Mortgage Association Guaranteed REMIC Pass -Through Securities 10202039 11212018 39.204.58 38,224.48 38,614.95 357.35 2.500 3.132 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137ARBX3 Agency CMO Federal Home Loan Mortgage Corporation 03/152039 03/142019 46,742.70 46,078.08 46,606.68 526.22 2.834 2.958 AAA 240907020 RCTC I-15 Pn RAMP UP RESERVE 31283K5N4 Agency MBS Federal Home Loan Mortgage Comomtion 08/012020 12/052017 405,093.05 414,217.36 411,141.08 (7.291.32) 5.000 2.185 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3620A9WV9 Agency MBS Government National Mortgage Association 12/152024 05232018 13,415 23 13.708.69 13,833.92 159.24 4.000 2.472 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3138N1AE8 Agency MBS Federal National Mortgage Association Fannie Mae 12/012020 09/132018 33.837.19 34,228.44 34,403.96 176.29 3.630 2.293 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 31381N7G2 Agency MBS Federal National Mortgage Association Fannie Mae 10/012020 09252018 36,227.13 36.360.16 36.484.35 68.50 3.270 2.558 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 31381RLL6 Agency MBS Federal National Mortgage Association Fannie Mae 07/012021 11/022018 45.702.58 46,380.99 46,893.59 624.27 3.840 2.366 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 31381SV18 Agency MBS Federal National Mortgage Association Fannie Mae I I/012021 02222019 43,057.13 43,272.42 43.691.37 426.30 3.330 2.659 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3136AC714 Agency MBS Federal National Mortgage Association Fannie Mae 03252023 02212018 42.34531 41,649.32 42,266.94 46530 2.523 2265 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137B1U75 Agency MBS Federal Home Loan Mortgage Corporation 01252023 02272018 120,000 00 117,96363 119,114.40 709.27 2322 2224 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137B3NW4 Agency MBS Federal Home Loan Mortgage Corporation 09252022 09262018 95.296.22 94,477.27 95,206.64 677.18 2378 1741 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137AXHN6 Agency MBS Federal Home Loan Mortgage Corporation 02252022 01252018 69,481.50 68,526.13 68,614.37 (124.83) 1.749 2336 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 31418ASD1 Agency MBS Federal National Mortgage Association. Inc. 04/012023 01/312018 6K445.51 67,780.78 67,659.07 (187.72) 2.000 2.625 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3136AMM48 Agency MBS Federal National Mortgage Ix Ion Fmmie Mae 07252022 09262018 94,125.11 92,718A5 93.903.91 999.55 2309 2.620 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137BIUF7 Agency MBS Federal Home Loan Mortgage Corporation 09252022 01252018 35.71235 35,188.22 35,266.70 (29.25) 1385 2A85 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3620ARB67 Agency MBS Government National Mortgage Association 05/152025 05232018 28,071 27 28.737.98 28,896.01 229.88 4.000 2.626 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 3136A96F0 Agency MBS Federal National Mortgage Association Fannie Mae 11252022 02272018 69.692.85 67,550.35 68,804.27 723.83 2.184 2.734 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 313810B54 Agency MBS Federal National Mortgage Association Fannie Mae 03/012021 11/072018 56,742.10 57,916.84 58,662.82 957.18 4.410 2.111 AAA 240907020 RCTC I-15 Pn RAMP UP RESERVE 62888VAA6 CMO NCUA Guaranteed Notes Trust 2011-RI 10/072020 85,658.39 85,792.70 85,824.56 8430 2.931 3A56 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE CCYUSD Currency UNITED STATES OF AMERICA 03/312019 0.00 (250.391.58) (250.391.58) 0.00 0.000 0.000 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 31846V203 MM Fund First American Funds. Inc. 03/312019 0.00 140,244.92 140,244.92 0.00 2.090 2.040 AAA 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828SA9 TIPS Treasury, United States Dmamnent of 01/152022 322,49430 320,133.48 319.904.87 (929.82) 0.125 0.413 AAA 240907020 240907020 240907020 240907020 240907020 240907020 240907020 RCTC I-15 Pn RAMP UP RESERVE RCTC I-15 Pri RAMP UP RESERVE RCTC I-15 Pri RAMP UP RESERVE RCTC I-15 Pri RAMP UP RESERVE RCTC I-15 Pri RAMP UP RESERVE RCTC I-15 Pri RAMP UP RESERVE RCTC I-15 Pri RAMP UP RESERVE 912828UH1 TIPS 912828UF5 US Gov 912828VA5 US Gov 912828VV9 US Gov 912828B58 US Gov 912828F62 US Gov 912828Y53 US Gov Treasury. United States Department of Treasury, United States Dmamnem of Treasury. United States Department of Treasury, United States Dmamnem of Treasury. United States Department of Treasury, United States Dmamnent of Treasury. United States Department of 01/152023 12/312019 04/302020 08/312020 01/312021 10/312019 07/312020 02/052018 07/052018 02202019 81.783.00 435,00000 665,000.00 775,000 00 320,000.00 700,000 00 525,000.00 80,712.39 426,695.70 648,627.54 766,685.54 316,212.50 695,132.81 525,025.13 80,847.40 430,802.25 656,009.20 772,458.00 318,912.00 696,087.00 524,511.75 (111.78) (398.82) 988.08 3,234.49 1.638.84 193.40 (48490) 0A25 1.125 1.125 2.125 2A25 1.500 2.468 0A28 2A18 2.390 2.360 2.314 2A62 2.577 AAA AAA AAA AAA AAA AAA AAA 240907020 RCTC I-15 Pn RAMP UP RESERVE 9128285H9 US Gov 240907020 RCTC I-15 Pri RAMP UP RESERVE 912796UV9 US Gov Treasury, United States Dmamnent of Treasury. United States Department of 10/312020 12/062018 04/022019 02272019 550,000.00 549.984.67 175.000.00 174,671.97 549.208.00 174,987.75 (779.21) 2.470 2.604 AAA (0.53) 0.000 0.639 AAA 8,224,053.26 8,108,694.63 8,113,617.37 (6,385.05) Total 78,441,324.12 78,510501.28 78,342,764.65 (87,212.511 47 Page 16 of 34 ATTACHMENT 10 RERIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2019 Base Base Change In Source Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 240907004 RCTC Toll Revenue -I-15 46625HHL7 IPMORGAN CHASE & CO 1,009,780.00 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 8141EA58 GOLDMAN SACHS GROUP INC 92274A89 GREATER ORLANDO AVIATION AUIH ORLANDO FLA ARPT FAC 72967HM6 CTDGROUP INC 22546QAN7 CREDIT SUISSE AG (NEW YORK BRANCH) 40428HPN6 HSBC USA INC (NEW) 89114QAS7 TORONTO-DOMINION BANK 17401QAB7 CITIZENS BANK NA 511,180.00 702,296.00 998,570.00 997,040.00 993,630.00 996,250.00 992,910.00 (11,070.39) (3,901.86) (2,795.60) (1,521.18) (1,304.58) (1,188.62) (1,017.81) (947.20) 23O.39 71.86 3,299.60 2,911.18 3,754.58 5,028.62 3,497.81 5,617.20 1,001,940.00 511,650.00 702,800.00 999,960.00 999,490.00 997,470.00 998,730.00 997,580.00 27,650.00 I,194.44 2,190.50 12,254.17 7,858.33 9,104.17 5,253.47 7,96150 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 70914PPD8 PENNSYLVANIA(COMMONWEALTH OF) 90261XHE5 UBS AG (STAMFORD BRANCH) 0258MODK2 AMERICAN EXPRESS CREDIT CORP 14912L6Y2 CATERPILLAR FINANCIAL SERVICES CORP 05522RCV8 BACCT 161A 61747YDW2 MORGAN STANLEY 06367TPX2 BANK OF MONTREAL 307,000.80 846,557.50 998,370.00 990,240.00 750,487.50 496,245.00 990.510.00 (1,000,000.00) (937.24) (928.41) (865.42) (829.30) (733.06) (619.57) (550.21) 125.94 3,503.91 2,495.42 6,279.30 545.56 3,814.57 6,850.21 306,189.50 849,133.00 995,690.00 750,300.00 499,440.00 996.810.00 2,607.75 2,635.59 4,725.00 1,017.79 2,355.56 6,358.33 _40907004 LC-RCTC Toll Revenue: - I-15 0258MOEE5 AMERICAN EXPRESS CREDIT CORP 494,625.00 (400.40) 3,455.40 497,680.00 855.56 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 61746BDM5 MORGAN STANLEY 02582JGN4 AMXCA 141 A 172%71I1 CITIGROUP INC 1615711116 CHAFE 171 A 46625HKA7 WMORGAN CHASE & CO 05522RCQ9 BACCT 141 A 912828Y53 UNTIED STATES TREASURY 999,590.00 252,163.80 495,460.00 500,245.00 495,020.00 1,100,077.00 4,197.816.00 (1,000,000.00) (I,100,000.00) (391.94) 801.94 - - (368.61) 308.13 252,103.32 339.60 (353.33) 2,953.33 498,060.00 1,433.33 (328.56) 763.56 500,680.00 657.27 (317.25) 3,472.25 498,175.00 2,125.00 (263.36) 186.36 - - (253.42) (I 468.58) 4196,094.00 17, 198.82 240907004 LC-RCTC Toll Revenue: - I-15 37555813Q5 GILEAD SCIENCES INC 899,064.00 (244.46) 1,558.46 900,378.00 912.60 240907004 LC-RCTC Toll Revenue:-I-15 69353REV6 PNC BANK NA 998,260.00 - - (1,000,000.00) - - (190.72) 1,930.72 - - 240907004 LC-RCTC Toll Revenue: -I-15 60700A5L4 Mizuho Bank, Ltd. - 1,500,267.11 - - - (187.97) 70.86 1,500,150.00 9,430.00 240907004 LC-RCTC Toll Revenue:-I-15 86565BQD6 Sumitomo Mitsui Banking Corporation 1,500,100.17 - (1,500,000.00) - - (100.17) - - - 240907004 LC-RCTC Toll Revenue: - I-15 025821GN4 AMXCA 141 A - 215,176.37 - - - - (99.68) 11.46 215,088.15 289.73 240907004 LC-RCTC Toll Revenue: - I-15 718172BF5 PHBdP MORRIS INTERNATIONAL INC 999,550.00 - - (1,000,000.00) - - (81.43) 531.43 - - 240907004 LC-RCTC Toll Revenue: - I-15 58769DAD2 MBALT 17A A3 962,105.00 - - - (309,445.16) (26.88) (54.74) 1,868.73 654,446.95 521.53 240907004 LC-RCTC Toll Revenue: - I-15 65478GAC4 NAROT 17B A2B 257,078.66 - - - (129,086.90) (57.03) (27.20) 84.24 127,991.76 156.16 _40907004 LC-RCTC Toll Revenue: - I-15 912828Y53 UNITED STATES TREASURY 449,766.00 (24.74) (159.76) 449,581.50 I842.73 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 4590580K3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 86958/1.72 Svenska Handelsbanken AB 3136AK2A0 FNA 14M10 AS2 62888VAA6 NGN IORI IA 4590580K3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 4590580K3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 62888UAB6 NGN 10R22A 499,835.00 - - - - - (23.75) 113.75 1,500,019.94 - - - - (17.45) 12.51 203,964.52 - - - (205,263.83) 326.98 (16.71) 989.04 448,961:70 - - (26,523.09) (8.88) (16.51) 686.83 299,901.00 - - - - (14.32) 68.32 184,938.95 - - - - - (9.11) 42.41 266,538.06 - - - - (8.60) (162.90) 499,925.00 1,500,015.00 423,100.06 299,955.00 184,972.25 266.366.56 1,422.64 28,743.75 871.12 853.58 526.38 573.40 240907004 LC-RCTC Toll Revenue:-I-15 3130ABQH2 FEDERAL HOME LOAN BANKS - 1,500,112.50 - - - - (7.72) (179.78) 1,499,925.00 9,431.33 240907004 LC-RCTC Toll Revenue:-I-15 36225B5Y0 GN 781763 1,061.83 - - - (840.47) (1.47) (1.62) 3.39 221.65 1.02 240907004 LC-RCTC Toll Revenue: - I-15 31397Q4Q8 FNR 10155B JA 39,470.06 - - - (39,53529) (0.88) (0.85) 66.96 - 240907004 LC-RCTC Toll Revenue:-I-15 31846V203 FIRSTAMER:GVT OBLG Y 2,384,289.16 77,845,261.81 (75,105,347.54) - - - - - 5,124,203.43 240907004 LC-RCTC Toll Revenue: - I-15 CCYUSD Payable - - - - - - (4,990,454.17) - 240907004 LC-RCTC Toll Revenue: - I-15 64986U4H7 NEW YORK ST HSG FIN AGY REV 1,400,000.00 - - - - - - - 1,400,000.00 2,670.36 240907004 LC-RCTC Toll Revenue: - I-15 43814LAC3 HAROT 154 A3 0.00 - - - - (0.00) - 0.00 - - 240907004 LC-RCTC Toll Revenue: - I-15 58768MAC5 MBALT 16B A3 46,972.31 - - - (46,995.80) (0.01) - 23.50 - - 240907004 LC-RCTC Toll Revenue: - I-15 37555813Q5 GILEAD SCIENCES INC 594,381.20 - - - - - - 868.70 595,249.90 603.33 240907004 LC-RCTC Toll Revenue: - I-15 355185PF0 FRANKLIN WIS 374,902.50 - - (375,000.00) - 97.50 - - 240907004 LC-RCTC Toll Revenue: - I-15 4590580K3 RNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 524,826.75 - - - - - - 94.50 524,921.25 1,493.77 240907004 LC-RCTC Toll Revenue :-I-15 3135G0U68 FEDERAL NATIONAL MORTGAGE ASSOCIATION 374,958.75 - - - - - - 116.25 375,075.00 1,542.08 240907004 LC-RCTC Toll Revenue: - I-15 459058GM9 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM - 800,000.00 - (800,000.00) - - - - - - 240907004 LC-RCTC Toll Revenue: - I-15 9127%UZ0 UNTIED STATES TREASURY - 4,990,454.17 - - - - - (104.17) 4,990,350.00 - 240907004 LC-RCTC Toll Revenue: - I-15 477891AB2 ]DOT 2019 A2 - 529,975.83 - - - - 0.52 929.95 530,906.30 755.25 240907004 LC-RCTC Toll Revenue: - I-15 58768MAC5 MBALT 16B A3 27,901.55 - - - (27,915.51) (0.00) 5.61 35 - - 240907004 LC-RCTC Toll Revenue: - I-15 9128285H9 UNITED STATES TREASURY 5,291,997.00 - - - - - 19.16 351.84 5,292,368.00 21,720.94 240907004 LC-RCTC Toll Revenue :-I-15 064159HC3 BANK OF NOVA SCOTIA 399,848.00 - - (400,000.00) - - 19.46 132.54 - - 240907004 LC-RCTC Toll Revenue: - I-15 05582XAD4 BMWLT 162 A3 277,609.50 - - - (278,023.76) 0.01 28.74 385.51 - - 240907004 LC-RCTC Toll Revenue: - I-15 89114QBE7 TORONTO-DOMINION BANK 369,781.70 - - (370,000.00) - - 31.01 187.29 - - 240907004 LC-RCTC Toll Revenue: - I-15 161571HC1 CHAFE 162 A 12,902.24 - - - - - 39.21 24.36 12,965.81 7.92 240907004 LC-RCTC Toll Revenue: - I-15 912828Y53 UNTIED STATES TREASURY - 1,399,404.08 - - - - 52.45 (758.53) 1,398,698.00 5,732.94 240907004 LC-RCTC Toll Revenue: - I-15 61746BDM5 MORGAN STANLEY 499,795.00 - - (500,000.00) - - 72.89 132.11 - - 240907004 LC-RCTC Toll Revenue: - I-15 65478AAD5 NAROT 15C A3 207,616.55 - - - (122,793.52) 111.50 89.26 351.29 85,375.08 52.05 240907004 LC-RCTC Toll Revenue: - I-15 14912EN29 Caterpillar Financial Services Corp on 1500,000.00 - - (1,500,000.00) - - ]03.33 (103.33) - - 240907004 LC-RCTC Toll Revenue-I-15 78355BN24 Ryder System, Inc. 1,500,000.00 - - (1,500,000.00) - - 116.67 (116.67) - - 240907004 LC-RCTC Toll Revenue: - I-15 64972HV66 NEW YORKN Y CITY TRANSITIONAL FIN AUTH BLDG AID R 664,753.95 - - - - - 168.40 755.95 665,678.30 8,356.83 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 97665SNU0 Wisconsin Electric Power Company 65477XAF4 NALT 16B A4 06051GEN4 BANK OF AMERICA CORP 7811082AA1 ROYAL BANK OF CANADA 9128282T6 UNTIED STATES TREASURY 07274MRA5 Bayerische Landesbank 02360SN46 Ameren Corporation 864,814.03 - (865,000.00) - - 185.97 - 349,767.40 - - - (350,198.15) 169.74 207.81 53.20 - - 989,310.00 - - - - 222.20 5,187.80 994,720.00 10,000.00 1,484,370.00 - - - - 260.41 5,724.59 1,490,355.00 4,375.00 1,989,687.50 - - - - 264.42 (271.92) 1,989,680.00 2,173.91 1,218,876.59 - - - - 345.66 9.15 1,219,231.40 - 1,499,775.00 - - (1,500,000.00) - - 347.50 (122.50) - - 240907004 LC-RCTC Toll Revenue: - I-15 65478DAD9 NAROT 18A A3 597, 144.00 8823 2,977.77 600,510.00 706.67 240907004 LC-RCTC Toll Revenue: - I-15 69511KPK2 PacifiCorp 499,571 - (I 500,000.00) - - 428.34 240907004 LC-RCTC Toll Revenue: - I-15 3137B20W4 FHMS K713 A2 580,853.25 (3,331.54) 15.60 461.54 1,490.42 579,489.27 121.42 240907004 LC-RCTC Toll Revenue: - I-15 49327M2P8 KEYBANK NA 991,100.00 542.65 4,067.35 995,710.00 1,7 240907004 LC-RCTC Toll Revenue: - I-15 07274MRA5 Bayerische Landesbank 1,098,748.44 - - - - 547.56 11.00 1,099,307.00 240907004 LC-RCTC Toll Revenue: - I-15 65479AAD4 NALT 17A A3 240907004 LC-RCTC Toll Revenue: - I-15 161571HC1 CHAFE 162 A 240907004 LC-RCTC Toll Revenue: - I-15 07274MN76 Bayensche Landesbank 845,758.50 744,360.00 ,499,445.00 (102,205.95) 88.89 564.81 2,331.51 746,537.76 634.79 601.95 3,065.55 748,027.50 456.67 (1,500,000.00) - - 640.00 (85.00) 240907004 LC-RCTC Toll Revenue: - I-15 46107KQ86 E¢erstate Power and Light Com 1,249,355.90 - (1,250,000.00) - - 644.10 240907004 LC-RCTC Toll Revenue: - I-15 07330NAL9 BRANCH BANKING AND TRUST CO 994,200.00 666.98 3,853.02 998,720.00 5,679.17 240907004 LC-RCTC Toll Revenue: - I-15 74456DQD0 Public Service Elxtric and Gas Com 1,209,300.89 - (1,210,000.00) - - 699.11 240907004 LC-RCTC Toll Revenue: - I-15 31677QBB4 FIFTH THIRD B 997.940.00 732.01 1.147.99 999.820.00 10,291.67 240907004 LC-RCTC Toll Revenue: - I-15 93884FP7I Washington Gas Light Company 1,399,262.28 - (1,400,000.00) - - 737.72 240907004 LC-RCTC Toll Revenue: - I-15 0405611QS2 Arizona Public Service Company ,499,256.26 - (1,500,000.00) - - 743.74 240907004 LC-RCTC Toll Revenue: - I-15 71112KP 13 The Peoples Gas Light And Coke Company 1,499,247.50 - (1,500,000.00) - - 752.50 240907004 LC-RCTC Toll Revenue: - I-15 54866HQE5 Lowe's Comp 1,499,247.50 - (1,500,000.00) - - 752.50 240907004 LC-RCTC Toll Revenue: - I-15 23337UP45 DTE Gas Comp 1,499,241.66 - (1,500,000.00) - - 758.34 48 Page 17 of 34 RERIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2019 PIIMI=1/1/1111L 240907004 LGRCTC Toll Revenue:-I-15 New Jersey Natural Gas Company 240907004 LC-RCTC Toll Revenue: - I-15 Interstate Power and Light Company 240907004 LC-RCTC Toll Revenue: - I-15 Interstate Power and Light Company 240907094 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 '40907004 LC-RCTC Toll Revenue: - I-15 64587BQE5 46107KQN3 46107KQV5 670211086 63743DN98 97684HN80 26055BQN7 23337UQ69 64587BN99 93884FN99 71112KQD6 67021KNJ4 50000ENB6 97684HP13 24422E1'78 50000EQ49 67021KPL7 92780KR34 64587BNU2 71112KQS3 02587AA13 69511KPC0 43357MR51 69511KNV0 313384AY5 64587BP89 34108BNF8 71112KPK1 50000ER89 74456DRB3 912828P53 74456DP41 97684HQL8 23337UNV7 93884FQB1 92780KQJ0 69372BNQ9 63873KPF8 69350BR81 06416CAA6 34108BPL3 78355BQU9 NSTAR Electric Company National Rural Utilities Cooperative Finance Corpo Wisconsin Public Service Corporation The Dow Chemical Company DTE Gas Company New Jersey Natural Gas Company Washington Gas Light Company The Peoples Gas Light And Coke Company NSTAR Electric Company Koch Industries, Inc. Wisconsin Public Service Corporation JOHN DEERE CAPITAL CORP Koch Industries, Inc. NSTAR Electric Company Virginia Electric and Power Company New Jersey Natural Gas Company The Peoples Gas Light And Coke Company AMXCA 171 A PacifiCorp Hitachi Capital America Corp. PacifiCorp FEDERAL HOME LOAN BANKS New Jersey Natural Gas Company Florida Power & Light Company The Peoples Gas Light And Coke Company Koch Industries, Inc. Public Service Electric and Gas Company UNTIED STATES TREASURY Public Service Electric and Gas Company Wisconsin Public Service Corporation DTE Gas Company Washington Gas Light Company Virginia Electric and Power Company PACCAR Financial Corp. Natixis PPG Industries, Inc. BANK OF NOVA SCOTIA Florida Power & Light Company Ryder System, Inc Beginning Base Base Base Change In Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 1,499,227.08 1,499,22125 (1,500,000.00) (1,500,099.00) 1,499,235.00 1,499,340.00 1,499,235.00 1,499,235.09 1,499,010.00 1,499,221.25 1,499,200.01 1,499,140.00 1,399,097.09 1,499,043.75 1,498,975.09 698,897.50 (1,500,000.00) (1,500,099.00) (1,500,000.00) (1,500,099.00) (1,500,000.00) (1,400,099.00) (1,500,000.00) (1,500,000.00) (1,500,000.00) (1,500,000.00) (1,500,000.00) (700,009.00) 772.92 778.75 778.75 799.99 816.67 816.67 860.00 903.00 (51.67) (156.67) 933.33 950.00 956.25 1,025.00 (168.33) (185.09) 1,029.16 (39:16) 1,102.50 1,109,441:25 - - - - 1,18691 6,024:34 1,116,652.50 1,498,785.09 - (1,500,099.00) - - 1,215.00 - 1,498,780.01 - (1,500,000.00) - - 1,219.99 - - 1,498,477.50 - - - - 1,305.00 7.50 1,499,790.00 1,498,650.00 - (1,500,000.00) - - 1,350.00 - - 1,498,591.67 - (1,500,099.00) - - 1,408.33 - - 642,310.50 - - - - 1,476.00 2,261.50 646,048.00 1,498,442.51 - (1,500,000.00) - - 1,557.49 - - 1,198,075.00 - - - - 1,558.33 30.67 1,199,664.00 1,498,425.09 - (1,500,099.00) - - 1,575.00 - - 1,498,420.01 - (1,500,000.00) - - 1,579.99 - 1,498,419.17 - (1,500,099.00) - - 1,580.83 - 1,498,575.00 - - (1,500,000.00) - - 1,604.17 (179.17) 1,097,866.00 1,498,362.50 - (1,500,099.00) - - 1,637.50 - - 1,497,437.51 - - - - 1,844.99 (17.50) 1,499,265.00 1,496,951.25 - - - - 1,919.58 79.17 1,498,950.09 (1,100,000.00) - - 1,975.63 158.37 - 997,977.78 - (1,000,099.00) - - 2,022.22 - 1,497,957.50 - (1,500,000.00) - - 2,042.50 - - 1,497,816.66 - (1,500,099.00) - - 2,183.34 1,497,708.33 - (1,500,000.00) - - 2,291.67 1,497,672.50 - (1,500,099.00) - - 2,327.50 1,497,585:00 - - (1,500,000.00) - - 2,386.25 28.-75 - 997,410.09 - (1,000,099.00) - - 2,590.00 - 1,517,085.25 1,4%,551.25 - - - - 2,670.00 43.75 1,499,265.00 - - - 2,770.10 1,621.90 1,521,477.25 1,497,096.66 - (1,500,000.00) - - 2,903.34 - - 1,497,030.09 - (1,500,099.00) - - 2,970.00 - - 6,718.75 557.56 1,800.35 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 43357MNR7 Hitachi Capital America Corp. 17275RBG6 CISCO SYSTEMS INC 69350BQT6 PPG Industries, Inc. 43357MQK9 Hitachi Capital America Corp. 43357MEE4 Hitachi Capital America Corp. 1,497,480.00 - - (1,500,000.00) - - 3,000.00 (480.00) - - 1,040,581.50 - - - - - 3,019.35 603.15 1,044,204.00 449.17 1,4%,908.34 - (1,500,000.00) - - 3,091.66 - - - 1,496,850.00 - (1,500,099.00) - - 3,150.00 - 1,3%,710.00 - (1,400,000.00) - - 3,290.00 - - - 240907004 LC-RCTC Toll Revenue: - I-15 26055BQD9 The Dow Chemical Company 1,496,562.50 - (1,500,099.00) - - 3,437.50 240907004 LC-RCTC Toll Revenue: - I-15 43357MPR5 Hitachi Capital America Corp. 1,4%,240.00 - (1,500,000.00) - - 3,760.00 240907004 LC-RCTC Toll Revenue: - I-15 34108BQD0 Florida Power & Light Company 1,496,203.33 - (1,500,000.00) - - 3,796.67 240907004 LC-RCTC Toll Revenue: - I-15 26055BPB4 The Dow Chemical Company 1,4%,081.25 - (1,500,000.00) - - 3,918.75 240907004 LC-RCTC Toll Revenue: - I-15 240907004 LC-RCTC Toll Revenue: - I-15 912796XJ3 UNITED STATES TREASURY 912828UF5 UNTIED STATES TREASURY - 4,494,628.13 - (4,500,099.00) - - 5,371.87 - - - 3,645,499.00 - - - - - 12,051.04 6,744.96 3,661,295.00 10,463.74 75,980,096.44 168,140,126.15 (75,105,347.54) (91,270,011.00) (2,742,15897) 617.55 93,789.19 122,478.63 70,229,147.28 281,450.81 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 31283K5N4 FH G11753 3139216N4 FNR 0323B EQ 529,710.34 (114,842.50) (4,367.90) (3,304.91) 3,946.05 411,141.08 1,687.89 524,828.76 (48,423.58) (3,457.83) (2,085.18) 3,919.37 474,781.55 2,105.91 240907020 RCTC I-15 Prj RAMP UP RESERVE 38377QTC1 GNR 1125C AB 40,024.32 - - - (40,051.13) (1,427.62) (I 483.33) 2,937.77 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828SA9 UNTIED STATES TREASURY 912828UHI UNITED STATES TREASURY 912828SA9 UNTIED STATES TREASURY 9128285A9 UNITED STATES TREASURY 38375KCX8 GNR 0726C MA 81QB54 FN 467260 383742C76 GNR 0832B PA 38376P135 GNR 09116C NH 38378AWX5 GNR 11157E QA 97QWZ7 FNR I I I5F VB 38378CDK0 GNR 11169G 8 RLL6 PN 468431 38378DDC6 GNR 1216E GB 3137B8453 FHR 4305A CT 31381N7G2 FN 466295 162,670.70 79,358.10 75,912.99 75,912.99 123,772.40 58,773.65 81,909.01 81,475.53 153,475.40 74,495.58 98,561.05 47,084.21 83,617.12 127,756.13 36,592.86 (45,807.72) 326.91) (4,859.53) (26,873.44) (14,652.23) (9,411.73) (12,908.70) (239.96) (10,808.50) (11,024.04) (20796) (149.69) (6.03) (103.86) (57.49) (92.73) (61.14) (66.01) (3.20) (48.81) 118.42 (1.26) (728.17) 327.51) (318.04) 2.06) (282.79) (136.67) (121.74) (107.65) (%.38) (83.88) (75.35) (71.22) (68.16) (63.67) (48.52) 3,525.50 1,816.81 1,623.47 ,617.49 158.82 58.77 374.63 93.44 438.88 97.32 266.53 123.76 84.67 626.34 149.24 165,468.04 80,847.40 77,218.42 77,218.42 77,691 58,662.82 77,198.50 54,530.40 19.072.93 65,0 15 85,777.52 46,893.59 72,776.31 117,413.18 36,484.35 43.78 21.46 20.43 20.43 355.54 208.53 251.72 181.64 346.91 215.22 214.28 151.12 211.81 197.83 102.01 '40907020 RCTC I-15 Prj RAMP UP RESERVE 31381PTG3 FN 466851 44,939.97 (44,171.38) (334.79) (43.80) (389.99) 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 3138NJAE8 FN FN0004 40,427.63 - - - (6,008.30) (67.27) (30.61) 82.51 34,403.% 105.77 3620ARB67 GN 737261 30,534.81 - - - (1,739.44) (37.87) (24.67) 163.19 28,896.01 93.57 912828Y53 UNTIED STATES TREASURY 399,792.00 - - - - - (21.01) (142.99) 399,628.00 1,637.98 3130AEC17 FEDERAL HOME LOAN BANKS 350,504.09 - - - (20.43) 272.43 350,756.09 3,139.06 3137AH6C7 FHMS K015 A2 100,681.00 - - - - - (17.20) 588.20 101,252.00 269.17 3137A5FP4 FHR 3791E DA 64,641.87 - - - (6,456.45) (8.97) (11.78) 229.59 58,394.26 122.00 3620A9WV9 GN 723460 14,690.85 - - - (905.99) (18.04) (11.71) 78.81 13,833.92 44.72 240907020 RCTC I-15 Prj RAMP UP RESERVE 38379HLE3 GNR 14184H WK 89,315.86 (6,181.62) 9.32 (11.47) 156.68 83,288.78 238.50 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pry RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 62888VAA6 NGN lOR11A 41,029:40 - - - (3,409.06) (6.66) (11.24) 39.91 37,642.35 77.50 3138151/J8 FN 469617 43,376.59 - - (103.65) (0.52) (7.36) 426.30 43,691.37 123.47 38375CBH2 GNR 1257F LD - 27,313.86 - - - - (7.25) 2.68 27,309.29 28.63 383751C12 GNR 0668 D 18,483.49 - - - (4,063.76) (2.54) (4.84) 0.32 14,412.67 63.67 62888VAA6 NGN lOR11A - 51,127.31 - - (3,020.42) (1.01) (1.88) 78.22 48,182.21 99.20 38378HXH4 GNR 12119 KB - 7,995.44 - - - - (1.28) 144.26 8,138.42 8.78 31398N2K9 FNR 10123B DL 4,013.68 - - - (2,384.95) (2.16) (1.10) 7.58 1,633.05 4.77 1240907020 RCTC I-15 Prj RAMP UP RESERVE 38377F2N0 GNR 1073E LN 45,580.48 - - - (20,020.06) 39.10 (0.63) (16.72) 25,582.17 64.02 49 Page 18 of 34 RER IVERSIOE COUNTY TRAM 5 PO RTAT ION COMMISSION 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2019 PIIM1=1/11111L 240907020 RCTC I-15 Po RAMP UP RESERVE 31846V203 FMSTAMEKGVT OBLGY 240907020 RCTC 1-15 Pry RAMP OP RESERVE CCYUSD Payable 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828Y53 UNITED STATES TREASURY Beginning Base Base Base Change In Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 240907020 RCTC I-15 Pry RAMP UP RESERVE 3134GSTK1 FEDERAL HOME LOAN MORTGAGE CORP 240907020 RCTC I-15 Pp RAMP UP RESERVE 3134GTB31 FEDERAL HOME LOAN MORTGAGE CORP 240907020 RCTC I-15 Pry RAMP UP RESERVE 31418ASD1 FN MA1415 240907020 RCTC I-15 Pp RAMP UP RESERVE 313975E83 ERR 1136C PA 240907020 RCTC I-15 Pry RAMP UP RESERVE 9128285H9 UNITED STATES TREASURY 31,320:09 1,513,972/3 (1,405,047A0) 150,048.00 124,882:95 (150,000.00) 1,161.91 12,824.03 549,169.50 124,987:50 0.80 140,244.92 (250,391.58) 124,883.75 511.87 (48.00) - - - (24.88) 124,962.63 9.03 (110.76) 1.14 0.46 4.44 1,057.17 1.78 (5,035.13) 1.12 0.88 3.31 7,794.21 26.02 1.99 36.51 549,208.00 2,254.06 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137ARBX3 FHR 4061C CF 240907020 RCTC I-15 Pry RAMP UP RESERVE 38377WL77 GNR 1194A AB 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137AIMF8 FHMS K016 A2 240907020 RCTC 1-15 Pry RAMP UP RESERVE 3137B3NW4 FHMS K031 Al 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137BIUF7 FHMS K027 AI 240907020 RCTC 1-15 Pry RAMP UP RESERVE 31418ASD1 FN MA1415 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137AIMF8 FHMS K016 A2 5,981/7 101,311.06 37,641.33 73,200.18 99.049.56 46,078.08 98,564.% (99,668.24) - - 2.38 526.22 46,606.68 58.87 (5,992.11) 13.75 11.02 (13.93) - (545.06) 1.77 14.31 1,024.32 99,060.30 243.22 (6,529.05) 53.01 21.86 349.77 95,206.64 220.61 (2,610.74) 31.37 22.50 182.24 35,266.70 53.12 (6,978.11) 62.23 23.61 293.98 66,601.90 112.29 - - 26.47 592.21 - - _40907020 RCTC I-15 Pn RAMP UP RESERVE 3136AC714 FNA 13M62A 42,276.89 (250.23) 3.35 34.34 20239 42,266R4 89.03 240907020 RCTC I-15 Pp RAMP UP RESERVE 38377%459 GNR 10111E PE 240907020 RCTC I-15 Pry RAMP UP RESERVE 3137ASR97 FHMS K020 Al 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137AXHN6 FHMS K024 AI 240907020 RCTC I-15 PO RAMP UP RESERVE 38378VC45 GNR 13116D MA 240907020 RCTC I-15 Pp RAMP UP RESERVE 3136AMM48 FNA 15M4B AV2 240907020 RCTC I-15 PO RAMP UP RESERVE 3136A96F0 FNA 12M17 A2 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137BIU75 FHMS K501 A2 240907020 RCTC I-15 PO RAMP UP RESERVE 3130AAMQ8 FEDERAL HOME LOAN BANKS 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137ATRW4 FHMS K020 A2 240907020 RCTC I-15 PO RAMP UP RESERVE 912828P53 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 9127%UV9 UNTIED STATES TREASURY 240907020 RCTC I-15 Pry RAMP UP RESERVE 912828B58 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828P53 UNTIED STATES TREASURY 240907020 RCTC I-15 Pry RAMP UP RESERVE 9128281JF5 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828V V9 UNTIED STATES TREASURY 40,447.13 - 32,267.70 - 73,944.76 - 69,619.58 - %,728.46 - 71,107.79 - 118,290.00 - 224,885.25 - 98,533.00 - 349,781.25 174,671.97 317,539.20 - 239,534.40 - 187,201.30 471,846.00 (225,000.00) (350,000.00) (240,000.00) (2,133.80) 52.85 36A2 212.34 38,614.95 81.68 (2,476.09) 44.39 37.99 119.11 29,993.10 39.91 (5,761.96) 63.34 42A2 325.82 68,614.37 101.27 (2,413.94) 87.07 85.44 398.64 67,776.80 129.40 (3,334.31) 44.01 87.84 377.91 93,903.91 1%.80 (2,736.05) 66.90 98.05 267.59 68,804.27 126.84 - - 102.79 721.61 119,114.40 252.20 128.23 (13.48) - 177.52 804.48 99,515.00 197.75 - - 218.75 - - - 316.31 (0.53) 174,987.75 - 358.34 1,014.46 318,912.00 1,127.07 - - 431.05 34.55 - - 453.89 511.31 188,166.50 537.33 487.32 1,108.68 473,442.00 877.72 240907020 RCTC I-15 Pry RAMP UP RESERVE 912828V V9 UNITED STATES TREASURY 298,008.00 501.56 506.44 299,016.00 554.35 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828VA5 UNTIED STATES TREASURY 240907020 RCTC I-15 Pry RAMP UP RESERVE 912828E62 UNITED STATES TREASURY 161,893.05 695,132.81 595A2 280.73 162,769.20 779A2 760.79 193.40 696,087.00 4,408.84 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828UF5 UNTIED STATES TREASURY 241,391.15 797.97 446.63 242,635.75 692.87 240907020 RCTC I-15 PO RAMP UP RESERVE 912828VA5 UNITED STATES TREASURY 490,585.00 1,661.46 993.54 493,240.00 2,36138 8,038,371.76 3,158,216.71 (1,405,047.40) (965,000.00) (485,81035) (9,630.27) (2,404.13) 35,312.64 8,113,61737 28,502.56 84.018,468.20 171,298,342.86 (76,510394.94) (92,235.000.00) (3,227369.32) (9,012.72) 91385.06 157,791/6 78342,764.65 309,953.37 50 Page 19 of 34 1151r- RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Summary of Investments for quarter ended March 31, 2019 ATTACHMENT 11 t 50, 000,000 a m 40,000,000 c� d Y 20,000.000 ro 2 10,000,44a m 30,000.00❑ 0 Credit Rating Asset Class Money Market Funds 16.692%1 Cash 141.659%) Fixed Income (99.666%) Chart calculated by: Pass Market Value . Accrued *Negative cash reflects securities in transit at month end Industry Group other 120.037 %) Multi -national (1-925%) Agency CoNa CMG (2.776%) f US Municipals 0.942%) Credit Card ABS (3.976%1 Diversified Plnan Son, (4.726%) sovereign (36.796%1 Banks (26416%) anart calculateq PY' PAY. Markel Value r Aecruect Security Type T-BILL (6.567%) CA Ski (-6.656%) Other A%)126249 NIMFIINO (6.692%) ADS (7.472%] CA 1+2.095%) !CORP (26,664%) US oitV (26.716%1 Chart calculated by; Base frlarket VA4.19 • Acq-ued - Market Sector Other (3.640%1 uul ley f3lpal.at2�&l�_ M unlc�� -Government (9.942%) / (35.716%) Mortgage Backed (5.72670 Asset Backed 17.472%) Industrwi (9.744%) Financial (90.644%) Chart calculated by; Base Market Value + Acsrued 51 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Sales Tax Revenue Fund Summary of Investments for quarter ended March 31, 2019 ATTACHMENT 12 35,000.000 la 30,000,000 Q 25,000,C/00 'a' 201000,000 15.000.000 10,000.000 tl] 5.000,000 !T] 0 I Credit Rating M+ AA AA li+ A R- A-14- Asset Class Money Markel Funds (7.267%) Cart 1.7.072%t 'Fixed Income (99.605%) Chart Calculaled by: Base Markel Value t Accrued `Negative cash reflects securities in transit at month end Other [18.891%) Electric (2.127%) Mu147./0) erlalN 17.14T°hl US Municipals (4.3979b) Credit Card ABS (4A37%) Diversified Finan. SeN [5-2729bj Industry Group • Sovereign 03.931%) dank* 128-799%} :hart calcu.,aled by. Base Martial Vaiue « a.ccr..ern Security Type Other (18.75474) 'CORP (29.966 0. CASH I.7.07.2%1 T-dILL -- (7.077%) MMFUND01111:L. (7.267.4) ABS _- "US Gov [6.335%) (24-779%) CP (13-494%) Chart calwlaled by: BeSe Merkel VaWe t Accrued Market Sector Other (1-996' Aponcy (2.67656)�� VHllty / (4.253%)' Municipal' (4-3979kt Asset Hacked (8-33S%) Industrial (lo-ace%) 1 J Government' (33-404%) Financial (3.4-070%) Churl ealeti kited by: Base Merk9t Value Accrued' 52 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Ramp Up Fund Summary of Investments for quarter ended March 31, 2019 10,000,000 8.000,060 Q Q, 6.000,000 7 ▪ 4.000,060 65 m � 2.066,{]00 Credit Rating AAA A-1. Asset Class Money &lancet Funds (1.716 ) Cash [3.075'h1 liked Income (101 s8o%) Chart Calcnlaled by: Base Markel Valve + Accrued *Negative cash reflects securities in transit at month end (11-21250 FGLMC (5.071 %1 AGCY BOND----- Is.s62%). (6.us7%) FMMACMO [6.775xJ FHLMC CMO I6.7877.4 Security Type ATTACHMENT 13 Industry Group - - -US GOV (48.885%1 Chart calculated by: Baas. Markel Valve + Accrued Cae [-1.3 Agency Collet °Shur 10.527 Y j 1 n PAC CMo I7.56650 FNMA ColiateraI (9.945%) F0LMC ❑ollataral 15.071%0 Commercial MBS 00.67/%1 Agency collet CMO (111.333%) 8eve reign (61.84050 Chart calcu.aled by, Base MarK t Value «,Accrued. Market Sector GDVarnment (5s.75sx) Churl calculated by, Base Market Value - A. -,trued 53 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2019 ATTACHMENT 14 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM CUSIP Security Type Category Issuer Next Call Final Maturity Trade Date Date Original Cost Base Market Value Unrealized Gain/Loss Accrued Income Coupon Yield Credit Rating U1U1531L/N2 Taxable Muni ALAMEDA UN I Y DA J I 2.S6b% b/U1/21 Ub/U1/2021 U4/24/2U1S 2bb,000.UU Yb/,UUb.Sb Y,UUb.Sb 2,4315.1U 1.8/ 2.t3b1b143U/ AA+ 037833BS8 Credit APPLE INC 2.250% 2/23/21 02/23/2021 02/23/2016 01/23/2021 495,675.00 498,200.00 2,525.00 1,187.50 2.25 2.264652300 AA+ 037833CS7 Credit APPLE INC 1.800% 5/11/20 05/11/2020 05/11/2017 484,505.30 481,226.70 -3,278.60 3,395.00 1.8 1.816438771 AA+ 053015AD5 Credit AUTOMATIC DATA 2.250% 9/15/20 09/15/2020 09/15/2015 08/15/2020 452,969.04 447,435.00 -5,534.04 450.00 2.25 2.257993296 AA 05582QAD9 Asset -Backed BMW VEHICLE OWNER 1.160% 11/25/20 11/25/2020 07/20/2016 133,378.23 132,797.31 -580.92 25.79 1.16 1.163852351 N/A 05584PAD9 Asset -Backed BMW VEHICLE LEASE 2.070% 10/20/20 10/20/2020 10/25/2017 99,999.92 99,620.00 -379.92 63.25 2.07 2.076624432 N/A 06050TMJ8 Credit BANK OF AMERICA MTN 3.335% 1/25/23 01/25/2023 01/25/2019 01/25/2022 520,000.00 526,500.00 6,500.00 3,179.37 3.34 3.304041135 A+ 06406FAA1 Credit BANK OF NY MTN 2.500% 4/15/21 04/15/2021 02/19/2016 03/15/2021 756,466.21 748,177.50 -8,288.71 8,645.83 2.5 2.512007395 A 06406HBM0 Credit BANK NY MELLON MTN 5.450% 5/15/19 05/15/2019 05/12/2009 245,229.45 242,801.02 -2,428.43 4,982.51 5.45 5.441728573 A 084664CK5 Credit BERKSHIRE HATHAWAY 1.300% 8/15/19 08/15/2019 08/15/2016 159,844.80 159,249.60 -595.20 265.78 1.3 1.305365050 AA 084670BQ0 Credit BERKSHIRE HATHAWAY 2.200% 3/15/21 03/15/2021 03/15/2016 02/15/2021 466,436.01 468,847.53 2,411.52 460.53 2.2 2.212522879 AA 13063BFS6 Taxable Muni CALIFORNIA ST BUILD 6.650% 3/01/22 03/01/2022 04/01/2010 474,067.48 467,721.00 -6,346.48 2,355.21 6.65 6.086956522 AA- 13063DGA0 Taxable Muni CALIFORNIA ST 2.800% 4/01/21 04/01/2021 04/25/2018 500,008.42 504,515.00 4,506.58 7,000.00 2.8 2.783964365 AA- 13066YTY5 Taxable Muni CALIFORNIA ST DEPT 1.713% 5/01/21 05/01/2021 09/28/2016 105,052.47 104,696.96 -355.51 757.44 1.71 1.739209893 AA 13077CT38 Taxable Muni CALIFORNIA ST 1.982% 11/01/19 11/01/2019 08/05/2015 130,182.82 129,525.50 -657.32 1,073.58 1.98 1.987884137 AA- 156549AA5 Taxable Muni CENTURY HOUSING CORP 3.824% 11/01/20 11/01/2020 02/07/2019 110,000.00 110,039.60 39.60 630.96 3.82 3.824497185 AA- 166764AN0 Credit CHEVRON CORP 2.193% 11/15/19 11/15/2019 11/18/2014 501,681.22 498,615.00 -3,066.22 4,142.33 2.19 2.198165689 AA 166764AU4 Credit CHEVRON CORP 3.26813% 3/03/22 03/03/2022 03/03/2015 503,785.18 503,295.00 -490.18 1,316.33 3.15 3.245218557 AA 17275RAX0 Credit CISCO SYSTEMS INC 2.450% 6/15/20 06/15/2020 06/17/2015 599,952.00 599,046.00 -906.00 4,328.33 2.45 2.452968091 AA- 17275RBG6 Credit CISCO SYSTEMS INC 1.400% 9/20/19 09/20/2019 09/20/2016 39,955.60 39,779.20 -176.40 17.11 1.4 1.406978614 AA- 17305EGB5 Asset -Backed CITIBANK CREDIT 1.920% 4/07/22 04/07/2022 04/11/2017 229,933.74 228,422.20 -1,511.54 2,134.40 1.92 1.932581103 AAA 30231GAV4 Credit EXXON MOBIL 2.222% 3/01/21 03/01/2021 03/03/2016 02/01/2021 495,685.00 497,730.00 2,045.00 925.83 2.22 2.235502435 AA+ 3130AF4M6 Agencies F H L B DEB 3.360% 10/18/22 10/18/2022 10/18/2018 04/18/2019 254,617.50 255,073.95 456.45 3,879.40 3.36 3.360000000 AA+ 3130AF5B9 Agencies F H L B DEB 3.000% 10/12/21 10/12/2021 10/12/2018 619,597.00 630,676.40 11,079.40 8,731.67 3 2.957150884 AA+ 3134GBTL6 Agencies F H L M C M T N 2.100% 6/29/22 06/29/2022 06/29/2017 06/29/2019 484,720.00 496,350.00 11,630.00 2,683.33 2.1 2.119970119 AA+ 3134GSQ57 Agencies F H L M C M T N 3.000% 1/18/22 01/18/2022 01/18/2019 04/18/2019 260,000.00 260,026.00 26.00 1,581.67 3 3.000000000 AA+ 3136131XP4 Mortgage -Backed F N M A GTD REMIC 3.560% 9/25/21 09/25/2021 04/01/2018 171,269.83 170,928.76 -341.07 500.77 3.56 3.516535620 N/A 3137BNN26 Mortgage -Backed F H L M C MLTCL MTG 1.780% 7/25/19 07/25/2019 04/01/2016 24,489.09 24,353.58 -135.51 36.29 1.78 1.786451891 N/A 3137EAEL9 Agencies F H L M C M T N 2.375% 2/16/21 02/16/2021 02/16/2018 508,653.60 510,494.70 1,841.10 1,514.06 2.38 2.375665186 AA+ 3137FGZN8 Mortgage -Backed F H L M C MLTCL 2.53283% 2/25/23 02/25/2023 08/14/2018 185,391.78 185,078.47 -313.31 91.30 2.69 2.534125504 N/A 3137FJXN4 Mortgage -Backed F H L M C MLTCL 2.5795% 2/25/23 02/25/2023 10/31/2018 200,000.00 199,736.00 -264.00 100.31 2.74 2.579086946 N/A 3137FJYA1 Mortgage -Backed F H L M C MLTCL MTG 3.454% 5/25/23 05/25/2023 11/01/2018 350,587.74 357,560.08 6,972.34 1,009.14 3.45 3.389331161 N/A 31846V203 FIRST AM GOVT OB FD CL Y 373,595.00 373,595.00 0.00 551.06 2.042978000 419792YL4 Taxable Muni HAWAII ST SER FX 2.770% 1/01/22 01/01/2022 02/21/2019 190,000.00 191,202.70 1,202.70 584.78 2.77 2.763312783 AA+ 43814PAC4 Asset -Backed HONDA AUTO 1.790% 9/20/21 09/20/2021 09/29/2017 149,983.76 149,022.00 -961.76 96.96 1.79 1.801095146 AAA 45750TAG8 Taxable Muni INLAND VLY CA DEV 3.627% 3/01/20 03/01/2020 05/15/2014 231,523.54 231,922.80 399.26 695.18 3.63 3.600428835 AA 46647PBB1 Credit JPMORGAN CHASE CO 3.207% 4/01/23 04/01/2023 03/22/2019 04/01/2022 1,050,000.00 1,056,321.00 6,321.00 841.84 3.21 3.199321628 A- 47787XAC1 Asset -Backed JOHN DEERE OWNER 1.780% 4/15/21 04/15/2021 03/02/2017 206,749.96 205,788.93 -961.03 163.59 1.78 1.787130651 N/A 47789JAD8 Asset -Backed JOHN DEERE OWNER 2.910% 7/17/23 07/17/2023 03/13/2019 259,968.05 261,664.00 1,695.95 378.30 2.91 2.896905985 N/A 478160CH5 Credit JOHNSON JOHNSON 1.950% 11/10/20 11/10/2020 11/10/2017 249,732.50 248,105.00 -1,627.50 1,909.38 1.95 1.965230537 AAA 544445AZ2 Taxable Muni LOS ANGELES CA DEPT 2.092% 5/15/20 05/15/2020 12/06/2016 98,788.00 99,468.00 680.00 790.31 2.09 2.103971598 AA 54465AGK2 Taxable Muni LOS ANGELES CA 1.125% 9/01/19 09/01/2019 08/25/2016 266,868.00 268,377.30 1,509.30 253.13 1.13 1.130085384 AA 58769DAD2 Asset -Backed MERCEDES BENZ AUTO 1.790% 4/15/20 04/15/2020 04/26/2017 251,346.90 250,927.84 -419.06 199.96 1.79 1.792545414 AAA 594918BV5 Credit MICROSOFT CORP 1.850% 2/06/20 02/06/2020 02/06/2017 499,665.00 497,040.00 -2,625.00 1,413.19 1.85 1.859595513 AAA 649791EJ5 Taxable Muni NEW YORK ST REF SER 3.600% 9/01/19 09/01/2019 03/30/2011 504,884.94 501,720.00 -3,164.94 1,500.00 3.6 3.589876548 AA+ 65478BAD3 Asset -Backed NISSAN AUTO LEASE 3.250% 9/15/21 09/15/2021 10/24/2018 199,982.52 201,552.00 1,569.48 288.89 3.25 3.223055258 AAA 65478NAD7 Asset -Backed NISSAN AUTO 3.220% 6/15/23 06/15/2023 12/12/2018 449,913.78 455,877.00 5,963.22 644.00 3.22 3.182981920 AAA 65479BAD2 Asset -Backed NISSAN AUTO LEASE 2.050% 9/15/20 09/15/2020 10/10/2017 219,961.57 219,298.20 -663.37 200.44 2.05 2.055405717 N/A 65479KAD2 Asset -Backed NISSAN AUTO 2.900% 10/16/23 10/16/2023 02/13/2019 319,951.52 322,368.00 2,416.48 412.44 2.9 2.882474555 N/A 697379UD5 Taxable Muni PALO ALTO CA 2.291% 8/01/20 08/01/2020 08/14/2012 321,873.50 324,324.00 2,450.50 1,240.96 2.29 2.297801492 AAA 717081DU4 Credit PFIZER INC 1.450% 6/03/19 06/03/2019 06/03/2016 249,715.00 249,522.50 -192.50 1,188.19 1.45 1.451771161 AA 717081EM1 Credit PFIZER INC 3.000% 9/15/21 09/15/2021 09/07/2018 249,662.50 254,015.00 4,352.50 333.33 3 2.970032373 AA 742718EZ8 Credit PROCTER GAMBLE CO 1.750% 10/25/19 10/25/2019 10/25/2017 149,947.50 149,257.50 -690.00 1,137.50 1.75 1.758900034 AA- 76116FAE7 Agencies RESOLUTION FD CORP STRIP 10/15/20 10/15/2020 10/15/1990 S4 483,083.43 490,691.40 7,607.97 0.00 0 0.000000000 N/A OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2019 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM CUSIP Security Type Category Issuer Next Call Final Maturity Trade Date Date Original Cost Base Market Value Unrealized Gain/Loss Accrued Income Coupon Yield Credit Rating IdbUfLIAI2 Taxable Muni SAUKAMEN I U GA Z./12% 11/U1/19 11/U1/2019 Ub/M/2U1S 130,000.UU 130,001.30 1.30 1,4by.UU 1./1 2./123/9/33 AA+ 797299LR3 Taxable Muni SAN DIEGO CA PUBLIC 2.698% 10/15/19 10/15/2019 06/21/2018 500,000.00 500,210.00 210.00 6,220.39 2.7 2.697379603 AA- 797299LT9 Taxable Muni SAN DIEGO CA PUBLIC 2.994% 10/15/21 10/15/2021 06/21/2018 200,000.00 202,504.00 2,504.00 2,761.13 2.99 2.967676708 AA- 797669XT0 Taxable Muni SAN FRANCISCO CA 2.169% 7/01/20 07/01/2020 12/28/2017 100,000.00 99,606.00 -394.00 542.25 2.17 2.179001617 AA+ 79770GGM2 Taxable Muni SAN FRANCISCO CITY 2.000% 8/01/20 08/01/2020 11/30/2017 299,607.00 298,047.00 -1,560.00 1,000.00 2 2.014484141 AA- 798170AC0 Taxable Muni SAN JOSE CA REDEV 2.259% 8/01/20 08/01/2020 12/21/2017 190,000.00 189,327.40 -672.60 715.35 2.26 2.269713046 AA 79876CBQ0 Taxable Muni SAN MARCOS CA REDEV 2.000% 10/01/20 10/01/2020 12/14/2017 109,256.40 108,926.40 -330.00 1,100.00 2 2.021467990 AA- 801096AP3 Taxable Muni SANTA ANA CA CMNTY 3.346% 9/01/21 09/01/2021 11/08/2018 240,000.00 244,500.00 4,500.00 669.20 3.35 3.295999685 AA 80136PCY7 Taxable Muni SANTA BARBARA CA 3.300% 12/01/21 12/01/2021 11/28/2018 125,000.00 127,158.75 2,158.75 1,409.38 3.3 3.256782496 AA 80168FMA1 Taxable Muni SANTA CLARA VLY CA 2.387% 6/01/21 06/01/2021 03/30/2016 397,756.00 398,636.00 880.00 3,182.67 2.39 2.401094424 N/A 857477AS2 Credit STATE STREET CORP 2.550% 8/18/20 08/18/2020 08/18/2015 792,421.15 787,558.72 -4,862.43 2,400.12 2.55 2.554009795 A 882723UC1 Taxable Muni TEXAS ST REF WTR 2.036% 8/01/20 08/01/2020 02/05/2015 250,869.67 248,747.50 -2,122.17 848.33 2.04 2.047795301 AAA 88579YBF7 Credit 3M COMPANY MTN 2.750% 3/01/22 03/01/2022 02/22/2019 02/01/2022 249,882.50 252,180.00 2,297.50 744.79 2.75 2.739207522 AA- 89190BAD0 Asset -Backed TOYOTA AUTO 1.760% 7/15/21 07/15/2021 05/17/2017 481,457.94 478,909.23 -2,548.71 376.64 1.76 1.769769126 AAA 89238MAD0 Asset -Backed TOYOTA AUTO 1.730% 2/16/21 02/16/2021 03/15/2017 261,228.92 260,013.46 -1,215.46 200.88 1.73 1.738204324 AAA 89239AAD5 Asset -Backed TOYOTA AUTO 2.910% 7/17/23 07/17/2023 02/13/2019 339,938.05 342,417.40 2,479.35 439.73 2.91 2.891235879 AAA 90290AAC1 Asset -Backed USAA AUTO OWNER 1.700% 5/17/21 05/17/2021 09/20/2017 114,188.87 113,642.47 -546.40 86.29 1.7 1.707084400AAA 90331 HNG4 Credit US BANK NA MTN 2.050% 10/23/20 10/23/2020 10/24/2017 09/23/2020 249,950.00 247,865.00 -2,085.00 2,249.31 2.05 2.068033250 AA- 90331 HPA5 Credit US BANK NA MTN 3.000% 2/04/21 02/04/2021 02/04/2019 01/04/2021 519,578.80 523,317.60 3,738.80 2,470.00 3 2.987095746 AA- 91159HHQ6 Credit US BANCORP MTN 3.41925% 1/24/22 01/24/2022 01/24/2017 12/23/2021 251,770.01 251,622.50 -147.51 1,590.90 3.42 3.398924432 A+ 911759MU9 Agencies U S DEPT HSG & URB 2.570% 8/01/21 08/01/2021 03/28/2019 100,000.00 99,970.00 -30.00 21.42 2.57 2.576363618 N/A 9128282Q2 Treasuries U S TREASURY NT 1.500% 8/15/20 08/15/2020 08/15/2017 1,457,105.41 1,440,460.26 -16,645.15 2,718.65 1.5 1.518387675 N/A 9128284P2 Treasuries U S TREASURY NT 2.625% 5/15/21 05/15/2021 05/15/2018 ' 888,550.98 896,221.10 6,844.14 8,841.61 2.63 2.612850246 N/A 9128284T4 Treasuries U S TREASURY NT 2.625% 6/15/21 06/15/2021 06/15/2018 639,675.00 645,024.00 5,349.00 4,938.46 2.63 2.611420613 N/A 9128284W7 Treasuries U S TREASURY NT 2.750% 8/15/21 08/15/2021 08/15/2018 1,937,444.55 1,956,459.15 19,014.60 6,614.81 2.75 2.727308791 N/A 9128284Y3 Treasuries U S TREASURY NT 2.625% 8/31/20 08/31/2020 08/31/2018 5,093,238.49 5,116,728.00 23,767.06 11,834.25 2.63 2.618767334 N/A 9128285A4 Treasuries U S TREASURY NT 2.750% 9/15/21 09/15/2021 09/15/2018 507,948.05 515,977.20 8,029.15 647.89 2.75 2.725605828 N/A 912828562 Treasuries U S TREASURY NT 2.750% 9/30/20 09/30/2020 09/30/2018 2,130,361.92 2,147,084.10 16,722.18 29,516.67 2.75 2.738007527 N/A 9128285F3 Treasuries U S TREASURY NT 2.875% 10/15/21 10/15/2021 10/15/2018 1,026,577.07 1,045,614.80 19,037.73 13,667.31 2.88 2.841049459 N/A 9128285G1 Treasuries U S TREASURY NT 2.875% 10/31/20 10/31/2020 10/31/2018 515,301.71 519,166.35 3,864.64 6,216.99 2.88 2.856035921 N/A 9128285L0 Treasuries U S TREASURY NT 2.875% 11/15/21 11/15/2021 11/15/2018 1,036,211.22 1,051,135.65 14,924.43 11,261.34 2.88 2.839730547 N/A 9128285V8 Treasuries U S TREASURY NT 2.500% 1/15/22 01/15/2022 01/15/2019 2,484,430.86 2,506,832.40 22,401.54 13,069.06 2.5 2.490263071 N/A 9128285X4 Treasuries U S TREASURY NT 2.500% 1/31/21 01/31/2021 01/31/2019 4,727,379.10 4,745,267.76 17,845.58 19,595.30 2.5 2.496479963 N/A 9128285Z9 Treasuries U S TREASURY NT 2.500% 1/31/24 01/31/2024 01/31/2019 260,898.05 264,038.04 3,139.99 1,081.49 2.5 2.487859247 N/A 9128286C9 Treasuries U S TREASURY NT 2.500% 2/15/22 02/15/2022 02/15/2019 1,174,975.78 1,183,624.50 8,648.72 3,651.59 2.5 2.490660025 N/A 9128286D7 Treasuries U S TREASURY NT 2.500% 2/28/21 02/28/2021 02/28/2019 1,788,795.51 1,796,927.30 8,131.79 3,891.30 2.5 2.495707383 N/A 912828Y20 Treasuries U S TREASURY NT 2.625% 7/15/21 07/15/2021 07/16/2018 249,619.14 251,962.50 2,343.36 1,377.76 2.63 2.611238772 N/A 91412G2R5 Taxable Muni UNIV OF CALIFORNIA 1.877% 5/15/20 05/15/2020 09/28/2017 90,000.00 89,298.90 -701.10 638.18 1.88 1.892175245 AA- 91412G2S3 Taxable Muni UNIV OF CALIFORNIA 2.112% 5/15/21 05/15/2021 09/28/2017 140,000.00 138,731.60 -1,268.40 1,117.01 2.11 2.136030341 AA- 91412HDJ9 Taxable Muni UNIV OF CA 3.283% 5/15/22 05/15/2022 06/05/2018 285,988.14 290,839.65 4,851.51 3,534.70 3.28 3.232635538 AA- 931142DY6 Credit WALMART STORES INC 1.750% 10/09/19 10/09/2019 10/20/2017 294,994.10 293,545.65 -1,448.45 2,466.53 1.75 1.756781175 AA 931142EA7 Credit WALMART STORES INC 1.900% 12/15/20 12/15/2020 10/20/2017 489,760.00 495,680.00 5,920.00 2,797.22 1.9 1.921307298 AA 931142EJ8 Credit WALMART INC 3.125% 6/23/21 06/23/2021 06/27/2018 129,993.50 131,783.60 1,790.10 1,105.90 3.13 3.095070667 AA 94988J5Q6 Credit WELLS FARGO MTN 3.27238% 7/23/21 07/23/2021 07/23/2018 07/23/2020 500,000.00 500,745.00 745.00 2,811.79 3.27 3.266076472 A+ 94988J5T0 Credit WELLS FARGO MTN 3.625% 10/22/21 10/22/2021 10/23/2018 09/21/2021 529,941.70 539,932.20 9,990.50 8,432.15 3.63 3.569705265 A+ SS OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2019 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM CUSIP Security Type Category Issuer Next Call Base Market Final Maturity Trade Date Date Original Cost Value Unrealized Gain/Loss Accrued Income Credit Coupon Yield Rating 52,078,426.99 52,305,825.52 226,807.02 277,050.29 56 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 ATTACHMENT 15 Transaction Settlement Date Trade Date Date CUSIP Descri•tion Units Miscellaneous Price Commissions SEC Fees Fees Net Cash Amount Amount o erm Federal Tax Cost Gain/Loss Amount ong erm Gain/Loss Amount INTEREST EARNED ON F F C B DEB 2.41925% 8/01/22 $1 PV ON 01/02/2019 3133EHTJ2 230000.0000 SHARES DUE 1/1/2019 0.0000 0.000000 0.00 0.00 0.00 479.15 0.00 0.00 0.00 01/02/2019 01/02/2019 01/02/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,563.6500 1.000000 0.00 0.00 0.00 -1,563.65 1,563.65 0.00 0.00 01/02/2019 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 31846V203 SHARES DUE 12/31/2018 INTEREST FROM 12/1/18 TO 12/31/18 0.0000 0.000000 0.00 0.00 0.00 542.75 0.00 0.00 0.00 01/02/2019 INTEREST EARNED ON SAN FRANCISCO CA 2.169% 7/01/20 $1 PV 797669XT0 ON 100000.0000 SHARES DUE 1/1/2019 0.0000 0.000000 0.00 0.00 0.00 1,084.50 0.00 0.00 0.00 01/03/2019 01/03/2019 01/03/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 542.7500 1.000000 0.00 0.00 0.00 -542.75 542.75 0.00 0.00 01/07/2019 INTEREST EARNED ON F F C B 2.4595 % 9/06/22 $1 PV ON 3133EHXH1 260000.0000 SHARES DUE 1/6/2019 0.0000 0.000000 0.00 0.00 0.00 550.65 0.00 0.00 0.00 01/07/2019 01/07/2019 01/07/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 550.6500 1.000000 0.00 0.00 0.00 -550.65 550.65 0.00 0.00 01/14/2019 INTEREST EARNED ON F F C B DEB 2.51238 % 7/13/22 $1 PV ON 3133EHRD7 310000.0000 SHARES DUE 1/13/2019 0.0000 0.000000 0.00 0.00 0.00 670.67 0.00 0.00 0.00 01/14/2019 01/14/2019 01/14/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 670.6700 1.000000 0.00 0.00 0.00 -670.67 670.67 0.00 0.00 01/15/2019 INTEREST EARNED ON CHASE ISSUANCE TRUST 1.370 % 6/15/21 $1 PV ON 856.2500 SHARES DUE 1/15/2019 $0.00114/PV ON 750,000.00 161571HC1 PV DUE 1/15/19 0.0000 0.000000 0.00 0.00 0.00 856.25 0.00 0.00 0.00 01/15/2019 AMORTIZED PREMIUM ON CHASE ISSUANCE TRUST 1.370% 6/15/21 161571HC1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -0.60 0.00 0.00 01/15/2019 01/15/2019 01/15/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 91,308.8400 1.000000 0.00 0.00 0.00 -91,308.84 91,308.84 0.00 0.00 01/15/2019 INTEREST EARNED ON JOHN DEERE OWNER 1.780% 4/15/21 $1 PV ON 404.9800 SHARES DUE 1/15/2019 $0.00148/PV ON 273,017.23 PV 47787XAC1 DUE 1/15/19 0.0000 0.000000 0.00 0.00 0.00 404.98 0.00 0.00 0.00 01/15/2019 01/15/2019 01/15/2019 47787XAC1 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 1.780 % 4/15/21 -22,698.3400 0.000000 0.00 0.00 0.00 22,698.34 -22,695.11 0.00 3.23 01/15/2019 INTEREST EARNED ON MERCEDES BENZ AUTO 1.790% 4/15/20 $1 PV ON 551.9200 SHARES DUE 1/15/2019 $0.00149/PV ON 370,000.00 58769DAD2 PV DUE 1/15/19 0.0000 0.000000 0.00 0.00 0.00 0.00 0.00 01/15/2019 01/15/2019 01/15/2019 58769DAD2 PAID DOWN PAR VALUE OF MERCEDES BENZ AUTO 1.790% 4/15/20 -32,913.0900 0.000000 0.00 0.00 0.00 32,913.09 -32,912.34 0.00 0.75 01/15/2019 INTEREST EARNED ON NISSAN AUTO LEASE 3.250 % 9/15/21 $1 PV ON 541.6700 SHARES DUE 1/15/2019 $0.00271/PV ON 200,000.00 PV 65478BAD3 DUE 1/15/19 0.0000 0.000000 0.00 0.00 0.00 0.00 0 0.00 01/15/2019 INTEREST EARNED ON NISSAN AUTO 3.220 % 6/15/23 $1 PV ON 1328.2500 SHARES DUE 1/15/2019 $0.00295/PV ON 450,000.00 PV 65478NAD7 DUE 1/15/19 0.0000 0.000000 0.00 0.00 0.00 1,328.25 0.00 0.00 0.00 01/15/2019 INTEREST EARNED ON NISSAN AUTO LEASE 2.050% 9/15/20 $1 PV ON 375.8300 SHARES DUE 1/15/2019 $0.00171/PV ON 220,000.00 PV 65479BAD2 DUE 1/15/19 0.0000 0.000000 0.00 0.00 0.00 375.83 0.00 0. 0.00 01/15/2019 INTEREST EARNED ON TOYOTA AUTO 1.760 % 7/15/21 $1 PV ON 762.6700 SHARES DUE 1/15/2019 $0.00147/PV ON 520,000.00 PV DUE 89190BAD0 1/15/19 0.0000 0.000000 0.00 0.00 0.00 762.67 0.00 0.00 0.00 01/15/2019 INTEREST EARNED ON TOYOTA AUTO 1.730% 2/16/21 $1 PV ON 487.3300 SHARES DUE 1/15/2019 $0.00144/PV ON 338,031.39 PV DUE 89238MAD0 1/15/19 0.0000 0.000000 0.00 0.00 0.00 487.33 0.00 0.00 0.00 01/15/2019 01/15/2019 01/15/2019 89238MAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.730% 2/16/21 -26,091.1300 0.000000 0.00 0.00 0.00 26,091.13 -26,088.06 0.00 3.07 01/15/2019 INTEREST EARNED ON USAA AUTO OWNER 1.700% 5/17/21 $1 PV ON 198.3300 SHARES DUE 1/15/2019 $0.00142/PV ON 140,000.00 PV 90290AAC1 DUE 1/15/19 0.0000 0.000000 0.00 0.00 0.00 198.33 0.00 0.00 0.00 01/15/2019 01/15/2019 01/15/2019 90290AAC1 PAID DOWN PAR VALUE OF USAA AUTO OWNER 1.700% 5/17/21 -817.8000 0.000000 0.00 0.00 0.00 817.80 -817.71 0.00 0.09 01/15/2019 INTEREST EARNED ON U S TREASURY NT 2.625% 7/15/21 $1 PV 912828Y20 ON 250000.0000 SHARES DUE 1/15/2019 0.0000 0.000000 0.00 0.00 0.00 3,281.25 ii 0.00 0.00 0.00 01/18/2019 01/16/2019 01/18/2019 SOLD PAR VALUE OF F F C B DEB 2.51238 % 7/13/22 /J.P. MORGAN 3133EHRD7 SECURITIES LLC/310,000 PAR VALUE AT 99.7652 % -310,000.0000 0.997652 0.00 0.00 0.00 309,272.12 -310,000.00 0.00 -727.88 01/18/2019 01/18/2019 RECEIVED ACCRUED INTEREST ON SALE OF F F C B DEB 3133EHRD7 2.51238% 7/13/22 , 0.0000 0.000000 0.00 0.00 0.00 111.69� 0.00 � 0.00 17 00 01/18/2019 01/16/2019 01/18/2019 PURCHASED PAR VALUE OF F H L M C M T N 3.000 % 1/18/22 /J.P. 3134GSQ57 MORGAN SECURITIES LLC/260,000 PAR VALUE AT 100 % 260,000.0000 1.000000 0.00 0.00 0.00 -260,000.00 260,000.00 0.00 0.00 01/18/2019 01/18/2019 01/18/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 309,607.5600 1.000000 0.00 0.00 0.00 -309,607.56 309,607.56 0.00 0.00 01/18/2019 01/18/2019 01/18/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -260,000.0000 1.000000 0.00 0.00 0.00 260,000.00 -260,000.00 0.00 0.00 01/18/2019 INTEREST EARNED ON HONDA AUTO 1.790% 9/20/21 $1 PV ON 223.7500 SHARES DUE 1/18/2019 $0.00149/PV ON 150,000.00 PV DUE 43814PAC4 1/18/19 rt 0.00 0.00 0.00 223.75 0.00 0.00 0.00 0.0000 0.000000 01/22/2019 01/18/2019 01/22/2019 SOLD PAR VALUE OF ALAMEDA CNTY CA JT 2.485 % 6/01/19 010831DL6 /OPPENHEIMER & CO. INC./260,000 PAR VALUE AT 99.896 % -260,000.0000 0.998960 0.00 0.00 0.00 259,729.60 -260,000.00 -270.40 0.00 01/22/2019 01/22/2019 RECEIVED ACCRUED INTEREST ON SALE OF ALAMEDA CNTY CA JT 010831DL6 2.485% 6/01/19 ' 0.0000 0.000000 0.00 0.00 0.00 �15.3 0.00 0.00 01/22/2019 INTEREST EARNED ON BMW VEHICLE LEASE 2.070 % 10/20/20 $1 PV ON 172.5000 SHARES DUE 1/20/2019 $0.00173/PV ON 100,000.00 PV 05584PAD9 DUE 1/20/19 0.0000 0.000000 0.00 0.00 0.00 172.50 0.00 0.00 0.00 01/22/2019 AMORTIZED PREMIUM ON CALIFORNIA ST HIGH 1.593% 4/01/19 13063DAB4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -1.10 0.00 0.00 57 Page 26 of 34 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Transaction Settlement Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 Date Trade Date Date CUSIP Description Units Price Commissions SEC Fees Fees Net Cash Amount Amount Amount Amount 01/22/2019 01/17/2019 01/22/2019 SOLD PAR VALUE OF CALIFORNIA ST HIGH 1.593 % 4/01/19 /JANNEY 13063DAB4 MONTGOMERY SCOTT INC./350,000 PAR VALUE AT 99.778 % -350,000.0000 0.997780 0.00 0.00 0.00 349,223.00 -350,002.61 0.00 -779.61 01/22/2019 01/22/2019 RECEIVED ACCRUED INTEREST ON SALE OF CALIFORNIA ST HIGH 13063DAB4 1.593% 4/01/19 0.0000 0.000000 0.00 0.00 0.00 1,719.11 0.00 0.00 0.00 01/22/2019 01/22/2019 01/22/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 933,950.0800 1.000000 0.00 0.00 0.00 -933,950.08 933,950.08 0.00 0.00 01/22/2019 01/22/2019 01/22/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y • -929,105.4500 1.000000 0.00 0.00 0.00 929,105.45 -929,105.45 0.00 0.00 01/22/2019 01/17/2019 01/22/2019 SOLD PAR VALUE OF SAN JOSE CA 2.098 % 8/01/19 /STIFEL, 798170AB2 NICOLAUS & CO.,INC./320,000 PAR VALUE AT 99.688 % -320,000.0000 0.996880 0.00 0.00 0.00 319,001.60 -320,000.00 0.00 -998.40 01/22/2019 01/22/2019 RECEIVED ACCRUED INTEREST ON SALE OF SAN JOSE CA 798170AB2 2.098% 8/01/19 0.0000 0.000000 0.00 0.00 0.00 3,188.96 0.00 0.00 0.00 01/22/2019 01/17/2019 01/22/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 1/15/22 9128285V8 /MLPFS INC/FIXED INCOME/930,000 PAR VALUE AT 99.85546882 % 930,000.0000 0.998555 0.00 0.00 0.00 -928,655.86 928,655.86 0.00 0.00 01/22/2019 r 01/22/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128285V8 2.500% 1/15/22 I 0.0000 0.000000 0.00 0.00 0.00 -449.59 0.00 0.00 0.00 01/23/2019 01/23/2019 01/23/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -10,221.5100 1.000000 0.00 0.00 0.00 10,221.51 -10,221.51 0.00 0.00 01/23/2019 01/18/2019 01/23/2019 SOLD PAR VALUE OF LOS ANGELES CA DEPT 1.750 % 5/15/19 544445AY5 /RAYMOND JAMES/FI/100,000 PAR VALUE AT 99.695 % -100,000.0000 0.996950 0.00 0.00 0.00 99,695.00 -100,000.00 0.00 -305.00 01/23/2019 01/23/2019 RECEIVED ACCRUED INTEREST ON SALE OF LOS ANGELES CA DEPT 544445AY5 1.750% 5/15/19 0.0000 0.000000 0.00 0.00 0.00 330.56 0.00 0.00 0.00 01/23/2019 i INTEREST EARNED ON US BANK NA MTN 2.350% 1/23/20 $1 PV ON 90331HNJ8 255000.0000 SHARES DUE 1/23/2019 • 0.0000 0.000000 0.00 0.00 0.00 2,996.25 0.00 0 0.00 01/23/2019 01/18/2019 01/23/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 1/15/22 9128285V8 /MLPFS INC/FIXED INCOME/1,300,000 PAR VALUE AT 99.68359385 % 1,300,000.0000 0.996836 0.00 0.00 0.00 -1,295,886.72 1,295,886.72 0.00 0.00 01/23/2019 01/23/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128285V8 2.500% 1/15/22 0.0000 0.000000 0.00 0.00 0.00 -718.23 0.00 0.00 0.00 01/23/2019 01/18/2019 01/23/2019 SOLD PAR VALUE OF U S TREASURY NT 2.625% 7/31/20 /J.P. 912828Y46 MORGAN SECURITIES LLC/780,000 PAR VALUE AT 99.96875 % -780,000.0000 0.999688 0.00 0.00 0.00 779,756.25 -779,299.22 457.03 0.00 01/23/2019 01/23/2019 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828Y46 2.625% 7/31/20 0.0000 0.000000 0.00 0.00 0.00 9,792.39 0.00 0.00 0.00 01/23/2019 01/18/2019 01/23/2019 SOLD PAR VALUE OF UNIV OF CA 1.169% 5/15/19 /RAYMOND 91412GD36 JAMES/FI/140,000 PAR VALUE AT 99.517 % -140,000.0000 0.995170 0.00 0.00 0.00 139,323.80 -140,000.00 0.00 -676.20 01/23/2019 01/23/2019 RECEIVED ACCRUED INTEREST ON SALE OF UNIV OF CA 91412GD36 1.169% 5/15/19 0.0000 0.000000 0.00 0.00 0.00 309.14 0.00 0.00 0.00 01/23/2019 01/18/2019 01/23/2019 SOLD PAR VALUE OF UNIV OF CA 2.003 % 5/15/19 /RAYMOND 91412GWV3 JAMES/FI/250,000 PAR VALUE AT 99.772 % -250,000.0000 0.997720 0.00 0.00 0.00 249,430.00 -250,000.00 0.00 -570.00 ' 01/23/2019 91412GWV3 2.003% 5D 519 ACCRUED INTEREST ON SALE OF UNIV OF CA RECEIVE01/23/2019 ' 0.0000 0.000000 0.00 0.00 0.00 ' 945.86 _ 0.00 0.00 01/23/2019 INTEREST EARNED ON WELLS FARGO MTN 2.97719 % 7/23/21 $1 PV 94988J5Q6 ON 500000.0000 SHARES DUE 1/23/2019 0.0000 0.000000 0.00 0.00 0.00 3,804.19 0.00 0.00 0.00 01/24/2019 01/22/2019 01/24/2019 SOLD PAR VALUE OF BANK OF AMERICA NA 25.6138 % 8/28/20 /RBC 06050TMH2 CAPITAL MARKETS, LLC/410,000 PAR VALUE AT 99.8953 % -410,000.0000 0.998953 0.00 0.00 0.00 409,570.73 -410,000.00 -429.27 0.00 01/24/2019 01/24/2019 RECEIVED ACCRUED INTEREST ON SALE OF BANK OF AMERICA NA 06050TMH2 25.6138% 8/28/20 0.0000 0.000000 0.00 0.00 0.00 1,919.46 0.00 0.00 0.00 01/24/2019 01/24/2019 01/24/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 411,490.1900 1.000000 0.00 0.00 0.00 -411,490.19 411,490.19 0.00 0.00 01/24/2019 01/24/2019 01/24/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 3,996.1000 1.000000 0.00 0.00 0.00 -3,996.10 3,996.10 0.00 0.00 01/24/2019 INTEREST EARNED ON US BANCORP MTN 3.12738% 1/24/22 $1 PV 91159HHQ6 ON 500000.0000 SHARES DUE 1/24/2019 0.0000 0.000000 0.00 0.00 0.00 3,996.10 0.00 0.00 0.00 01/24/2019 AMORTIZED PREMIUM ON US BANCORP MTN 3.12738 % 1/24/22 91159HHQ6 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -70.40 0.00 0.00 01/25/2019 INTEREST EARNED ON BMW VEHICLE OWNER 1.160% 11/25/20 $1 PV ON 199.3700 SHARES DUE 1/25/2019 $0.00097/PV ON 206,244.64 05582QAD9 PV DUE 1/25/19 0.0000 0.000000 0.00 0.00 0.00 199.37 0.00 0.00 0.00 01/25/2019 01/25/2019 01/25/2019 05582QAD9 PAID DOWN PAR VALUE OF BMW VEHICLE OWNER 1.160% 11/25/20 -25,405.6800 0.000000 0.00 0.00 0.00 25,405.68 -25,405.57 0.00 0.11 01/25/2019 01/22/2019 01/25/2019 PURCHASED PAR VALUE OF BANK OF AMERICA MTN 3.335% 1/25/23 06050TMJ8 /MLPFS INC/FIXED INCOME/520,000 PAR VALUE AT 100 % 520,000.0000 1.000000 0.00 0.00 0.00 -520,000.00 520,000.00 0.00 0.00 01/25/2019 INTEREST EARNED ON F N M A GTD REMIC 3.560 % 9/25/21 $1 PV 3136B1XP4 ON 185763.4400 SHARES DUE 1/25/2019 PEN PAYMENT 0.0000 0.000000 0.00 0.00 0.00 35.25 0.00 0.00 0.00 01/25/2019 INTEREST EARNED ON F N M A GTD REMIC 3.560 % 9/25/21 $1 PV ON 551.1000 SHARES DUE 1/25/2019 $0.00297/PV ON 185,763.44 PV 3136B1XP4 DUE 1/25/19 0.00 0.00 551.10 0.00 M 0.00 0.00 0.0000 0.000000 0.00 01/25/2019 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560 % 9/25/21 3136B1XP4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -71.29 0.00 0.00 01/25/2019 01/25/2019 01/25/2019 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -10,620.0800 0.000000 0.00 0.00 0.00 10,620.08 -10,785.48 -165.40 0.00 01/25/2019 INTEREST EARNED ON F H L M C MLTCL MTG 1.780 % 7/25/19 $1 PV ON 41.6800 SHARES DUE 1/25/2019 $0.00148/PV ON 28,100.89 PV 3137BNN26 DUE 1/25/19 0.0000 0.000000 0.00 0.00 0.00 41.68 0.00 0.00 0.00 01/25/2019 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 1.780% 7/25/19 3137BNN26 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -5.69 0.00 0.00 01/25/2019 01/25/2019 01/25/2019 3137BNN26 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 1.780 % 7/25/19 -1,833.0900 0.000000 0.00 0.00 0.00 1,833.09 -1,835.89 0.00 -2.80 58 Page 27 of 34 ipir RIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Transaction Settlement Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 sae 01/25/2019 ra•e ra ra I rescrlp INTEREST EARNED ON F H L M C MLTCL 2.63184% 2/25/23 $1 PV ON 421.1200 SHARES DUE 1/25/2019 $0.00219/PV ON 192,012.98 PV DUE 3137FGZN8 1/25/19 _au_ 0.0000 SK:1-1-1MIDTiF- 0.000000 .'IM.ii: � 0.00 �.ra0M-VII-NIliff""TMlli_1TInili_iTlnl= 0.00 421.12 0.00 0.00 01/25/2019 INTEREST EARNED ON F H L M C MLTCL 2.6835% 2/25/23 $1 PV ON 3137FJXN4 200000.0000 SHARES DUE 1/25/2019 0.0000 0.000000 0.00 0.00 0.00 447.25 0.00 0.00 0.00 01/25/2019 INTEREST EARNED ON F H L M C MLTCL MTG 3.454 % 5/25/23 $1 PV ON 1188.2100 SHARES DUE 1/25/2019 $0.00313/PV ON 379,101.79 PV 3137FJYA1 DUE 1/25/19 0.0000 0.000000 0.00 0.00 0.00 1,188.21 0.00 0.00 0.00 01/25/2019 01/25/2019 01/25/2019 3137FJYA1 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 3.454% 5/25/23 -4,135.4600 0.000000 0.00 0.00 0.00 4,135.46 -4,135.35 0.11 0.00 01/25/2019 01/25/2019 01/25/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 482.5000 1.000000 0.00 0.00 0.00 -482.50 482.50 0.00 0.00 01/25/2019 01/25/2019 01/25/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -475,604.2100 1.000000 0.00 0.00 0.00 475,604.21 -475,604.21 0.00 0.00 01/28/2019 TRUST FEES COLLECTED CHARGED FOR PERIOD 12/01/2018 THRU 12/31/2018 COLLECTED BY DISBURSEMENT 0.0000 0.000000 0.00 0.00 0.00 -538.61 0.00 0.00 0.00 01/28/2019 01/28/2019 01/28/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -538.6100 1.000000 0.00 0.00 0.00 538.61 -538.61 0.00 0.00 01/30/2019 01/30/2019 01/30/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 504 703.0900 1.000000 0.00 0.00 0.00 -504,703.09 504,703.09 0.00 0.00 01/30/2019 01/28/2019 01/30/2019 SOLD PAR VALUE OF US BANK NA MTN 2.350% 1/23/20 /PERSHING 90331HNJ8 LLC/255,000 PAR VALUE AT 99.532 % -255,000.0000 0.995320 0.00 0.00 0.00 253,806.60 -254,885.25 0.00 -1,078.65 01/30/2019 01/30/2019 RECEIVED ACCRUED INTEREST ON SALE OF US BANK NA MTN 90331HNJ8 2.350% 1/23/20 0.0000 0.000000 0.00 0.00 0.00 116.52 0.00 0.00 0.00 01/30/2019 AMORTIZED PREMIUM ON US BANCORP MTN 3.12738% 1/24/22 91159HHQ6 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -20.36 0.00 0.00 01/30/2019 01/28/2019 01/30/2019 SOLD PAR VALUE OF US BANCORP MTN 3.12738% 1/24/22 /US 91159HHQ6 BANCORP INVESTMENTS INC./250,000 PAR VALUE AT 100.255 % -250,000.0000 1.002550 0.00 0.00 0.00 250,637.50 -251,770.02 0.00 -1,132.52 01/30/2019 01/30/2019 RECEIVED ACCRUED INTEREST ON SALE OF US BANCORP MTN 91159HHQ6 3.12738% 1/24/22 0.0000 0.000000 0.00 0.00 0.00 142.47 0.00 0.00 0.00 01/31/2019 01/31/2019 01/31/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 13,781.2500 1.000000 0.00 0.00 0.00 -13,781.25 13,781.25 0.00 0.00 01/31/2019 INTEREST EARNED ON U S TREASURY NT 2.625% 7/31/20 $1 PV 912828Y46 ON 1050000.0000 SHARES DUE 1/31/2019 0.0000 0.000000 0.00 0.00 0.00 13,781.25 0.00 0.00 0.00 02/01/2019 INTEREST EARNED ON F F C B DEB 2.67299% 8/01/22 $1 PV ON 3133EHTJ2 230000.0000 SHARES DUE 2/1/2019 0.0000 0.000000 0.00 0.00 0.00 512.94 0.00 0.00 0.00 02/01/2019 02/01/2019 02/01/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -16.4600 1.000000 0.00 0.00 0.00 16.46 -16.46 0.00 0.00 02/01/2019 02/01/2019 02/01/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 11,943.3300 1.000000 0.00 0.00 0.00 -11,943.33 11,943.33 0.00 0.00 02/01/2019 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 31846V203 SHARES DUE 1/31/2019 INTEREST FROM 1/1/19 TO 1/31/19 0.0000 0.000000 0.00 0.00 0.00 279.91 0.00 0.00 0.00 02/01/2019 INTEREST EARNED ON PALO ALTO CA 2.291% 8/01/20 $1 PV ON 697379UD5 325000.0000 SHARES DUE 2/1/2019 0.0000 0.000000 0.00 0.00 0.00 3,722.88 0.00 la 0.00 02/01/2019 INTEREST EARNED ON SAN FRANCISCO CITY 2.000% 8/01/20 $1 PV 79770GGM2 ON 300000.0000 SHARES DUE 2/1/2019 0.0000 0.000000 0.00 0.00 0.00 3,000.00 0.00 0.00 0.00 02/01/2019 E- + INTEREST EARNED ON SAN JOSE CA REDEV 2.259% 8/01/20 $1 PV 798170AC0 ON 190000.0000 SHARES DUE 2/1/2019 0.0000 0.000000 0.00 0.00 0.00 2,146.05 0.00 .00 02/01/2019 INTEREST EARNED ON TEXAS ST REF WTR 2.036% 8/01/20 $1 PV 882723UC1 ON 250000.0000 SHARES DUE 2/1/2019 0.0000 0.000000 0.00 0.00 0.00 2,545.00 0.00 0.00 0.00 02/01/2019 AMORTIZED PREMIUM ON TEXAS ST REF WTR 2.036% 8/01/20 882723UC1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -46.05 0.00 0.00 02/04/2019 02/04/2019 02/04/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -519,298.8900 1.000000 0.00 0.00 0.00 519,298.89 -519,298.89 0.00 0.00 02/04/2019 01/28/2019 02/04/2019 PURCHASED PAR VALUE OF US BANK NA MTN 3.000% 2/04/21 /US 90331HPA5 BANCORP INVESTMENTS I_NC./520,000 PAR VALUE AT 99.919 % 520,000.0000 0.999190 0.00 0.00 0.00 -519,578.80 519,578.80 0.00 0.00 02/05/2019 02/05/2019 02/05/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 35,151.7000 1.000000 0.00 0.00 0.00 -35,151.70 35,151.70 0.00 0.00 02/05/2019 02/01/2019 02/05/2019 SOLD PAR VALUE OF U S TREASURY NT 2.750% 11/30/20 /CITIGROUP GLOBAL MARKETS INC./3,990,000 PAR VALUE AT 9128285Q9 100.37422607 % -3,990,000.0000 1.003742 0.00 0.00 0.00 WM 4,004,931.62 -3,989,220.70 15,710.92 0.00 02/05/2019 02/05/2019 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128285Q9 2.750% 11/30/20 0.0000 0.000000 0.00 0.00 0.00 20,196.63 0.00 0.00 0.00 02/05/2019 02/01/2019 02/05/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 1/31/21 /CITIGROUP GLOBAL MARKETS INC./3,990,000 PAR VALUE AT 9128285X4 99.96488195 % 3,990,000.0000 0.999649 0.00 0.00 0.00 r -3,988,598.79 3,988,598.79 0.00 0.00 02/05/2019 02/05/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128285X4 2.500% 1/31/21 0.0000 0.000000 0.00 0.00 0.00 -1,377.76 0.00 0.00 0.00 02/06/2019 INTEREST EARNED ON F F C B 2.59275% 9/06/22 $1 PV ON 3133EHXH1 260000.0000 SHARES DUE 2/6/2019 0.0000 0.000000 0.00 0.00 0.00 580.49 0.00 0.00 0.00 02/06/2019 02/06/2019 02/06/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 5,205.4900 1.000000 0.00 0.00 0.00 -5,205.49 5,205.49 0.00 0.00 02/06/2019 Mr INTEREST EARNED ON MICROSOFT CORP 1.850% 2/06/20 $1 PV 594918BV5 ON 500000.0000 SHARES DUE 2/6/2019 0.0000 0.000000 0.00 0.00 0.00 4,625.00 0.00 0.00 0.00 02/07/2019 02/01/2019 02/07/2019 PURCHASED PAR VALUE OF CENTURY HOUSING CORP 3.824% 11/01/20 /MERRILL LYNCH,PIERCE,FENNER &/110,000 PAR VALUE AT 156549AA5 100 % 110,000.0000 1.000000 0.00 0.00 0.00 -110,000.00 110,000.00 0.00 0.00 02/07/2019 02/07/2019 02/07/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -110,000.0000 1.000000 0.00 0.00 0.00 110,000.00 -110,000.00 0.00 0.00 02/08/2019 AMORTIZED PREMIUM ON CHASE ISSUANCE TRUST 1.370% 6/15/21 161571HC1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -0.87 0.00 0.00 02/08/2019 02/06/2019 02/08/2019 SOLD PAR VALUE OF CHASE ISSUANCE TRUST 1.370% 6/15/21 /BARCLAYS CAPITAL INC. FIXED IN/750,000 PAR VALUE AT 161571HC1 99.50390667 % -750,000.0000 0.995039 0.00 0.00 0.00 746,279.30 -750,005.65 0.00 -3,726.35 59 Page 28 of 34 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 Transaction Settlement Date Trade Date Date CUSIP Descri tion Units Miscellaneous Price Commissions SEC Fees Fees Net Cash Amount Amount o erm ong erm Federal Tax Cost Gain/Loss Gain/Loss Amount Amount RECEIVED ACCRUED INTEREST ON SALE OF CHASE ISSUANCE 02/08/2019 02/08/2019 161571HC1 TRUST1.370% 6/15/21 0.0000 0.000000 0.00 0.00 0.00 656.46 0.00 0.00 0.00 02/08/2019 _ ACCREDITED DISCOUNT ON F F C B DEB 2.960 % 9/13/21 3133EJZD4 CURRENT YEAR MARKET DISCOUNT 0.0000 0.000000 0.00 0.00 0.00 0.00 1,079.00 0.00 0.00 02/08/2019 02/08/2019 02/08/2019 3133EJZD4 FULL CALL PAR VALUE OF F F C B DEB 2.960 % 9/13/21 /CALLS/ -260,000.0000 1.000000 0.00 0.00 0.00 260,000.00 -260,000.00 0.00 0.00 02/08/2019 • INTEREST EARNED ON F F C B DEB 2.960 % 9/13/21 $1 PV ON 3133EJZD4 260000.0000 SHARES DUE 2/8/2019 0.0000 0.000000 0.00 0.00 0.00 3,099.78 0.00 0.00 0.00 02/08/2019 02/08/2019 02/08/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 3,099.7800 1.000000 0.00 0.00 0.00 -3,099.78 3,099.78 0.00 0.00 02/08/2019 02/08/2019 02/08/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 746,616.5400 1.000000 0.00 0.00 0.00 -746,616.54 746,616.54 0.00 0.00 02/08/2019 02/05/2019 02/08/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 1/15/22 /BMO CAPITAL MARKETS CORP/BONDS/260,000 PAR VALUE AT 9128285V8 99.95703077 % 260,000.0000 0.999570 0.00 0.00 0.00 -259,888.28 259,888.28 0.00 0.00 02/08/2019 02/08/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT - 9128285V8 2.500% 1/15/22 0.0000 0.000000 0.00 0.00 0.00 -430.94 0.00 0.00 0.00 02/13/2019 02/13/2019 02/13/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -659,889.5700 1.000000 0.00 0.00 0.00 659,889.57 -659,889.57 0.00 0.00 02/13/2019 02/05/2019 02/13/2019 PURCHASED PAR VALUE OF NISSAN AUTO 2.900 % 10/16/23 65479KAD2 /MITSUBISHI UFJ SECURITIES USA/320,000 PAR VALUE AT 99.98485 % 320,000.0000 0.999849 0.00 0.00 0.00 -319,951.52 319,951.52 0.00 0.00 02/13/2019 02/05/2019 02/13/2019 PURCHASED PAR VALUE OF TOYOTA AUTO 2.910 % 7/17/23 /MITSUBISHI UFJ SECURITIES USA/340,000 PAR VALUE AT 99.98177941 89239AAD5 % 340,000.0000 0.999818 0.00 0.00 0.00 -339,938.05 339,938.05 0.00 0.00 02/14/2019 02/14/2019 02/14/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 255,340.9500 1.000000 0.00 0.00 0.00 -255,340.95 255,340.95 0.00 0.00 02/14/2019 02/12/2019 02/14/2019 SOLD PAR VALUE OF 3M COMPANY MTN 3.000% 9/14/21 88579YBA8 /PERSHING LLC/55,000 PAR VALUE AT 100.909 % -55,000.0000 1.009090 0.00 0.00 0.00 55,499.95 -54,887.25 612.70 0.00 02/14/2019 02/14/2019 RECEIVED ACCRUED INTEREST ON SALE OF 3M COMPANY MTN 88579YBA8 3.000% 9/14/21 0.0000 0.000000 0.00 0.00 0.00 687.50 0.00 0.00 0.00 02/14/2019 02/12/2019 02/14/2019 SOLD PAR VALUE OF 3M COMPANY MTN 3.000% 9/14/21 /MORGAN 88579YBA8 STANLEY & CO. LLC/195,000 PAR VALUE AT 100.88 % -195,000.0000 1.008800 0.00 0.00 0.00 196,716.00 -194,600.25 2,115.75 0.00 02/14/2019 02/14/2019 RECEIVED ACCRUED INTEREST ON SALE OF 3M COMPANY MTN 88579YBA8 3.000% 9/14/21 0.0000 0.000000 0.00 0.00 0.00 2,437.50 0.00 0.00 0.00 02/15/2019 INTEREST EARNED ON BERKSHIRE HATHAWAY 1.300 % 8/15/19 $1 084664CK5 PV ON 160000.0000 SHARES DUE 2/15/2019 0.0000 0.000000 0.00 0.00 0.00 1,040.00 0.00 0.00 0.00 02/15/2019 INTEREST EARNED ON CISCO SYSTEMS INC 4.950 % 2/15/19 $1 PV 17275RAE2 ON 360000.0000 SHARES DUE 2/15/2019 0.0000 0.000000 0.00 0.00 0.00 8,910.00 0.00 0.00 0.00 02/15/2019 AMORTIZED PREMIUM ON CISCO SYSTEMS INC 4.950 % 2/15/19 17275RAE2 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -1,445.54 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 MATURED PAR VALUE OF CISCO SYSTEMS INC 4.950 % 2/15/19 17275RAE2 360,000 PAR VALUE AT 100 % -360,000.0000 1.000000 0.00 0.00 0.00 360,000.00 -360,000.00 0.00 0.00 02/15/2019 02/14/2019 02/15/2019 SOLD PAR VALUE OF F F C B DEB 2.67299 % 8/01/22 /CITIGROUP 3133EHTJ2 GLOBAL MARKETS INC./230,000 PAR VALUE AT 99.5349 % -230,000.0000 0.995349 0.00 0.00 0.00 228,930.27 -230,000.00 0.00 -1,069.73 02/15/2019 02/15/2019 02/15/2019 RECEIVED ACCRUED INTEREST ON SALE OF F F C B DEB 3133EHTJ2 2.67299% 8/01/22 0.0000 0.000000 0.00 0.00 0.00 0.69 0.00 0.00 0.00 02/14/2019 02/15/2019 SOLD PAR VALUE OF F F C B 2.59275 % 9/06/22 /CITIGROUP 3133EHXH1 GLOBAL MARKETS INC./260,000 PAR VALUE AT 99.5299 % -260,000.0000 0.995299 0.00 0.00 0.00 258,777.74 -260,000.00 0.00 -1,222.26 02/15/2019 02/15/2019 RECEIVED ACCRUED INTEREST ON SALE OF F F C B 2.59275 3133EHXH1 9/06/22 0.0000 0.000000 0.00 0.00 0.00 168.55 0.00 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,207.5000 1.000000 0.00 0.00 0.00 -1,207.50 1,207.50 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,261,715.9100 1.000000 0.00 0.00 0.00 -1,261,715.91 1,261,715.91 0.00 0.00 02/15/2019 INTEREST EARNED ON JOHN DEERE OWNER 1.780% 4/15/21 $1 PV ON 371.3100 SHARES DUE 2/15/2019 $0.00148/PV ON 250,318.89 PV 47787XAC1 DUE 2/15/19 0.0000 0.000000 0.00 0.00 0.00 371.31 0.00 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 47787XAC1 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 1.780% 4/15/21 -27,279.3300 0.000000 0.00 0.00 0.00 27,279.33 -27,275.45 0.00 3.88 02/15/2019 INTEREST EARNED ON MERCEDES BENZ AUTO 1.790 % 4/15/20 $1 PV ON 502.8200 SHARES DUE 2/15/2019 $0.00149/PV ON 337,086.91 58769DAD2 PV DUE 2/15/19 0.0000 0.000000 0.00 0.00 0.00 502.82 0.00 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 58769DAD2 PAID DOWN PAR VALUE OF MERCEDES BENZ AUTO 1.790% 4/15/20 -37,694.6100 0.000000 0.00 0.00 0.00 37,694.61 -37,693.75 0.00 0.86 02/15/2019 AMORTIZED PREMIUM ON NEW YORK ST SER B 3.600 % 2/15/19 649791EV8 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -581.66 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 MATURED PAR VALUE OF NEW YORK ST SER B 3.600 % 2/15/19 649791EV8 250,000 PAR VALUE AT 100 % -250,000.0000 1.000000 0.00 0.00 0.00 250,000.00 -250,000.00 0.00 0.00 02/15/2019 INTEREST EARNED ON NEW YORK ST SER B 3.600 % 2/15/19 $1 PV 649791EV8 ON 250000.0000 SHARES DUE 2/15/2019 0.0000 0.000000 0.00 0.00 0.00 4,500.00 0.00 0.00 0.00 02/15/2019 INTEREST EARNED ON NISSAN AUTO LEASE 3.250 % 9/15/21 $1 PV ON 541.6700 SHARES DUE 2/15/2019 $0.00271/PV ON 200,000.00 PV 65478BAD3 DUE 2/15/19 0.0000 0.000000 0.00 0.00 0.00 541.67 0.00 0.00 0.00 02/15/2019 INTEREST EARNED ON NISSAN AUTO 3.220% 6/15/23 $1 PV ON 1207.5000 SHARES DUE 2/15/2019 $0.00268/PV ON 450,000.00 PV 65478NAD7 DUE 2/15/19 0.0000 0.000000 0.00 0.00 0.00 1,207.50 0.00 0.00 0.00 60 Page 29 of 34 ipir RIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Transaction Settlement Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 sae 02/15/2019 ra•e ra ra I rescrlp INTEREST EARNED ON NISSAN AUTO LEASE 2.050 % 9/15/20 $1 PV ON 375.8300 SHARES DUE 2/15/2019 $0.00171/PV ON 220,000.00 PV 65479BAD2 DUE 2/15/19 _au_ 0.0000 s 0.000000 0.00 'IM.ii 0.00 0.00 .ra0M-VII-NIliff""TMlli_1TInili_iTlnl= 375.83 0.00 0.00 0.00 0.00 02/15/2019 INTEREST EARNED ON TOYOTA AUTO 1.760 % 7/15/21 $1 PV ON 762.6700 SHARES DUE 2/15/2019 $0.00147/PV ON 520,000.00 PV DUE 89190BAD0 2/15/19 0.0000 0.000000 0.00 0.00 0.00 762.67 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 89190BAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.760 % 7/15/21 -3,977.5900 0.000000 0.00 0.00 0.00 3,977.59-3,977.28 0.00 0.31 02/15/2019 INTEREST EARNED ON TOYOTA AUTO 1.730 % 2/16/21 $1 PV ON 449.7100 SHARES DUE 2/15/2019 $0.00144/PV ON 311,940.26 PV DUE 89238MAD0 2/15/19 0.0000 0.000000 0.00 0.00 0.00 449.71 0.00 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 89238MAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.730 % 2/16/21 -26,473.5400 0.000000 0.00 0.00 0.00 26,473.54-26,470.42 0.00 3.12 02/15/2019 INTEREST EARNED ON USAA AUTO OWNER 1.700% 5/17/21$1 PV ON 197.1700 SHARES DUE 2/15/2019 $0.00142/PV ON 139,182.20 PV 90290AAC1 DUE 2/15/19 0.0000 0.000000 0.00 0.00 0.00 197.17 0.00 0.00 0.00 02/15/2019 02/15/2019 02/15/2019 90290AAC1 PAID DOWN PAR VALUE OF USAA AUTO OWNER 1.700% 5/17/21 -12,991.1600 0.000000 0.00 0.00 0.00 12,991.16-12,989.79 0.00 1.37 02/15/2019 INTEREST EARNED ON U S TREASURY NT 1.500 % 8/15/20 $1 PV 9128282Q2 ON 1458000.0000 SHARES DUE 2/15/2019 0.0000 0.000000 0.00 0.00 0.00 10,935.00 0.00 0.00 0.00 02/15/2019 INTEREST EARNED ON U S TREASURY NT 2.750% 8/15/21 $1 PV 9128284W7 ON 1935000.0000 SHARES DUE 2/15/2019 0.0000 0.000000 0.00 0.00 0.00 26,606.25 0.00 0.00 0.00 02/15/2019 AMORTIZED PREMIUM ON U S TREASURY NT 2.750% 8/15/21 9128284W7 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00-109.64 0.00 0.00 02/19/2019 INTEREST EARNED ON F H L M C M T N 2.375% 2/16/21 $1 PV ON 3137EAEL9 510000.0000 SHARES DUE 2/16/2019 0.0000 0.000000 0.00 0.00 0.00 6,056.25 0.00 0.00 0.00 02/19/2019 02/19/2019 02/19/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -980,614.7200 1.000000 0.00 0.00 0.00 980,614.72-980,614.72 0.00 0.00 02/19/2019 INTEREST EARNED ON HONDA AUTO 1.790% 9/20/21 $1 PV ON 223.7500 SHARES DUE 2/18/2019 $0.00149/PV ON 150,000.00 PV DUE 43814PAC4 2/18/19 0.0000 0.000000 W. 0.00 0.00 0.00 223.75 0.00Rai. A 02/19/2019 INTEREST EARNED ON STATE STREET CORP 2.550 % 8/18/20 $1 PV 857477AS2 ON 788000.0000 SHARES DUE 2/18/2019 0.0000 0.000000 0.00 0.00 0.00 10,047.00 0.00 0.00 0.00 02/19/2019 AMORTIZED PREMIUM ON STATE STREET CORP 2.550% 8/18/20 857477AS2 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00-388.20 O. 02/19/2019 02/14/2019 02/19/2019 SOLD PAR VALUE OF U S TREASURY NT 2.625% 12/15/21 /NOMURA 9128285R7 SECURITIES/FIX INCOME/520,000 PAR VALUE AT 100.42642885 % -520,000.0000 1.004264 0.00 0.00 0.00 522,217.43-518,090.63 4,126.80 0.00 02/19/2019 02/19/2019 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128285R7 2.625 % 12/15/21 0.0000 0.000000 0.00 0.00 0.00 2,475.00 0.00 0.00 0.00 02/19/2019 02/15/2019 02/19/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 1/31/21 9128285X4 /MLPFS INC/FIXED INCOME/1,000,000 PAR VALUE AT 99.969085 % 1,000,000.0000 0.999691 0.00 0.00 0.00 -999,690.85 999,690.85 0.00 0.00 02/19/2019 I 02/19/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128285X4 2.500% 1/31/21 0.0000 0.000000 0.00 0.00 0.00 -1,312.15 0.00 0.00 0.00 02/19/2019 02/14/2019 02/19/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 2/15/22 /NOMURA SECURITIES/FIX INCOME/520,000 PAR VALUE AT 100.09375 9128286C9 % 520,000.0000 1.000938 0.00 0.00 0.00 -520,487.50 520,487.50 0.00 0.00 02/19/2019 02/19/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128286C9 2.500% 2/15/22 0.0000 0.000000 0.00 0.00 0.00 -143.65 0.00 0.00 0.00 02/20/2019 INTEREST EARNED ON BMW VEHICLE LEASE 2.070 % 10/20/20 $1 PV ON 172.5000 SHARES DUE 2/20/2019 $0.00173/PV ON 100,000.00 PV 05584PAD9 DUE 2/20/19 0.0000 0.000000 0.00 0.00 0.00 172.50 0.00 0.00 0.00 02/20/2019 02/20/2019 02/20/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 172.5000 1.000000 0.00 0.00 0.00 -172.50 172.50 0.00 0.00 02/21/2019 02/21/2019 02/21/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -190,000.0000 1.000000 0.00 0.00 0.00 190,000.00-190,000.00 0.00 0.00 02/21/2019 02/07/2019 02/21/2019 PURCHASED PAR VALUE OF HAWAII ST SER FX 2.770% 1/01/22 419792YL4 /MERRILL LYNCH,PIERCE,FENNER 8J190,000 PAR VALUE AT 100 % 190,000.0000 1.000000 0.00 0.00 0.00 -190,000.00 190,000.00 0.00 0.00 02/, 22/2019 02/22/2019 02/22/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -249,913.0900 1.000000 0.00 0.00 0.00 249,913.09-249,913.09 0.00 0.00 02/22/2019 02/12/2019 02/22/2019 PURCHASED PAR VALUE OF 3M COMPANY MTN 2.750% 3/01/22 88579YBF7 /MORGAN STANLEY & CO. LLC/250,000 PAR VALUE AT 99.953 % 250,000.0000 0.999530 0.00 0.00 0.00 -249,882.50 249,882.50 0.00 0.00 02/22/2019 FED BASIS OF U S TREASURY NT 2.500% 1/31/21 ADJUSTED BY - 9128285X4 40.88 FIXED FEDRL TX CST FROM $260908.34 TO $260867.46 0.0000 0.000000 0.00 0.00 0.00 0.00 -40.88 0.00 0.00 02/22/2019 FED BASIS OF U S TREASURY NT 2.500% 1/31/21 ADJUSTED BY 9128285X4 40.88 FIXED FEDRL TX CST FROM $260919.31 TO $260960.19 0.0000 0.000000 0.00 0.00 0.00 0.00 40.88 0.00 0.00 02/22/2019 02/21/2019 02/22/2019 SOLD PAR VALUE OF U S TREASURY NT 2.500% 1/31/21 /CITADEL 9128285X4 SECURITIES LLC/261,000 PAR VALUE AT 99.94921839 % -261,000.0000 0.999492 0.00 0.00 0.00 260,867.46-260,867.46 0.00 0.00 02/22/2019 02/22/2019 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128285X4 2.500% 1/31/21 0.0000 0.000000 0.00 0.00 0.00 396.55 0.00 0.00 0.00 02/22/2019 02/21/2019 02/22/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 1/31/24 9128285Z9 /CITADEL SECURITIES LLC/261,000 PAR VALUE AT 99.9609387 % 261,000.0000 0.999609 0.00 0.00 0.00 -260,898.05 260,898.05 0.00 0.00 02/22/2019 02/22/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128285Z9 2.500% 1/31/24 0.0000 0.000000 0.00 0.00 0.00 396.55 0.00 0.00 0.00 02/25/2019 TRUST FEES COLLECTED CHARGED FOR PERIOD 01/01/2019 THRU 01/31/2019 COLLECTED BY DISBURSEMENT 0.0000 0.000000 0.00 0.00 0.00 -539.97 0.00 0.00 0.00 02/25/2019 INTEREST EARNED ON APPLE INC 2.250 % 2/23/21 $1 PV ON 037833BS8 500000.0000 SHARES DUE 2/23/2019 0.0000 0.000000 0.00 0.00 0.00 5,625.00 0.00 0.00 0.00 61 Page 30 of 34 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Transaction Settlement Miscellaneous Federal Tax Cost Short Term Gain/Loss Long Term Gain/Loss Date Trade Date Date CUSIP Description Units Price Commissions SEC Fees Fees Net Cash Amount Amount Amount Amount 02/25/2019 INTEREST EARNED ON BMW VEHICLE OWNER 1.160% 11/25/20 $1 PV ON 174.8100 SHARES DUE 2/25/2019 $0.00097/PV ON 180,838.96 05582QAD9 PV DUE 2/25/19 0.0000 0.000000 0.00 0.00 0.00 174.81 0.00 0.00 0.00 02/25/2019 02/25/2019 02/25/2019 05582QAD9 PAID DOWN PAR VALUE OF BMW VEHICLE OWNER 1.160% 11/25/20 -25,327.8000 0.000000 0.00 0.00 0.00 25,327.80 -25,327.69 0.00 0.11 02/25/2019 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV ON 519.5900 SHARES DUE 2/25/2019 $0.00297/PV ON 175,143.36 PV 3136B1XP4 DUE 2/25/19 0.0000 0.000000 0.00 0.00 0.00 519.59 0.00 0.00 0.00 02/25/2019 ■ AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560% 9/25/21 3136B1XP4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -86.81 0.00 0.00 02/25/2019 02/25/2019 02/25/2019 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -2,910.4100 0.000000 0.00 0.00 0.00 2,910.41 -2,954.29 -43.88 0.00 02/25/2019 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV 3136B1XP4 ON 175143.3600 SHARES DUE 2/25/2019 PEN PAYMENT 0.0000 0.000000 0.00 0.00 0.00 9.38 0.00 0.00 0.00 02/25/2019 INTEREST EARNED ON F H L M C MLTCL MTG 1.780% 7/25/19 $1 PV ON 38.9600 SHARES DUE 2/25/2019 $0.00148/PV ON 26,267.80 PV 3137BNN26 DUE 2/25/19 0.0000 0.000000 0.00 0.00 0.00 38.96 0.00 0.00 0.00 02/25/2019 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 1.780% 7/25/19 3137BNN26 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -6.87 0.00 0.00 02/25/2019 02/25/2019 02/25/2019 3137BNN26 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 1.780% 7/25/19 -49.9000 0.000000 0.00 0.00 0.00 49.90 -49.96 0.00 -0.06 02/25/2019 INTEREST EARNED ON F H L M C MLTCL 2.79278% 2/25/23 $1 PV ON 446.8700 SHARES DUE 2/25/2019 $0.00233/PV ON 192,012.98 PV DUE 3137FGZN8 2/25/19 0.0000 0.00 0.00 446.87 0.00 0.00 0.00 0.000000 0.00 02/25/2019 02/25/2019 02/25/2019 3137FGZN8 PAID DOWN PAR VALUE OF F H L M C MLTCL 2.79278% 2/25/23 -6,621.2000 10.775615 0.00 0.00 0.00 6,621.20 -6,621.20 0.00 0.00 02/25/2019 INTEREST EARNED ON F H L M C MLTCL 2.84445% 2/25/23 $1 PV ON 3137FJXN4 200000.0000 SHARES DUE 2/25/2019 0.0000 0.000000 0.00 0.00 0.00 474.07 0.00 0.00 0.00 02/25/2019 INTEREST EARNED ON F H L M C MLTCL MTG 3.454% 5/25/23 $1 PV ON 1597.5600 SHARES DUE 2/25/2019 $0.00426/PV ON 374,966.33 PV 3137FJYA1 DUE 2/25/19 0.0000 0.000000 0.00 0.00 0.00 1,597.56 0.00 0.00 0.00 02/25/2019 02/25/2019 02/25/2019 3137FJYA1 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 3.454% 5/25/23 -17,169.3100 0.000000 0.00 0.00 0.00 17,169.31 -17,168.85 0.46 0.00 02/25/2019 02/25/2019 02/25/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 52,873.3700 1.000000 0.00 0.00 0.00 -52,873.37 52,873.37 0.00 0.00 02/25/2019 02/25/2019 02/25/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 7,551.5200 1.000000 0.00 0.00 0.00 -7,551.52 7,551.52 0.00 0.00 02/27/2019 02/27/2019 02/27/2019 3134GSWC5 FULL CALL PAR VALUE OF F H L M C M T N 2.900% 8/27/21 /CALLS/ -510,000.0000 1.000000 0.00 0.00 0.00 510,000.00 -510,000.00 0.00 0.00 02/27/2019 INTEREST EARNED ON F H L M C M T N 2.900% 8/27/21 $1 PV ON 3134GSWC5 510000.0000 SHARES DUE 2/27/2019 _ 0.0000 0.000000 0.00 0.00 0.00 7,395.00 0.00 0.00 0.00 02/27/2019 02/27/2019 02/27/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 517,395.0000 1.000000 0.00 0.00 0.00 -517,395.00 517,395.00 0.00 0.00 02/28/2019 02/28/2019 02/28/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y al_ 77,634.3800 1.000000 0.00 0.00 0.00 -77,634.38 77,634.38 0.00 0.00 02/28/2019 INTEREST EARNED ON U S TREASURY NT 2.625% 8/31/20 $1 PV 9128284Y3 ON 5915000.0000 SHARES DUE 2/28/2019 0.0000 0.000000 0.00 0.00 0.00 77,634.38 0.00 0.00 0.00 03/01/2019 INTEREST EARNED ON CALIFORNIA ST BUILD 6.650% 3/01/22 $1 PV 13063BFS6 ON 425000.0000 SHARES DUE 3/1/2019 0.0000 0.000000 0.00 0.00 0.00 14,131.25 0.00 0.00 0.00 03/01/2019 AMORTIZED PREMIUM ON CALIFORNIA ST BUILD 6.650% 3/01/22 13063BFS6 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -2,593.27 0.00 0.00 03/01/2019 INTEREST EARNED ON EXXON MOBIL 2.222% 3/01/21 $1 PV ON 30231GAV4 500000.0000 SHARES DUE 3/1/2019 0.0000 0.000000 0.00 0.00 0.00 5,555.00 0.00 0.00 0.00 03/01/2019 03/01/2019 03/01/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -747,819.3300 1.000000 0.00 0.00 0.00 747,819.33 -747,819.33 0.00 0.00 03/01/2019 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 31846V203 SHARES DUE 2/28/2019 INTEREST FROM 2/1/19 TO 2/28/19 0.0000 0.000000 0.00 0.00 0.00 1,060.28 0.00 0.00 0.00 03/01/2019 INTEREST EARNED ON INLAND VLY CA DEV 3.627% 3/01/20 $1 PV 45750TAG8 ON 230000.0000 SHARES DUE 3/1/2019 0.0000 0.000000 0.00 0.00 0.00 4,171.05 0.00 0.00 0.00 03/01/2019 AMORTIZED PREMIUM ON INLAND VLY CA DEV 3.627% 3/01/20 45750TAG8 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -242.56 0.00 0.00 03/01/2019 INTEREST EARNED ON LOS ANGELES CA 1.125% 9/01/19 $1 PV 54465AGK2 ON 270000.0000 SHARES DUE 3/1/2019 0.0000 0.000000 0.00 0.00 0.00 1,518.75 0.00 0.00 0.00 03/01/2019 INTEREST EARNED ON NEW YORK ST REF SER 3.600% 9/01/19 $1 PV 649791EJ5 ON 500000.0000 SHARES DUE 3/1/2019 0.0000 0.000000 0.00 0.00 0.00 9,000.00 0.00 lin 0.00 03/01/2019 AMORTIZED PREMIUM ON NEW YORK ST REF SER 3.600% 9/01/19 649791EJ5 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -1,611.06 0.00 0.00 03/01/2019 INTEREST EARNED ON SANTA ANA CA CMNTY 3.346% 9/01/21 $1 PV 801096AP3 ON 240000.0000 SHARES DUE 3/1/2019 0.0000 0.000000 0.00 0.00 0.00 2,520.65 0.00 0.00 Tr-0.00 03/01/2019 02/28/2019 03/01/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 2/28/21 /BMO CAPITAL MARKETS CORP/BONDS/785,000 PAR VALUE AT 9128286D7 99.95703185 % 785,000.0000 0.999570 0.00 0.00 0.00 -784,662.70 784,662.70 0.00 0.00 03/01/2019 03/01/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128286D7 2.500% 2/28/21 0.0000 0.000000 0.00 0.00 0.00 -53.33 0.00 0.00 0.00 03/04/2019 INTEREST EARNED ON CHEVRON CORP 3.26813% 3/03/22 $1 PV 166764AU4 ON 500000.0000 SHARES DUE 3/3/2019 0.0000 0.000000 0.00 0.00 0.00 4,130.55 0.00 0.00 0.00 03/04/2019 AMORTIZED PREMIUM ON CHEVRON CORP 3.26813% 3/03/22 166764AU4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -199.24 0.00 0.00 03/04/2019 03/04/2019 03/04/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 5,190.8300 1.000000 0.00 0.00 0.00 -5,190.83 5,190.83 0.00 0.00 03/06/2019 03/06/2019 03/06/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,735.0400 1.000000 0.00 0.00 0.00 -1,735.04 i 1,735.04 0.00 0.00 03/06/2019 03/04/2019 03/06/2019 SOLD PAR VALUE OF U S TREASURY NT 2.500% 12/31/20 /MLPFS 9128285S5 INC/FIXED INCOME/480,000 PAR VALUE AT 99.87520625 % -480,0041MP° 0.998752 0.00 0.00 0.00 479,400.99 -479,793.75 -392.76 0.00 Page 31 of 34 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 Transaction Settlement Date Trade Date Date CUSIP Descri tion Units Miscellaneous o erm ong erm Federal Tax Cost Gain/Loss Gain/Loss Price Commissions SEC Fees Fees Net Cash Amount Amount Amount Amount 03/06/2019 03/06/2019 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT� 03/06/2019 9128285S5 2.500% 12/31/20 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 2/28/21 9128286D7 /MLPFS INC/FIXED INCOME/480,000 PAR VALUE AT 99.921875 03/04/2019 03/06/2019 0.0000 0.000000 0.00 0.00 0.00 2,154.70 480.000.0000 0.999219 0.00 0.00 0.00 -479.625.00 0.00 0.00 479.625.00 0.00 0.00 0.00 03/06/2019 7 03/06/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128286D7 2.500% 2/28/21 0.0000 0.000000 0.00 0.00 0.00 -195.65 0.00 0.00 0.00 03/07/2019 03/07/2019 03/07/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -126,996.9000 1.000000 0.00 0.00 0.00 126,996.90 -126,996.90 0.00 0.00 03/07/2019 03/05/2019 03/07/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 2/15/22 9128286C9 /J.P. MORGAN SECURITIES LLC/655,000 PAR VALUE AT 99.92187481 % 655,000.0000 0.999219 0.00 0.00 0.00 -654,488.28 654,488.28 0.00 0.00 03/07/2019 03/07/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128286C9 2.500% 2/15/22 0.0000 0.000000 0.00 0.00 0.00 -904.70 0.00 0.00 0.00 03/07/2019 03/05/2019 03/07/2019 PURCHASED PAR VALUE OF U S TREASURY NT 2.500% 2/28/21 9128286D7 /J.P. MORGAN SECURITIES LLC/525,000 PAR VALUE AT 99.90624952 % 525,000.0000 0.999063 0.00 0.00 0.00 -524,507.81 524,507.81 0.00 0.00 03/07/2019 03/07/2019 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 9128286D7 2.500% 2/28/21 0.0000 0.000000 0.00 0.00 0.00 -249.66 0.00 0.00 0.00 03/07/2019 03/05/2019 03/07/2019 SOLD PAR VALUE OF U S TREASURY NT 2.625% 7/31/20 /BMO CAPITAL MARKETS CORP/BONDS/1,050,000 PAR VALUE AT 100.04654 912828Y46 % -1,050,000.0000 1.000465 0.00 0.00 0.00 1,050,488.67 -1,049,056.64 1,432.03 0.00 03/07/2019 03/07/2019 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828Y46 2.625% 7/31/20 0.0000 0.000000 0.00 0.00 0.00 2,664.88 0.00 0.00 0.00 03/12/2019 03/12/2019 03/12/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 415,986.0700 1.000000 0.00 0.00 0.00 -415,986.07 415,986.07 0.00 0.00 03/12/2019 ACCREDITED DISCOUNT ON U S TREASURY NT 2.625% 8/31/20 9128284Y3 MARKET DISCOUNT 0.0000 0.000000 0.00 0.00 0.00 0.00 162.38 0.00 0.00 03/12/2019 03/11/2019 03/12/2019 SOLD PAR VALUE OF U S TREASURY NT 2.625% 8/31/20 /NOMURA 9128284Y3 SECURITIES/FIX INCOME/415,000 PAR VALUE AT 100.15200964 % -415,000.0000 1.001520 0.00 0.00 0.00 415,630.84 -415,190.23 440.61 0.00 03/12/2019 03/12/2019 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128284Y3 2.625% 8/31/20 0.0000 0.000000 0.00 0.00 0.00 355.23 0.00 0.00 0.00 03/13/2019 03/13/2019 03/13/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -259,968.0500 1.000000 0.00 0.00 0.00 259,968.05 -259,968.05 0.00 0.00 03/13/2019 03/05/2019 03/13/2019 PURCHASED PAR VALUE OF JOHN DEERE OWNER 2.910% 7/17/23 /CITIGROUP GLOBAL MARKETS INC./260,000 PAR VALUE AT 47789JAD8 99.98771154 % 260,000.0000 0.999877 0.00 0.00 0.00 -259,968.05 259,968.05 0.00 0.00 03/15/2019 INTEREST EARNED ON AUTOMATIC DATA 2.250% 9/15/20 $1 PV 053015AD5 ON 450000.0000 SHARES DUE 3/15/2019 0.0000 0.000000 0.00 0.00 0.00 5,062.50 0.00 0.00 0.00 03/15/2019 AMORTIZED PREMIUM ON AUTOMATIC DATA 2.250% 9/15/20 053015AD5 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -418.79 0.00 0.00 03/15/2019 INTEREST EARNED ON BERKSHIRE HATHAWAY 2.200% 3/15/21 $1 084670BQ0 PV ON 471000.0000 SHARES DUE 3/15/2019 0.0000 0.000000 0.00 0.00 0.00 5,181.00 0.00 0.00 0.00 03/15/2019 03/15/2019 03/15/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 162,151.1700 1.000000 0.00 0.00 0.00 -162,151.17 162,151.17 0.00 0.00 03/15/2019 INTEREST EARNED ON JOHN DEERE OWNER 1.780% 4/15/21 $1 PV ON 330.8400 SHARES DUE 3/15/2019 $0.00148/PV ON 223,039.56 PV 47787XAC1 DUE 3/15/19 0.0000 0.000000 0.00 0.00 0.00 330.84 0.00 0.00 0.00 03/15/2019 03/15/2019 03/15/2019 47787XAC1 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 1.780% 4/15/21 -16,260.1600 1.519346 0.00 0.00 0.00 16,260.16 -16,257.84 0.00 2.32 03/15/2019 INTEREST EARNED ON MERCEDES BENZ AUTO 1.790% 4/15/20 $1 PV ON 446.5900 SHARES DUE 3/15/2019 $0.00149/PV ON 299,392.30 58769DAD2 PV DUE 3/15/19 0.0000 0.000000 0.00 0.00 0.00 446.59 0.00 0.00 0.00 03/15/2019 03/15/2019 03/15/2019 58769DAD2 PAID DOWN PAR VALUE OF MERCEDES BENZ AUTO 1.790% 4/15/20 -48,039.6700 0.514259 0.00 0.00 0.00 48,039.67 -48,038.57 0.00 1.10 03/15/2019 INTEREST EARNED ON NISSAN AUTO LEASE VON 200,0 % 1 $1 PV ON 541.6700 SHARES DUE 3/15/2019 $0.00271/PV ON 200,000.00 PV 65478BAD3 DUE 3/15/19 0.0000 0.000000 0.00 0.00 0.00 541.67 0.00 0.00 0.00 03/15/2019 INTEREST EARNED ON NISSAN AUTO 3.220% 6/15/23 $1 PV ON 1207.5000 SHARES DUE 3/15/2019 $0.00268/PV ON 450,000.00 PV 65478NAD7 DUE 3/15/19 0.0000 0.000000 0.00 0.00 0.00 1,207.50 0.00 0.00 0.00 03/15/2019 INTEREST EARNED ON NISSAN AUTO LEASE 2.050% 9/15/20 $1 PV ON 375.8300 SHARES DUE 3/15/2019 $0.00171/PV ON 220,000.00 PV 65479BAD2 DUE 3/15/19 0.0000 0.000000 0.00 0.00 0.00 375.83 0.00 0.00 0.00 03/15/2019 INTEREST EARNED ON NISSAN AUTO 2.900% 10/16/23 $1 PV ON 824.8900 SHARES DUE 3/15/2019 $0.00258/PV ON 320,000.00 PV DUE 65479KAD2 3/15/19 0.0000 0.000000 0.00 0.00 0.00 824.89 0.00 0.00 0.00 03/15/2019 INTEREST EARNED ON PFIZER INC T 3.000% 9/15/21 $1 PV ON 717081EM1 250000.0000 SHARES DUE 3/15/2019 0.0000 0.000000 0.00 0.00 0.00 3,916.67 0.00 0.00 0.00 03/15/2019 INTEREST EARNED ON TOYOTA AUTO 1.760% 7/15/21 $1 PV ON 756.8300 SHARES DUE 3/15/2019 $0.00147/PV ON 516,022.41 PV DUE 89190BAD0 3/15/19 0.0000 0.000000 0.00 0.00 0.00 756.83 0.00 0.00 0.00 03/15/2019 03/15/2019 03/15/2019 89190BAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.760% 7/15/21 -34,527.5500 0.715510 0.00 0.00 0.00 34,527.55 -34,524.90 0.00 2.65 03/15/2019 INTEREST EARNED ON TOYOTA AUTO 1.730% 2/16/21 $1 PV ON 411.5500 SHARES DUE 3/15/2019 $0.00144/PV ON 285,466.72 PV DUE 89238MAD0 3/15/19 0.0000 0.000000 0.00 0.00 0.00 411.55 0.00 0.00 0.00 03/15/2019 03/15/2019 03/15/2019 89238MAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.730% 2/16/21 -24,207.0500 1.020563 0.00 0.00 0.00 24,207.05 -24,204.20 0.00 2.85 63 Page 32 of 34 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Transaction Settlement Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 Date 03/15/2019 Trade Date Date CUSIP 89239AAD5 Description INTEREST EARNED ON TOYOTA AUTO 2.910% 7/17/23 $1 PV ON 879.4700 SHARES DUE 3/15/2019 $0.00259/PV ON 340,000.00 PV DUE 3/15/19 Uni 0.0000 rice 0.000000 Commissions 0.00 SEC Fees 0.00 Fees 0.00 Net Cash Amount Amount Amount Amount 0.00 879.47 0.00 0.00 03/15/2019 90290AAC1 INTEREST EARNED ON USAA AUTO OWNER 1.700% 5/17/21 $1 PV ON 178.7700 SHARES DUE 3/15/2019 $0.00142/PV ON 126,191.04 PV DUE 3/15/19 0.0000 0.000000 0.00 0.00 0.00 178.77 0.00 0.00 0.00 03/15/2019 03/15/2019 03/15/2019 90290AAC1 PAID DOWN PAR VALUE OF USAA AUTO OWNER 1.700% 5/17/21 -11,990.1300 2.060429 0.00 0.00 0.00 11,990.13-11,988.87 0.00 1.26 03/15/2019 9128285A4 INTEREST EARNED ON U S TREASURY NT 2.750% 9/15/21 $1 PV ON 510000.0000 SHARES DUE 3/15/2019 0.0000 0.000000 0.00 0.00 0.00 7,012.50 0.00 0.00 0.00 03/18/2019 03/18/2019 03/18/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 223.7500 1.000000 0.00 0.00 0.00 -223.75 223.75 0.00 0.00 • 03/18/2019 43814PAC4 INTEREST EARNED ON HONDA AUTO 1.790% 9/20/21 $1 PV ON 223.7500 SHARES DUE 3/18/2019 $0.00149/PV ON 150,000.00 PV DUE 3/18/19 0.0000 i 0.00 0.00 0.00 223.75 0.00 0.00 0.00 0.000000 03/19/2019 03/19/2019 03/19/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 854,348.8100 1.000000 0.00 0.00 0.00 -854,348.81 854,348.81 0.00 0.00 03/19/2019 48125LRJ3 AMORTIZED PREMIUM ON JP MORGAN MTN 2.92506% 9/23/19 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00-775.60 0.00 0.00 03/19/2019 03/15/2019 03/19/2019 48125LRJ3 SOLD PAR VALUE OF JP MORGAN MTN 2.92506% 9/23/19 /WELLS FARGO SECURITIES, LLC/845,000 PAR VALUE AT 100.219 % -845,000.0000 1.002190 0.00 0.00 0.00 846,850.55-846,872.81 0.00 -22.26 03/19/2019 ' 03/19/2019 48125LRJ3 RECEIVED ACCRUED INTEREST ON SALE OF JP MORGAN MTN 2.92506% 9/23/19 0.0000 0.000000 0.00 0.00 0.00 6,810.91 air 0.00 0.00 ir-0.00 03/19/2019 03/15/2019 03/19/2019 80168FMA1 PURCHASED PAR VALUE OF SANTA CLARA VLY CA 2.387% 6/01/21 /NATIONAL FINANCIAL SERVICES CO/400,000 PAR VALUE AT 99.439 % 400,000.0000 0.994390 0.00 0.00 0.00 -397,756.00 397,756.00 0.00 0.00 03/19/2019 03/19/2019 80168FMA1 PAID ACCRUED INTEREST ON PURCHASE OF SANTA CLARA VLY CA 2.387% 6/01/21 0.0000 0.000000 0.00 0.00 0.00 -2,864.40 0.00 0.00 0.00 03/19/2019 03/15/2019 03/19/2019 9128284Y3 SOLD PAR VALUE OF U S TREASURY NT 2.625% 8/31/20 /NATWEST MKTS SECS/FIXED INCOME/400,000 PAR VALUE AT 100.1914075 % -400,000.0000 1.001914 0.00 0.00 0.00 400,765.63-399,796.87 968.76 0.00 03/19/2019 03/19/2019 9128284Y3 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 2.625% 8/31/20 0.0000 0.000000 0.00 0.00 0.00 542.12 0.00 0.00 0.00 03/20/2019 05584PAD9 INTEREST EARNED ON BMW VEHICLE LEASE 2.070% 10/20/20 $1 PV ON 172.5000 SHARES DUE 3/20/2019 $0.00173/PV ON 100,000.00 PV DUE 3/20/19 0.0000 0.000000 0.00 0.00 0.00 172.50 0.00 0.00 0.00 03/20/2019 17275RBG6 INTEREST EARNED ON CISCO SYSTEMS INC 1.400% 9/20/19 $1 PV ON 40000.0000 SHARES DUE 3/20/2019 0.0000 0.000000 0.00 0.00 0.00 280.00 0.00 0.00 0.00 03/20/2019 03/20/2019 03/20/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 452.5000 1.000000 0.00 0.00 0.00 -452.50 452.50 0.00 0.00 03/22/2019 03/22/2019 03/22/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -1,050,000.0000 1.000000 0.00 0.00 0.00 1,050,000.00-1,050,000.00 0.00 0.00 03/22/2019 03/15/2019 03/22/2019 46647PBB1 PURCHASED PAR VALUE OF JPMORGAN CHASE CO 3.207% 4/01/23 /J.P. MORGAN SECURITIES LLC/1,050,000 PAR VALUE AT 100 % 1,050,000.0000 1.000000 0.00 0.00 0.00 -1,050,000.00 1,050,000.00 0.00 0.00 03/25/2019 05582QAD9 INTEREST EARNED ON BMW VEHICLE OWNER 1.160% 11/25/20 $1 PV ON 150.3300 SHARES DUE 3/25/2019 $0.00097/PV ON 155,511.16 PV DUE 3/25/19 0.0000 0.000000 0.00 0.00 0.00 150.33 0.0� 0.00 0.00 03/25/2019 _ 03/25/2019 03/25/2019 05582QAD9 PAID DOWN PAR VALUE OF BMW VEHICLE OWNER 1.160% 11/25/20 -22,132.3200 0.000000 0.00 0.00 0.00 _ 22Eli,132.32-22,132.22 0.00 _.. 0.10 03/25/2019 • 3136B1XP4 ON 5110.96 OA HARES DUE 25/ 019 $0. OI 97/PV ON 9/172?232.95 PV DUE 3/25/19 0.0000 ' 0.000000 0.00 0.00 ' 0.00 ilir 510.96 0.00 0.00 0.00 03/25/2019 3136B1XP4 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560% 9/25/21 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -77.11 0.00 0.00 03/25/2019 03/25/2019 03/25/2019 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -3,432.7600 0.000000 0.00 0.00 0.00 3,432.76-3,482.98 -50.22 0.00 03/25/2019 3136B1XP4 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV ON 172232.9500 SHARES DUE 3/25/2019 PEN PAYMENT 0.0000 0.000000 0.00 0.00 0.00 10.24 0.00 0.00 0.00 03/25/2019 3137BNN26 INTEREST EARNED ON F H L M C MLTCL MTG 1.780% 7/25/19 $1 PV ON 38.8900 SHARES DUE 3/25/2019 $0.00148/PV ON 26,217.90 PV DUE 3/25/19 0.0000 0.000000 0.00 0.00 0.00 38.89 0.00 0.00 0.00 03/25/2019 3137BNN26 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 1.780% 7/25/19 CURRENT YEAR AMORTIZATION 0.0000 0.000000 0.00 0.00 0.00 0.00 -6.19 0.00 0.00 03/25/2019 03/25/2019 03/25/2019 3137BNN26 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 1.780% 7/25/19 -1,753.9900 116.680061 0.00 0.00 0.00 1,753.99-1,755.79 0.00 -1.80 03/25/2019 3137FGZN8 INTEREST EARNED ON F H L M C MLTCL 2.53283% 2/25/23 $1 PV ON 391.3100 SHARES DUE 3/25/2019 $0.00211/PV ON 185,391.78 PV DUE 3/25/19 0.0000 0.000000 0.00 0.00 0.00 391.31 0.00 0.00 0.00 03/25/2019 3137FJXN4 INTEREST EARNED ON F H L M C MLTCL 2.5795% 2/25/23 $1 PV ON 200000.0000 SHARES DUE 3/25/2019 0.0000 0.000000 0.00 0.00 0.00 429.92 0.00 0.00 0.00 03/25/2019 3137FJYA1 INTEREST EARNED ON F H L M C MLTCL MTG 3.454% 5/25/23 $1 PV ON 1154.4800 SHARES DUE 3/25/2019 $0.00323/PV ON 357,797.02 PV DUE 3/25/19 0.0000 0.000000 0.00 0.00 0.00 1,154.48 0.00 0.00 0.00 03/25/2019 03/25/2019 03/25/2019 3137FJYA1 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 3.454% 5/25/23 -7,199.8000 21.948037 0.00 0.00 0.00 7,199.80-7,199.61 0.19 0.00 03/25/2019 03/25/2019 03/25/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 10,587.3200 1.000000 0.00 0.00 0.00 -10,587.32 10,587.32 0.00 0.00 03/25/2019 03/25/2019 03/25/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 26,617.6800 1.000000 0.00 0.00 0.00 -26,617.68 26,617.68 0.00 0.00 03/26/2019 TRUST FEES COLLECTED CHARGED FOR PERIOD 02/01/2019 THRU 02/28/2019 COLLECTED BY DISBURSEMENT 0.0000 0.000000 0.00 0.00 0.00 -541.87 0.00 0.00 0.00 03/26/2019 03/26/2019 03/26/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -541AZDO 1.000000 0.00 0.00 0.00 541.87-541.87 0.00 0.00 Page 33 of 34 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2019 Transaction Settlement Date Trade Date Date CUSIP Descri•tion Units Miscellaneous Price Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount o erm ong erm Gain/Loss Gain/Loss Amount Amount 03/28/2019 INTEREST EARNED ON F N M A M T N 3136G4SW4 260000.0000 SHARES DUE 3/28/2019 2.900% 6/28/21 $1 PV ON 0.0000 0.000000 0.00 0.00 0.00 1,885.00 0.00 0.00 0.00 03/28/2019 ACCREDITED DISCOUNT ON F N M A M T N 2.900 % 6/28/21 3136G4SW4 CURRENT YEAR MARKET DISCOUNT 0.0000 0.000000 0.00 0.00 0.00 0.00 130.00 0.00 0.00 03/28/2019 03/28/2019 03/28/2019 3136G4SW4 FULL CALL PAR VALUE OF F N M A M T N 2.900 % 6/28/21 /CALLS/ -260,000.0000 1.000000 0.00 0.00 0.00 260,000.00 -260,000.00 0.00 0.00 03/28/2019 03/28/2019 03/28/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y ME1 160,000.0000 1.000000 0.00 0.00 0.00 -160,000.00 160,000.00 0.00 0.00 03/28/2019 03/28/2019 03/28/2019 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -98,115.0000 1.000000 0.00 0.00 0.00 98,115.00 -98,115.00 0.00 0.00 03/28/2019 03/20/2019 03/28/2019 PURCHASED PAR VALUE OF U S DEPT HSG & URB 2.570 % 8/01/21 911759MU9 /MLPFS INC/FIXED INCOME/100,000 PAR VALUE AT 100 % 100,000.0000 1.000000 0.00 0.00 0.00 -100,000.00 100,000.00 0.00 0.00 03/28/2019 03/20/2019 03/28/2019 PURCHASED PAR VALUE OF U S DEPT HSG & URB 2.570 % 8/01/21 911759MU9 /MLPFS INC/FIXED INCOME/100,000 PAR VALUE AT 100 % 100,000.0000 1.000000 0.00 0.00 0.00 -100,000.00 100,000.00 0.00 0.00 03/29/2019 03/29/2019 03/29/2019 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1 100,000.0000 1.000000 0.00 0.00 0.00 -100,000.00 100,000.00 0.00 0.00 03/29/2019 03/20/2019 03/28/2019 PURCHASE -REV PAR VALUE OF U S DEPT HSG & URB 2.570% 911759MU9 8/01/21 /MLPFS INC/FIXED INCOME/100,000 PAR VALUE AT 100 % -100,000.0000 -1.000000 0.00 0.00 0.00 100,000.00 -100,000.00 0.00 0.00 Total - - - - 355,153.54 24,513.43 (12,286.34) 65 Page 34 of 34 ATTACHMENT 16 LOGA\CIRCLE P ll TNER �] A MetLife Affiliate Riverside County Transportation Commission SHORT DURATION FIXED INCOME Client Review May 1, 2019 Contents Firm Highlights Market Review Portfolios Logan Circle Partners, L.P. MetLife Investment Management One MetLife Way Whippany, NJ 07981 66 GLOBAL PRESENCE ➢ Logan Circle Partners, L.P. ("Logan Circle" or "LCP") is a MetLife, Inc. company and is part of MetLife Investment Management ("MIM"), MetLife Inc.'s Institutional Investment Management Business. ➢ MetLife has 49,000 employees worldwide with offices in more than 40 countries. • • • London —• • • • • • • • • Regional Investment Offices Additional Investment Offices • • • • •-Ein LOGANCIRCLE P A R T N ER 5 67 A MetLife Affiliate 2 FIRM HIGHLIGHTS Business Structure MetLife, Inc. Insurance LCP Employees Investment Management (MIM) I Logan Circle Partners, L.P. Personnel Portfolio Management 10 Research 50 Trading 25 Risk Management / Portfolio Analytics 2 Client Services 16 Legal / Compliance 5 Administration / Operations 16 Total 124 ➢ Logan Circle Partners, L.P. ("Logan Circle" or "LCP") is a MetLife, Inc. company and is part of MetLife Investment Management, MetLife Inc.'s Institutional Investment Management Business. ➢ We are dedicated solely to the institutional marketplace and have $40.5 billion' in total assets under management. ➢ The senior members of the short duration Investment team have worked together on fixed income portfolios for 20 years. ➢ LCP offers a suite of fixed income investment strategies includes broad coverage of both the risk spectrum (Enhanced Cash to High Yield) and the term structure (Short -Term to Long Duration). LCP Clients Assets by Client Type' ($ trillions) Corporate $17,635 Sub -Advisory $14,490 Public $4,158 Health Care $1,204 Insurance $968 Non -Profit $209 Taft -Hartley $830 Other $1,042 Total $40,535 1 Based on unaucited estimates and are subject to change. Fee paying assets undermanagerrent as of 3i31/19. LOGANCIRCLE P A R TN ER 5 A MetLife Affiliate 68 3 FIXED INCOME TEAM Fundamental z RESEARCH Credit Brian Funk, CFA Head of Credit Research Park Benjarrin, CFA Zach Bauer, CFA Kevin Bovdes, CFA Ian Bowman Marc Brorrberg, CFA David Caras, CFA Jadk Chan, CFA Rid< Corbit Richard Davis, CFA Joseph ID Carlo, CFA Stephen Driscoll Michael Frey Brent Garrels Elyse Goldschrridt Matthew Higgins, CFA John Jennings, CFA Leo Keiser, CFA Brian Kish, CFA Kevin K loeblen, CFA Richard Lee Jack Maine Christopher Meyer, CFA Helene Moehlman, CFA Scott O'Donnell Mchael Recdhiuti Thongs Sarkis, CFA Yahyin Shen, CFA Joel Trujillo Scott Wancier Susan Young Credit Strategy Juan Peruyero Bryan Hartigan Jiming Tao, CFA Short Term Credit David W eeler, CFA Municipal Sharon Carroll Joseph Gankievvicz, CFA Robert Moore, CFA Trevor O'Connell, CFA Wiliam Schramm,, CFA Structured Products Francisco Paez, CFA Angela Best Andrew Butville, CFA Loritta Cheng, CFA David Glenn Kevin Hendrickson, CFA Andrew Jacobs Vivian Kern CFA Meena Pursnani Sovereign Neev Wanvari, CFA Mario Cortes' Jean -Luc Eberiin' Bei Fu' Risk Management 1 Technical Jude Driscoll Head of Public Fixed Income Todd Howard, CFA Portfolio Manager Andrew Kronschnabel, CFA Head of Investment Grade Credit Alfro bone, CFA Head of Structured Products Joshua Lofgren, CFA Portfolio Manager Peter Mahoney Portfolio Manager Sett Moses, CFA Head of Emerging IVhrket Debt Stephen Mullin, CFA Head of Long Duration Fixed Income Scott Pavlak, CFA Head of Short Duration Fixed Incorre Timothy Rabe, CFA Head of High Yield RISK NIANAGENENT / PORTFOLIO ANALYTICS Ryan Dougherty Jordan Marron, CFA TRADING FRgh Grade Dana Cottrell Head of IG Trading Anthony DeMaria Ryan Dougherty Steven Kelly, CFA Lou Petriello, CFA Ryan Reilly High Yield Thomas McClintic Head of HYTrading Robb Barrett Ameera Besspiata James Grace Spencer Tullo Sovereign Carrie Bierrer, CFA Nike DeFazo Christopher Magnus Structured Products Jason Valentino Head of SF Trading Michael Brown Paul D'Eramo, CFA Sean Lyng, CFA John Palphreyrran, CFA Pala Pathak Timothy Rose, CFA Joseph Watkins Money Markets / Rates Phillip Tran Municipal Vincent Del Vecchio Kimberley Slough LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 69 CREDIT RESEARCH TEAM Brian Funk, CFA Head of Credit Research 39 Professionals Covering Corporate and Municipal Credit Consumer Energy Telecom, Media Utilities Credit & Healthcare & Basic Materials Financials Industrials & Technology & Midstream Municipals Strategy Ian Bowman Brent Garrels Scott O'Donnell John Jennings, CFA 1 Zachary Bauer, CFA Leo Keiser, CFA Joe Gankiewicz, CFA Juan Peruyero Elyse Goldschmidt Park Benjamin, CFA Joseph Di Carlo, CFA Richard Davis, CFA Kevin Bowles, CFA Marc Bromberg, CFA Sharon Carroll Bryan Hartigan Brian Kish, CFA Rick Corbit Jack Maine Matthew Higgins, CFA David Caras, CFA Michael Frey Robert Moore, CFA Jiming Tao, CFA Kevin Kloeblen, CFA Stephen Driscoll Helene Moehlman, CFA Richard Lee Jack Chan, CFA Susan Young Trevor O'Connell, CFA Yahyin Shen, CFA Michael Recchiuti Thomas Sarkis, CFA Christopher Meyer, CFA William Schramm, CFA Joel Trujillo Scott Wancier, CFA Regional Credit Teams London Hong Kong CEEMEACredit Asia Credit Santiago Latin America Credit Jean -Luc Eberlin 10 professionals covering EMEA Bei Fu Mario Cortes 15 professionals covering Asia 12 professionals covering Latin America LOGANCIRCLE P A R TN ER 5 70 A Met Life Affiliate 5 MARKET REVIEW Outlook and Current Themes ➢ GDP - Downshift in global growth spills over to U.S. in the first quarter with a pullback in consumption as concerns over central bank policies, trade and Brexit weigh on sentiment despite solid underlying fundamentals. Full -year U.S. growth will fall below 2018's level but remains above the longer -term 2% trend. Drivers include a rebound by the consumer, increased business and government spending and a firming in housing. Fiscal stimulus will continue to support activity, albeit with diminishing impact. Signs of improvement in developed markets, including China and the EU, begin to emerge. ➢ Business - Sentiment along with manufacturing and service surveys, while off of recent highs, remain healthy. Fourth-quarter earnings topped consensus estimates at +15% but forward guidance has been cut as companies grow cautious due to lack of visibility on trade issues as well as rising pressure on margins due to input costs. As a trade agreement with China appears increasingly likely, we expect the earnings picture to improve. Reset lower in interest rates and flat yield curve may pressure bank earnings but disciplined balance sheet growth, sound asset quality and robust capital levels leave bank fundamentals strong. Somewhat surprising for this stage of the cycle are signs of improving productivity, as inefficient capacity is shut (e.g. underperforming retail) while M&A activity continues to wring costs out of businesses across multiple sectors. ➢ Consumer - Recent weakness in spending should prove transitory as wages and income continue to outpace inflation and strengthen consumer balance sheets. Confidence measures, while down from their recent peaks, remain high by historical standards. Debt service and financial obligations ratios, which provide a broad view of consumer health, along with an elevated savings rate (as a percent of disposable personal income) should lend further support to a rebound in consumption. ➢ Employment - Despite the recent easing in the pace of job growth, the U.S. labor market remains strong and is expected to prevail throughout the year. The continued challenge on the part of employers to find qualified candidates to fill open positions amid above -trend economic growth will maintain upward pressure on wage growth which has reached multiyear highs. Recent job indicators have been more uneven and inconsistent, however, average hourly earnings and the Employment Cost Index continue to provide evidence of growth of real wages. ➢ Central Banks / International - Given the soft patch in global economic growth experienced in the first quarter along with prior -quarter financial market turbulence, trade -related uncertainty and unsettled Brexit outcome, central banks have broadly backed off monetary policy normalization. Below -target inflation readings in some regions give central bankers leeway and time to extend policies to support growth. China's stimulus measures have triggered improved market confidence. A disorderly Brexit outcome could result in a temporary risk -off market move while a positive resolution to the prolonged U.S.- China trade negotiations is expected to remove an impediment to growth and support higher interest rates globally. ➢ Residential / Commercial Real Estate - Housing affordability remains a challenge although the recent decline in mortgage rates provides some respite. Steady demand from millennials and historically low housing inventory supports modest home price appreciation in 2019, particularly for more affordable properties. Multifamily properties should still benefit from low rental vacancy rates. A slower pace of new construction results in better balanced CRE supply and demand while positive NOI and stable cap rates support steady price appreciation. The strength of e-commerce still presents challenges for lower quality retail properties. In some geographies, office properties continue to grapple with higher vacancies brought on by recent new construction. ➢ U.S. Monetary & Fiscal Policy - The Federal Reserves pivot to a policy stance emphasizing patience places future rate hikes on hold through 1 H2O19 and has resulted in a tempering of its balance sheet runoff earlier than anticipated. Markets have priced in a Fed rate cut before year end, however, given an expected rebound in the pace of economic growth and gradual rise in inflation, we anticipate the Fed will not ease in 2019 but re-engage in its effort to normalize monetary policy to more closely approach its long-term neutral range by hiking interest rates once this year. Fiscal policy remains stimulative, as the CBO's federal budget deficit estimate approaching $1 trillion, although the boost from growth benefits of the 2017 tax reform package lessen. ➢ Inflation - Inflation measures have been largely range -bound and have not yet broken sustainably above the Federal Reserve's 2% target, which it has more recently characterized as symmetrical, despite continued upward pressure on wages. Given recent indications of weak global economic growth and spillover drag effects on the U.S. economy, any pickup in inflation is expected to be gradual. With a resumption in above -trend growth and the Fed's unexpectedly dovish pivot, we expect indicators of future inflation (e.g. TIPS breakevens, consumer expectations) to surprise on the upside. The views presented above are Logan Qrde's and are subfed to dia ge over tirre. There can be no asset that the views expressed above witl prove accurate and should not be relied upon as a reliable ircficator of future events. LOGANCIRCLE P A R T NERS A Met Life Affiliate 6 71 MARKET REVIEW Yields (%) — as of March 31, 2019 3.00% 2.50% 2.00% 1.50% 1.00% 3-Month LIBOR ■ 3/31/2018 U.S. Treasury 3-Morrth ❑ 6/30/2018 U.S. Treasury 2-Year U.S. Treasury 5-Year U.S. Treasury 10-Year ■ 9/30/2018 ❑ 12/31/2018 ■ 3/29/2019 LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 72 Source: Bloomberg MARKET REVIEW Central Bank Assets — as of March 31, 2019 16,000 14,000 12,000 10,000 €79- 8,000 6,000 4,000 $5,025 $3, $5,247 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 ECB FED ■ BOJ Central Bank 12/31/2008 12/31/2013 10/31/2017 3/31/2019 European Central Bank $2,855 $3,141 Federal Reserve $2,239 $4,033 Bank of Japan $1,354 $2,129 $5,091 $5,247 $3,956 $5,025 $4,456 Fed balance sheet reduction begins $4,559 Total $6,448 $9,303 $14,106 $14,228 Figures are in billions ($USD) LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 73 Source: Federal FOseive, Bank of Japan, European Central Bank MARKET REVIEW U.S. Treasury Securities - as of December 31, 2018 19,000 17,000 15,000 13,000 11,000 9,000 7,000 5,000 3,000 17,603 I� ` � O � N M � Ln Cfl f� 00 ` § 'A N 'A 'A V A `A ` � Congressional Budget Office - as of January 31, 2019 ($ Billions) 1973 1983 1993 2003 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019* 2020* Revenues 231 601 1,154 1,782 2,524 2,105 2,163 2,304 2,450 2,775 3,022 3,250 3,268 3,316 3,329 3,515 3,686 Outlays 246 808 1,409 2,160 2,983 3,518 3,457 3,603 3,537 3,455 3,506 3,688 3,853 3,982 4,108 4,412 4,589 Social Security 48 169 302 470 612 678 701 725 768 808 845 882 910 939 982 1,039 1,102 Medicare 9 56 143 274 456 500 520 560 551 585 600 634 692 702 704 768 821 Medicaid 5 19 76 161 201 251 273 275 251 265 301 350 368 375 389 406 420 Income Security 14 64 117 196 261 350 437 404 354 340 311 301 304 293 285 299 302 Retirement & Disability 12 45 68 100 129 138 138 144 144 153 158 161 164 163 163 170 178 Defense 77 210 292 405 612 657 689 699 671 626 596 583 585 590 622 664 648 Other 63 156 212 401 458 758 502 566 580 458 466 553 589 657 637 682 658 Net Interest 17 90 199 153 253 187 196 230 220 221 229 223 240 263 325 383 460 Deficit (-) or Surplus Total -15 -208 -255 -378 -459 -1,413 -1,294 -1,300 -1,087 -680 -485 -438 -585 -665 -779 -897 -903 *Indicates estimates LOGANCIRCLE P A R T V ER S A Met Life Affiliate 74 Source: Congrassional Budget ice, SIFM4 MARKET REVIEW FOMC Projections 2019 2020 2021 Real GDP December=17 Projection 2.1% 2.0% N/A March -18 Projection 2.4% 2.0% N/A June-18 Projection 2.4% 2.0% N/A September-18 Projection 2.5% 2.0% 1.8% December=18 Projection 2.3% 2.0% 1.8% Marcf -19 Projection 2.1 % 1.9% 1.8% Unemployment Rate December=17 Projection 3.9% 4.0% N/A March -18 Projection 3.6% 3.6% N/A June-18 Projection 3.5% 3.5% N/A September-18 Projection 3.5% 3.5% 3.7% December-18 Projection 3.5% 3.6% 3.8% March -19 Projection 3.7% 3.8% 3.9% PCE Inflation December-17 Projection 2.0% 2.0% N/A March -18 Projection 2.0% 2.1 % N/A June-18 Projection 2.1 % 2.1 % N/A September-18 Projection 2.0% 2.1 % 2.1 % December-18 Projection 1.9% 2.1 % 2.1 % March -19 Projection 1.8% 2.0% 2.0% LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 75 Source: Federal Reserve 10 MARKET REVIEW Fed Expectations vs Fed Funds Futures Rate — as of March 31, 2019 4.000 3.500 0 0 a 3.000 - 2.500 - 2.000 1.500 •• i •••• • •• ••• ii••�� Ii•• • • • • • • • 0.19% difference 0.74% difference • •••• • • 0.77% difference • • •••• • 400 • •••••• 2019 2020 • FOMC Vote — — Fed Fund Futures contracts (as of 9/30/18) Fed Fund Futures contracts (as of 3/31/19) 2021 X Median FOMC Estimate Longer Faun • • • • Fed Fund Futures contracts (as of 12/31/18) LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 76 Source: Federal Reserve, Bloomberg 11 MARKET REVIEW U.S. Yield Curve — as of March 31, 2019 175 150 125 w 100 c 2 75 2 o� 50 25 0 -25 § §§§r§§M ‘MM IMMIN; (1 °a) Lca' 5-Year Less 2-Year Fed Tightening U.S. Yield Curve — as of March 31, 2019 § § § § § § 1 8 M Recession - - - 5-Year Less 2-Year Avg. oti N 8 O N Cr) • Ln CO ti CO Oimp gap N N ON ON N ON ON N gi Irk ON 10-Year Less 3-Month Fed Tightening Recession -10-Year Less 3-Month Avg. 3 LOGANCIRCLE P A R T NERS A Met Life Affiliate 77 Source: Bloomberg; National Bureau ofEconorrc Research 12 MARKET REVIEW U.S. GDP Growth Real GDP Consumer Fixed Government Net Year Quarter QoQ(%) Spending Investment Spending Exports Inventories 2009 1Q -4.40 -0.52 -5.07 0.92 2.40 -2.14 2Q -0.60 -1.03 -2.11 1.22 2.39 -1.04 3Q 1.50 1.92 0.25 0.23 -0.61 -0.33 4Q 4.50 -0.39 0.32 0.17 -0.07 4.44 2010 1Q 1.50 1.32 -0.02 -0.33 -0.72 1.30 2Q 3.70 2.16 2.03 0.30 -1.67 0.92 3Q 3.00 1.90 0.32 -0.57 -0.94 2.28 4Q 2.00 1.80 1.08 -0.52 0.91 -1.25 2011 1Q -1.00 1.17 -0.09 -1.01 -0.02 -1.02 2Q 2.90 0.62 1.34 -0.55 0.45 1.03 3Q -0.10 1.07 2.42 -1.16 -0.21 -2.23 4Q 4.70 0.52 1.55 -0.04 -0.36 3.06 2012 1Q 3.20 2.19 1.90 -0.34 0.00 -0.59 2Q 1.70 0.41 1.25 -0.41 0.27 0.21 3Q 0.50 0.45 0.09 -0.12 -0.08 0.20 4Q 0.50 1.22 1.13 -0.76 0.57 -1.70 2013 1Q 3.60 1.44 1.10 -0.68 0.40 1.33 2Q 0.50 0.20 0.52 -0.13 -0.33 0.23 3Q 3.20 1.10 1.12 -0.40 -0.14 1.48 4Q 3.20 2.31 0.89 -0.58 1.23 -0.62 2014 1Q -1.00 1.02 0.60 -0.26 -1.08 -1.28 2Q 5.10 2.92 1.69 0.00 -0.51 1.02 3Q 4.90 2.98 1.35 0.51 0.12 -0.03 4Q 1.90 3.10 0.72 -0.07 -1.08 -0.77 2015 1Q 3.30 2.36 -0.01 0.40 -1.58 2.16 2Q 3.30 2.28 0.63 0.70 -0.01 -0.25 3Q 1.00 1.91 0.51 0.33 -1.05 -0.73 4Q 0.4.0 1.52 -0.33 0.12 -0.21 -0.70 2016 1Q 1.50 1.62 0.31 0.60 -0.36 -0.62 2Q 2.30 2.30 0.46 -0.15 0.29 -0.62 3Q 1.90 1.79 0.52 0.17 0.03 -0.59 4Q 1.80 1.75 0.28 0.03 -1.32 1.03 2017 1Q 1.80 1.22 1.60 -0.13 -0.10 -0.80 2Q 3.00 1.95 0.72 0.01 0.08 0.23 3Q 2.80 1.52 0.44 -0.18 0.01 1.04 4Q 2.30 2.64 1.04 0.41 -0.89 -0.91 2018 1Q 2.20 0.36 1.34 0.27 -0.02 0.27 2Q 4.20 2.57 1.10 0.43 1.22 -1.17 3Q 3.40 2.37 0.21 0.44 -1.99 2.33 4Q 2.20 1.66 0.54 -0.07 -0.08 0.11 Average (2009-2018) 2.06 1.49 0.59 -0.03 -0.13 0.13 LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 78 Source: Bureau of Economb Analysis 13 MARKET REVIEW 150 140 130 120 110 100 90 80 70 60 50 U.S. Real Median Household Income 64,000 62,000 60,000 58,000 56,000 54,000 52,000 50,000 48,000 46,000 44,000 0h 00 01 04' 0Q' 00 0'� or1, On' OD 00 00 01 OQ' O0 ,�O NN <1, r�" � r�� <0 <3 K1 �0 �0 �0 �0 <0 rO rO �O �O �O �O �O �O �O �O �O Consumer Confidence and S&P 500 — as of March 31, 2019 I �.2,8342'850 3,050 124. 2012 2013 2014 2015 Consumer Confidence (LHS) 2016 2017 S&P 500 Index (RHS) 2018 2,650 2,450 2,250 2,050 1,850 1,650 1,450 1,250 LOGANCIRCLE PAR T N ER 5 A Met Life Affiliate 79 Sauce: US Census Bureau, Bioorrterg MARKET REVIEW Non -Farm Payroll / Participation Rate — as of March 31, 2019 Labor Force Unemployment Non -Farm Participation Rate Rate Payroll Average (1982- 2016) Current Average (2017 - 2019) 65.5% 6.3% 129,876 63.0% 3.8% 196,000 62.9% 4.1 % 199,000 U.S. Average Earnings — as of March 31, 2019 3.4% 3.2% 3.0% L 2.8% 0 2.8% L r 2.4% 2.2% 2.0% 1.8% 2012 2013 2014 2015 2016 2017 3.20% 2018 LOGANCIRCLE P A R T NERS A Met Life Affiliate 80 Source: Bureau of Labor Statistics 15 MARKET REVIEW U.S. Total Quits Rate — as February 28, 2019 2.3% 2.1% 1.9% 1.7% 1.5% 1.3% 1.1% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Recession U.S. Total Quits Rate Number of Unemployed Persons Per Job Opening— as of February 28, 2019 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 � t: r h :n b i t �5 1 ' dui � �: :5 ,;: tov ■ Recession Nun r of Unemployed Persons Per Job Opening LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 81 Wire: Bureau of Labor Statistics, National Bureau of Econorric Research 16 MARKET REVIEW CPI Core Breakdown — as of March 31, 2019 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% - 0.5% - 1.0% - 1.5% Dee 14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Al Items (Less Food and Energy) Goods (Less Food and Energy) Services (Less Energy Services) 5-Year TIPS Breakeven Rate — as of March 31, 2019 230 210 190 170 A 150 130 110 90 Dee 14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec 17 Jun-18 Dec 18 79 LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 82 Source: Bureau of Labor Statistics, Bloomberg 17 MARKET REVIEW Size and Composition of the U.S. Credit Index — as of March 31, 2019 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 201. 2,c 3z 758 706 30 18 ■ A to NV\ Rated ■ BBB -Rated LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 83 Source: Bloomberg Bardays MARKET REVIEW NFIB Small Business Optimism Index — as of March 31, 2019 110 105 1 nn 85 80 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 101.8 S&P 500 Dividends And Buybacks — as of December 31, 2018 400 350 300 250 200 0 .6% 150 100 50 0 ■ S&P 500 Dividends ■ S&P 500 Buybacks LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 84 Source: Bloomberg 19 MARKET REVIEW Investment Grade Leverage — as of December 31, 2018 2.70 2.60 2.50 2.4.0 2.30 2.20 2.10 2.00 1.90 1.80 1.70 .: `.7g•-2..i1a� Zx��n�.A°�Ya +i '�,rx`a?' sr, �4a� t G -.t�. ,,sr' 1" :i, `;ia�A: `- i. oOcb 000 000 000 Or\O OHO ONN O�� OPti 0<1, ONO OtO Or\O' O,\D' Oh O<h OPO O<O 0�1 or�1 or��b OHO �� O� �� Oi �( O( �9 O� �� OCV �C O� �(1O(1�� O(1�(1O(1�(1O(1�� O� O O 4 O. O- O- O- 4 4 6-6-4 C� O 4 4 4 O- 6-4 O O Trailing 12-Month Leverage (Grass) Investment Grade Revenue — as of December 31, 2018 2,500 2,000 � 1,000 500 0 000 000 OHO OHO ON\ O� O<I O<1 O<O O<O ONE O� O<e O<r OtO OHO O� OK\ O <Oie O<O 6 O, O ds O C3 6 O O O O O, O O O O O O 6 C� \J\ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 1 Quarterly Revenue (LHS) YoY Growth (RHS) 20% 15% 10% 5% LOGANCIRCLE P A R TN ER S A Met Life Affiliate 85 Source.' Bloomberg 20 MARKET REVIEW Investment Grade EBITDA- as of December 31, 2018 400 -g 300 f f.� 200 100 0 00 00 005 00 t�0 �O t\t\ it\ KV ,��' t\b t\1' t\� t\� t\r3 Kr3 <O �O �'� �'� �O t`b �O �O �O �O �O (O (O (O �O �O �O �O (O (O (1 �O (O a� a0 O� 0- O� Can- 0 0- O� 0- O� On' O` O�' O� On' 4` C30 O` On' O` On' mm Quarterly EBITDA (LHS) EBITDA Margin (RHS) Investment Grade Leverage Comparisons - as of December 31, 2018 22% 21% 20% 19% 18% 17% LTM Revenue LTM EBITDA LTM Leverage Current QoQ % YoY % Current QoQ % YoY % Current QoQ % YoY % Current vs Industry Sector Quarter Change Change Quarter Change Change Quarter Change Change Median* Median Rasic Industry 301,151 1% 11% 60,233 3% 13% 2.04 -4% -12% 2.17 (0.13) Capital Goods 940,455 2% 8% 159,879 10% 20% 2.89 -9% -153/0 4.01 (1.12) Communications 620,902 2% 7% 191,733 -2% 3% 2.98 8% 7% 2.17 0.81 Consumer Cyclical 2,133,779 1% 8% 261,494 2% 12% 2.4.0 0% -4% 2.11 0.30 Consumer Non Cyclical 2,097,867 1% 5% 325,614 2% 5% 2.70 1% 2% 2.01 0.69 Energy 1,328,224 3% 21% 261,821 6% 34% 2.22 -5% -23% 1.30 0.92 Industrial Other 47,182 1% 7% 3,610 2% 0% 2.08 -5% 2% 1.75 0.33 Technology 1,155,152 1 % 10% 339,061 0% 10% 1.47 -1% -16% 0.92 0.55 Transportation 298,335 2% 9% 69,339 3% 5% 1.78 7% 17%o 1.50 0.29 Electric 282,268 1% 3% 90,002 -3% -4% 5.28 10% 16% 4.30 0.98 Natural Cis 46,816 1% 5% 14,078 -2% -1% 2.90 9% 7% 2.87 0.03 Total 9,252,132 2% 9% 1,776,864 23% 11% 244 0% -6% 2.14 0.30 Ex -Energy 7,923,908 1% 7% 1,515,043 2% 8% 2.48 1% -3% 2.35 0.13 Ex -Energy & IVVM 7,867,997 1% 7% 1,502,671 2% 8% 2.49 1% -3% 2.35 0.14 ilibdian range is 4Q 2008- 4Q 2018 LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 86 Source.' Bloomberg MARKET REVIEW FDIC Banks Capital Ratios — as of December 31, 2018 14% 0% 1934 1944 1954 1964 1974 1984 1994 2004 2014 FDIC Banks Non -Performing Assets — as of December 31, 2018 $350 $250 $100 $80 $0 Via`. z F.ffiik _�' Win.. ',*` �`,� ` P }aqttitet-allf,CAZN. 1111111111111111111111111 ■■■■■■■I g§§` g § § g g g § r O7 § O i S S N I S I,,; N N N N R1 a CV GV Non -performing Assets (LHS) —NPA Ratio (RHS) 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 87 Source: FDIC, NY Federal Reserve, Barclays 22 MARKET REVIEW ICE BofAML Corporate 1-5 Year OAS — as of March 31, 2019 170 150 130 90 70 50 Dee 13 Jurr14 Dec-14 Jur}15 Dec-15 Jun-16 Dec-16 Jun-17 Dec 17 Jurr18 Dee18 9 OAS (bps) 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Corporate(1-5) 70 61 65 62 196 639 166 136 227 110 89 99 121 96 61 114 79 Financial(1-5) 51 50 57 56 212 663 204 158 308 126 93 96 104 100 60 116 81 Industrial (1-5) 86 73 75 69 181 624 135 116 164 96 85 103 134 92 61 112 76 Utility (1-5) 79 63 73 71 175 576 155 131 169 110 99 89 120 101 64 126 90 Corporate (Al) 94 83 92 91 200 573 180 161 252 152 128 144 173 130 99 159 127 Hgh Yield (Al) 418 309 371 289 591 1803 622 531 709 526 400 504 695 422 363 533 405 LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 88 Source: ICE Data Services PORTFOLIO REVIEW — 2017 Toll Revenue 1-15 Project Fund Portfolio Characteristics As of December 31, 2018 Actual Portfolio Yield to Maturity 2.82% Duration 0.33 Years Average Quality (Moody's) Aa3 Portfolio Market Value $76,231,006 As of March 31, 2019 Actual Portfolio Yield to Maturity 2.61% Duration 0.27 Years Average Quality (Moody's) Aa2 Portfolio Market Value $70,510,557 4% Asset Allocation CM3S 1% 4% Portfolio Performance) Since 1 Q 2019 1-Year Inception (8/1/2017) 2017 Toll Revenue 1-15 Project Fund (Gross of Fees) 0.76% 2.50% 1.88% 2017 Toll Revenue I-15 Project Fund (Net of Fees) 0.74% 2.41 % 1.78% FTSE 6-Month Treasury Bill 0.61 % 2.18% 1.80% 'Past performance is not indicative of future results. The Since Inception performance returns of the portfolio is as of the first full month following the funding date. The performance benchmark shovel for the I3verside County 1-15 tress Lanes 2017 Toll Revenue Prgect Portfolio is the ICE EofANL 0-2 Year US. Treasury Index, which is a broad -based index consisting of US Treasury securities with an outstanding par greaterthan or equal to $1 billion and a maturity range from zero to two year reflecting total retum. LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 89 24 PORTFOLIO REVIEW — 2013 SR-91 Project Residual Portfolio Characteristics As of December 31, 2018 Actual Portfolio Yield to Maturity 2.86% Duration 1.10 Years Average Quality (Moody's) Aa2 Portfolio Market Value $13,878,556 As of March 31, 2019 Actual Portfolio Yield to Maturity 2.57% Duration 0.83 Years Average Quality (Moody's) Aa2 Portfolio Market Value $16,019,549 Asset Allocation clVBs Agency RIVES 5% 3% 3% RIVES 6% AgencY 5% Munidpal 1% CM3S 7% CD 4% Portfolio Performancel 1Q 2019 Since Inception (2/1/2018) Riverside county 2013 SR 91 Project Residual Fund (Gross of Fees) 0.98% 2.45% Riverside County 2013 SR 91 Project Residual Fund (Net of Fees) 0.96% 2.35% ICE BofAMI_ U.S. Treasury Index 0-2 Year 0.79% 2.22% 1 Past performance is not inckatiye of future results. Inception date 1/4/18. Performance returns are calculated as of the first full month following the funding date. The performance benchrnerk shown for the R erside County 2013 Residual Fund Portfolio is the ICE BofA1VL 1-3 Year US Treasury Index, which is a broad -based index consisting of U.S. Treasury securities with an outstanding par greater than or equal to $1 billion and maturity range from one to three year reflecting total retum. LOGANCIRCLE P A R TN ER S A Met Life Affiliate 90 25 PORTFOLIO REVIEW — 2017 Toll Revenue 1-15 Ramp Up Reserve Portfolio Characteristics As of December 31, 2018 Actual Portfolio Yield to Maturity 2.63% Duration 1.30 Years Average Quality (Moody's) Aaa Portfolio Market Value $8,068,645 As of March 31, 2019 Actual Portfolio Yield to Maturity 2.52% Duration 1.16 Years Average Quality (Moody's) Aaa Portfolio Market Value $8,140,875 Asset Allocation Agency 9% Agency 6% Portfolio Perfommancel 1 Q 2019 Since Inception (1/1/2018) 2017 Toll Revenue 1-15 Ramp Up Reserve (Gross of Fees) 0.90% 2.46% 2017 Toll Revenue I-15 Ramp Up Rcscrve (Net of Fees) 0.87% 2.36% ICE BofAIVL U.S. Treasury Index 0-2 Year 0.79% 2.07% 1 Past performance is not indicative of future results. Inception date 12/5/17. Performance returns are calculated as of the first full month following the funding date. Tice performance benchmark shown for the R erside County 1-15 Evress Lanes Toll Revenue Reserve Portfolio is the ICE EofAM_ 1-3 Year U.S Treasury Index, which is a broad -based index testing of U.S. Treasury securities with an outstanding par greater than or equal to $1 billion and a maturity range from one to three years, reflecting total return. LOGANCIRCLE P A R TN ER S A Met Life Affiliate 91 26 PORTFOLIO REVIEW — Debt Reserve Fund Portfolio Characteristics As of December 31, 2018 Actual Portfolio Yield to Maturity 2.80% Duration 3.17 Years Average Quality (Moody's) Aaa Portfolio Market Value $18,167, 370 As of March 31, 2019 Actual Portfolio Yield to Maturity 2.60% Duration 3.01 Years Average Quality (Moody's) Aaa RMBS Portfolio Market Value $18,406,380 13% Asset Allocation Portfolio Performance' 1Q2019 1-Year Since Inception (8/1/2013) Total Debt Service Fund (Gross of Fees) 1.32% 3.37% 2.11 Total Debt Service Fund (Net of Fees) 1.29% 3.27% 2.01 % ICE BofAM_ U.S. Troakiry Index 1-3 Year 0.98% 2.72% 0.94% ICE BofAML U.S. Tronsury Index 3-7 Year 1.80% 4.24% 1.85% 1 Past performance is not indicative of future results. Performance returns for periods greater than one year are annualized. The performance benchmark shown for the Rverside County Debt Reserve Find is the ICE BofAIYL US Treasury 3-7 Year, which is a braxd-based index consisting of US. Treasury securities with an outstan°'ing par greater or equal to $1 billion and a maturity range from three to seven years, indusive, reflecting total retum. LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 92 27 RCTC PORTFOLIOS 2013 SR 91 Reserve and Residual Funds Portfolio Beginning Market Value Net Flows (7/3/2013) Market Value Change in (3/31/2019) Market Value Debt Service Reserve Fund $17,667,869 ($1,274,767) $18,406,380 $2,013,278 Portfolio Beginning Market Value Net Flows (1/16/2018) Market Value Change in (3/31/2019) Market Value 2013 SR 91 Project Residual Fund S3,292,782 +$12,422,641 $16,019,549 S304,126 2017 1-15 Project Portfolio Beginning Market Value Net Flows (7/24/2017) Market Value Change in (3/31/2019) Market Value 2017 Toll Revenue 1-15 Project Fund $98,562,718 (S30,570,647) $70,510,557 $2,518,486 Beginning Market Value (12/5/2017) 2017 Toll Revenue 1-15 Ramp Up Reserve $7,723,487 $166,500 $8,140,875 $250,888 Total Project $106,286,205 ($30,404,147) $78,651,432 $2,769,374 LOGANCIRCLE P A R TN ER 5 A Met Life Affiliate 93 28 DISCLAIMERS This document is being provided to you at your specific request. This document has been prepared by Logan Circle Partners, L.P., a U.S. Securities Exchange Commission -registered investment adviser. Logan Circle Partners, L.P. is a subsidiary of MetLife, Inc. and part of MetLife Investment Management) For investors in the EEA, this document is being distributed by MetLife Investment Management Limited ("MIML"), authorised and regulated by the UK Financial Conduct Authority (FCA reference number 623761), registered address Level 34 1 Canada Square London E14 5AA United Kingdom. This document is approved by MIML as a financial promotion for distribution in the UK. This document is only intended for, and may only be distributed to, investors in the EEA who qualify as a Professional Client as defined under the EEA's Markets in Financial Instruments Directive, as implemented in the relevant EEA jurisdiction. The investment strategy described herein is intended to be structured as an investment management agreement between MIML (or its affiliates, as the case may be) and a client, although alternative structures more suitable for a particular client can be discussed. For investors in Japan, this document is being distributed by MetLife Asset Management Corp. (Japan) ("MAM"), a registered Financial Instruments Business Operator ("FIBO") conducting Investment Advisory Business, Investment Management Business and Type II Financial Instruments Business under the registration entry "Director General of the Kanto Local Finance Bureau (Financial Instruments Business Operator) No. 2414" pursuant to the Financial Instruments and Exchange Act of Japan ("FIEA"), and a regular member of the Japan Investment Advisers Association and the Type II Financial Instruments Firms Association of Japan. In its capacity as a discretionary investment manager registered under the FIEA, MAM provides investment management services and also sub -delegates a part of its investment management authority to other foreign investment management entities within MIM in accordance with the FIEA. This document is only being provided to investors in Japan who are Qualified Institutional Investors (tekikaku kikan toshika) as defined in Article 10 of Cabinet Office Ordinance on Definitions Provided in Article 2 of the FIEA. It is the responsibility of each prospective investor to satisfy themselves as to full compliance with the applicable laws and regulations of any relevant territory, including obtaining any requisite governmental or other consent and observing any other formality presented in such territory. MetLife, Inc. provides investment management services to affiliates and unaffiliated/third party clients through various subsidiaries) MetLife Investment Management ("MIM"), MetLife, Inc.'s institutional investment management business, has more than 900 investment professionals located around the globe. MIM is responsible for investments in a range of asset sectors, public and privately sourced, including corporate and infrastructure private placement debt, real estate equity, commercial mortgage loans, customized index strategies, structured finance, emerging market debt, and high yield debt. The information contained herein is intended to provide you with an understanding of the depth and breadth of MIM's investment management services and investment management experience. This document has been provided to you solely for informational purposes and does not constitute a recommendation regarding any investments or the provision of any investment advice, or constitute or form part of any advertisement of, offer for sale or subscription of, solicitation or invitation of any offer or recommendation to purchase or subscribe for any securities or investment advisory services. Unless otherwise specified, the information and opinions presented or contained in this document are provided as of the quarter end noted herein. It should be understood that subsequent developments may affect the information contained in this document materially, and MIM shall not have any obligation to update, revise or affirm. It is not MIM's intention to provide, and you may not rely on this document as providing, a complete or comprehensive analysis of MIM's investment portfolio, investment strategies or investment recommendations. No money, securities or other consideration is being solicited. No invitation is made by this document or the information contained herein to enter into, or offer to enter into, any agreement to purchase, acquire, dispose of, subscribe for or underwrite any securities or structured products, and no offer is made of any shares in or debentures of a company for purchase or subscription. Prospective clients are encouraged to seek advice from their legal, tax and financial advisors prior to making any investment. Confidentiality. By accepting receipt or reading any portion of this Presentation, you agree that you will treat the Presentation confidentially. This reminder should not be read to limit, in any way, the terms of any confidentiality agreement you or your organization may have in place with Logan Circle. This document and the information contained herein is strictly confidential (and by receiving such information you agree to keep such information confidential) and are being furnished to you solely for your information and may not be used or relied upon by any other party, or for any other purpose, and may not, directly or indirectly, be forwarded, published, reproduced, disseminated or quoted to any other person for any purpose without the prior written consent of MIM. Any forwarding, publication, distribution or reproduction of this document in whole or in part is unauthorized. Any failure to comply with this restriction may constitute a violation of applicable securities laws. Past performance is not indicative of future results. No representation is being made that any investment will or is likely to achieve profits or losses or that significant losses will be avoided. There can be no assurance that investments similar to those described in this document will be available in the future and no representation is made that future investments managed by MIM will have similar returns to those presented herein. No offer to purchase or sell securities. This Presentation does not constitute an offer to sell or a solicitation of an offer to buy any security and may not be relied upon in connection with the purchase or sale of any security. No reliance, no update and use of information. You may not rely on this Presentation as the basis upon which to make an investment decision. To the extent that you rely on this Presentation in connection with any investment decision, you do so at your own risk. This Presentation is being provided in summary fashion and does not purport to be complete. The information in the Presentation is provided to you as of the dates indicated and MIM does not intend to update the information after its distribution, even in the event that the information becomes materially inaccurate. Certain information contained in this Presentation, includes performance and characteristics of MIM's by independent third parties, or have been prepared internally and have not been audited or verified. Use of different methods for preparing, calculating or presenting information may lead to different results for the information presented, compared to publicly quoted information, and such differences may be material. Risk of loss. An investment in the strategy described herein is speculative and there can be no assurance that the strategy's investment objectives will be achieved. Investors must be prepared to bear the risk of a total loss of their investment. No tax, legal or accounting advice. This Presentation is not intended to provide, and should not be relied upon for, accounting, legal or tax advice or investment recommendations. Any statements of U.S. federal tax consequences contained in this Presentation were not intended to be used and cannot be used to avoid penalties under the U.S. Internal Revenue Code or to promote, market or recommend to another party any tax -related matters addressed herein. Forward -Looking Statements. This document may contain or incorporate by reference information that includes or is based upon forward -looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward -looking statements give expectations or forecasts of future events. These statements can be identified by the fact that they do not relate strictly to historical or current facts. They use words and terms such as "anticipate," "estimate," "expect," "project," "intend," "plan," "believe," "will," and other words and terms of similar meaning, or are tied to future periods in connection with a discussion of future performance. Forward -looking statements are based MIM's assumptions and current expectations, which may be inaccurate, and on the current economic environment which may change. These statements are not guarantees of future performance. They involve a number of risks and uncertainties that are difficult to predict. Results could differ materially from those expressed or implied in the forward -looking statements. Risks, uncertainties and other factors that might cause such differences include, but are not limited to: (1) difficult conditions in the global capital markets; (2) changes in general economic conditions, including changes in interest rates or fiscal policies; (3) changes in the investment environment; (4) changed conditions in the securities or real estate markets; and (5) regulatory, tax and political changes. MIM does not undertake any obligation to publicly correct or update any forward -looking statement if it later becomes aware that such statement is not likely to be achieved. 1 Subsidiaries of MetLife, Inc. that provide investment management services include Metropolitan Life Insurance Company, MetLife Investment Advisors, LLC, MetLife Investment Management Limited, MetLife Investments Limited, MetLife Investments Asia Limited, MetLife Latin America Asesorias a Inversiones Limitada, MetLife Asset Management Corp. (Japan), Logan Circle Partners, L.P. and Logan Circle Partners, I LLC. LOGANCIRCLE P A R TN ER 5 A MetLife Affiliate 94 L0419514240[exp0919][AII States] 29 ATTACHMENT 17 Payden&Rygel QUARTERLY PORTFOLIO REVIEW Riverside County Transportation Commission 1st Quarter 2019 I wr PAYDEN.COM LOS ANGELES I BOSTON I LONDON I MILAN 95 LETTER FROM THE CEO April 2019 What a difference one quarter makes! Since our last letter, risk appetite has returned to financial markets. In retrospect, the decline in nearly all market segments in the last quarter of 2018 proved temporary. In part, the reversal was supported by changes in monetary policy and in part by continued robust economic data. Looking ahead, the U.S. economy remains on decent footing. While we cannot expect to repeat last year's stellar performance, there are still reasons to be optimistic. The services -oriented nature of the U.S. economy and a strong labor market have helped us achieve the longest business cycle expansion in the post-war era. On a global basis, weaker data in Europe and China dominated headlines in the first quarter. Additionally, coming to terms with the U.K./EU Brexit situation, there is still no conclusion in sight. Investors should stay tuned, however, as there may be scope for acceleration through 2019. We recognize that risks often arrive unannounced, at times when investors least expect them. On a very practical front, we are managing your portfolio mindful of maintaining liquidity and diversification to ensure changes can be made efficiently. We are grateful for your continued trust. Sincerely, .,\-,,.., 4-042,,. Joan A. Payden President & CEO 96 2812 Riverside County Transportation Commission Portfolio Review and Market Update -1st Quarter 2019 PORTFOLIO CHARACTERISTICS (As of 3/31/2019) Portfolio Market Value Weighted Average Credit Quality Weighted Average Duration Weighted Average Yield to Maturity $52.6 million AA+ 1.71 years 2.46% SECTOR ALLOCATION r 50% 40% 30% 20% 10% 0% • 05 • � �� a��a G� GO O�G,�a �a �O� P� DURATION DISTRIBUTION 60% 50% 40% 30% 20% 10% 0% — 0-1 1-2 2-3 3+ Years PORTFOLIO RETURNS - Periods Ending 3/31/2019 RCTC Operating Portfolio ICE BofAML 1-3 Year US Treasury Index Periods over one year are annualized Since 1st Trailing Inception Quarter 1 Yr (3/1/15) 1.14% 3.03% 1.25% 0.98% 2.72% 1.01 % pPayden & Rygel • 333 South Grand Avenue • Los Ange*California goo7i • (213) 625-igoo • www.payden.com Portfolio Review and Market Update -1st Quarter 2019 2812 The first quarter started off with an abrupt shift in Fed messaging following a volatile 4th quarter, easing concerns of a Fed induced slowdown. The FOMC maintained its target range for the Fed Funds rate at 2.25% - 2.50% in January and March and indicated that they are unlikely to hike until global headwinds and downward pressure on inflation abate. The easier policy stance was supportive for credit: spreads reversed their Q4 widening, and yields continued to fall. The yield curve inverted as markets shifted from an expectation of future rate hikes to rate cuts. Geopolitical risks remain as uncertainty over the U.S./China relationship, concerns surrounding emerging markets, populism in Europe, and Brexit are persistent headwinds. Treasury yields declined, credit risk premiums shrank, and equity prices rebounded sharply providing an environment for strong returns in the front end of the yield curve. ■ The portfolio continued to hold a diversified mix of non -government sectors to increase income. ■ We extended our duration over the course of Q1 2019 via Treasuries. ■ We maintain a bias toward a shorter average maturity profile in credit sectors to limit the portfolio's sensitivity to changes in credit risk premiums while maintaining a yield advantage. ■ We continue to hold securitized bonds, which serve as a diversifier and source of high -quality income. ■ Short U.S. Treasury yields declined, with the two-year maturity falling by 0.23% to 2.26%. The slope between two- and five-year maturities remained range -bound over the quarter, finishing at-0.03%. ■ While our short duration position detracted from performance at the margin, longer duration positions benefited the portfolio through price performance over the quarter. ■ One -month LIBOR was unchanged at 2.50%, while three-month LIBOR decreased 0.22% to 2.59%. ■ Corporate securities outperformed Treasuries during the quarter, as spreads compressed. ■ High -quality asset -backed securities outperformed Treasuries but underperformed corporate bonds as securitized spreads tightened. pPayden & Rygel • 333 South Grand Avenue • Los Angel California goo71 • (213) 625-igoo • www.payden.com MARKET PERSPECTIVE Call us U.S.-centric if you must, but the Fed has been the most important driver of global financial markets in 2019. Global stocks, bonds, oil, and gold, among a host of other assets, have been affected by the shift in the U.S. central bank's policy trajectory to start the year. Use of the word "patient" by policymakers spiked at the January FOMC meeting (left chart), based on our text mining of the minutes released in the first quarter. We've seen the word before: "patient" appeared twice in the March 2015 meeting minutes, precipitating a nine -month -long wait for the first rate hike of the cycle. The recent re -emphasis of the word "patient" presages an extended pause from the U.S. central bank. At their March meeting, policymakers maintained a dovish stance and message. As global economic woes increase, the Fed's mentions of "Global" have increased commensurately (see right chart). Similarly, these woes have led to global central banks going on hold. So far in 2019, not only is the European Central Bank (ECB) on hold, they have also returned with stimulus through long-term refinancing operations (LTROs). The Bank of England is also on hold, dealing with the uncertainty of Brexit. The People's Bank of China is also easing, cutting their required deposit reserve ratio for banks, one of many policy rates in their arsenal, by 1 % in Q1. Even the Reserve Bank of India cut its key policy rate at its February meeting! We think the global central banks' dovish tailwind could continue to fuel markets until the global and U.S. economic data improve later in the year, as we expect. This could prompt another rethink by the monetary wonks of the world. Global Central Banks Go On Hold: Number of Mentions of the Words "Patient" and "Global" in the FOMC Meeting Minutes* Word Count 8 7 6 5 4 3 2 1 0 Jan ' 14 Jan ' 15 Jan ' 16 Jan ' 17 Jan ' 18 Jan ' 19 "Patient" Mentions Word Count 14 "Global" Mentions 12 10 8 6 4 2 0 Jan ' 14 Jan ' 15 Jan ' 16 Jan ' 17 Jan ' 18 Jan ' 19 Source: Federal Reserve, Payden Calculations *Only includes text from the `Participants' Views on Current Conditions and the Economic Outlook" section 99 YEARS Payden&Rygel LOSANGELES I BOSTON I LONDON I MILAN PAYDEN.COM U.S. DOMICILED MUTUAL FUNDS CASH BALANCE Payden/Kravitz Cash Balance Plan Fund EQUITY Equity Income Fund GLOBAL FIXED INCOME Emerging Markets Bond Fund Emerging Markets Corporate Bond Fund Emerging Markets Local Bond Fund Global Fixed Income Fund Global Low Duration Fund TAX-EXEMPT FIXED INCOME California Municipal Income Fund U.S. FIXED INCOME Absolute Return Bond Fund Cash Reserves Money Market Fund Core Bond Fund Corporate Bond Fund Floating Rate Fund GNMA Fund High Income Fund Limited Maturity Fund Low Duration Fund Strategic Income Fund U.S. Government Fund DUBLIN DOMICILED UCITS FUNDS EQUITY Global Equity Income Fund U.S. Equity Income Fund LIQUIDITY FUNDS Euro Liquidity Fund Sterling Reserve Fund U.S. Dollar Liquidity Fund FIXED INCOME Absolute Return Bond Fund Global Bond Fund Global Emerging Markets Bond Fund Global Emerging Markets Corporate Bond Fund Global Government Bond Index Fund Global High Yield Bond Fund Global Inflation -Linked Bond Fund Global Short Bond Fund Sterling Corporate Bond Fund U.S. Core Bond Fund USD Low Duration Credit Fund For more information about Payden & Rygel's funds, contact us at a location listed below. Payden&Rygel LOS ANGELES 333 South Grand Avenue Los Angeles, California 90071 213 625-1900 BOSTON 265 Franklin Street Boston, Massachusetts 02110 617 807-1990 LONDON 1 Bartholmew Lane London EC2N 2AX United Kingdom + 44 (0) 20-7621-3000 MILAN Corso Matteotti, 1 20121 Milan, Italy +39 02 76067111 100 ATTACHMENT 18 County of Riverside Treasurer Pooled Investmem rund March 2019 Contents Treasurer's Pooled Investment Fund Economy Market Data Portfolio Data Compliance Report Month End Holdings See the digital copy o onthly IPIFreport at countytreasurer.org to vi o of the Federal Open Market Committee's 0 press conference. { �ovc•oU, JEROME POWELL �f Chairman, Federal Reserve Board /mr C O UNITY O F RIV ERSD E TREASURER -TAX C O LLEC TO R 102 1 Treasurer's Pooled Investment Fund Monthly Commentary Dampened prospects of economic growth, U.S.-China trade policy, and Brexit continue to weigh on central banks and fixed income marketsglobally. In March, U.S. Federal Reserve Bank offi- cials announced that they would likely keep interest rates on hold through 2019. Chair- man Jerome Powell cited weakness in U.S consumer spending and business investment, which suggest, "Growth is slowing somewhat more than expected." European Central Bank (ECB) President Mario Draghi announced a third injection of bank stimulusto be launched this September as result of near -recession growth levels in most of the euro area. Manufacturing indices and negative yieldsin various European fixed income markets signal that economic activi- ty may continue to be subdued. In light of recent economic developments, the ECB kept interest rates unchanged at 0-0.25% and similarly expects to keep rates at their present levelsthrough the end of 2019. Brexit continued to cause uncertainties, with the British Parliament rejecting Prime Minister Theresa May's Brexit deal for the third time, further deepening their crisis. May's officials aim to push her deal through for a fourth vote in Parliament in the days ahead. May hasoffered to resign asprime minister in Treasurer's Statement More Signs of Cooling in the Economy a bid to complete the deal before the April 12 deadline, when the U.K. is due to exit the European Union. Headline -dominating trade talks between the U.S. and China continue to be construc- tive; however, there is still no timeline for reaching a definitive agreement. Economic activity acrossthe United States showed moderate to flat growth in late Jan- uary and throughout February, saysthe FED's Beige Book. ibis news comes after GDP for 4Q18 was revised from 2.6% down to 2.2%. Measures of core inflation remain near the FED's two -percent target. Overall, economic indicators came in mixed. lhe labor market is showing resilience with strong wage gains, low unemployment, and low initial jobless claims, yet only 20,000 jobswere added in February—versus311,000 added in January. Harsh winter weather and the govem- ment shutdown distorted economic activity in the first quarter of 2019. In housing, sales of new and existing homes in February showed some resurgence by outperforming sales of recent months On the other hand, housing price growth contin- ues to moderate. Home prices posted 6.7% annual growth in March 2018, and have since moderated to 3.5% annual growth in The Treasurer's Pooled Investment Fund is comprised of contributions from the county, schools, special districts, and other discretionary depostorsthroughout the County of Riverside. The primary objective of the treasurer shall be to safeguard the principal of the fund sunderthe treasurer's control, meet the liquidity needs of the depositor, and to maximize a retum on the funds within the given parameters. The Treasurer -Tax Collector and the Capital Markets team are committed to maintaining the highest credit ratings. The Treasurer's Pooled Investment Fund is currently rated Aaa-bf by Moody's Investor Service and AAAf/S1 by Fitch Ratings, two of the nation's most trusted bond credit rating services Since its inception, the Treasurer's Pooled Investment Fund has been in full compliance with the Treasurer's Statement of Investment Policy, which is more restrictive than California Govemment Code 53646. 6-Month Pool Performance January 2019. Leading manufacturing indicatorspointto a continued slowdown in growth. The ISM manufacturing index has been trending downward since reaching a multi -year high in August 2018 and new orders for durable goods have been showing mixed signals on a month -to -month bass The Treasury yield curve inverted in March for the first time since 2007. An inverted yield curve has preceded every recession since the 1960's by 12 to 18 months. March saw dramatic moves in interest rates, with the 2 year treasury yield dropping from 2.55%to 2.27%and the 5 year treasury yield dropping from 2.56% to 2.23%. Stock prices were also volatile during the month, but ended up finishing unchanged with the Dow Jones Industrial Average starting at 25,900 and ending at 25,900. the surprise drop in interest rates was blamed mostly on the new market perception that the FED will be cutting the funds rate at least once over the next twelve months, instead of the previ- ous thinking that they would keep the funds rate stable forthe foreseeable future. Jon Christensen Treasurer -Tax Collector Capital Markets Team Jon Christensen Treasurer -Tax Collector Giovane Pizano Chief Investment Manager Steve Faeth Senior Investment Manager Ise la Licea Assistant Investment Manager Jake Nieto Administrative ServicesAssstant Month End Market Value ($)* Month End Book Value ($) Paper Gain or Loss ($) Paper Gain or Loss (%) Book Yield (%) WAM (Yrs) Mar-19 Feb-19 Jan-19 Dec-18 Nov-18 Oct-18 7,525,389,587.99 6,837,521,658.62 6,985,230,147.03 7,490,825,981.43 6,126,655,569.85 5,810,376,697.47 7,522,791,418.69 6,846,174,413.16 6,993,292,063.97 7,504,164,940.07 6,157,254,222.68 5,848,258,037.08 2,598,169.30 (8,652,754.54) (8,061,916.94) (13,338,958.64) (30,598,652.83) (38,077,575.20) 0.35% -0.13% -0.12% -0.17% -0.50% -0.66% 2.35 2.32 2.31 2.27 2.18 2.09 1.04 1.06 1.05 1.00 1.16 1.16 'Market values do not include accrued interest. C O UNlY OF FJVERSDE TREASURER TAX C O LLEC TO R 103 2 Economy National Economy Amid a historically tight labor market, wages grew 3.4% in 2018, the most since 2009. [WaPo; 04/01/2019] • Estimatesfor real GDP and consumer spending for4Q18were both revised downward in February. Real GDP was revised down from 2.6%to 2.2%and consumer spending was revised down from 2.8%to 2.2%. [Econoday; 04/01/2019] • New and existing home sales show some resurgence in Febru- ary, but home price growth across major cities nationwide continuesto slow down. [Econoday; 04/01/2019] Case-Shiller20-City Composite Home Price Index 250 200 150 100 50 0 p� p� pq �� \� � \� \b \A \ccb \q a� a� ar a� a� a� a� a� a� a� a� > > > > > > > > > > > > > 11111111111111111111111111111111111111 11 11111111 Percent 6.0 5.0 4.0 3.0 2.0 1.0 Y/Y%Change (RHS) Index Value (LHS) Nonfarm JobsAdded -Y/Y 20 15 10 5 0 -5 -10 -15 -20 -25 United States Califomia Inland Empire 0.0 <<a) P�� <<a� P�� <<a� P�� <,a) P�� <<a) P�� <<a� P�� <<a) P)c3 <<a) Key Economic Indicators State Economy Out of 20,000 nonfarm jobs added nationwide in February, California contributed 14,600. [LA Times; 04/01/2019] • The California housing market isforecasted to continue soften- ing through 2020. [UCLA Anderson; 04/01/2019] • Despite trade tensions, activity in the Ports of Los Angeles and Long Beach grew 5.8%in 2018YoY. [UCR; 04/01/2019] • Inland Empire economic activity is growing at a "healthy clip", but hasslowed down from recent years. [UCR; 04/01/2019] UnitsSDld (000's) 800.0 700.0 600.0 500.0 400.0 300.0 200.0 Oq � ,N`t' �� .\�` �5 b .�.<1 %cb N cq <<6� <<6� <<6Q�<<6Q k6Q <(eQ <<e<f 0' <(eQ' <(eQ' <<e°' U.S. New Home Sales New Home Sales(LHS) 30-YearFxed Mortgage Rate (RHS) Percent 7.0 Percent 4.0 3.5 3.0 2.5 2.0 1.5 1.0 Wage Growth - Y/Y 6.0 5.0 4.0 3.0 2.0 1.0 0.0 3.4 3.1 Average Hourly Eamings Average Weekly Eamings �b 1b �1 �1 ;\`b 1c �q 0° PJ� �a� PJ� <e' PJ� <Ka� Release Date Indicator Actual Consensus Difference 03/ 28/ 2019 03/ 08/ 2019 03/ 08/ 2019 Real GDP- Q/Q Change - SAAR- 4Q18 (2nd estimate) Unemployment Rate -Seasonally Adjusted Non -Farm Payrolls- M/M Change 2.20% 3.80% 20,000 03/12/2019 CPI-Y/YChange 1.50% 03/12/2019 CPI Ex Food and Energy-Y/YChange 2.10% 03/05/2019 Non -Manufacturing Index (> 50 indicatesgrowth) 59.7 03/29/2019 New Home &des- SAAR- lhousandsof units 621.00 03/19/2019 Factory Orders- M/M Change 0.10% 03/13/2019 Durable Goods Orders- New Orders- M/M Change 0.40% COUNTY OF RIVERSDE TREASURER TAX COLLECTOR 104 2.20% 3.90% 175,000 1.50% 2.20% 57.2 615.00 0.00% -0.60% 0.00% - 0.10% -155,000 0.00% - 0.10% 2.50 6.00 0.10% 1.00% 3 Market Data FOMC Meeting 03/20/2019 • The FOMC stated that data received since their last meeting in January "indicates that the labor market remains strong but that growth of economic activity has slowed from its solid rate in the fourth quarter [of 2018]." • the Federal Open Market Committee maintained the Fed FundsTarget Rate at 2.25-2.50%. • "The Committee continues to view sustained expansion of economic activity, strong labor market conditions, and in- flation near the Committee's symmetric 2 percent objective as the most likely outcomes," stated the FOMC in their March 20 pressrelease. Fed Funds Target Rate (Upper Limit) 3.00% 2.50% 2.00% 1.50% 1.00% \ca) \$ \$ \9) \� \� �� \9) \$ �q \q �q )J. Y.\Po0 Sep Oc< Oec �d� lea tea• I 1 1 U.S. Treasury Curve 3.25 3.00 2.75 } 2.50 2.25 2.00 0 -Nb- 03/01/2019 03/29/ 2019 5 10 15 Yea rs 20 25 30 Treasury Curve Differentials 3 Mo 6 Mo 1 Yr 2 Yr 3 Yr 5 Yr 10 Yr 30 Yr 03/29/2019 - 03/01/2019 03/ 29/ 2019 03/01/2019 -0.04 -0.08 -0.15 -0.28 -0.33 -0.33 -0.35 -0.32 2.40 2.44 2.40 2.27 2.21 2.23 2.41 2.81 2.44 2.52 2.55 2.55 2.54 2.56 2.76 3.13 ltie USTreasury Curve and itsforecasted valuesare subject to frequent change and will be updated monthly with each issued 1P1Freport. C O UN1Y O F RIVERSDE 1REASURER TAX C O LLEC TO R 105 4 Market Data cont'd 75.00 65.00 55.00 45.00 28, 000.00 26, 000.00 24, 000.00 22, 000.00 NymexCrude (LHS) Commodities Nymex Nat Gas (RHS) 1cb Sep Dow Jones \9, 1`b 5.00 4.50 4.0 0 3.5 0 3.0 0 2.50 1q S�Q ÷6' roc �o 180.00 160.00 140.00 120.00 100.00 1cb 1q' boa Stocks Indudria I M etals PreciousMetals 8,000.00 7,500.00 7,0 00.00 6,500.00 1c �cb 1q �q S NASDAQ 100 (LHS) 3,000.00 2,800.00 2,600.00 6,000.00 2,400.00 14 14 19 1� 1� �q 1q 6�°� �J\ Sep °, �a� �a * Valueslisted on thispage are in USdollarsand are based on the final businessday of each month. C O UNlY OF RIVERSDE lREASJRER TAX C O LLEC TO R 106 5 Portfolio Data The County of Riverside's Treasurer's Pooled Investment Fund is currently rated AAA-bf by Moody's Investor Service and AAAVS1 by Rtch Ratings. Moody's Asset Rating (000's) Book MKT Book %Book Yield Aaa Aa Aa1 Aa2 Aa3 Al NR Totals: 5,086,611.16 100.01 % 67.62% 2.26% 49,696.88 100.22% 0.66% 2.44% 576,991.85 100.10% 7.67% 2.60% 521,983.84 100.11 % 6.94% 2.53% 167,383.19 100.36% 2.23% 2.80% 10,000.00 100.00% 0.13% 2.59% 1,110,124.50 100.03% 14.76% 2.51% 7,522,791.42 100.03% 100.00% 2.35% S&P Asset Rating (000's) Book M K17 Book °/u Book Yield AAA AA+ AA AA- A+ NR Totals: 252,001.83 100.69% 3.35% 2.36% 5,246,298.06 99.99% 69.74% 2.27% 466,276.04 100.22% 6.20% 2.52% 343,091.00 100.05% 4.56% 2.78% 105,000.00 100.00% 1.40% 2.72% 1,110,124.50 100.03% 14.76% 2.51% 7,522,791.42 100.03% 100.00% 2.35% 12-Month Projected Cash Flow AA+ 70% Al <1 % NR 15% Aa3 2% AAA 3% Required Monthly Monthly Matured Month Receipts Disbursements Difference Investments Balance Actua I Investments Available to Maturing Invest> 1 Year 04/ 2019 04/ 2019 2,000.00 1,300.00 700.00 226.17 926.17 964.12 05/2019 1,200.00 2,050.00 (850.00) 76.17 1,132.13 06/2019 1,050.00 1,850.00 (800.00) 723.83 504.09 07/2019 969.28 1,250.00 (280.72) 280.72 441.58 08/2019 900.00 1,200.00 (300.00) 300.00 - 354.04 09/2019 1,100.00 1,200.00 (100.00) 100.00 416.73 10/2019 1,100.00 1,300.00 (200.00) 200.00 419.28 11 /2019 1,300.00 1,200.00 100.00 100.00 355.00 12/2019 2,375.13 1,200.00 1,175.13 1,275.13 20.00 01/2020 1,100.00 2,200.00 (1,100.00) 175.13 132.50 02/2020 1,100.00 1,500.00 (400.00) 224.87 03/2020 1,350.00 1,200.00 150.00 123.27 150.00 81.08 TOTALS 15,544.41 17,450.00 (1,905.59) 1,829.42 24.31 % 2,928.77 4,943.81 65.70% 5,695.97 75.69% `Valueslisted in Cash Flow Table are in millions of USD. Based on historic and current financial conditionswithin the County, the Pool isexpected to maintain sufficient liquidity of fundsto cover County expensesforthe next twelve months. C O UNTY OF RIVERSDE TREASURER TAX C O LLEC TO R 107 6 Portfolio Data cont' d Asset Maturity Distribution (Par Value, 000's) 2,500, 000 2,000, 000 1,500, 000 1,000,000 500,000 12.75% 964,115.94 0-1 Mos 21.12% 1,596,221.00 Asset Allocation (000's) 1-3 Mos 31.40% 2,373,478.00 3-12 Mos 13.10% 990,384.00 1-2 Yr 13.29% 1,004,940.00 2-3 Yr 8.33% 629,823.00 3-5 Yr Assets Scheduled Book Scheduled Market Mkt/Book Yield WAL(Yr.) Mat (Yr.) TREAS AGENCIES MMKT CASH CALTRUST FN D COMM PAPER NCDS MEDIUM TERM NOTES MUNI LOCALAGCY OBUG 668,465.92 3,949,986.69 4,000.00 920,000.00 4,023.98 1,119,402.18 330,000.00 278,870.61 247,922.04 120.00 670,494.60 3,944,735.74 4,000.00 920,000.00 4,023.98 1,123,038.38 330,000.00 281,054.86 247,922.04 120.00 100.30% 99.87% 100.00% 100.00% 100.00% 100.32% 100.00% 100.78% 100.00% 100.00% 2.46% 2.18% 2.33% 2.55% 2.40% 2.54% 2.77% 2.60% 2.36% 2.80% 0.50 1.32 0.00 0.00 0.00 0.24 0.20 0.84 1.40 1.21 0.50 1.67 0.00 0.00 0.00 0.24 0.20 0.85 1.40 1.21 Totals: 7,522,791.42 7,525,389.59 100.03% 2.35% 0.86 1.04 *For details on the Pool's composition see Month End Portfolio Holdings, pages 9 to 13. 11MM1 2.50% - 2.00% 1.50% 1.00% 1.80% Pool Yield }T1MM1 1.88% 1.93% 1.75% 2.08% 1.82% 1.88% 2.07% 2.06% 2.17% 1.92% 1.96% 2.53% 2.27% 2.33% ° 2.27% 2.30% 2.32% 2.35% 2.18 /o 2.01 % 2.09% 2.53% 2.52% 2.53% N$ �� \6 ��,T) �T) N$ N� �9 ��,q �q � l`c)V p.P., °\ \)'( 9\ Pig SeP Ods �ooec )d,( e,0, The Treasurer's Institutional Money Market Index (TIMMI) is a composite index of four AAA rated prime institutional money market funds. Their aggregate yield is compared to the yield of the Treasurer's Pooled Investment Fund in the above graph. C O UN-1Y O F RIVERSDE TREAWRER TAX C O LLEC TO R 108 7 Compliance Report Compliance Status: Full Compliance The Treasurer's Pooled Investment Fund was in full compliance with the County of Riverside's Treasurer's State- ment of Investment Policy. The County's Statement of Investment Policy is more restrictive than California Gov- ernment Code 53646. The County's Investment Policy is reviewed annually by the County of Riverside's Over- sight Committee and approved by the Board of St.tpervisors. Investment Category MUNICIPAL BONDS GOVERNMENTCODE Maximum Authorized S&P/ Remaining %Limit Moody's Maturity COUNTY INVESTMENT POUCY Maximum Remaining Maturity Authorized % S&P/ Moody's Limit Actual % (MUNI) 5 YEARS NO LIMIT NA 4 YEARS 15% AA-/Aa3/AA- 3.30% U.S. TREASURIES 5 YEARS NO LIMIT NA 5 YEARS 100% NA 8.89% LOCAL AGENCY 5YEARS NO LIMIT NA 3YEARS 2.50% INVESTMENT <0.01% OBUGATIONS(LAO) GRADE FEDERAL AGENCIES 5 YEARS NO LIMIT AAA 5 YEARS 100% NA 52.51% COMMERCIALPAPER 270 DAYS 40% A1/P1 270 DAYS 40% A1/P1/F1 14.88% (CP) CERTIFICATE & TI M E DEPOSITS (NCD & 7CD) INTL BANK FOR RECON- STRUCTION AND DEVEL- O PMENT AND INTLFI- NANCE CORPORATION REPURCHASE AG REEM ENTS (REPO) REVERSE REPO S MEDIUM TERM NOTES (WINO) CAL -RUST SHO RT TERM FUND MONEY MARKET M UTUAL FUNDS (M M F) LOCAL AGENCY INVESTMENT FUND (LAIF) CASH/ DEPOSIT ACCOUNT 5 YEARS 30% NA 1 YEAR 25% Combined A 1 / P1 / F1 4.39% NA NA NA 4 YEARS 20% AA/Aa/AA 0.00% 1 YEARS NO LIMIT NA 92 DAYS 20% NA 5 YEARS 30% A NA NA NA 60 DAYSi) 20% AAA/ Aa a (2) NA NA NA NA NA NA 40%max, 25% 45 DAYS in term repo A1/P1/F1 0.00% over days 60 DAYS 10% NA 0.00% 3 YEARS 20% AA/ Aa 2/ AA 3.71 % DAILY 1.00% NA 0.05% LIQUIDITY DAILY AAA by 2 Of 3 LIQUIDITY 20% RATINGS 0.05% AGC. DAILY Max NA 0.00% LIQUIDITY $50 million NA NA NA 12.23% 1 Money Market Mutual Funds maturity may be interpreted as weighted average maturity not exceeding 60 days. 2Ormust have an investment advisorwith no fewer than 5 yea rs experience and with assets under management of $500,000,000 USD. THIS COMPLEfESTHE REPORT REQUIRBVIENTSOFCALJFORNIA GOVERN MENT CODE53646. COUNTY OF RIVERSDE TREASURER -TAX C O LLEC TO R 109 8 Month End Portfolio Holdings CUSP Description M a turity Date Coupon Yield Par Book Market Market Unrealized Modified Yea rs To To Mat Value Value Price Value Gain/loss Duration Maturity 1060: MMKiACCTSA/365-6 FRG XX FIDEUTY GOV GOFXX FEDERATED GOV FGIXX GOLDMAN SACHSGOV WFF)CX WELLS FARGO GOV 1065: CL1R•A/365-6 C LIR CALTRUSTS-ITIERM FUND C LIR CALIRUSTS-ITIERM FUND 1080: MGD RAIEA/365-6 CASH BANK OF THE WEST 1170: MGD RAIEA/360 CASH UB MANAGED RATE CASH PACIFIC PREM IER BANK CASH FIRST REPUBLIC BANK 1175: LAO-SINKING FND-A/ 360 LAO USDISTCOURHOUg 04/01/2019 04/01/2019 04/01/2019 04/01/2019 2.336 2.324 2.331 2.335 2.332 04/01/2019 2.549 04/01/2019 2.415 r� 2.415 04/01/2019 2.592 2.592 04/01/2019 2.490 04/01/2019 2.490 04/01/2019 2.590 2.522 06/15/2020 2.805 2.336 2.324 2.331 2.335 2.332 2.549 2.404 2.404 1,000,000.00 1,000,000.00 1,000,000.00 1,000,000.00 4,000,000.00 0.00 4,015,944.14 4,015,944.14 1.000.000.00 1,000,000.00 1.000.000.00 1.000.000.00 4,000,000.00 100.000000 100.000000 100.000000 100.000000 100.000000 0.00 .000000 4,023,976.03 100.200000 4,023,976.03 100.200000 1.000.000.00 1.000.000.00 1,000,000.00 1,000,000.00 4,000,000.00 0.00 4,023,976.03 4,023,976.03 2.592 300,000,000.00 300,000,000.00 100.000000 300,000,000.00 2.592 _ 300,000,000.00 300,000,000.00 100.000000 300,000,000.00 2.490 2.490 2.590 2.522 2.805 400,000,000.00 20,000,000.00 200,000,000.00 620,000,000.00 120 000.00 400,000,000.00 20,000,000.00 200,000,000.00 620,000,000.00 100.000000 100.000000 100.000000 100.000000 120.000.00 100.000000 400,000,000.00 20,000,000.00 200,000,000.00 620,000,000.00 120 000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 .003 .003 .003 .003 .003 .000 .003 .003 .003 .003 .003 .003 .003 .003 442 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 .003 1.211 1300: U.S.1FEASURY BILL 912796Q H5 U.S TREASURY BILL 912796RQ4 U.S TREASURY BILL 9127967 U.S IREASURY BILL 1310: U.S. TREASURY BOND 9128282K5 9128282K5 912828R44 912828WS5 9128282K5 912828IH3 912828U32 912828IV2 912828IN0 9128281%2 912828UB4 912828159 912828U32 912828U32 912828UL2 05/23/2019 05/16/2019 08/29/2019 U.S TREASURY BOND U.S TREASURY BOND U.S TREASURY BOND U.S TREASURY BOND U.S TREASURY BOND U.S TREASJRY BOND U.S TREASJRY BOND U.S TREASJRY BOND U.S TREASURY BOND U.S TREASJRY BOND U.S TREASJRY BOND U.S TREASJRY BOND U.S TREASJRY BOND U.S IREASURY BOND U.S IREASURY BOND 1425: FHLMC-Fxd-S 30/ 360 3134G8TG4 FHLMC 3.5YrNc6MoE 3134G9Q75 FHLMC 3YrNc3MoB 3134G ABM FHLMC 3.5YrNc1YrE 3134GAVF8 3134GAX22 3134GAYK4 3134G BWH1 3134G BYSS 3134G BK35 3137EAEE5 3134G BTXO 3134G BG 30 3134G BG 30 3134G9NH6 3134G9W37 3134G BX80 3134G SM F9 3134GSDL2 3134GS353 3134GS496 3134GS496 3134GS496 3134GSD44 3134GSC45 3134GBXV9 3134GSH40 3134GSN68 3134GSQ57 3134GS4E2 3134GS4E2 3134G S6Q3 3134G S5Y7 FHLMC 3.5YrNc1YrE FHLMC 4YrNc6MoE FHLMC 4YrNc1YrE FHLMC 2.25Yrslc6MoB FHLMC 2YrNc3MoB FHLMC 3YrNc3MoB FHLMC 2.75Yr FHLMC 2.75YrNc2MoB FHLMC 2YrNc5MoB FHLMC 2YrNc6MoB FHLMC 1.5YrNc5MoE FHLMC 2.5YrNc3MoB FHLMC 4.5YrNc7MoB FHLMC 5YrNc3YrE FHLMC 5YrNc2YrE FHLMC 3YrNc1YrE FHLMC 3YrNc1YrE FHLMC 3YrNc1YrE FHLMC 3YrNc1YrE FHLMC 3YrNc1YrE FHLMC 3YrNc1YrE FHLMC 1.6YrNc1Yr FHLMC 2YrNc6MoB FHLMC 2.7YrNc6MoB FHLMC 3YrNc3MoB FHLMC 4.75YrNc3MoB FHLMC 4.67YrNc2MoB FHLMC 5YrNc3MoB FHLMC 3.75YrNc 6MoB 1460: FHLMC-S0 PV.-030/360 3134G APSE FHLMC 2YrNc 1MoB 1465: FHLM C-SlEP%S30/ 360 3134G7S77 FHLMC 5YrNc6MoB 3134G8KU2 3134G8L31 3134G9JX6 3134G9JW8 3134G9NU7 3134G9UM7 3134G9VA2 3134G9UX3 3134G9UH8 3134G9XA0 3134G9S40 3134G9R66 3134G9S57 3134G9T23 3134G9U47 FHLMC 5YrNc6MoB FHLMC 5YrNc6MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc6MoB FHLMC 5YrNc3MoB FHLMC 3.5YrNc3MoB FHLMC 5YrNc6MoB FHLMC 4YrNc6MoB FHLMC 5YrNc3MoB FHLMC 4YrNc6MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB 07/31/2019 07/31/2019 05/15/2019 06/30/2019 07/31/2019 07/31/2019 11/15/2019 10/31/2019 08/31/2019 10/31/2019 11/30/2019 10/ 15/2019 2.370 2.350 2.458 2.405 1.375 1.375 .875 1.625 1.375 .875 1.000 1.250 1.000 1.500 1.000 1.000 11/15/2019 1.000 11/15/2019 1.000 01 / 31 / 2020 1.375 -M-1.177 2.408 2.366 2.488 2.433 1.428 1.418 2.297 2.591 2.608 2.601 2.628 2.606 2.603 2.557 2.541 2.529 2.534 2.524 2.462 2.463 20,000,000.00 25,000,000.00 40,000,000.00 85,000,000.00 25,000,000.00 25,000,000.00 15,000,000.00 40,000,000.00 25,000,000.00 25,000,000.00 75,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 40,000,000.00 45,000,000.00 40,000,000.00 35,000,000.00 50,000,000.00 590,000,000.00 19,687,950.00 24,828,645.83 39,503,038.80 84,019,634.63 24,975,585.94 24,980,468.75 14,819,531.25 39,787,500.00 24,811,523.44 24,736,328.13 73,939,453.13 49,449,218.75 49,480,468.75 49,611,328.13 39,528,125.00 44,569,335.94 39,565,625.00 34,652,734.38 49,539,062.50 584,446,289.09 99.661000 99.705000 99.018000 99.371353 99.633000 99.633000 99.808000 99.777000 99.633000 99.465000 99.098000 99.301000 99.387000 99.441000 99.063000 99.215000 99.098000 99.098000 99.145000 99.326941 19,932,200.00 24,926,250.00 39,607,200.00 84,465,650.00 24,908,250.00 24,908,250.00 14,971,200.00 39,910,800.00 24,908,250.00 24,866,250.00 74,323,500.00 49,650,500.00 49,693,500.00 49,720,500.00 39,625,200.00 44,646,750.00 39,639,200.00 34,684,300.00 49,572,500.00 586,028,950.00 10/11/2019 1.500 1.500 15,000,000.00 15,000,000.00 99.478000 14,921,700.00 07/26/2019 1.250 1.250 10,000,000.00 10,000,000.00 99.592000 9,959,200.00 02/25/2020 1.250 1.250 10,000,000.00 10,000,000.00 98.924000 9,892,400.00 05/08/2020 1.200 1.200 15,000,000.00 15,000,000.00 98.702000 14,805,300.00 11/25/2020 1.370 1.370 25,000,000.00 25,000,000.00 98.365000 24,591,250.00 11/30/2020 1.440 1.440 10,000,000.00 10,000,000.00 98.465000 9,846,500.00 09/27/2019 1.500 1.509 6,250,000.00 6,248,750.00 99.526000 6,220,375.00 07/26/2019 1.600 1.600 5,000,000.00 5,000,000.00 99.709000 4,985,450.00 09/29/2020 1.800 1.800 15,000,000.00 15,000,000.00 99.016000 14,852,400.00 01/17/2020 1.500 1.602 25,000,000.00 24,942,750.00 99.249000 24,812,250.00 06/29/2020 1.750 1.780 20,000,000.00 19,983,860.00 99.077000 19,815,400.00 09/27/2019 1.500 1.620 20,000,000.00 19,953,600.00 99.533000 19,906,600.00 09/27/2019 1.500 1.621 25,000,000.00 24,942,500.00 99.533000 24,883,250.00 05/24/2019 1.080 1.809 10,000,000.00 9,895,000.00 99.802000 9,980,200.00 08/10/2020 1.450 2.421 10,000,000.00 9,769,000.00 98.617000 9,861,700.00 11/14/2022 2.300 2.755 12,628,000.00 12,381,754.00 99.134000 12,518,641.52 05/26/2023 3.000 3.000 15,000,000.00 15,000,000.00 100.860000 15,129,000.00 06/29/2023 3.100 3.100 5,000,000.00 5,000,000.00 100.781000 5,039,050.00 10/29/2021 3.100 3.100 5,000,000.00 5,000,000.00 100.336000 5,016,800.00 11/15/2021 3.150 3.150 10,000,000.00 10,000,000.00 100.419000 10,041,900.00 11/15/2021 3.150 3.150 5,000,000.00 5,000,000.00 100.419000 5,020,950.00 11/15/2021 3.150 3.150 5,000,000.00 5,000,000.00 100.419000 5,020,950.00 11/26/2021 3.150 3.150 25,000,000.00 25,000,000.00 100.435000 25,108,750.00 11/26/2021 3.160 3.160 10,000,000.00 10,000,000.00 100.453000 10,045,300.00 07/13/2020 1.850 2.870 15,000,000.00 14,758,950.00 99.265000 14,889,750.00 12/20/2021 3.150 3.150 10,000,000.00 10,000,000.00 100.144000 10,014,400.00 09/21/2021 3.030 3.030 15,000,000.00 15,000,000.00 100.078000 15,011,700.00 01/18/2022 3.000 3.000 15,000,000.00 15,000,000.00 100.010000 15,001,500.00 05/28/2019 3.020 3.020 15,000,000.00 15,000,000.00 100.045000 15,006,750.00 11/28/2023 3.020 3.011 10,000,000.00 10,004,000.00 100.045000 10,004,500.00 03/14/2024 3.030 3.020 26,445,000.00 26,456,900.25 100.072000 26,464,040.40 12/27/2022 2.850 2.850 10,000,000.00 10,000,000.00 100.030000 10,003,000.00 2.175 2.287 430,323,0MB, 429,337,064.25 99.616092 428,670,956.92 10/24/2019 2.000 2.236 15,000,000.00 14,973,750.00 99.968000 10/29/2020 02/26/2021 02/26/2021 06/09/2021 05/25/2021 06/16/2021 06/30/2021 06/30/2021 06/30/2021 12/30/2019 07/13/2021 07/27/2020 08/10/2021 08/10/2020 08/ 10/ 2021 08/ 25/ 2021 1.500 1.500 1.500 1.600 1.500 1.750 1.500 1.700 1.500 2.500 1.750 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.500 1.600 1.500 1.757 1.500 1.700 1.500 2.500 1.750 1.500 1.500 1.500 1.500 1.500 5,000, 000.00 14,973,750.00 15,000,000.00 10,000,000.00 10,000,000.00 15,000,000.00 20,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 10,000,000.00 15,000,000.00 20,000,000.00 14,997,000.00 15,000,000.00 15,000,000.00 10,000,000.00 99.968000 99.733000 99.422000 99.616000 98.741000 98.831000 99.471000 98.741000 99.221000 98.666000 15,000,000.00 100.003000 15,000,000.00 99.631000 15,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 15,000,000.00 98.891000 98.440000 98.826000 98.940000 98.508000 14,995,200.00 14,995,200.00 14,959,950.00 9,942,200.00 9,961,600.00 14,811,150.00 19,766,200.00 14,920,650.00 14,811,150.00 14,883,150.00 9,866,600.00 15,000,450.00 14,944,650.00 14,833,650.00 14,766,000.00 14,823,900.00 9,894,000.00 14,776,200.00 244,250.00 97,604.17 104,161.20 446,015.37 -67,335.94 -72,218.75 151,668.75 123,300.00 96,726.56 129,921.87 384,046.87 201,281.25 213,031.25 109,171.87 97,075.00 77,414.06 73,575.00 31,565.62 33,437.50 1 582,660.91 -78,300.00 -40,800.00 -107,600.00 -194,700.00 -408,750.00 -153,500.00 -28,375.00 -14,550.00 -147,600.00 -130,500.00 -168,460.00 -47,000.00 -59,250.00 85,200.00 92,700.00 136,887.52 129,000.00 39,050.00 16,800.00 41,900.00 20,950.00 20,950.00 108,750.00 45,300.00 130,800.00 14,400.00 11,700.00 1,500.00 6,750.00 500.00 7,140.15 3,000.00 .142 .123 .403 .259 .332 .332 .122 .246 .330 .330 .612 .573 .414 .572 .656 .530 .612 .612 .820 .518 .520 .318 .891 1.087 1.619 1.634 .489 .318 1.468 .784 1.221 .489 .489 .147 1.331 3.415 3.839 3.919 2.428 2.469 2.469 2.469 2.499 2.499 1.252 2.565 2.377 2.649 .156 4.436 4.561 3.521 1.845 .145 .126 414 .26 .334 .334 .123 .249 .334 .334 .627 .586 .419 .586 .668 .542 .627 .627 .838 .528 .532 .321 .907 1.107 1.658 1.671 .493 .321 1.501 .800 1.249 .493 .493 .148 1.364 3.627 4.156 4.249 2.584 2.630 2.630 2.630 2.660 2.660 1.288 2.726 2.479 2.805 .159 4.666 4.959 3.745 1.91 21,450.00 .559 .567 -1111i156i -40,050.00 -57,800.00 -38,400.00 -188,850.00 -233,800.00 -76,350.00 -188,850.00 -116,850.00 -133,400.00 450.00 -55,350.00 -166,350.00 -234,000.00 -176,100.00 -106,000.00 -223,800.00 1.549 1.870 1.870 2.132 2.097 2.152 2.197 2.199 2.197 .738 2.233 1.304 2.310 1.340 2.310 2.345 1.584 1.912 1.912 2.195 2.153 2.214 2.252 2.252 2.252 .751 2.288 1.326 2.364 1.364 2.364 2.405 COUNTY OF RIV ERSDE IREASURER-TAX COLLECTOR 110 9 Month End Portfolio Holdings CUSP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Yea rs To Date To Mat Value Value Price Value Gain/Loss Duration Maturity 3134G95W3 3134G96A0 3134GAEB6 3134GAEG5 3134GADP6 3134GAEF7 3134GAKY9 3134GANB6 3134GAPM0 3134GAPM0 3134GAPA6 3134GAQV9 3134GAQV9 3134GARL0 3134GAT2 3134GAg2 3134GATA2 3134GA1B0 3134GATA2 3134GAUA0 3134GAYF5 3134GAYG3 3134GAYR9 3134GAA87 3134GAA87 3134G 7S77 3134G BG B2 3134G BHN5 3134G BKC 5 3134G BM P4 3134G BPJ5 3134G BSA 3134G BSD5 3134G B1D4 3134G BTE2 3134G BYK2 3134G BWDO 3134G BW57 3134G BYN6 3134G9213 3134G B2Q 8 3134G BRW4 FHLMC 5YrNc3MoB FHLMC 5YrNc 3MoB FHLMC 4.25YrNc3MoB FHLMC 5YrNc 6MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 6MoB FHLMC 5YrNc 6MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 6MoB FHLMC 5YrNc 6MoB FHLMC 5YrNc 6MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 3.5Yr FHLMC 3.5YrNc 6MoB FHLMC 3YrNc 3MoB FHLMC 3YrNc 3MoB FHLMC 3YrNc 3MoB FHLMC 3YrNc 6MoB FHLMC 4YrNc 6MoB FHLMC 3YrNc 6MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 6MoB FHLMC 5YrNc 3MoB FHLMC 3.5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 3MoB FHLMC 5YrNc 2MoB FHLM C3YrNc 2M oB 08/25/2021 08/ 25/ 2021 12/08/2020 08/24/2021 09/13/2021 09/30/2021 09/30/2021 09/30/2021 10/ 25/ 2021 10/ 25/ 2021 10/ 27/ 2020 10/ 27/ 2021 10/ 27/ 2021 10/ 28/ 2021 10/ 27/ 2021 10/ 27/ 2021 10/ 27/ 2021 11/ 10/2021 10/ 27/ 2021 11/ 30/ 2021 11/26/2021 12/09/2021 12/09/2021 12/30/2021 12/30/2021 10/ 29/ 2020 10/ 27/ 2020 04/ 27/ 2020 04/ 27/ 2020 05/22/2020 05/22/2020 02/24/2021 11/24/2020 06/ 29/ 2022 06/22/2022 07/ 05/ 2022 01/ 20/ 2021 07/27/2022 07/27/2022 O8/ 08/ 2023 07/ 27/ 2022 06/15/2022 1.500 1.375 1.500 1.500 1.500 1.500 1.450 1.500 1.500 1.500 1.500 1.400 1.400 1.500 1.500 1.500 1.500 1.550 1.500 1.500 1.550 1.750 1.650 1.900 1.900 1.500 2.000 1.750 1.650 1.750 1.700 1.750 1.700 2.050 2.000 2.000 1.750 2.050 2.100 1.500 2.250 2.000 1.500 1.375 1.500 1.500 1.500 1.500 1.450 1.500 1.500 1.500 1.500 1.400 1.400 1.500 1.500 1.500 1.500 1.550 1.500 1.500 1.550 1.750 1.650 1.900 1.900 1.615 2.000 1.750 1.650 1.750 1.700 1.750 1.700 2.050 2.000 2.000 1.750 2.050 2.100 2.399 2.732 2.603 10,000,000.00 15,000,000.00 20,000,000.00 20,000,000.00 16,500,000.00 20,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 6,705,000.00 10,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 17,000,000.00 14,000,000.00 4,500,000.00 20,000,000.00 10,000,000.00 20,000,000.00 10,000,000.00 10,000,000.00 7,125,000.00 15,000,000.00 10,000,000.00 20,000,000.00 10,000,000.00 20,000,000.00 15,000,000.00 15,000,000.00 20,000,000.00 15,000,000.00 20,000,000.00 10,000,000.00 20,000,000.00 20,000,000.00 5,000,000.00 3,000,000.00 10,000,000.00 1525: FNMA-Fxd-S 30/ 360 3136G 3RL1 FNMA 3.5YrNc 6MoB 3136G 3WC5 FNMA 4YrNc 6MoE 3136G 3SY2 FNMA 3.25YrNc 6M oB 3135G OM 26 FNMA 3YrNc 6MoE 3135G OM 26 FNMA 3YrNc 6MoE 3136G 3A62 FNMA 3YrNc 1YrE 3136G 3P25 FNMA 3.5YrNc1YrE 3135GOR39 FNMA 3Yr 3136G 4G U1 FNMA 3YrNc 6MoB 3135GOT60 FNMA 3Yr 3136G OYK1 FNMA 2Yr 3135G 0S46 FNMA 2.16Y2MOB 3136G 1MG1 FNMA 1.4YrNC 5MoB 3135G 0A78 FNMA 2Yr 3135G0005 FNMA 2.25Yr 3135G0178 FNMA 4.83Yr 3135G 0194 FNMA 5Yr 3135G OP49 FNMA 8Mo 12/16/2019 1.500 1.500 5,000,000.00 07/13/2020 1.350 1.350 10,000,000.00 09/30/2019 1.250 1.250 7,500,000.00 07/26/2019 1.000 1.000 10,000,000.00 07/26/2019 1.000 1.000 10,000,000.00 07/26/2019 1.050 1.050 15,000,000.00 07/26/2019 1.125 1.125 25,000,000.00 10/24/2019 1.000 1.091 10,000,000.00 11 / 25/ 2019 1.400 1.400 10,000,000.00 07/30/2020 1.500 1.604 10,000,000.00 08/28/2019 1.500 1.400 10,000,000.00 01/27/2020 1.650 1.800 5,000,000.00 05/29/2019 1.300 1.833 10,000,000.00 01/21/2020 1.625 1.911 15,000,000.00 03/06/2020 1.750 1.913 11,082,000.00 10/05/2022 2.000 2.322 15,000,000.00 01/19/2023 2.375 2.495 10,000,000.00 08/28/2019 1.000 2.655 28,799,000.00 1.361 1.668 217,381,000.00 1560: FNMA-STEP%-13 30/ 360 3136G 3SG1 FNMA 4.25YrNc 6M oB 10,000,000.00 15,000,000.00 20,000,000.00 20,000,000.00 16,500,000.00 20,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 6,705,000.00 10,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 15,000,000.00 15,000,000.00 10,000,000.00 17,000,000.00 14,000,000.00 4,500,000.00 20,000,000.00 10,000,000.00 20,000,000.00 10,000,000.00 10,000,000.00 7,108,968.75 15,000,000.00 10,000,000.00 20,000,000.00 10,000,000.00 20,000,000.00 15,000,000.00 15,000,000.00 20,000,000.00 15,000,000.00 20,000,000.00 10,000,000.00 20,000,000.00 20,000,000.00 4,790,170.00 2,946,600.00 9,799,500.00 803,347,238.75 5,000,000.00 10,000,000.00 7,500,000.00 10,000,000.00 10,000,000.00 15,000,000.00 25,000,000.00 9,973,200.00 10,000,000.00 9,969,700.00 10,019,600.00 4,983,850.00 9,922,200.00 14,910,900.00 11,042,326.44 14,782,200.00 9,944,100.00 28,472,995.32 216,521,071.76 97.964000 98.478000 98.764000 99.203000 98.658000 98.528000 98.885000 98.841000 98.661000 98.661000 99.175000 98.253000 98.253000 99.547000 98.418000 98.418000 98.735000 98.324000 98.735000 98.259000 98.278000 99.077000 99.300000 99.097000 99.097000 99.733000 99.984000 99.810000 99.153000 99.681000 99.441000 99.618000 99.294000 99.508000 99.102000 99.493000 99.732000 99.319000 99.616000 98.324000 99.585000 99.815000 99.040338 99.322000 98.696000 99.400000 99.540000 99.540000 99.553000 99.576000 99.183000 99.267000 98.845000 99.604000 99.355000 99.812000 99.355000 99.682000 99.057000 100.269000 99.403000 99.423146 9,796,400.00 14,771,700.00 19,752,800.00 19,840,600.00 16,278,570.00 19,705,600.00 14,832,750.00 14,826,150.00 9,866,100.00 6,615,220.05 9,917,500.00 14,737,950.00 14,737,950.00 9,954,700.00 14,762,700.00 14,762,700.00 9,873,500.00 16,715,080.00 13,822,900.00 4,421,655.00 19,655,600.00 9,907,700.00 19,860,000.00 9,909,700.00 9,909,700.00 7,105,976.25 14,997,600.00 9,981,000.00 19,830,600.00 9,968,100.00 19,888,200.00 14,942,700.00 14,894,100.00 19,901,600.00 14,865,300.00 19,898,600.00 9,973,200.00 19,863,800.00 19,923,200.00 4,916,200.00 2,987,550.00 9,981,500.00 796,115,951.30 4,966,100.00 9,869,600.00 7,455,000.00 9,954,000.00 9,954,000.00 14,932,950.00 24,894,000.00 9,918.300.00 9,926.700.00 9,884.500.00 9.960.400.00 4,967,750.00 9,981.200.00 14,903.250.00 11,046,759.24 14,858,550.00 10,026,900.00 28,627,069.97 216,127,029.21 -203,600.00 -228,300.00 -247,200.00 -159,400.00 -221,430.00 -294,400.00 -167,250.00 -173,850.00 -133,900.00 -89,779.95 -82,500.00 -262,050.00 -262,050.00 -45,300.00 -237,300.00 -237,300.00 -126,500.00 -284,920.00 -177,100.00 -78,345.00 -344,400.00 -92,300.00 -140,000.00 -90,300.00 -90,300.00 -2,992.50 -2,400.00 -19,000.00 -169,400.00 -31,900.00 -111,800.00 -57,300.00 -105,900.00 -98,400.00 -134,700.00 -101,400.00 -26,800.00 -136,200.00 -76,800.00 126,030.00 40,950.00 182,000.00 -7,231,287.45 2.345 2.350 1.655 2.349 2.395 2.445 2.447 2.448 2.497 2.497 1.542 2.503 2.503 2.510 2.498 2.498 2.502 2.532 2.502 2.592 2.576 2.611 2.607 2.655 2.655 1.548 1.536 1.052 1.052 1.121 1.120 1.857 1.610 3.108 3.092 3.128 1.765 3.185 3.182 4.168 3.163 3.068 2.405 2.405 1.693 2.403 2.458 2.504 2.504 2.504 2.573 2.573 1.578 2.578 2.578 2.581 2.578 2.578 2.578 2.616 2.578 2.671 2.660 2.696 2.696 2.753 2.753 1.584 1.578 1.077 1.077 1.145 1.145 1.907 1.655 3.249 3.230 3.266 1.811 3.326 3.326 4.359 3.326 3.211 -33,900.00 .699 -130,400.00 1.265 -45,000.00 .498 -46,000.00 .319 -46,000.00 .319 -67,050.00 .319 -106,000.00 .319 -54,900.00 .558 -73,300.00 .642 -85,200.00 1.309 -59,200.00 .408 -16,100.00 .811 59,000.00 .160 -7,650.00 .794 4,432.80 .917 76,350.00 3.335 82,800.00 3.594 154,074.65 .405 -394,042.55 .890 .712 1.288 .501 .321 .321 .321 .321 .567 .655 1.334 .411 .827 .162 .811 .934 3.518 3.808 .411 .920 09/09/2020 1.625 1.625 15,000,000.00 15,000,000.00 98.671000 14,800,650.00-199,350.00 1.420 1.447 1.625 1.625 15,000,000.00 15,000,000.00 98.671000 14,800,650.00-199,350.00 1.420 1.447. 1565: FNMA-STEP%-S 30/ 360 3136G3BX2 FNMA 4YrNc 6Mo B 03/09/2020 2.000 2.000 15,000,000.00 15,000,000.00 99.808000 14,971,200.00-28,800.00 .926 .942 3136G3EH4 FNMA 4YrNc 6Mo B 03/30/2020 2.500 2.500 10,000,000.00 10,000,000.00 100.027000 10,002,700.00 2,700.00 .985 1.000 3136G3DV4 FNMA 5YrNc 6Mo B 03/30/2021 2.000 2.000 15,000,000.00 15,000,000.00 98.739000 14,810,850.00-189,150.00 1.960 2.000 3136G3PB5 FNMA 5YrNc 6Mo B 06/09/2021 1.550 1.550 15,000,000.00 15.000.000.00 98.917000 14,837.550.00-162,450.00 2.134 2.195 3136G3TG0 FNMA 4YrNc 6M o B 06/30/2020 1.500 1.500 20,000,000.00 20.000.000.00 99.219000 19.843.800.00-156.200.00 1.232 1.252 3136G3XT7 FNMA 5YrNc 6M o B 07/27/2021 1.400 1.400 15,000,000.00 15,000,000.00 98.157000 14,723,550.00-276,450.00 2.275 2.326 3136G 3ZVV8 FNMA 5YrNc 6MoB 07/27/2021 1.375 1.375 20,000,000.00 20,000,000.00 98.391000 19,678,200.00-321,800.00 2.276 2.326 3136G 3Y74 FNMA 4YrNc 6M oB 11/24/2020 1.375 1.375 15,000,000.00 15,000,000.00 98.495000 14,774,250.00-225,750.00 1.619 1.655 1.659 1.661.1g5,000,000.00 125,000,000.00 98.913680 123,642,100.00-1,357,900.00 1.707 _jai& 1700: FHL&DISC NOTE 313384JQ3 FHLB DISC NlE 07/26/2019 2.530 2.570 25,000,000.00 24,615,229.17 99.220000 24,805.000.00 189.770.83 .312 .321 313384FX2 FHLB DISC NlE 05/22/2019 2.480 2.505 37,015,000.00 36.642.711.36 99.657000 36.888.038.55 245,327.19 .139 .142 313384FX2 FHLB DISC NlE 05/22/2019 2.420 2.444 48,000,000.00 47.528.906.67 99.657000 47,835.360.00 306.453.33 .139 .142 313384ME6 FHLB DI NlE 09/26/2019 2.570 2.548 50,000,000.00 49,065,972.22 98.808000 49,404,000.00 338,027.78 .478 .490 313384ME6 FHLB DI NlE 09/26/2019 2.500 2.548 50,000,000.00 49.065.972.22 98.808000 49,404.000.00 338.027.78 .478 .490 3130ABB21 FHLB2.25YrNc2YrE 07/26/2019 1.375 1.444 10,000,000.00 9.986.000.00 99.655000 9.965.500.00-20.500.00 .318 .321 3130ABRS7 FHLB 2Yr 07/ 12/2019 1.460 1.483 10,000,000.00 9.995.400.00 99.714000 9,971.400.00-24,000.00 .280 .282 3130ABYZ3 FHLB 2.75YrNc9MOE 05/22/2020 1.600 1.600 5,000,000.00 5.000.000.00 99.053000 4,952.650.00-47,350.00 1.121 1.145 3130AC2C7 FHLB 3YrNc 1YrE 08/28/2020 2.000 1.790 10,000,000.00 10,061,000.00 99.441000 9,944,100.00-116,900.00 1.381 1.414 3130ABZE9 FHLB 3YrNc 1YrE 08/28/2020 1.650 1.650 5,000,000.00 5,000,000.00 98.935000 4,946,750.00-53,250.00 1.385 1.414 3130AC3J1 FHLB 2YrNc 3Mo B 08/28/2019 1.550 1.550 5,000,000.00 5,000,000.00 99.635000 4,981,750.00-18,250.00 .408 .411 3130ABY34 FHLB2.5Yr 05/29/2020 1.613 1.813 10,000,000.00 9,950,500.00 99.052000 9,905,200.00-45,300.00 1.139 1.164 3130ACBD5 FHLB 2.58YrNc1MOB 06/29/2020 1.650 1.861 5.350.000.00 5.321.270.50 99.023000 5.297.730.50-23.540.00 1.221 1.249 313379Q69 FHLB 4.5Yr 06/10/2022 2.125 2.182 7,975,000.00 7,955,620.75 99.487000 7,934,088.25-21,532.50 3.050 3.197 3130ADFW7 FHLB 3Yr 01/25/2021 2.200 2.212 15,000,000.00 14.994.900.00 99.691000 14,953.650.00-41,250.00 1.765 1.825 3130ABF92 FHLB 1.33Yr 05/28/2019 1.375 1.972 10,000,000.00 9.921.300.00 99.832000 9.983.200.00 61.900.00 .157 .159 3130A0XD7 FHLB 3Yr 03/12/2021 2.375 2.484 10,000,000.00 9.968.000.00 100.067000 10.006.700.00 38.700.00 1.889 1.951 3130A0XD7 FHLB 3Yr 03/12/2021 2.375 2.489 10,000,000.00 9.966.500.00 100.067000 10.006.700.00 40,200.00 1.889 1.951 3130ADPR7 FHLB 2.5YrNc3MOB 09/15/2020 2.500 2.500 5,000,000.00 5.000.000.00 100.033000 5.001.650.00 1.650.00 1.419 1.463 313378WG2 FHLB4.08Yr 03/11/2022 2.500 2.619 10,000,000.00 9.954.700.00 100.533000 10.053.300.00 98.600.00 2.816 2.948 3130ADR53 FHLB 2YrNc 3Mo B 03/20/2020 2.350 2.350 10,000,000.00 10.000.000.00 99.887000 9.988.700.00-11,300.00 .952 .973 111 CO UNTY OF RIVERSIDE 1REAS JRBR-TAX CO LLECTD R 10 Month End Portfolio Holdings CUSP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Yea rs To Date To Mat Value Value Price Value Gain/toss Duration Maturity 3130ADG48 3130ADG48 313382AX1 3130A8DB6 3130AE6U9 3130AE6U9 3133XTYY6 3130A9M40 3130A8R54 3130A9EP2 3130AFC U9 3130AFFA0 3130AFER4 3130A8C K7 3130AFXN2 3130AFY50 3130AFZ87 3130AFZK6 FHLB 2.83YrNc 1.33YrE FHLB 2.75YrNc 1.25YrE FHLB 4.9Yr FHLB 1.167Yr FHLB 3Yr FHLB 3Yr FHLB 11 M o FHLB 4.17Yr FHLB 4.9YrNc 1 M o FHLB 11 M o B FHLB 3YrNc 1YrE FHLB 3YrNc 1YrB FHLB 3 YrNc 6MoB FHLB 4.5Yr FHLB 2YrNc 3Mo B FHLB 1.75YrNc 6M oB FHLB 2YrNc 6Mo B FHLB 3YrNc 3Mo B 01/29/2021 01/29/2021 03/10/2023 06/21/2019 05/07/2021 05/07/2021 06/14/2019 09/29/2022 07/28/2023 09/26/2019 11/26/2021 11/29/2021 12/06/2021 06/09/2023 03/11/2021 12/11/2020 03/26/2021 03/ 28/ 2022 2.250 2.250 2.125 1.125 2.700 2.700 4.375 1.650 1.800 1.000 3.125 3.200 3.220 2.050 2.650 2.600 2.650 2.900 2.553 2.513 2.716 2.263 2.725 2.703 2.373 2.929 2.965 2.687 3.150 3.200 3.220 3.147 2.700 2.600 2.650 2.900 20,000,000.00 10,000,000.00 11,750,000.00 10,620,000.00 7,650,000.00 10,000,000.00 5,000,000.00 15,730,000.00 3,700,000.00 20,180,000.00 10,000,000.00 15,000,000.00 10,000,000.00 10,000,000.00 15,000,000.00 21,135,000.00 10,000,000.00 15,000,000.00 389,090,000.00 19,946,600.00 9,973,300.00 11,666,692.50 10,589,839.20 7,711,582.50 10,080,500.00 5,019,600.00 15,372,142.50 3,562,878.00 20,039,749.00 10,036,200.00 15,017,550.00 10,013,700.00 9,874,100.00 15,003,600.00 21,135,000.00 10,007,400.00 15,006,900.00 386,424,866.55 99.630446 387,652,102.45 19,833,600.00 9,928,600.00 11,432,397.50 10,480,240.80 7,644,492.00 9,999,100.00 5,092,350.00 14,940,354.00 3,504,196.00 19,877,300.00 9,992,900.00 15,000,000.00 10,000,000.00 9,540,100.00 14,985,495.00 21,135,000.00 10,000,000.00 15,000,000.00 99.733000 99.733000 99.291000 99.716000 100.805000 100.805000 100.392000 97.725000 96.294000 99.305000 100.362000 100.117000 100.137000 98.741000 100.024000 100.000000 100.074000 100.046000 113,000.00 44,700.00 234,295.00 109,598.40 67,090.50 81,400.00 -72,750.00 431,788.50 58,682.00 162,449.00 43,300.00 17,550.00 13,700.00 334,000.00 18,105.00 0.00 7,400.00 6,900.00 1,227,235.90 1.772 1.772 3.745 .222 2.007 2.007 .203 3.358 4.102 .484 2.500 2.505 2.524 3.943 1.880 1.644 1.922 2.845 1.836 1.836 3.945 .225 2.104 2.104 .205 3.501 4.329 .490 2.660 2.668 2.688 4.195 1.948 1.701 1.989 2.995 1765: Ril8S1EM-S 30/ 360 3130A9DH1 FHLB SYrNc 3MoB 09/30/2021 1.750 1.750 15,000,000.00 15,000,000.00 99.236000 14,885,400.00-114,600.00 2.445 2.504 3130A9DA6 FHLB SYrNc 3MoB 09/30/2021 1.750 1.750 15,000,000.00 15,000,000.00 99.209000 14,881,350.00-118,650.00 2.445 2.504 3130AA2T4 FHLB SYrNc 6MoB 12/09/2021 1.600 1.600 10,000,000.00 10,000,000.00 98.786000 9,878,600.00-121,400.00 2.609 2.696 3130AA2T4 FHLB SYrNc 6MoB 12/09/2021 1.600 1.600 10,000,000.00 10,000,000.00 98.786000 9,878,600.00-121,400.00 2.609 2.696 3130AA5A2 FHLB SYrNc 1YrB 12/08/2021 1.700 1.700 15,000,000.00 15,000,000.00 99.278000 14,891,700.00-108,300.00 2.601 2.693 3130ABQV1 FHLB SYrNc 6MoB 07/26/2022 2.000 2.000 15,000,000.00 15,000,000.00 99.536000 14,930,400.00-69,600.00 3.185 3.323 3130ABVZ6 FHLB SYrNc 6MoB 02/09/2022 1.850 1.850 20,000,000.00 20,000,000.00 99.748000 19,949,600.00-50,400.00 2.766 2.866 3130ABZW9 FHLB SYrNc 3MoB 08/24/2022 2.000 2.000 10,000,000.00 10,000,000.00 99.119000 9,911,900.00-88,100.00 3.262 3.403 3130AC6H2 FHLB SYrNc 3MoB 08/24/2022 2.000 2.000 15,000,000.00 15,000,000.00 99.137000 14,870,550.00-129,450.00 3.262 3.403 3130AC418 FHLB SYrNc 3MoB 05/24/2022 2.000 2.000 20,000,000.00 20,000,000.00 99.763000 19,952,600.00-47,400.00 3.024 3.151 3130A91V3 FHLB 3.4YrNc 2M o B 11/08/2021 1.500 2.579 10,000,000.00 9,690,500.00 98.811000 9,881,100.00 190,600.00 2.523 2.611 3130AA5Y0 FHLB 4. 16YrNc 2M o B 11/25/2022 1.750 2.436 5,100,000.00 4,967,400.00 98.763000 5,036,913.00 69,513.00 3.511 3.658 906 160,100_000 99 �� 999 00 99 2a9a9s 158,948,713.00 -709 1$7 00 2 828 9 933 1767: FHLB.Va r-M A/360 3130A9FU0 FHLB 4Yr 09/22/2020 2.641 2.641 10,000,000.00 10,000,000.00 100.181000 10,018,100.00 18,100.00 1.464 1.482 3130A9FM8 FHLB 4Yr 09/22/2020 2.641 2.641 15,000,000.00 15,000,000.00 100.181000 15,027,150.00 27,150.00 1.464 1.482 3130A9FR7 FHLB 4Yr 09/28/2020 2.646 2.646 10,000,000.00 10,000,000.00 100.259000 10,025,900.00 25,900.00 1.481 1.499 3130A9FR7 FHLB 4Yr 09/28/2020 2.646 2.646 15,000,000.00 15,000,000.00 100.259000 15,038,850.00 38,850.00 1.481 1.499 2.644 2.644 50,000,000.00 50,000,000.00 100.220000 50,110,000.00 110,000.00 1.473 1.491 1770: FHLB-Va r-Q A/360 3130A8N F6 FHLB 3Yr 1900: FFC&DISC NO1E 313312MJ6 FFCB DISC NTE 313312LX6 FFCB DISC NTE 313312KZ2 FFCB DISC NTE 1925: FFC B-Fxd-S 30/ 360 3133EF5D5 FFCB 4YrNc1YrA 3133EG SA4 FFCB 4YrNc1YrA 3133EGVK8 FFCB 4YrNc1YrA 3133EGXX8 FFCB 4YrNc1YrA 3133EGC94 FFCB 4YrNc 3M oA 3133EG R49 FFCB 4YrNc1YrA 3133EiAJ2 FFCB 3YrNc 1YrE 3133EiRK1 FFCB 2.5Yr 3133E1UL5 FFCB 3Yr 3133EiWN9 FFCB 2Yr 3133E60 FFCB 2Yr 3133EiWN9 FFCB 2Yr 3133EiZJ6 FFCB 3Yr 3133EiJ95 FFCB 3Yr 3133EiP98 FFCB 2Yr 3133E16X6 FFCB 4Yr 3133E1Ev17 FFCB 3Yr 3133EJC E7 FFCB 2.8Yr 3133EJKN8 FFCB 5Yr 3133E1NS4 FFCB 3Yr 3133EiFD0 FFCB 4.5Yr 3133EJD48 FFCB 5Yr 3133EJP52 FFC B4 4YrNc1YrA 3133EHB85 FFCB 4.4YrA 3133E1174 FFCB 2.9Yr 3133E=E86 FFCB 4.2YrNc 1WKA 3133E7(44 FFCB 3.8YrNc 1WKA 3133EJ3L1 FFCB 1.5Yr 3133EJ6Y0 FFCB 4.25YrNc 3M oA 3133EJ7F0 FFCB 5Yr 3133EJ7K9 FFCB 2.75YrNc 3M oA 3133EJ7K9 FFCB 2.75YrNc 3M oA 3133E03U9 FFCB 1Yr 3133E0)Y9 FFCB 4.75YrA 3133E0)Y9 FFCB 4.75YrNc 6M oA 3133E0)Y9 FFCB 4.75YrNc 6M oA 3133E<CG9 FFCB 4.5YrNc 3M oA 3133E DY9 FFCB 4.75YrNc6MoA 07/01/2020 2.922 2.922 25,000,000.00 25,000,000.00 100.267000 25,066,750.00 2.922 2.922 25,000,000.00 25,000,000.00 100.267000 25,066,750.00 09/30/2019 09/19/2019 O8/ 28/ 2019 2.570 2.570 2.440 2.622 2.620 2.467 66,750.00 66,750.00 1.482 1.255 1.482 1.255 75,000,000.00 73,511,541.67 98.782000 74,086,500.00 574,958.33 .488 .501 25,000,000.00 24,525,263.89 98.855000 24,713,750.00 188,486.11 .459 .471 24,000,000.00 23,736,480.00 99.003000 23,760,720.00 24,240.00 .401 .411 2 124,000,000.00 121,773,285.56 98.839492 122,560,970.00 787,684.44 465 AN 04/27/2020 1.420 1.420 7,700,000.00 7,700,000.00 99.003000 7,623,231.00-76,769.00 1.054 1.077 08/24/2020 1.320 1.320 10,000,000.00 10,000,000.00 98.587000 9,858,700.00-141,300.00 1.378 1.403 09/21/2020 1.350 1.350 10,000,000.00 10,000,000.00 98.579000 9,857,900.00-142,100.00 1.452 1.479 10/13/2020 1.340 1.340 15,000,000.00 15,000,000.00 98.473000 14,770.950.00-229,050.00 1.503 1.540 11/02/2020 1.380 1.380 10,000,000.00 10,000,000.00 98.512000 9,851,200.00-148,800.00 1.555 1.595 12/07/2020 1.770 1.770 10,000,000.00 10,000,000.00 99.067000 9.906,700.00-93,300.00 1.643 1.690 02/27/2020 1.710 1.710 10,000,000.00 10,000,000.00 99.390000 9,939,000.00-61,000.00 .894 .912 01/17/2020 1.520 1.520 10,000,000.00 10,000,000.00 99.327000 9,932,700.00-67,300.00 .785 .800 08/10/2020 1.550 1.550 5,000,000.00 5,000,000.00 98.920000 4.946,000.00-54,000.00 1.336 1.364 08/28/2019 1.400 1.400 5,000,000.00 5,000,000.00 99.612000 4.980,600.00-19,400.00 .408 .411 06/24/2019 1.520 1.400 5,000,000.00 5,010,640.00 99.818000 4.990,900.00-19,740.00 .231 .233 08/28/2019 1.400 1.410 10,000,000.00 9,998,000.00 99.612000 9,961,200.00-36,800.00 .408 .411 03/20/2020 1.450 1.511 20,000,000.00 19,970,400.00 99.105000 19,821,000.00-149,400.00 .959 .973 10/26/2020 1.750 1.760 20,000,000.00 19,994,000.00 99.106000 19,821,200.00-172,800.00 1.530 1.575 11/06/2019 1.600 1.667 25,000,000.00 24,967,247.50 99.556000 24,889,000.00-78,247.50 .588 .603 01/12/2022 2.200 2.365 10,000,000.00 9,938,000.00 99.676000 9,967,600.00 29,600.00 2.668 2.789 03/01/2021 2.500 2.501 10,000,000.00 9,999,700.00 100.298000 10,029,800.00 30,100.00 1.857 1.921 02/12/2021 2.350 2.474 15,000,000.00 14,948,670.00 99.899000 14,984,850.00 36,180.00 1.807 1.874 04/11/2023 2.700 2.721 10,000,000.00 9,990,300.00 101.417000 10,141,700.00 151,400.00 3.744 4.033 05/10/2021 2.700 2.747 10,000,000.00 9,986,600.00 100.709000 10,070,900.00 84,300.00 2.015 2.112 04/11/2023 2.400 3.160 5,000,000.00 4,839,900.00 99.449000 4,972,450.00 132,550.00 3.757 4.033 10/02/2023 3.050 3.095 10,000,000.00 9,979,300.00 103.023000 10,302,300.00 323,000.00 4.114 4.510 11/01/2022 3.330 3.330 5,000,000.00 5.000.000.00 100.316000 5.015.800.00 15.800.00 3.306 3.592 04/03/2023 2.280 3.166 21,000,000.00 20,237.490.00 99.314000 20.855.940.00 618.450.00 3.744 4.011 11/15/2021 3.050 2.922 10,000,000.00 10.035.700.00 101.823000 10,182.300.00 146.600.00 2.476 2.630 03/01/2023 2.200 3.060 10,000,000.00 9.660.530.00 99.526000 9.952.600.00 292.070.00 3.708 3.921 10/05/2022 2.050 3.050 10,000,000.00 9.640.870.00 98.902000 9.890.200.00 249.330.00 3.318 3.518 06/24/2020 2.750 2.757 10,000,000.00 9,999,000.00 100.469000 10,046,900.00 47,900.00 1.194 1.236 05/08/2023 3.050 3.050 10,035,000.00 10.035.000.00 100.029000 10.037.910.15 2,910.15 3.784 4.107 02/07/2024 3.000 3.011 5,000,000.00 4.997.500.00 100.018000 5.000.900.00 3.400.00 4.463 4.860 11/08/2021 2.720 2.720 10,000,000.00 10.000.000.00 100.021000 10.002.100.00 2,100.00 2.486 2.611 11/08/2021 2.720 2.720 10,000,000.00 10.000.000.00 100.021000 10.002.100.00 2,100.00 2.486 2.611 02/27/2020 2.520 2.555 10,000,000.00 9.996.600.00 100.111000 10,011.100.00 14,500.00 .888 .912 12/26/2023 2.830 2.830 20,000,000.00 20.000.000.00 100.036000 20.007.200.00 7,200.00 4.401 4.742 12/26/2023 2.830 2.810 32,880,000.00 32.909.592.00 100.036000 32.891.836.80-17,755.20 4.527 4.742 12/26/2023 2.830 2.810 38,000,000.00 38.035.112.00 100.036000 38.013.680.00-21,432.00 4.527 4.742 09/05/2023 2.900 2.889 32,635,000.00 32.649.587.85 100.043000 32.649.033.05-554.80 4.119 4.436 12/26/2023 2.830 2.815 19,750,000.00 19,763,825.00 100.036000 19,757,110.00-6,715.00 4.527 4.742 2.385 497,000,000.00 T 495,283,564.35 99.786034 495,936,591.00 653,026.65 2.680 2.831 1930: FFCB-Var-M A/360 3133E)XQ0 FFCB 5Yr 10/10/2019 2.563 2.563 15,000,000.00 15.000,000.00 100.041000 15.006.150.00 6,150.00 .524 .529 3133EDXQ0 FFCB 5Yr 10/10/2019 2.563 2.563 25,000,000.00 25.000.000.00 100.041000 25.010.250.00 10,250.00 .524 .529 3133EDXQ0 FFCB 5Yr 10/10/2019 2.563 2.605 10,000,000.00 9.997.560.00 100.041000 10.004.100.00 6.540.00 .524 .529 3133E=156 FFCB 4Yr 04/01/2020 2.724 2.724 25,000,000.00 25.000.000.00 100.215000 25.053.750.00 53.750.00 1.077 1.005 3133E'229 FFCB 4Yr 04/13/2020 2.744 2.744 50,000,000.00 50.000.000.00 100.231000 50.115.500.00 115.500.00 1.027 1.038 3133EGCE3 FFCB 5Yr 05/25/2021 2.756 2.756 10,000,000.00 10.000.000.00 100.541000 10.054.100.00 54.100.00 2.129 2.153 3133EGCE3 FFCB 5Yr 05/25/2021 2.756 2.756 10,000,000.00 10,000,000.00 100.541000 10,054,100.00 54,100.00 2.129 2.153 3133EGYA7 FFCB 3Yr 10/11/2019 2.673 2.673 15,000,000.00 15.000.000.00 100.099000 15,014.850.00 14,850.00 .526 .532 3133EGZS7 FFCB 3Yr 10/24/2019 2.670 2.670 15.000.000.00 15.000.000.00 100.104000 15.015.600.00 15.600.00 .562 .567 3133EGF67 FFCB 3Yr 11/14/2019 2.659 2.659 15,000,000.00 15.000.000.00 100.107000 15.016.050.00 16.050.00 .617 .625 112 CO UNTY 0 F RIV ER51DE 1REASURER-TAX CO LLECTO R 11 Month End Portfolio Holdings CUSP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Yea rs To Date To Mat Value Value Price Value Gain/loss Duration Maturity 3133EGF67 3133EG4C6 3133EJDG1 3133EJJE0 3133EHKY8 3133EHKYS 3133E HAEi FFC B 3Yr FFC B 3.9Yr FFC B 5Yr FFC B 3.5Yr FFC B 1.4Yr FFC B 1.4Yr FFC B 1.1 Yr 1950: FMAC-Fxd-S 30/ 360 3132X0WK3 3132X0WY3 3132X0A50 3132X0C41 3132X0074 3132X02Y6 3132X03B5 3132X04F5 31422BBR0 FAMCA 2Yr FAMCA 2Yr FAMCA 1.4Yr FAMCA 1.5Yr FAMCA 2.08Yr FAMCA 1.58Yr FAMCA 4.9Yr FAMCA 2.91Yr FAMCA 1.16Yr 11/14/2019 01/ 18/2022 02/21/2023 10/04/2021 05/26/2020 05/26/2020 02/21/2020 08/ 20/ 2019 09/26/2019 05/ 15/ 2019 06/24/2019 02/03/2020 01/02/2020 06/30/2023 07/23/2021 03/16/2020 1965: FMAC-V a r-M A/ 360 3132X0A18 FAMCA 2.5 Yr 3132X0T7 FAMCA 3Yr 3132X0U90 FAMCA 3Yr 1975: FMAC-Va r-Q A/360 3132X0EV9 FAMCA 3Yr 06/02/2020 04/23/2021 O5/10/2021 2.659 2.722 2.557 2.515 2.499 2.499 2.537 2.656 1.440 1.420 1.810 1.860 1.970 2.530 2.850 2.840 2.640 2.203 2.630 2.536 2.513 2.571 2.659 2.383 2.557 2.515 2.511 2.511 2.474 2.63M1 1.442 1.420 1.810 1.860 1.970 2.530 2.964 2.864 2.640 2.218 2.424 2.536 2.513 2.485 15,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 1,680,000.00 1,710,000.00 7,940,000.00 261,330,000.00 5,000,000.00 10,000,000.00 10,000,000.00 20,000,000.00 15,000,000.00 20,000,000.00 10,000,000.00 10,000,000.00 15,000,000.00 115,000,000.00 25,000,000.00 25,000,000.00 10,000,000.00 60,000,000.00 15,000,000.00 15,139,095.00 15,000,000.00 15,000,000.00 1,679,769.44 1,709,765.32 7,944,501.98 261,470,691.74 4,999,800.00 10,000,000.00 10,000,000.00 20,000,000.00 15,000,000.00 20,000,000.00 9,947,900.00 9,993,300.00 15,000,000.00 114,941,000.00 100.107000 100.262000 99.293000 100.000000 99.972000 99.972000 100.034000 100.113076 99.639000 99.551000 99.928000 99.890000 99.628000 100.095000 101.995000 101.079000 100.164000 100.176565 25,063,500.00 100.189000 25,000,000.00 100.074000 10,000,000.00 100.007000 60, 063, 500.00 100.110750 15,016,050.00 15,039,300.00 14,893,950.00 15,000,000.00 1,679,529.60 1,709,521.20 7,942,699.60 261,625,500.40 4,981,950.00 9,955,100.00 9,992,800.00 19,978,000.00 14,944,200.00 20,019,000.00 10,199,500.00 10,107,900.00 15,024,600.00 115,203,050.00 25,047,250.00 25,018,500.00 10,000,700.00 60,066,450.00 16,050.00 -99,795.00 -106,050.00 0.00 -239.84 -244.12 -1,802.38 .617 2.720 3.753 2.440 1.134 1.134 .877 W.t6 1.248 -17,850.00 -44,900.00 -7,200.00 -22,000.00 -55,800.00 19,000.00 251,600.00 114,600.00 24,600.00 .386 .487 .122 .231 .826 .737 3.947 2.212 .939 .625 2.805 3.899 2.515 1.156 1.156 .896 1.266 .389 .490 .123 .233 .847 .759 4.252 2.315 .962 -16,250.00 1.157 18,500.00 2.016 700.00 2.060 2,950.00 1.665 07/26/2019 2.905 2.905 15,000,000.00 15,000,000.00 100.096000 15,014,400.00 14,400.00 2.905 2.905 15,000,000.00 m000,000.yg_ 100.096000 }P5,014,400.yQ 1.175 2.066 2.112 1.711 2350: MUNISS 30/ 360 882723A33 IIXAS STATE 10/01/2019 1.497 1.497 5,000,000.00 5,000,000.00 100.000000 5,000,000.00 0.00 .495 .504 419792JG2 HAWAII STALE 04/01/2019 1.380 1.380 4,990,000.00 4,990,000.00 100.000000 4,990,000.00 0.00 .003 .003 419792JH0 HAWAII STALE 04/01/2020 1.660 1.660 5,055,000.00 5,055,000.00 100.000000 5,055,000.00 0.00 .982 1.005 76222RUM2 RHO DEISAND STATE 05/01/2020 1.625 1.520 2,660,000.00 2,670,719.80 100.403000 2,670,719.80 0.00 1.063 1.088 76222RUL4 RHO DEISAND STATE O5/01/2019 1.375 1.220 2,625,000.00 2,636,838.75 100.451000 2,636,838.75 0.00 .084 .085 3733845L6 GEO RG IA STALE 07/01/2020 3.000 1.370 6,825,000.00 7,254,770.25 106.297000 7,254,770.25 0.00 1.220 1.255 3733845K8 GEO RG IA STALE 07/01/2019 3.000 1.110 6,580,000.00 6,943,874.00 105.530000 6,943,874.00 0.00 .250 .252 041042ZE2 ARKANSAS STATE 06/01/2019 2.000 1.024 13,470,000.00 13,837,192.20 102.726000 13,837,192.20 0.00 .169 .170 419792N E2 HAWAII STALE 10/01/2019 1.151 1.101 2,250,000.00 2,253,262.50 100.145000 2,253,262.50 0.00 .497 .504 419792N F9 HAWAII STALE 10/01/2020 1.370 1.319 2,250,000.00 2,254,320.00 100.192000 2,254,320.00 0.00 1.473 1.507 686096XK8 OREGON STATE O5/01/2019 1.450 1.450 1,830,000.00 1,829,981.70 99.999000 1,829,981.70 0.00 .084 .085 68609BYC5 OREGON STATE 04/01/2019 1.440 1.441 1,750,000.00 1,749,982.50 99.999000 1,749,982.50 0.00 .003 .003 93974DV39 WAS-IIN GTON STATE 08/01/2019 1.500 1.541 8,745,000.00 8,738,703.60 99.928000 8,738,703.60 0.00 .334 .337 13063DAC2 STALE OF CAUFO RN IA 04/01/2021 2.625 2.011 14,400,000.00 14,688,720.00 102.005000 14,688,720.00 0.00 1.920 2.005 010878AL0 ALAM EDA CO UNIY G.O. 08/01/2020 2.562 2.562 17,600,000.00 17,600,000.00 100.000000 17,600,000.00 0.00 1.298 1.340 76222RWT5 RHO DEISAND ST& PROV PLANT 04/01/2020 2.750 2.451 3,065,000.00 3,082,378.55 100.567000 3,082,378.55 0.00 .972 1.005 76222RWS7 RHO DEISAND ST& PROV PLANT 04/01/2019 5.000 2.253 2,330,000.00 2,390,020.80 102.576000 2,390,020.80 0.00 .003 .003 76222RWU2 RHO DEISAND ST& PROV PLANT 04/01/2021 2.750 2.551 3,150,000.00 3,167,766.00 100.564000 3,167,766.00 0.00 1.914 2.005 13063DGA0 STALE OF CAUFO RN IA 04/01/2021 2.800 2.799 16,000,000.00 16,000,640.00 100.004000 16,000,640.00 0.00 1.912 2.005 13063DAC2 STALE OF CAUFO RN IA 04/01/2021 2.625 2.850 1,795,000.00 1,784,301.80 99.404000 1,784,301.80 0.00 1.911 2.005 13063DAB4 STALE OF CAUFO RN IA 04/01/2019 1.593 2.351 7,030,000.00 6,990,842.90 99.443000 6,990,842.90 0.00 .003 .003 13063DAD0 STALE OF CAUFO RN IA 04/01/2022 2.367 2.960 1,500,000.00 1,468,800.00 97.920000 1,468,800.00 0.00 2.839 3.005 544351MM8 C IIY OF LOSANGR FS 09/01/2021 4.000 2.919 8,915,000.00 9,200,993.20 103.208000 9,200,993.20 0.00 2.289 2.425 93974D5L8 WAS-IING10N STATE O8/01/2019 2.630 2.630 10,085,000.00 10,085,000.00 100.000000 10,085,000.00 0.00 .332 .337 13063DAD0 STAIEOFCAUFORNIA 04/01/2022 2.367 3.120 17,695,000.00 17,256,340.95 97.521000 17,256.340.95 0.00 2.836 3.005 13063DAD0 STAIEOFCAUFORNIA 04/01/2022 2.367 3.290 25,000,000.00 24,275,250.00 97.101000 24,275,250.00 0.00 2.833 3.005 13063DGA0 STAIEOFCAUFORNIA 04/01/2021 2.800 2.680 10,825,000.00 10,852,170.75 100.251000 10,852,170.75 0.00 1.913 2.005 419792YK6 STALE OF HAWAII 01/01/2021 3.250 2.733 12,745,000.00 12,864,165.75 100.935000 12,864,165.75 0.00 1.686 1.759 419792YL4 STALE OF HAWAII 01/01/2022 2.770 2.770 3,500,000.00 3,500,000.00 100.000000 3,500,000.00 0.00 2.622 2.759 419792YJ9 STATE OF HAWAII 01/01/2020 2.650 2.650 7,500,000.00 7,500,000.00 100.000000 7,500,000.00 0.00 .736 .756 2.475 2.339 227,165,000.00 227,922,036.00 100.333254 227,922,036.00 0.00 1.441 1.511 2360: M UN ISA 30/ 360 419792YM2 STALE OF HAWAII 04/01/2019 2.550 2.550 20,000,000.00 20,000,000.00 100.000000 20,000,000.00 0.00 .003 003 2.550 2.550 20,000,000.00 20,000,000.00 100.000000 20,000,000.00 i o.00 -ma- 3020: COM MERCIAL PAPER 63763QSD1 NAIL SEC CLEARING CORP 05/24/2019 2.450 2.496 50,000,000.00 49,084,652.78 99.637833 49,818,916.67 734,263.89 .144 .148 63763Q1O0 NAIL SEC CLEARING CORP 06/24/2019 2.610 2.662 35,000,000.00 34,314,875.00 99.407333 34,792,566.67 477,691.67 .227 .233 25214PM S9 DIXIA(G UARANTE}) 07/05/2019 2.790 2.843 50,000,000.00 49,066,125.00 99.324444 49,662,222.22 596,097.22 .256 .263 63763Q131 NAIL SEC CLEARING CORP 06/03/2019 2.780 2.819 30,000,000.00 29,585,316.67 99.555500 29,866,650.00 281,333.33 .170 .175 16677KS87 CHEVRON 05/08/2019 2.600 2.629 15,000,000.00 14,835,333.33 99.747167 14,962,075.00 126,741.67 .101 .104 03785E138 APPLE 06/03/2019 2.680 2.715 30,000,000.00 29,609,166.67 99.555500 29,866,650.00 257,483.33 .171 .175 63763QW60 NAIL SEC CLEARING CORP 09/06/2019 2.950 3.016 25,000,000.00 24,450,972.22 98.832556 24,708,138.89 257,166.67 .423 .436 16677KS20 CHEVRON 05/02/2019 2.440 2.454 25,000,000.00 24.859.361.11 99.788167 24,947,041.67 87.680.56 .086 .088 3022913981 EXXON MOBIL 05/08/2019 2.440 2.455 25,000,000.00 24,849,194.44 99.747167 24,936,791.67 87.597.23 .102 .104 16677KS20 CHEVRON 05/02/2019 2.450 2.463 25,000,000.00 24,867,291.67 99.788167 24,947,041.67 79,750.00 .086 .088 16677KS20 CHEVRON 05/02/2019 2.470 2.483 15,000,000.00 14,921,783.33 99.788167 14,968.225.00 46,441.67 .085 .088 302296533 B0(0N MOBIL 05/14/2019 2.460 2.473 75,000,000.00 74.610.500.00 99.706167 74,779,625.00 169.125.00 .118 .121 03785EUJ1 APPLE 07/18/2019 2.560 2.585 50,000,000.00 49.523.555.56 99.232000 49.616.000.00 92,444.44 .291 .299 63763QMO NAIL SEC CLEARING CORP 05/13/2019 2.480 2.492 50,000,000.00 49,769,222.22 99.713000 49.856.500.00 87,277.78 .115 .118 3022913SM Da0N MOBIL 05/13/2019 2.470 2.481 50,000,000.00 49.773.583.33 99.713000 49.856.500.00 82.916.67 .115 .118 03785EV76 APPLE 08/07/2019 2.570 2.598 35,000,000.00 34.620,211.11 99.054222 34.668.977.78 48.766.67 .344 .353 30229B1M E7000N MOBIL 06/26/2019 2.505 2.524 25,000,000.00 24.813.864.58 99.393222 24,848.305.56 34.440.98 .232 .238 302296100 E7000N MOBIL 06/24/2019 2.510 2.529 25,000,000.00 24,816,979.17 99.407333 24,851.833.33 34.854.16 .227 .233 30229BSG3 MO MOBIL 05/16/2019 2.460 2.471 40,000,000.00 39.827.800.00 99.692500 39.877.000.00 49,200.00 .123 .126 63763Q5-5 NAIL ffiC CLEARING CORP 05/15/2019 2.510 2.521 15,000,000.00 14.935.158.33 99.699333 14,954.900.00 19,741.67 .120 .123 03785ESL9 APPLE 05/20/2019 2.460 2.471 25,000,000.00 24.885.541.67 99.665167 24,916,291.67 30.750.00 .134 .137 93114Fff2 WAL-MARTSfORESINC 05/15/2019 2.460 2.470 45,000,000.00 44,809,350.00 99.699333 44,864,700.00 55,350.00 .120 .123 03785Effi2 APPLE 05/06/2019 2.450 2.459 25,000,000.00 24,911,527.78 99.760833 24,940.208.33 28.680.55 .096 .099 30229611(3 MO MOBIL 06/19/2019 2.490 2.506 25,000,000.00 24.839.187.50 99.442611 24.860.652.78 21,465.28 .214 .219 93114F$2 WAL-MARTSfORESINC 05/06/2019 2.460 2.467 50,000,000.00 49.859.916.67 99.760833 49.880.416.67 20.500.00 .096 .099 93114FSA3 WAL-MARTSfORESINC 05/10/2019 2.460 2.468 50,000,000.00 49.846.250.00 99.733500 49.866.750.00 20.500.00 .107 .110 16677KY80 CHEVRON 11/08/2019 2.440 2.478 100,000,000.00 98,468,222.22 98.336361 98.336.361.11-131,861.11 .593 .608 16677K1R4 CHEVRON 06/25/2019 2.440 2.455 30,000,000.00 29,819,033.33 99.400278 29,820,083.33 1,050.00 .230 .236 03785EWW0 APPLE 09/30/2019 2.520 2.553 90,000,000.00 88,828,200.00 98.629944 88,766,950.00-61,250.00 .489 .501 2.520 2.944 1a30,000,000.00 1,119,402,175.69 99.383927 1,123,038,375.Qa_ 3,636,19=3 .230 .236 3130: CORK Fxd-S 30/ 360 594918BV5 MICROM FTC 0RP 02/06/2020 1.850 2.273 6,350,000.00 6,297,739.50 99.408000 6,312,408.00 14,668.50 .833 .855 594918BV5 M IC RO SO FTC 0 RP 02/06/2020 1.850 2.277 6,000,000.00 5.951.100.00 99.408000 5.964.480.00 13.380.00 .833 .855 594918BG8 MICROSOFTCORP 11/03/2020 2.000 2.543 25,000,000.00 24,649,750.00 99.335000 24,833,750.00 184,000.00 1.540 1.597 594918BV5 M IC RO SO FTC 0 RP 02/06/2020 1.850 2.354 3,000,000.00 2,971,440.00 99.408000 2,982.240.00 10.800.00 .833 .855 113 CO UNTY 0 F RIV ERSDE 1REA3JRER-TAX CO LLECTO R 12 Month End Portfolio Holdings CUSP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Yea rs To Date To Mat Value Value Price Value Gain/loss Duration Maturity 594918BV5 MICROSOFTCORP 02/06/2020 594918BV5 MICROSOFTCORP 02/06/2020 594918BN3 MICROSOFTCORP 08/08/2019 594918BV5 MICROSOFTCORP 02/06/2020 478160BS2 JOHNSON & JOHNSDN 03/01/2021 594918BV5 MICROSOFTCORP 02/06/2020 478160BS2 JOHNSON & JOHNSDN 03/01/2021 594918BN3 MICROSOFTCORP 08/08/2019 594918BN3 MICROSOFTCORP 08/08/2019 594918AY0 MICROSOFTCORP 02/12/2020 594918BN3 MICROSOFTCORP 08/08/2019 037833CB4 APPLE 08/02/2019 594918BN3 MICROSOFTCORP 08/08/2019 166764BH2 CHEVRON CORP 05/16/2019 931142DY6 WALMART 10/09/2019 931142DY6 WALMART 10/09/2019 037833CZ1 APPLE 09/12/2019 478160BS2 JO HNSDN & JO HNSON 03/01/2021 594918BG8 MICROSOFTCORP 11/03/2020 1.850 1.850 1.100 1.850 1.650 1.850 1.650 1.100 1.100 1.850 1.100 1.100 1.100 1.561 1.750 1.750 1.500 1.650 2.000 -1101: 4500: NC D-Mat A/ 360 2.373 2.388 2.288 2.414 2.646 2.469 2.625 2.481 2.400 2.691 2.494 2.570 2.568 2.570 2.824 2.838 2.823 3.149 2.912 2.603 4,097,000.00 8,000,000.00 10,000,000.00 16,000,000.00 12,000,000.00 10,000,000.00 12,969,000.00 14,772,000.00 20,000,000.00 16,880,000.00 10,154,000.00 12,500,000.00 4,982,000.00 10,000,000.00 25,000,000.00 22,029,000.00 12,803,000.00 10,295,000.00 10,100,000.00 282,931,000.00 4,057,013.28 7,920,160.00 9,835,600.00 15,832,480.00 11,663,160.00 9,887,000.00 12,617,410.41 14,527,818.84 19,697,600.00 16,654,820.80 10,001,690.00 12,339,000.00 4,916,735.80 9,938,600.00 24,752,750.00 21,812,234.64 12,662,038.97 9,955,059.10 9,929,411.00 278,870,612.34 99.408000 99.408000 99.484000 99.408000 98.399000 99.408000 98.399000 99.484000 99.484000 99.524000 99.484000 99.494000 99.484000 99.857000 99.507000 99.507000 99.509000 98.399000 99.335000 99.336892 4,072,745.76 7,952,640.00 9,948,400.00 15,905,280.00 11,807,880.00 9,940,800.00 12,761,366.31 14,695,776.48 19,896,800.00 16,799,651.20 10,101,605.36 12,436,750.00 4,956,292.88 9,985,700.00 24,876,750.00 21,920,397.03 12,740,137.27 10,130,177.05 10,032,835.00 281,054,862.34 15,732.48 32,480.00 112,800.00 72,800.00 144,720.00 53,800.00 143,955.90 167,957.64 199,200.00 144,830.40 99,915.36 97,750.00 39,557.08 47,100.00 124,000.00 108,162.39 78,098.30 175,117.95 103,424.00 2,184,250.00 .833 .833 .352 .833 1.867 .832 1.867 .352 .352 .848 .352 .335 .351 .124 .511 .511 .445 1.863 1.537 .829 .855 .855 .356 .855 1.921 .855 1.921 .356 .356 .871 .356 .340 .356 .126 .526 .526 .452 1.921 1.597 .852 78012UHD0 ROYAL BANK OF CANADA NY 06/07/2019 2.660 2.660 25,000,000.00 25,000,000.00 100.000000 25,000,000.00 0.00 .181 .186 90333VYZ7 US BANK NA 06/11/2019 2.590 2.590 10,000,000.00 10,000,000.00 100.000000 10,000,000.00 0.00 .192 .197 78012UHZ1 ROYAL BANK OF CANADA NY 06/21/2019 2.710 2.710 30,000,000.00 30,000,000.00 100.000000 30,000,000.00 0.00 .219 .225 06052TC 32 BANK OF AM ERICA NA 05/01/2019 2.620 2.620 25,000,000.00 25,000,000.00 100.000000 25,000,000.00 0.00 .083 .085 90333VZC7 US BANK NA 05/31/2019 2.580 2.580 30,000,000.00 30,000,000.00 100.000000 30,000,000.00 0.00 .163 .167 94989RY28 WELLS FARGO NA 05/13/2019 2.720 2.720 50,000,000.00 50,000,000.00 100.000000 50,000,000.00 0.00 .115 .118 94989RZ50 WELLS FARGO CD 06/28/2019 2.820 2.820 30,000,000.00 30,000,000.00 100.000000 30,000,000.00 0.00 .237 .244 90333VZR4 US BANK NA 06/21/2019 2.830 2.830 40,000,000.00 40,000,000.00 100.000000 40,000,000.00 0.00 .218 .225 89114M MKO TORONTO DOMINION 08/16/2019 3.000 3.000 35,000,000.00 35,000,000.00 100.000000 35,000,000.00 0.00 .367 .378 78012UJY2 ROYAL BANK OF CANADA NY 06/28/2019 2.910 2.910 25,000,000.00 25,000,000.00 100.000000 25,000,000.00 0.00 .237 .244 89114MMT1 TORONTO DOMINION 05/31/2019 2.860 2.860 30,000,000.00 30,000,000.00 100.000000 30,000,000.00 0.00 .162 .167 w 2.770 2.770 330,000,000.00 330,000,000.00 100.000000 330,000,000.00 1115 .198 .203 Total Fund 2.177 2.355 7,558,961,944.14 7,522,791,418.69 99.555860 7,525,389,587.99 2,598,169.30 1.004 1.042 Grand Total 2.177 2.355 7,558,961,944.14 7,522,791,418.69 99.555860 7,525,389,587.99 2,598,169.30 1.004 1.042 114 CO UNTY 0 F RIV ERSDE TREASURER -TAX CO LLECTO R 13 The Mission Inn, Downtown Rverside. Digital Image. The Mission Inn. http://www.missioninn.com/about-en.html C 0 UN-1Y 0 F RIVERSDEIREAWRER-TAX COLLECTOR 115 CO UNITY O F RIV ERSI D E TREASURER -TAX CO LLEC TO R CAPITAL MARKEIb CO UNW ADM INISTRATIVE C ENTER 4080 LEM O N STREET, 411-1 FLO O R, RIVERSIDE, CA 92502-2205 W WW . C 0 UN TYTREA SURER. 0 RG AGENDA ITEM 9C RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Michele Cisneros, Deputy Director of Finance Theresia Trevino, Chief Financial Officer THROUGH: Anne Mayer, Executive Director SUBJECT: Quarterly Financial Statements STAFF RECOMMENDATION: This item is for the Commission to receive and file the Quarterly Financial Statements for the nine months ended March 31, 2019. BACKGROUND INFORMATION: During the first nine months of the fiscal year, staff monitored the revenues and expenditures of the Commission. The attached financial statements present the revenues and expenditures for the nine months of the fiscal year. Period closing accrual adjustments are not included for revenues earned but not billed and expenditures incurred for goods and services received but not yet invoiced, as such adjustments are normally made during the year-end closing process. The operating statement shows the sales tax revenues through the third quarter at 63 percent of the budget. This is a result of Governmental Accounting Standards Board (GASB) Statement No. 33 requires sales tax revenues to be accrued for the period in which it is collected at the point of destination or sale, as applicable. The California Department of Tax and Fee Administration (CDTFA) collects the Measure A funds and remits these funds to the Commission after the reporting period for the businesses. This creates a two -month lag in the receipt of revenues by the Commission. Accordingly, these financial statements reflect the revenues related to collections through January 2019. On a cash basis, the Measure A and Local Transportation Fund (LTF) sales tax receipts through the third quarter are 10.34 percent and 11.11 percent higher, respectively, than the same period last fiscal year. As reported by staff to the Commission in November 2018 and February 2019, this is a result of the CDTFA implementation of a new centralized revenue opportunity system and resolving the problems and catching up on the unprocessed sales tax returns by the third quarter. Staff will continue to monitor the trends in the sales tax receipts and report to the Commission any necessary adjustments. Federal, state, and local reimbursements are generally on a reimbursement basis. The Commission will receive these revenues as eligible project costs are incurred and invoiced to the Agenda Item 9C 117 respective agencies. The negative revenue amounts for federal, state, and local reimbursements reflect the reversal of the Fiscal Year 2017/18 accrued revenues at the beginning of FY 2018/19 in excess of amounts billed during the first, second, and third quarters. Reimbursement invoices for the expenditures for the third quarter will be prepared and submitted in the third quarter. During the FY 2018/19 budget process, the Commission's conservative approach estimated the Transportation Uniform Mitigation Fee (TUMF) revenues passed through from the Western Riverside Council of Governments (WRCOG) at $24 million. The Commission received TUMF receipts from July 2018 through January 2019 in the third quarter. The budgeted balance of $1.9 million relates to the TUMF zone reimbursements from WRCOG for the Interstate 15 interchange at Railroad Canyon in the city of Lake Elsinore. Toll revenues budgeted at $32 million represents projected toll transactions for the RCTC 91 Express Lanes operations based on estimated toll transactions and current traffic and revenue data. The operating statement shows toll revenues at 113 percent of the budget and toll violations and fee revenues at 139 percent of the budget. The RCTC 91 Express Lanes toll transactions have exceeded initial expectations; accordingly, the Commission's traffic consultant recently updated the investment grade traffic and revenue study, which will be used in subsequent budgets. The operating statement shows other revenues at 337 percent of the $539,000 budget and reflects the sale of highway property and the reimbursement of property drainage improvements on Commission -owned properties. The Commission took a conservative approach in estimating investment income for FY 2018/19. Investment income is higher primarily as a result of rising investment yields and investment of sales tax revenue bond proceeds. The expenditures/expenses and other financing sources/uses categories are in line overall with the expectations of the budget with the following exceptions: • Salaries and benefits are under budget due to unfilled Commission full-time equivalents in the Capital Project Development and Delivery, Planning and Programming, and Administration departments; • Professional services are under budget due to unused budget authority for rail operations and development activities, highway general legal services, toll operations, public outreach activities, and audit and sales tax consultant fees; • Support costs are under budget due to unused budget authority for rail operations and commuter assistance advertising and marketing, rail station maintenance, and toll operations; • Program operations are under budget due to unused budget authority for the I-15 Express Lanes, 15/91 Express Lanes Connector, 1-15 Express Lanes — southern extension, Pachappa Underpass, and Santa Ana River Trail projects; toll operations; motorist and Agenda Item 9C 118 commuter assistance program operations; highway and rail program management; and station security; • The status of significant Commission capital projects (engineering, construction, design -build, and right of way/land) with budget amounts exceeding $5 million is discussed in the attachments; • Operating and capital disbursements are made as claims are submitted to the Commission by transit operators; • Special studies unused budget authority relates to feasibilities studies; • Local streets and roads expenditures are related to the timing of Measure A sales tax revenues. These financial statements reflect the collections and related turnback payments through January 2019; • Regional arterial expenditures primarily represents expenditures for the highways and regional arterial program administered by Coachella Valley Association of Governments (CVAG). CVAG requests reimbursements from the Commission based on available funds and sufficient budget authority; • Debt service principal payments are made annually on June 1, while debt service interest payments are made semiannually on December 1 and June 1. On a quarterly basis in the RCTC 91 Express Lanes Enterprise Fund accounting records, the Commission records accrued interest including compounded interest on the 91 Project Transportation Infrastructure Finance and Innovation Act (TIFIA) loan and accreted interest on the 2013 Toll Revenue Bonds Series B (capital appreciation). However, $15.6 million of the $42.7 million interest cost through the third quarter will not be paid in the current year and therefore, is not included in the FY 2018/19 budget; • Payment to escrow agent unused budget authority relates to $20 million of excess properties sales proceeds and toll surplus revenues to be deposited to the 2013 TIFIA loan reserve fund as required by June 30, 2019, under the TIFIA loan agreement; • Capital outlay expenditures are under budget due to unused budget authority for office and property improvements for the 1-15 Express Lanes project; station rehabilitation; toll operations office improvements and transponders; and Commission office, network, hardware, and software improvements; • Depreciation is recorded as part of the accrual adjustment in the RCTC 91 Express Lanes Enterprise Fund accounting records; however, such depreciation is not a cash -related item and therefore is not included in the FY 2018/19 budget; • Gain on sale of land is recorded as part of the RCTC 91 Express Lanes Enterprise Fund accounting records and reflects the gain on sale of excess land purchased for the 91 Project. Gain on sale of land is not a cash -related item, and therefore, is not included in the FY 2018/19 budget; • The Commission entered into a loan agreement with the U.S. Department of Transportation for a $152.2 million TIFIA loan to pay eligible 1-15 Express Lanes project costs. Proceeds of the TIFIA loan may be drawn upon after certain conditions have been met. Through the third quarter, the Commission drew down $14.9 million in TIFIA loan proceeds. During construction of the 1-15 Express Lanes project and for a period of up to five years following substantial completion, interest is compounded and added to the Agenda Item 9C 119 TIFIA loan. TIFIA debt service payments are expected to commence June 2025, which is approximately five years after substantial completion of the 1-15 Express Lanes project, through 2055. Attachments: 1) Quarterly Project Status— March 2019 2) Quarterly Financial Statements — March 2019 Agenda Item 9C 120 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY PROJECT STATUS 3RD QUARTER FOR NINE MONTHS ENDED 3/31/2019 FY 2018/19 BUDGET Project Description EXPENDITURES THROUGH 3RD QUARTER ATTACHMENT 1 Project Status 91 Project (PO03028) The project connects with Orange County Transportation Authority's tolled express lanes at the Orange County/Riverside County line and continues approximately eight miles to the Interstate (I)-15/State Route (SR)-91 interchange. The project involves widening pavement on the outside of the existing highway to reposition general purpose lanes and repurposing the existing high occupancy vehicle lanes to accommodate two -tolled express lanes in the median in each direction. The 91 Project also involves constructing one new general purpose lane in each direction from SR-71 to 1-15, ultimately providing two - tolled express lanes and five general purpose lanes in each direction. 91 Project development activities began in September 2007, construction work related to roadway and structures began in July 2014, and the toll lanes opened in March 2017. The total acquisition and construction cost of the 91 Project is estimated at $1.4 billion, including capitalized interest, debt service reserves, contingency, and cost of issuance. 1-15 Express Lanes project (PO03027) The project will generally add two tolled express lanes in each direction from SR-60 to Cajalco Road in Corona. Project development activities began in April 2008, and lanes are expected to open to traffic in 2020. The 2017 Base Case estimates the total project cost at $471 million, which includes $42 million of contingency. $28,758,100 152,864,800 $4,634,307 The Design -Build contract achieved substantial completion on March 20, 2017. The Systems Integration and Implementation Contract retention was released on January 4, 2018. The Commission has remitted all of the $42 million final settlement to the Design -Builder; the only remaining costs are for the plant establishment period. The Certificate of Final Acceptance was issued to the Design -Builder on March 15, 2018. The under run of the FY 2018/19 budget at the third quarter is primarily due to an accrual reversal for the Army Corps of Engineers Reach 9 project ($2 million) and future right of way (ROW) settlement costs that have not yet occurred. 58,448,413 The toll services provider (TSP) contract was awarded in January 2017, the Design -Build contract was awarded in April 2017, and the project financing was completed in July 2017. Overall design is approximately 99% complete and construction is approximately 34% complete. The TSP contractor is 33% complete. The construction and maintenance agreement with Burlington Northern Santa Fe Railway was executed on September 28, 2018. Roadway work continued on the Norco and Eastvale segments. Out of the total eleven bridges, two are complete and seven are under construction. Out of the total six sound walls, four are complete and two are under construction. The under run of the FY 2018/19 budget at the third quarter is due to under runs in the Design -Build contract ($36 million), the project and construction management (PCM) contract ($5 million), the TSP contract ($7 million), and the Caltrans Co -Op agreement ($2 million). 121 FY 2018/19 BUDGET Project Description EXPENDITURES THROUGH 3RD QUARTER Project Status 15/91 Express Lanes Connector (P003039) The 15/91 Express Lane Connector (ELC) project constructs an express lanes median direct connector from southbound 1-15 to westbound SR-91 and from eastbound SR-91 to northbound 1-15 in the city of Corona. The project also adds tolled -express lanes in each direction of 1-15 from the 15/91 ELC to Hidden Valley Parkway; adds a tolled -express lane in each direction of SR-91 from east of Lincoln Avenue to the 15/91 ELC; extends the tolled -express lane along eastbound SR-91 from 1-15 to west of Promenade Avenue; and extends eastbound auxiliary lane along SR-91 from west of 1-15 to west of Promenade Avenue. The project also includes the addition of a toll collection system infrastructure along 1-15 and SR-91. The estimated project cost is $220 million and the project is partially funded by state funds allocated under Senate Bill (SB) 132 legislation. The connector is expected to open to traffic in 2022. 1-15 Express Lanes Southern Extension (P003044) The project will add express lanes between SR-74 and Cajalco Road. The estimated project cost is $544 million with the Project Approval and Environmental Document (PA/ED) phase of work funded by Congestion Mitigation and Air Quality (CMAQ) federal funds and Measure A. 91 Corridor Operations Project (P623046) The project will construct several operational improvements along the SR-91 including 1-15 northbound 91 Express Lanes ingress and SR-91 westbound general purpose lane improvements at the County Line. The estimated project cost is $6 million for environmental and design and $36 million for Construction. Initial project activities are funded by surplus toll revenues. 55,826,300 5,001,300 3,341,000 11,291,628 In October 2017 the Commission approved an amendment to the existing 1-15 Express Lanes project PCM contract for 15/91 ELC project approval and environmental document work. In November 2017 the Commission approved a contract with WSP USA, Inc. for 15/91 ELC project management services. In January 2018 the Commission approved an amendment to the existing 1-15 Express Lanes project PCM contract for 15/91 ELC PCM support. From April to June 2018 the Commission approved one amendment and two change orders to the existing Design -Builder contract for preliminary 15/91 ELC design and geotech work. In March 2018 the Commission approved a change order to the existing TSP contract for 15/91 ELC tolling software support. In July 2018 the Commission approved a change order to the existing TSP contract to install lane side equipment on SR-91. In October 2018 the Commission approved a change order for construction at Hidden Valley Parkway. The under run of the FY 2018/19 budget at the third quarter is due to under run in the Design - Build contract ($21 million) and the PCM contract ($2 million). 115,323 In September 2017 the Commission approved the allocation of $50 million of 2018 State Transportation Improvement Program (STIP) funds to the 1-15 Express Lanes Southern Extension Project. STIP funding was later identified as not being available for obligation until FY 2022/23. Since the PA/ED work is an eligible cost of CMAQ funds, the Commission will utilize the CMAQ funds rather than STIP funds. In November 2018, a request for qualifications was advertised for the completion of PA/ED. The award of this contract is anticipated in May 2019. 1,470,559 1-15 northbound 91 Express Lanes ingress restriping and the westbound SR-91 restriping at the County line are complete. In December, the Commission approved completing final design and construction of the westbound general purpose lane from the Green River Road on -ramp to SR-241 (91 WB Option 4M). Construction funding allocation by the Commission will be determined in 2019. 122 FY 2018/19 BUDGET Project Description EXPENDITURES THROUGH 3RD QUARTER Project Status Mid County Parkway (MCP) (P002302, P612302, P002320, & P002317) The environmental document for a new corridor from I- 215 to SR-79 was approved in April 2015. The first design package is anticipated to be completed in FY 2018/2019. Construction of this new facility will be completed over many years as funding becomes available; the total project cost is estimated at $1.3 to $1.6 billion. Pachappa Underpass project (P003038) The project will remove the Pachappa shoofly structure and associated retaining walls and construct a retaining wall, drainage, and track bed for the permanent Pachappa underpass. Track relocation will be performed by UPRR. The project construction cost is estimated at $16 million. SR-60 Truck Lanes (P003029) The project will construct eastbound climbing and westbound descending truck lanes from Gilman Springs Road to west of Jack Rabbit trail; upgrade existing shoulders to standard widths. The estimated project cost is $138 million and the project is funded by CMAQ, STIP/Regional Improvement Program, State Highway Operation and Protection Program, and 2009 Measure A highway funds. 71/91 Connector Project (P003021) The project includes ROW acquisition, utility relocation, and environmental revalidation work for improvements to the 71/91 connector. The estimated project cost is $118 million. 35,404,300 14,453,400 26,861,200 9,462,400 3,034,357 The Commission approved the procurement for final design of the I- 215/Placentia Interchange in November 2016 and notice to proceed was issued the same month. Staff continues to work on the approval of the Compensatory Mitigation Plan with the U.S. Army Corps of Engineers. Staff continues the work on the Cultural Landscape Study for cultural resources mitigation. The Commission has acquired most of the mitigation land needed for the project. On June 29, 2018 settlement was reached with plaintiffs challenging the environmental document. In July 2018 the Commission approved the procurement for final design of the MCP mitigation land. Staff continues to work on identifying the remaining mitigation land needed. Staff continues to work with state and federal agencies on permitting packages for the first construction contract. In October 2018, the Commission awarded a contract to a construction management firm for the MCP mitigation site. In January 2019, the Commission awarded a contract to a construction management firm for the MCP Placentia project. 138,548 The Construction and Maintenance Agreement with Union Pacific Railroad (UPRR) was obtained. The funding agreement with Caltrans has been executed. The construction contract will be advertised in the third quarter of 2019. 6936,756 On August 16, 2018 the California Transportation Commission approved funding for the project. Caltrans provided all design documents for construction advertisement on September 20, 2018. The project was advertised for construction on October 18, 2018 as scheduled, and bids were received on November 29, 2018. Construction is anticipated to start on May 28, 2019 and is scheduled to complete in the first quarter of 2022. The Commission awarded a construction management contract at the December 2018 meeting. 381,956 Currently, construction is on hold until a funding source for construction is identified. Staff met with Southern California Association Government's Transportation Conformity Working Group to confirm the project is not a project of air quality concern. Staff continues to coordinate with Southern California Gas to relocate a high pressure gas line due to a conflict. Staff is also working with the last property owner where permanent rights are required as well as the agencies where temporary rights are required to close out the ROW phase. Burlington Northern Santa Fe Railroad has concurred with the structure design over the railroad for the Green River Road eastbound entrance ramp bridge. 123 FY 2018/19 BUDGET Project Description EXPENDITURES THROUGH 3RD QUARTER Project Status Riverside Layover Facility (P653822) The project includes increased capacity and maintenance service improvements to Metrolink's West Layover Facility, north of the Riverside Downtown station. The improvements include expansion of the facility to accommodate three storage tracks with an overall storage capacity of three 6-train sets. The estimated project cost is $5.3 million. The project is funded by Federal Transit Administration Section 5307. 5,417,600 211,732 The cooperative agreement between the Commission and SCRRA was finalized. The construction contract was advertised on February 28, 2019, with a limited notice to proceed for procurement of long -lead items expected in June 2019. The three bids received were higher than anticipated and analyzed. The Commission is expected to award the construction contract at the June meeting. This list discusses the significant capital projects (i.e., total budgeted costs in excess of $5 million) and related status. Capital project expenditures are generally affected by lags in invoices submitted by contractors and consultants, as well as issues encountered during certain phases of the projects. The capital projects budgets tend to be based on aggressive project schedules. 124 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY BUD GETTO ACTUAL 3RD QUARTER FORNINEMONTHSENDED 3/31/2019 ATTACHMENT 2 FY 2018/ 19 3RD QUARTER REMAINING PERCENT BUDGET ACTUAL BALANCE UIILIZAIION Revenues Sblestax $ 311,203,600 $ 196,782,439 $ (114,421,161) 63% Federal reimbursements 59,105,700 30,630,059 (28,475,641) 52% State reimbursements 166,590,113 23,798,767 (142,791,346) 14% Local reimbursements 24,037,900 3,464,534 (20,573,366) 14% Transportation Uniform Mitigation Fee 25,922,200 15,911,936 (10,010,264) 61% Toll revenues 32,046,800 36,190,470 4,143,670 113% Toll violations and fee revenues 4,893,700 6,818,741 1,925,041 139% Other revenues 539,000 1,816,863 1,277,863 337% Investment income 3,408,000 10,021,273 6,613,273 294% Total revenues 627,747,013 325,435,082 (302,311,931) 52% Expenditures/Expenses Sala riesand benefits 10,354,700 7,115,010 3,239,690 69% Professional and support Professional services 20,240,300 7,461,108 12,779,192 37% Support costs 12,119,200 5,834,348 6,284,852 48% Total Professional and support costs 32,359,500 13,295,456 19,064,044 41% Projectsand operations Program operations -general 27,877,100 15,011,447 12,865,653 54% Engineering 36,537,600 5,857,452 30,680,148 16% Construction 134,989,300 30,797,607 104,191,693 23% Design Build 183,908,346 67,422,817 116,485,529 37% Right of way/land 92,332,400 7,662,625 84,669,775 8% Operating and capital disbursements 224,660,985 125,577,850 99,083,135 56% Special studies 1,892,000 1,006,293 885,707 53% Local streetsand roads 58,479,500 36,818,363 21,661,137 63% Regional arterials 30,547,000 10,274,204 20,272,796 34% Total projectsand operations 791,224,231 300,428,658 490,795,573 38% Debt service Principal 25,965,000 - 25,965,000 N/A Interest 50,710,600 42,705,598 8,005,002 84% Payment to escrow agent 20,000,000 - 20,000,000 N/A Total debt service 96,675,600 42,705,598 53,970,002 44% Capital outlay 10,806,517 5,859,078 4,947,439 54% Depreciation - 7,973,379 (7,973,379) N/A Gain (Loss) on sale of land 2.224.669 (2.224.6691 N/A Total Expenditures/Expenses 941,420,548 379,601,848 561,818,700 40% Excessrevenuesover (under) expenditures/expenses (313,673,535) (54,166,766) 592,498,848 17% Other financing sources/(uses) Transfer in 182,214,300 109,327,603 (72,886,697) 60% Transfer out (182,214,300) (109,327,603) 72,886,697 60% 1IF1A loan proceeds 106,081,000 14,946,136 (91,134,864) 14% Total financing sources/(uses) 106,081,000 14,946,136 91,134,864 14% Net change in fund balances (207,592,535) (39,220,630) 683,633,712 19% Fund balance July 1, 2018 789,451,200 498,270,206 (291,180,994) 63% Fund balance March 31, 2019 $ 581,858,665 $ 459,049,576 $ 392,452,718 79% 125 RVESDECOUNTYTRANSFOROATON COMMISEON QUAREiIY SUDGEPTO ACTUAL BY FUND 3R3 QUARTER FOR NINE MONTHS END® 3/ 31/2019 RVESDECOUNTY TRANSPORTATION COMMISEON QUARIEFLY SUDD EPTO ACTUAL BY FUND 3R3 QUARTER FOR NINE MONTHS END® 3/ 31/2019 GENE+ALROND SRLMLRE/ENUERINDS UNTEPRISE FUND CARTALFFIOJEC1SFUNU8 FSPl SAFE MEASIR_A S411$1AX 1RANSPORDION DEJEOFMENTACT WESER/COUNTY COACHEIA VANw PAID VEAE VAIIEY IOCALIRANSYIR019ON $011ETTANST TRANSPORTABON UNIFORv1 p RIND ASSSTANCE MITGATON FEE INMF) VALLEY RAIL HB)).) PROJECTS 53132 .LOPERATONs COMMECIALPAPEt 341!$TAX DEEIfSTNICE COMBINED TOTAL FONDS Revenues $slestax - $ - $ 94.4]]286 $ 20030.949 $ 621.014 $ Federal ....Men. (409,190) - 29,690,729 - - Sate reimbumments 1,313,793 1,373909 (30,318) - - Localre...ments (99,319) (110,157) 3,067,121 - - TrenmorlationUniormMMuationFe - - - - Toll revenues - - - - - Tollviolationsandfeerevenues - - - - Other revenues 11.645 - 1.791.676 - Invelmentincome 233.837 75.884 2.326.713 5T1.485 Total revenues 1.050.766 1.339.136 131.273209 26.6O7.934 621.O15 Expend Rure9Emenres $slariesand benefits 4.421.8. 79.395 1.931.084 860 ProfeNiona I and support Profesionalsarvices Sr000l costs Total ProfeNiona l and support cols Pmiectsand operations Program operations- aenerel Enaineenna Conlmction Delan Build Re bt of walla. Operating and capital did)ummen. .ecial ludies Local lreetsand roads Rea ionalartenals Total pro iectsand operations 62.396.882 $ 11.095.929 5 - $ 2.160369 $ - 5 - S - $ - $ - $ - $ 196.782.939 (91) - - - - - 1,398,811 30,830,059 21,101,881 - - - - 23,798787 307,830 - - 297,270 1,989 - - - 3,484,534 15.911.936 - - - - - - - 15,911,936 36.190.470 - - - 38,190,470 - - - - 6.818..1 - - - 8,818,741 - - 13.500 - - - 42 - - - 1,818,883 6..6. 992.470 1.058.401 26.469 35.513 5.217 1.113.207 982.468 1..3.766 264.168 10,021,273 63.096.566 12.088.399 17.291967 26.378 2.196.362 302.487 21.141.881 49124.449 982.468 1..3.766 1.662.]]9 325,435,082 156.305 4.390 - 22.104 158315 340.663 - - - 7,115,010 2.21).336 136.732 2.034243 5.892 - - 11230 61234 1.197.080 - - 1.099510 697.851 - - - 7A81,108 3.057.996 9].]39 414.951 - - - - 10.983 - - 169 45 2252.965 - - - 5,834,348 5.275.332 234.471 2.949.1. 5.892 - - 11230 ]221] 1.197.080 - 169 1.099555 2.950.316 - - - 13295.456 1.6)1.089 2215.623 5.222.133 - 1.406271 13.949296 - 5].103.892 - 7.320260 20.645.750 6.800.366 4.500.000 998.755 7.538 27.187..2 10274.204 9.023.557 60)214 89317.310 224.785 2.019.509 (41.]85) 3)225O 4.314.422 - 56.430 35.340 5.586. 7 2.451 2.183221 16.896.096 9.718.935 129.8851 15,011,047 5,85]p52 30,]97,607 8],622,81] 7,882,625 125,5]],850 1,006,293 6,818,363 10274,204 23.315.5. 2215.623 119.597.340 23.797.761 60]214 89317.310 4.314.422 2.568.7. 274.996 28.833..2 5586. 7 300928,858 Debt .rvice Interel - - - - - - - - - - - - 20.910.229 - - 21.795.369 42,705,598 Total debt rvice - - - - - - - - - - - 20.910.229 - - 21.795.369 42,705,598 Ca oital outlav 294.632 - 3.869..7 - - - - - - - - - 1.695.349 - - 5,859,078 Depreciation - - - - - - - - - - - - 7.973.379 - - 7,973,379 Gain(Loss1 on sale of land - - - - - - - - - - - - 2224.669 - - - 2224689 Total Expend iturel Exuensas 33.30).452 2.529.489 127.846.715 23.804.513 60]214 89317.310 4.325.652 2.797281 1201.470 - 297.269 30.091.462 41.680.652 - - 21.795.369 379.6O1.848 Excessrevenuesover(under) (32,256,666) (1,190353) 3,426,4. 2,803,421 13,601 (26220,744) 7,762,747 14,494,186 (1,175,092) 2,196,382 5,218 (8,949,581) 2943,797 982,468 1,629,766 (20,132,590) (54,166,766) exoaneiturevexpen.a Other (inane ina sourcellu Nal Transfer in 26.038.824 3.600.000 21.327.508 - - 1.170.000 - 38.099 350.000 - - - - - 2.181.818 54.621.354 109,327,603 Transfer out 11.891.6O01 (3.738.7001 168.635.548) 1372.0001 (232O0) (20170.9241 (446.500) 11.242.5451 163.5001 - - (687.6001 (1.569.6591 - (6.305.3981 13.580.4.1 (109,327,603) Debt proceeds - - - - - - - - - - - - - - - - 11RAloan proceeds - - 14.946.135 - - - - - - - - - - - - - 14,948,138 Total (inane ina saurcellawsl 24.147224 1138.7001 132.361.904) 1372.0001 (232O0) (19.6O0.9241 (446.500) 11.204.446) 286.500 - - (687.600) (1.569.6591 - (4.123.5801 51.040.925 14,968,138 Net chance in fund balances 18.109.462) (1.329.0531 128.935.410) 2.431.921 (9.399) (45.821.6681 7.316247 13.289.740 18805921 2.196382 5.218 19.637.181) 874.138 982.468 (2.493.8141 30.908.335 (39220,830) Rnd balance July 1.2018 26.040.4. 9238.957 276.997.302 52.068.076 557 110.435.854 91.842.733 78.909.987 3266.323 3.142 (268.754) (2]].]67.3341 21.5]6.316 95.343.644 11.082.909 498270,206 Rnd balance March 31.2019 $ 17 931 032 $ 7909904 $ 248061,892 $ 54 499 497 $ (8342) $ 64 614 186 $ 99 158 980 $ 91 699 727 $ 237,31 $ 2196382 $ 8360 $ 19 905 935) $ (2]6,8931961 9 22 558 784 $ 92,849830 $ 41991244 $ 459,049,5)6 AGENDA ITEM 9D RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Jose Mendoza, Senior Procurement Analyst Matt Wallace, Procurement Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Recurring Contracts for Fiscal Year 2019/20 STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the single -year recurring contracts in an amount not to exceed $16,982,780 for Fiscal Year 2019/20; 2) Approve the recurring contracts for specialized services in an amount not to exceed $3,439,000 in FY 2019/20 and $7,262,100 in FYs 2020/21— 2021/22; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission. BACKGROUND INFORMATION: As in previous years, the Commission annually evaluates existing contracts for professional services due to expire within the next fiscal year. These contracts may be placed on the calendar for a new procurement solicitation, allowed to expire since these contracts are no longer required, or included in the annual recurring contracts list that is subject to Commission approval. Most contracts for professional services are subject to a competitive process. This year's list of recurring contracts includes consultants that are providing unique or specialized services and working closely with staff on long-term projects. Staff desires to retain certain consultants on the recurring contracts list due to the consultant's historical knowledge, unique experience, and understanding of the Commission and specific Commission projects. Under limited circumstances, staff believes it is more efficient and cost effective to retain the consultants on the recurring contracts list rather than rebidding the services at this time. Approval of the recurring contracts list will allow the Commission to continue work on existing projects without interruptions and maintain consistency. Below are the lists of proposed recurring contracts for FY 2019/20 and for specialized services through FY 2021/22, followed by a summary for each consultant supporting inclusion as a recurring contract. Following Commission approval, staff will develop appropriate agreements or amendments to agreements for these services. Accordingly, staff recommends Commission Agenda Item 9D 127 authorization for the Chair or Executive Director to execute the agreements on behalf of the Commission. Recurring Contracts for FY 2019/20 These are single -year contracts with consultants. Staff recommends Commission approval of these agreements with these consultants for the aggregate amount of $16,982,780. Schedule of Recurring Contracts for FY 2019/20 Consultant Agreement Number Description of Services Budget FY 2018/19 Budget FY 2019/20 Dollar Change AMMA Transit Planning (AMMA) 08-26-115-13 Administration and support of Measure A Specialized Transit Program and federal programs $ 170,000 $ 160,000 $ (10,000) Bechtel Infrastructure (Bechtel) 19-31-071-00 Capital project program management services 5,058,000 6,400,000 1,342,000 Best, Best &Krieger LLP (BB&K) 19-19-075-00 General legal services 3,412,700 2,940,800 (471,900) BLX Group LLC (BLX) 11-19-104-05 Arbitrage rebate compliance and debt reporting services 15,000 15,000 Caltrans 17-31-021-02 91 Express Lanes roadway maintenance contract 233,720 240,730 7,010 Epic Land Solutions, Inc. (Epic) 19-31-072-00 Support services for property management of Commission- owned properties and related contracts 538,000 600,000 62,000 Fieldman Rolapp & Associates (Fieldman) 04-19-029-14 Financial advisory services 300,000 325,000 25,000 Iteris 09-45-067-05 1E511 traffic data and interactive voice recognition (IVR) operations and maintenance 254,420 265,550 11,130 Macias Gini & O'Connell, LLP (MGO) 15-19-043-05 Commission audit services 231,420 241,700 10,280 Media Beef 14-41-156-04 Technical services, system programming, network support and maintenance 157,000 120,000 (37,000) Norton Rose Fulbright US LLP (Fulbright) 09-19-072-14 Disclosure counsel services 5,000 5,000 - Orange County Transportation Authority (OCTA) 16-31-025-04 Shared costs for the 91 Express Lanes under the RCTC-OCTA Facility Agreement (ROFA) 5,988,750 5,499,000 (489,750) Orrick, Herrick & Sutclifffe LLP (Orrick) 05-19-510-16 Bond counsel services 10,000 30,000 20,000 Stantec Consulting Services, Inc. (Stantec) 15-31-048-07 Traffic and revenue consulting services for the I-15 Express Lanes Project (1-15 ELP) 100,000 100,000 U.S. Bank National Association (US Bank) N/A Trustee services for the sales tax revenue bonds pursuant to master indenture agreement 40,000 40,000 Total $ 16,514,010 $ 16,982,780 $ 468,770 Agenda Item 9D 128 AMMA Transit Planning In February 2007, the Commission selected AMMA under a competitive procurement process to provide consulting services for the development and implementation of the Coordinated Public Transit -Human Services Transportation Plan, as well as the required annual updates. AMMA also guides staff regarding the grant application process for the Federal Transit Administration Section 5310 Enhanced Mobility of Seniors and Individuals with Disabilities Program, the Commission's Title VI program, and the Citizens Advisory Committee process. Additionally, AM MA advises staff on the management of operator reporting for the current specialized transit call for projects, assists in the development of the application and eligibility guidelines for future specialized transit call for projects, and aides in the management of transit needs and community input meetings. Bechtel Infrastructure Corporation Bechtel provides program management and construction management activities of highway and rail projects for the 2009 Measure A program, as well as the wrap up of the 1989 Measure A program. Bechtel supports the Commission's capital projects, including the Interstate 15 Express Lanes, I-215/Placentia Avenue interchange, I-15/Railroad Canyon Road interchange, State Route 60 truck lanes, Pachappa Underpass, Santa Ana River Trail, and Riverside -Downtown station layover and platform expansion. Bechtel possesses the knowledge and background history of the Commission's capital projects program, which is necessary to effectively deliver the Commission's Measure A projects. The flexibility of obtaining additional support from Bechtel as needed for specific project requirements is also important and avoids the need to increase Commission staff. The Bechtel contract for FY 2019/20 reflects an increase from last year that is related to the increase in the projects in development and construction and increasing needs for ongoing capital assets' operations and maintenance. Best Best & Krieger LLP BB&K provides a high level of general legal services to the Commission for highway, regional arterial, and rail capital project activities, especially right of way; various Commission programs; procurements and contract development; and management services. The FY 2019/20 BB&K contract reflects a 14 percent decrease in legal costs compared to the FY 2018/19 contract, primarily related to the completion of the 91 Project. The Commission engages other legal firms for specific matters involving specialized legal services and potential conflicts of interest. BLX Group LLC In 2007, the Commission engaged BLX Group LLC (BLX) under a sole source procurement to perform arbitrage rebate compliance services for sales tax revenue debt issued under the 1989 Measure A and 2009 Measure A. These services are required by the Internal Revenue Service and the tax certificates executed for each debt issue, including the Commission's commercial paper notes, sales tax revenue bonds, and toll revenue bonds. Per Commission Agenda Item 9D 129 direction, BLX performs the required calculations more frequently than the minimum reporting requirements during the life of each debt issue to ensure Commission compliance with the complex regulations. Accordingly, BLX maintains historical information and calculations considered in subsequent arbitrage rebate calculations. Additionally, BLX prepares and files, on the Commission's behalf, the Annual Debt Transparency Reports (ADTRs) required by California SB 1029 for new debt issuances effective January 1, 2017. BLX performs the ADTR service at no additional cost when arbitrage rebate calculations are prepared or a $500 per ADTR fee when rebate calculations have ceased. Given the complex arbitrage regulations and limited Commission staff available to prepare the SB 1029 filings, staff determined it would be more efficient and cost effective to continue the BLX services. Furthermore, BLX is affiliated with Orrick —resulting in additional efficiencies related to immediate access to bond documents and key staff. Caltrans In October 2016, the Commission awarded an agreement to Caltrans to provide routine and emergency maintenance for the 91 Express Lanes for a 50-year term. The agreement requires agreement of the annual work plan and associated budget. Caltrans' familiarity with the 91 Corridor, 91 Project, and state standards for highway maintenance ensures that the Commission will be in compliance with the 91 Express Lanes Toll Facility Agreement between Caltrans and the Commission executed in May 2012. In addition, Caltrans has the staff, equipment, and experience to provide the wide range of maintenance and emergency response services required to ensure the 91 Express Lanes are properly maintained and that emergency incidents are resolved in an expedient manner. Caltrans routine maintenance services include channelizer replacement, pavement repair, and sweeping and debris removal. Caltrans has provided excellent service and response times to emergency incidents. The scope of services also includes coordination with California Highway Patrol Maintenance Zone Enhancement Enforcement Program. Staff and Caltrans established a work plan for FY 2019/20 that reflects a 3 percent increase in costs. Epic Land Solutions, Inc. Due to its accumulated knowledge and development of various property management projects, resources, and databases associated with the multitude of Commission -owned properties, including but not limited to those along the San Jacinto Branch Line (SJBL), staff determined that Epic can most efficiently and cost effectively provide property management services. The scope of services for FY 2019/20 includes: • Upgrading the remaining utility licenses to current Commission terms in order to minimize liability risks; • Renewing expiring private use agreements; • Coordinating and assisting with activities related to the issuance of new licenses, amendments to existing licenses or facility upgrades; Agenda Item 9D 130 " Following up on delinquent rent payments and tracking insurance certifications, as requested by Commission staff; " Determining all easement locations and requesting abandonment of unused easements; " Maintaining and updating a database and correlated mapping of the Commission's property and contract information; and " Ensuring possession of title policies for all Commission owned property and compliance with federal excess land requirements. Epic will also proactively perform regular site visits to all properties to identify and resolve maintenance and repair issues such as weed abatement and removal of debris and illegal occupants, work with jurisdictions on trespassing notification letters and coordination of trespassing sign installations, and identify encroachments such as illegal parking or the installation of facilities without a license. Epic's FY 2019/20 agreement reflects an 11 percent increase related to the migration to a new right of way database and a full encroachment survey. Fieldman, Rolapp & Associates, Inc. Following a competitive procurement process, the Commission selected Fieldman as financial advisor in late 2003. Fieldman has provided financial advisory services on general finance matters and specific financing transactions related to the 2009 Measure A program and the toll program playing a significant role in the 91 Project and 1-15 ELP financing activities in 2013 and 2017, respectively. Fieldman provides additional support for the 91 Project and 1-15 ELP related to the annual update of the financial models and financial plans required by the Transportation Infrastructure Finance and Innovation Act (TIFIA) loan agreements, implementation and technical matters related to the financings, and other special projects. As a result of Fieldman's knowledge and understanding of the Commission, its previous financings, and the TIFIA loan process, staff determined it would be more efficient and cost effective for continuity purposes to retain Fieldman during FY 2019/20 for financial advisory services. Staff expects a slight increase in FY 2019/20 costs related to innovative financing efforts subject to Commission approval in July. Iteris The Commission awarded Iteris a sole source agreement for operations and maintenance services of the 1E511 system as part of the original 1E511 implementation plan approved by the Commission in May 2009. 1E511 is the traveler information system administered since 2010 for Riverside and San Bernardino Counties by the Commission on a 50/50 cost sharing agreement with the San Bernardino County Transportation Authority (SBCTA). 1E511 is accessible across multiple platforms IVR telephone system, IE511.org website, and mobile application. Iteris aggregates and maintains various data feeds to provide motorists with access to real-time freeway travel information and incident information on Southern California highways via the various platforms. The Los Angeles County Metropolitan Transportation Authority (Metro) procured a 511 solution with regional potential. Under a separate item at this meeting, staff is recommending the Commission transition to Metro's 511 regional system in FY 2019/20. Assuming Commission approval at this meeting and implementation in FY 2019/20, Agenda Item 9D 131 the Commission needs to retain Iteris to continue its services related to the 1E511 system on a month -to -month basis for no longer than 12 months. The FY 2019/20 budget for Iteris reflects a 4 percent increase over the prior year cost for a full fiscal year; SBCTA reimburses the Commission for a portion of the cost under the cost -sharing agreement for 1E511. Macias Gini & O'Connell, LLP The Commission selected MGO as the Commission's auditors in 2015, following a competitive procurement process to provide audit and related services primarily related to the Commission's basic financial statements, specific fund financial statements, and expenditures of federal awards. The Commission amended the scope for additional audits required by new funding programs (Low Carbon Transit Operation Program and State of Good Repair Program); new reporting requirements related to the National Transit Database for the vanpool program; and implementation of GASB 68 and GASB 75 regarding accounting and financial reporting for pensions and for other postemployment benefits, respectively. Staff desires to extend the amended scope of work in connection with exercising the final option year of the agreement related to the FY 2018/19 audit. The MGO audit services budgeted in FY 2019/20 reflect a 4 percent increase over the prior year. Media Beef In July 2014, the Commission approved an agreement with Media Beef to provide programming and website administration services supporting the IE Commuter and 1E511 systems. Media Beef has provided the technical services involved with the development, maintenance, operations, and deployment of new system enhancements for both software platforms and most recently the vanpool module to support the Commission's new vanpool program. Similar to the change in the 1E511 program noted in the Iteris discussion above, staff is recommending, in a separate item at this meeting, the Commission transition the IE Commuter and vanpool platform to a regional platform. This will result in an enhanced feature set for users and a reduced cost structure for the Commission. Assuming Commission approval at this meeting and implementation in FY 2019/20, the Commission needs to retain Media Beef to continue its services on a month -to -month basis for no longer than 12 months. The FY 2019/20 budget for Media Beef reflects a $37,000 decrease over the prior year cost for a full fiscal year related to the elimination of system enhancements; SBCTA reimburses the Commission for a portion of the cost under a cost -sharing agreement for the administration of the 1E511 and ridesharing programs. Norton Rose Fulbright US LLP In July 2009, the Commission awarded a professional services agreement to Fulbright for disclosure counsel services through a competitive procurement in connection with the Commission's 2009 sales tax revenue bond issuance. The Commission amended the agreement for subsequent debt transactions, including the toll revenue bond financings for the 91 Project and 1-15 ELP. Staff determined it would be more efficient and cost effective to continue to retain Agenda Item 9D 132 Fulbright in connection with potential continuing disclosure matters. Staff expects no cost increase in FY 2019/20. Orange County Transportation Authority In support of the 91 Express Lanes, the Commission and OCTA (the agencies) entered into the ROFA in November 2015 to facilitate the reimbursement of shared costs during the life of the agencies' cooperative agreement executed in December 2011. The ROFA allows the Commission to reimburse OCTA for shared costs it incurs on behalf of the joint operation of the 91 Express Lanes and for OCTA to reimburse the Commission for costs it incurs on behalf of the joint operation. OCTA and the Commission meet each year to determine the amounts for each shared cost element. Included in the shared costs are the purchase of transponders, reimbursable costs administered by the toll contractor, joint equipment maintenance contracts, telephone costs, and 91 Express Lanes operations facilities costs. In FY 2019/20, the Commission will continue to reimburse OCTA and to pay third -party vendors for costs incurred on behalf of the 91 Express Lanes for which OCTA will reimburse the Commission. The Commission and OCTA are each responsible for 50 percent of such costs; a reduction in costs is projected in FY 2019/20 primarily related to implementation of the new 6c transponder technology. Orrick, Herrington & Sutcliffe LLP Following a competitive procurement process in 2004, the Commission selected Orrick as bond counsel to provide bond counsel services in connection with sales tax financings related to the 2009 Measure A program. The Commission amended the agreement for subsequent debt transactions, including the toll revenue bond financings for the 91 Project and 1-15 ELP. Orrick has a high level understanding of the Commission's 2009 Measure A program and related sales tax financings as well as the complex toll -supported debt agreements. It also has significant experience with other transportation agencies, especially self-help counties and TIFIA loan borrowers. Staff determined it would be more efficient and cost effective to continue to retain Orrick in connection with potential debt agreement matters and potential innovative financing efforts discussion above under Fieldman. Staff anticipates increased costs in FY 2019/20 related to the innovative financing efforts. Stantec Consulting Services, Inc. In April 2015, the Commission selected Stantec under a competitive procurement process to provide consulting services for the development of the investment grade traffic and revenue study to secure financing for the 1-15 ELP. Subsequent contract amendments authorized field work and analysis required to create the traffic and revenue model. Stantec's continued support of the 1-15 ELP is needed for data collection, existing conditions analysis, model calibrations, microsimulation, finalization of the traffic and revenue forecast, and sensitivity and risk analysis. Due to Stantec's accumulated project knowledge and successful completion of prior deliverables, staff determined that Stantec can most efficiently and cost effectively provide these services for the 1-15 ELP; staff anticipates no change in costs. Agenda Item 9D 133 U.S. Bank National Association US Bank served as trustee for the sales tax financings since the inception of the 1989 Measure A program; the current US Bank represents mergers, acquisitions, and name changes dating back to the 1990s. As trustee and in accordance with the debt agreements, US Bank intercepts the Measure A sales tax receipts from the California Department of Tax and Fee Administration in order to withhold amounts required for debt service prior to releasing remaining funds to the Commission. In February 2005 following a competitive procurement, the Commission approved agreements with US Bank to serve as the trustee and the issuing and paying agent for the commercial paper program related to interim financing for the 2009 Measure A program. When the Commission commenced 2009 Measure A program long-term debt financings, the Commission continued to use US Bank as trustee for the 2009 Measure A sales tax debt program. The master and supplemental indentures for the commercial paper program and the sales tax bonds are agreements between the Commission and US Bank through the life of the debt; any removal or resignation of the trustee requires adhering to specific procedures described in the master indenture. US Bank provides the Commission a high level of responsive service and timely and accurate trustee statements; accordingly, staff desires the continuation of US Bank as trustee for these programs. Staff expects no change in costs in FY 2019/20. Specialized Services on Long -Term Projects for Three -Year Contracts These are contracts with consultants providing specialized services on long-term projects at a fixed rate. The contracts do not need to be negotiated annually as service level and pricing are not expected to change during the period of performance. Staff recommends Commission approval of multi -year agreements with these consultants for the aggregate amount of $10, 680,100. Schedule of Recurring Contracts for Specialized Services for FY 2019/20 — FY 2021/22 Consultant Agreement Number Description of Services Budget FY 2018/19 Budget FY 2019/20 3-Year Contract Celtis Ventures, Inc. (Celtis) 19 15 076 00 Website maintenance and digital support services $ 140,000 $ 150,000 $ 450,000 ECS Imaging, Inc. 19-12-008-01 Electronic records management 44,800 15,000 50,000 Exigent Systems Inc. (Exigent) 19-31-073-00 Information technology (IT) support services 520,000 825,000 2,750,000 Monsido, Inc. (Monsido) 19-15-097-00 Website compliance tool 7,000 21,000 WSP USA, Inc. (WSP) 15-41-038-05 Commuter assistance program administration services and outreach for Western Riverside and San Bernardino County 2,314,890 2,442,000 7,430,100 Total $ 3,019,690 $ 3,439,000 $ 10,701,100 Agenda Item 9D 134 Celtis Ventures, Inc. In March 2017 following a competitive procurement process, the Commission selected Celtis to provide consulting services related to visual identity, website design and website maintenance services. The Celtis team helped to create the Commission's new brand, remodeled the website, and revamped the overall digital presence. These enhancements have made the Commission more recognizable to the public. Because of Celtis' knowledge of the Commission's website and successful digital strategy, staff determined that Celtis is uniquely suited to provide ongoing support for the project website and social media efficiently and cost effectively. Celtis will assist with website hosting, search engine optimization, content updates, and troubleshooting/ maintenance. Celtis staff will be on call to assist with potential data breaches, evidence of malware or other emergency services. In addition, Celtis will provide ongoing support for the Commission's social media presence by developing and scheduling content and assisting with quarterly metrics reports. The FY 2019/20 cost is $10,000 above the FY 2018/19 cost; however, the annual cost over the three-year period will not increase over the FY 2019/20 amount. ECS Imaging, Inc. In 2018 the Commission executed an agreement with ECS Imaging, Inc. under the Executive Director's single signature authority to provide records management, storage and retention. The Commission previously used Infoworks software for this service; however, the software was phased out and reached end -of -life as of December 31, 2018. Accordingly, the Commission migrated its records to Laserfiche software purchased through ECS Imaging, Inc. Laserfiche software provides the Commission the opportunity to not only electronically store records but also to manage the records in a secure format, laying the foundation to move toward a paperless environment. Ultimately, Laserfiche software will save the Commission physical document storage costs. The decrease in annual costs is related to the migration of documents from the prior system to Laserfiche in FY 2018/19 and annual license maintenance costs thereafter. Exigent Systems Inc. The Commission engaged Exigent in FY 2016/17 to provide IT support services, including technology needs related to the RCTC 91 Express Lanes opening. Agreements with Exigent have been executed under the Executive Director's single signature authority and the FY 2018/19 recurring contracts process. Exigent provides overall end -user help desk support, desktop hardware replacement, Commission partner IT integration management and support, after-hours on -call services, storage infrastructure replacement, security, auditing and planning. In FY 2018/19, the Commission increased Exigent's services to undertake projects such as the Eden financial software migration to a new platform known as Munis and securing operation needs for new office space. Over the next three years, staff determined it to be more efficient and cost effective to continue Exigent's services for overall IT support, these current multi -year projects, and future projects related to security, workstations, and opening of the 15 Express Lanes Regional Operations Center. While a portion of the IT expenditures under the Exigent Agenda Item 9D 135 agreement are indirect costs funded through the administrative cost allocation plan, other costs that directly benefit specific projects and programs are funded by those projects and programs. Monsido Inc. With the rapid evolution of technology, persons with disabilities are able to navigate the internet with the assistance of speech -recognition software or screen readers that can convert information provided on a website into speech. In October 2017, Governor Brown signed Assembly Bill 434, requiring websites of state agencies and entities, as defined under California Government Code Section 11546.1(e), to be digitally accessible by July 1, 2019. Based on research of firms providing such services, staff determined that Monsido is the most qualified and cost effective firm to assist with website compliance. Monsido provides a web tool to scan the rctc.org website on a weekly basis to identify website areas that may not meet website compliance standards. Additional services include: • Weekly reports through a user-friendly dashboard; • Guidance to repair the compliance issues; and • Identification of broken links, misspellings, search engine optimization issues, missing scripts, content policies, and more. Entering into a three-year agreement with Monsido will ensure that the Commission is prepared to comply with this new state mandate immediately and maintain a consistent compliance platform during the implementation period. WSP USA, Inc. The Commission operates a Commuter Assistance Program (CAP) in Western Riverside County as a congestion reduction component identified in Measure A. In May 2015, following a competitive bid, the Commission awarded an agreement to WSP for CAP administration and marketing. The program consists of a suite of commuter incentives, employer programs, and outreach all designed to reduce the number of drive alone vehicle miles related to work commutes and to help improve regional mobility and air quality. In 2018, the contract was amended to include the implementation and ongoing operation of the Commission's VanClub program that currently operates at 70+ vans and will eventually net the Commission incremental revenue in excess of vanpool program costs. Continuation of WSP's services for the CAP and the Commission's vanpool program over the three-year period maintains an effective and efficient operation of a transportation demand management strategy. The FY 2019/20 budget reflects a 5.5 percent increase over FY 2018/19 for a potential special project; subsequent year increases are modest at approximately 2 percent. Approximately half the cost of the WSP contract is reimbursed by SBCTA, as WSP services support a rideshare program in San Bernardino County. In May, SBCTA's Transit Committee approved the continuation of the Commission's administration of SBCTA's rideshare program for a three-year Agenda Item 9D 136 term; staff anticipates final approval of this agreement between the Commission and SBCTA at SBCTA's June meeting. Financial Information In Fiscal Year Budget: Yes Year: FY 2019/20 Amount: $20,421,780 N/A FY 2020/21+ $7,262,100 Measure A, Transportation Development Act, Transportation No Source of Funds: Uniform Mitigation Fees, toll revenues, Budget Adjustment: N/A other reimbursements, and interest GL/Project Accounting No.: Various Fiscal Procedures Approved: \lie/Liite:eatibur Date: 05/17/2019 Agenda Item 9D 137 AGENDA ITEM 9E RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Jillian Guizado, Legislative Affairs Manager THROUGH: Anne Mayer, Executive Director SUBJECT: State and Federal Legislative Update STAFF RECOMMENDATION: This item is for the Commission to: 1) Adopt the following bill positions: a) SB 742 (Allen) — Support; b) AB 1149 (Fong) — Support; and 2) Receive and file an update on state and federal legislation. BACKGROUND INFORMATION: State Update South Dakota v. Wayfair and AB 147 Pursuant to the Supreme Court's June 2018 ruling in South Dakota v. Wayfair (Wayfair), and in compliance with the State's existing long -arm statute, the California Department of Tax and Fee Administration (CDTFA) issued direction to out-of-state retailers to collect and remit use tax to CDTFA. On April 25, 2019, Governor Newsom signed into law AB 147, authored by Assembly Member Autumn Burke, Chair of the Assembly Revenue and Taxation Committee. AB 147 requires retailers located outside of California to register with CDTFA and collect and remit use tax for total sales exceeding $500,000 per year, as well as to collect and remit all district use taxes. The approval of AB 147 is critically important to the continued success of the Commission's Measure A program, particularly in light of the rapid growth of e-commerce. The implementation of Wayfair and AB 147 will result in district taxes being collected on items purchased online, by phone, or mail, and delivered to an address in Riverside County. Staff currently does not have an estimate of the additional revenues the Commission can expect to receive from this change; any available information on the additional revenues will be included in the quarterly sales tax report. S8 498 (Hurtado) California voters approved Proposition 1B (Prop 1B), the Highway Safety, Traffic Reduction, and Port Security Bond Act of 2006, in November 2006. Prop 1B authorized the issuance of nearly Agenda Item 9E 138 $20 billion in general obligation bonds for various purposes. One such purpose was for infrastructure improvements along federally designated Trade Corridors of National Significance or along other corridors that have a high volume of freight movement, funded through the Prop 1B-created Trade Corridors Improvement Fund (TCIF). Southern California fared well in the TCIF program, as the Legislature designated corridors and equitable funding levels for each corridor; the Los Angeles/Inland Empire Corridor received a minimum of $1.5 billion. The California Transportation Commission (CTC) is responsible for administering the TCIF Program and adopted guidelines for doing so. Existing CTC TCIF guidelines indicate savings on approved TCIF projects may be reprogrammed to new projects until June 30, 2020. This is important to Riverside County as the County of Riverside has approximately $4.65 million in TCIF project savings it intends to reprogram to the Avenue 66/Union Pacific Grade Separation Bypass project in August 2019. SB 498, authored by Senator Melissa Hurtado from the southern Central Valley, proposes to utilize TCIF project savings that have not been allocated as of January 1, 2020, to create a new competitive grant program to fund short -line railroad projects such as railroad reconstruction, maintenance, upgrade, or replacement. According to the 2018 California State Rail Plan: "With the exception of Pacific Harbor Line, which handles container traffic at the San Pedro Bay ports, the State's short lines focus on carload traffic. By providing 'last mile' service to many smaller shippers in the state's rural communities, they ensure continued access to rail service and facilitate economic development. Tourist passenger service is also part of the business mix for several short lines; for a few, such as the Napa Valley Railroad and the Fillmore and Western, it is their primary business." As shown in Figure 1, the Central Valley has the highest concentration of short -line railroads in the state. It is estimated that $27 million in TCIF savings currently originate from the Los Angeles/Inland Empire Corridor. Staff believes TCIF savings should remain in Southern California. SB 498 would divert funds originally designated for the Los Angeles/Inland Empire Corridor away from the corridor and the entire region. At the time staff was preparing this agenda item with a recommendation to oppose SB 498, a budget proposal surfaced that compliments SB 498 by dedicating $7.2 million in TCIF savings (derived from the Los Angeles/Inland Empire Corridor) to the short -line railroad grant program SB 498 would create. As such and consistent with principles in the Commission's adopted 2019 State and Federal Legislative Platform, staff took an oppose position on SB 498 on May 30. Staff is prepared to provide an update on the status of SB 498 and the associated budget proposal if requested. SB 742 (Allen) — Staff Recommended Position: Support In California, there are currently three intercity rail lines that operate; the intercity rail line operating in Southern California is the Pacific Surfliner, which runs from San Luis Obispo to Agenda Item 9E 139 San Diego. Amtrak runs intercity rail service. Operating in conjunction with intercity rail lines are rail feeder bus service, designed to connect passengers to intercity rail lines. Existing state law restricts state funding provided to Amtrak for operating intercity rail lines and connecting rail feeder bus service by requiring that rail feeder bus users only use the service to connect to or from an intercity rail line. This 20-year old restriction was placed into law as a result of lobbying from a for -profit bus company. SB 742, authored by Senator Ben Allen from Los Angeles County, would authorize existing state funds for Amtrak to be used on intercity passenger bus transportation, regardless of whether the passenger is connecting to or from intercity rail service. In more direct terms, individuals wanting to ride a rail feeder bus however they do not wish to actually ride the train the bus that ultimately connects would now be able to do so. SB 742 has the ability to increase transit ridership by making existing mobility options available to all users, regardless of their purchase of an intercity rail trip. Doing so would be a more efficient use of financial and transit resources. AB 1149 (Fong) — Staff Recommended Position: Support Under current state law, the California Environmental Quality Act (CEQA) requires the lead agency on a project to complete an environmental impact report if it may have an effect on the environment or to adopt a negative declaration if the project will not have an effect on the environment. A mitigated negative declaration may be prepared if the project will mitigate or avoid the known effect on the environment. A petitioner may take action against the lead agency if it alleges CEQA was violated. If action is taken, the lead agency is required to prepare and certify the record of proceedings and requires the plaintiff or petitioner to pay reasonable costs associated with such preparation. Alternatively, CEQA allows the plaintiff or petitioner to elect to prepare the record of proceedings, which then must be certified for accuracy by the lead agency. At least two issues commonly arise as a result of the way CEQA is currently written. First, a current common practice of CEQA petitioners is to elect to prepare the record of proceedings, which they do by filing a California Public Records Act (CPRA) request to obtain the record documents from the lead agency. Doing so effectively results in the lead agency preparing the record of proceedings without the petitioner having to pay (minimal costs are incurred by the petitioner to obtain documents through CPRA). Second, when a petitioner elects to prepare the record of proceedings, the lead agency has less control over when the record of proceedings will be completed. The petitioner lacks incentive to prepare the record since holding it up it delays the project. AB 1149, authored by Assembly Member Vince Fong from Kern County, would eliminate the ability of petitioners to opt to prepare the record of proceedings and would place that responsibility solely on the lead agency. Staff is recommending a support position on AB 1149 pursuant to several principles included in the Commission's adopted 2019 State and Federal Legislative Platform to modernize CEQA and reduce project delivery timelines while maintaining important environmental protections. Agenda Item 9E 140 Figure 1— Map of California's short -line freight railroads (source: 2018 California State Rail Plan) NWP SEPA CORP a Redding Redd oaRn Truckee* • •O \UM SERA SAV NVISR acrameryla Stik AMP ICO' �kP)kk iC�` -ru n �jn Francisco S ," n al). �N1 CTrI—+ r 0 25 50 Federal Update SC.l.1 Fl oSeiihas 100 Miles Fresno 51VR SIVx 4�lilYSflMd i • —,Sarmi. Bari:we RVRY VCRR „ Lae Angeles QLA1 harp w Diego • gDIV Glass I and Public Agency Owned Rail Lines Short Llnas 'odal Staff continues to engage in every opportunity given to provide input on policy and funding recommendations for Congress to consider as each chamber crafts the next federal transportation reauthorization bill. To date, staff submitted suggestions to Senator Dianne Feinstein, the House Transportation and Infrastructure Committee, the Senate Environment and Public Works Committee, and the American Road and Transportation Builders Association. Agenda Item 9E 141 Additionally, agencies and organizations the Commission is part of, such as the Southern California Association of Governments and Mobility 21, are engaging with a regional voice. President Trump and Congressional leaders have begun preliminary talks about a potentially $2 trillion infrastructure bill. However, no details on such a bill have been developed and there are no plans to move legislation in the near term. Commission staff will continue to monitor these discussions in the event that momentum builds. Attachments: Legislative Matrix - June 2019 Agenda Item 9E 142 RIVERSIDE COUNTY TRANSPORTATION COMMISSION - POSITIONS ON STATE AND FEDERAL LEGISLATION —JUNE 2019 Legislation/ Author Description Bill Status Position Date of Board Adoption AB 252 (Daly, Frazier) Removes the sunset date from the NEPA Reciprocity program. Passed Assembly floor; referred to Senate Transportation Committee. (May 29, 2019) SUPPORT 3/13/19 AB 1402 (Petrie -Norris) Makes substantive changes to the Active Transportation Program administered by the State, allocating 75% of funds to be distributed by large MPOs. Referred to Committee on Transportation. (March 27, 2019) SUPPORT 4/1/19 SB 152 (Beall) Makes substantive changes to the Active Transportation Program administered by the State, allocating 75% of funds to be distributed by large MPOs. Held in Senate Appropriations Committee under submission. (May 16, 2019) SUPPORT 4/1/19 AB 626 (Quirk -Silva) Seeks to dictate that professionals who provide professional services on one phase of a project be deemed not to have a conflict of interest in subsequent project phases, disregarding the Commission's adopted Procurement PolicY• Passed Assembly Appropriations Committee; awaiting hearing on Assembly floor. (May 30, 2019) OPPOSE UNLESS AMENDED 4/10/19 AB 456 (Chiu, Bonta, Low) Removes the January 1, 2020 sunset provision on claims resolution processes. Passed Assembly floor; referred to Senate Judiciary Committee. (May 8, 2019) OPPOSE 5/8/19 SB 498 (Hurtado) Takes funds dedicated in the Trade Corridors Improvement Fund and repurposes them for a new short -line railroad project grant program. Passed Senate floor. (May 28, 2019) OPPOSE Staff action based on platform 5/30/19 143 AGENDA ITEM 9F RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: David Thomas, Toll Project Manager THROUGH: Anne Mayer, Executive Director SUBJECT: 2019 State Route 91 Implementation Plan STAFF RECOMMENDATION: This item is for the Commission to approve the 2019 State Route 91 Implementation Plan. BACKGROUND INFORMATION: In 2002, AB 1010 authored by former Assemblyman Lou Correa allowed the Orange County Transportation Authority (OCTA) to purchase the 91 Express Lanes franchise from the California Private Transportation Company. OCTA completed the purchase agreement in January 2003, at a cost of $207.5 million. AB 1010 also eliminated the existing non -compete clause in the franchise agreement that prohibited any capacity -enhancing improvements from being made to SR-91 until the year 2030. The purchase of the 91 Express Lanes and the elimination of the non -compete clause allowed much needed improvements to be planned and implemented within the SR-91 corridor. Caltrans Districts 8 and 12, the Commission, and OCTA have been coordinating these improvements. In 2008, SB 1316's passage authorized an extension of OCTA's tolling authority to 2065 and for the Commission to impose tolls and fees for 50 years on transportation facilities and to use toll revenues to construct, operate, and maintain toll facilities on SR-91 in Riverside County. SB 1316 also required the creation of the State Route 91 Advisory Committee with specific responsibilities composed of board members from the Commission and OCTA. SB 1316 also required the continuation of annual updates of an implementation plan of SR-91 improvements for the Legislature initially required under AB 1010. Consistent with the legislation, OCTA and the Commission in consultation with Caltrans completed the 2019 State Route 91 Implementation Plan (attached). The plan details proposed projects and completion schedules for transportation improvements to Metrolink, express bus, express lanes, freeways and interchanges, new east -west highway corridors, and high-speed rail. SB 1316 grants the Commission the authority to expend tolls and fees on capital costs, operations and maintenance, repair and rehabilitation, debt financing costs, and administration. Any tolls and fees generated in excess of the expenditure needs previously listed may be spent on Agenda Item 9F 144 transportation needs within the State Route 91 corridor from the Orange County line to Interstate 15. These transportation needs including transit capital, transit operations, and State Highway capital improvements for both toll and non -tolled improvements. As part of its annual budget approval process, separate but concurrent with this item, the Commission will approve the use of tolls and fees generated from its 91 Express Lanes operations. Lastly, staff posted on the Commission's web site the SR-91 Implementation Plan for public review and comment on May 10, 2019 for 30 days per SB1316. Attachment: 2019 State Route 91 Implementation Plan Agenda Item 9F 145 ��ev��ti��nrri P opared by: STATE ROUTE 91 IMPLEMENTATION PLAN 2079 Michael Baker INTER NOLTICIMA L "16 Plg1 , 146 '` f#�� " W J" F . OCTA PIVERSEIE COUNTY TRANSPORTATION COMMISSION STATE ROUTE 91 (SR-91) IMPLEMENTATION PLAN KEEPING MOTORISTS MOVING ON THE R-91 CORRIDOR Every year since 2002, OCTA, RCTC, and stakeholders have worked collaboratively to review a program of projects along the SR-91 corridor. • Provides seamless connectivity between Orange and Riverside Counties BENEFITS • Increases travel options • Optimizes vehicle throughput • Reinvests net revenues on the SR-91 corridor to improve regional mobility • Investments to date: $1,9 billion Im 1 = I' Orange County Riverside County Bi-County PROJECT Eastbound Lane Addition (SR-241 to 5R-71) Fifth Lane Addition (SR-55'to SR-241) Westbound Lane at Tustin Avenue Green River Road Overcrussing North Main Street Corona Metrolink Parking Structure 91 Corridor Improvement Project (initial Phase) La Sierra Metrolink Parking Improvements 14}etrdlink Service Improvements COST mums) $51.2 $85,2 $43.3 $24_3 $25 $1,407 $6.3 $249 COMPLETION 2010 2013 2016 2009 2009 2017 2019 2016 PROJECT COST (rluuaHs) Orange County Riverside County Bi-County SR-9I Improvements (SR-57 to SR-55) $460 Anaheim Canyon Metrolink Station Improvements $27.9 Placentia Metrafink Rail Station Fairmont Boulevard Improvements 15191 Express Lanes Connector SR-711SR-91 Interchange improvements improvements East of 1-15 Express Bus Service SR-91 Corridor Operations Project 6th General Purpose Lane Addition (SR-241 to SR-71) SR-24119I Express Connector $34.8 $76.8 $200-$230 $117 T3D $6 $38 Ti3D $181 UIRREHT PHASE Environmental Final Design Final Design Preliminary Engineering EnvironmentalFinal Design Final Design Environmental Underway Final Design Environmental Environmental LOCATION COST (MILLIONS) Elevated 4-Lane Facility (MIS Corridor A) from SR-241 to l-15 (Post-2035) $2.720 Anaheim to Ontario International Airport Maglev High Speed Rail (Post-2035) $2,770 - $3200 Irvine -Corona Expressway (ICE) 4-Lane Facility from 5R-2411SR-133 to I-15JCajalca Road (Past-2035) W8 SR-91 to $8 SR-55 Connector Improvements (Past-2035) EB SR-91 Fifth Lane Addition at SR-241 $8,855 $75 - $150 $31 Orange County Transportation Authori41.7550 S. Mein Street Orange, CA 92888 TABLE OF CONTENTS TABLE OF CONTENTS I SECTION 1: 2019 STATUS REPORT AND UPDATE 1 SECTION 2: IMPLEMENTATION PLAN 8 Orange County Projects 9 Riverside County Projects 14 Bi-County Projects 18 APPENDIX A - POST-2035 AND CONCEPTUAL PROJECTS 23 APPENDIX B - COMPLETED PROJECT EXHIBITS 29 APPENDIX C - REFERENCES 38 2019 SR-91 IMPLEMENTATION PLAN i 148 2019 SR-91 IMPLEMENTATION PLAN 149 SECTION 1: INTRODUCTION Previous law authorized the California Department of Transportation (Caltrans) to enter into franchise agreements with private companies to construct and operate four demonstration toll road projects in California. This resulted in the development of the 91 Express Lanes facility in Orange County. The four -lane, 10-mile toll road runs along the median of State Route 91 (SR-91) in northeast Orange County between the Orange/Riverside County line and State Route 55 (SR-55). Since the 91 Express Lanes carried its first vehicle on December 27, 1995, the facility has saved users tens of millions of hours of commuting time. While the 91 Express Lanes facility has improved travel time along the SR-91 corridor, provisions in the franchise agreement between Caltrans and the private franchisee, the California Private Transportation Company (CPTC), prohibited Caltrans and county transportation agencies from adding transportation capacity or operational improvements to the SR-91 corridor through the year 2030 from Interstate 15 (1-15) in Riverside County to the Orange/Los Angeles Counties border. Consequently, the public agencies were barred from adding new lanes, improving interchanges, and adding other improvements to decrease congestion on the SR-91 freeway. Recognizing the need to eliminate the non -compete provision of the franchise agreement, Governor Gray Davis signed Assembly Bill 1010 (Lou Correa) (AB 1010) into law in September 2002, paving the way for much - needed congestion relief for thousands of drivers who use SR-91 to travel between Riverside and Orange Counties each day. The bill allowed the Orange County Transportation Authority (OCTA) to purchase the 91 Express Lanes franchise and eliminate non -compete clause that prohibited capacity -enhancing improvements from being made to SR-91 2030. Although the 91 Express Lanes operate within a 10-mile stretch of Orange County, between SR-55 and Orange/Riverside county lines the franchise technically allowed operation of toll lanes into Riverside County. The purchase agreement for the 91 Express Lanes was completed on January 3, 2003, placing the road in public hands at a cost of $207.5 million. With the elimination of the non -compete W,uvo�i� 91 201 9 STATUS REPORT AND UPDATE provision through AB 1010 and the subsequent 91 Express Lanes purchase by OCTA, Orange County and Riverside County public officials and Caltrans Districts 8 and 12 have been coordinating improvement plans for SR- 91. Senate Bill 1316 (Lou Correa) (SB 1316) was signed into law in September 2008 as an update to the provisions of AB 1010. SB 1316 authorizes OCTA to transfer its rights and interests in the Riverside County portion of SR-91 toll lanes by assigning them to the Riverside County Transportation Commission (RCTC) and authorizes RCTC to operate tolls for 50 years. In 2017, RCTC opened the extension of the 91 Express Lanes to traffic into Riverside County with completion of the initial phase of the SR-91 Corridor Improvement Project (see Appendix B). SB 1316 also requires OCTA and RCTC, in consultation with Caltrans, to continue to issue an annual SR-91 Implementation Plan (Plan) and a proposed completion schedule for SR-91 improvements from State Route 57 (SR-57) to 1-15. The Plans prior to adoption of SB 1316 included a westerly project limit of SR-55. The Plan establishes a program of potential improvements to relieve congestion and improve operations in the SR-91 corridor. This 2019 Plan fulfills the requirement to provide the State Legislature with an annual Implementation Plan for SR-91 improvements and builds on the 2018 report. This year's update includes concepts that were identified in the 2006 Riverside County — Orange County Major Investment Study (MIS) as well as other project development efforts, including the RCTC 10-Year Western County Highway Delivery Plan that outlines a number of projects such as the extension of the 91 Express Lanes from the Orange/Riverside County line to 1-15. The projects included in the 2019 Plan have been infused with various sources of local, state, and federal funding. The 2019 Plan includes an overview, identification of issues and needs, and anticipated completion dates for project packages to improve mobility on SR-91. Project descriptions include conceptual lane diagrams (as appropriate), cost estimates (in 2019 dollars, or as noted), and discussion of key considerations that need to be addressed in the planning and development of each 2019 SR-91 IMPLEMENTATION PLAN 1 150 project. This Plan will provide OCTA, RCTC, and Caltrans with a framework to implement SR-91 and other related improvements. Future annual Plan updates will continue to refine the scope, cost, and schedule of each project included in this version of the Plan. 91 EXPRESS LANES TOLL POLICY GALS With the completion of the State Route 91 Corridor Improvement Project's initial phase in spring 2017, there are now approximately 18 miles of Express Lanes between Orange and Riverside counties. OCTA and RCTC have adopted goals for the 91 Express Lanes to continue to maintain a safe, reliable, and predictable travel time for express lane users traversing seamlessly between the two counties. The goals below take into consideration the 91 Express Lanes as well as the SR-91 corridor at large. These guiding principles include: • optimizing vehicle throughput at free flow speeds; • increasing average vehicle occupancy; • balancing capacity and demand to serve customers who pay tolls as well as carpoolers (3+) who are offered discounted tolls; • paying debt service and maintaining debt service coverage; • generating sufficient revenue to sustain the financial viability of the 91 Express Lanes; and • when appropriate, reinvesting net revenues on the SR-91 corridor to improve regional mobility. The Riverside County portion of the 91 Express Lanes began operation in March 2017. Throughout the first year of operation, RCTC made minor operational improvements to improve SR-91 corridor travel between State Route 241 (SR-241) and McKinley Street. In November 2018, RCTC implemented additional striping and signage improvements to further enhance efficiency on WB SR-91 between McKinley Street and SR-241. In December 2018, the RCTC Commission authorized its staff to proceed with a project to construct an additional westbound lane along SR-91 between Green River Road and SR-241. W,uvo�i� 91 PROJECT ACCOMPLISHMENTS Much progress has been made since the initial 2003 SR-91 Implementation Plan was approved. The 2019 Plan includes select completed project exhibits as a historical reference, (see Appendix B). Completed Construction/Improvement Projects As of June 2019, the following improvements have been constructed or implemented: ❖ Repaved and sealed pavement surfaces, restriped, and replaced raised channelizers on the 91 Express Lanes. ❖ On EB SR-91 the roadway was restriped, and the median barrier was reconstructed. This project removed the CHP enforcement area and extended the EB auxiliary lane from SR-71 to the Serfas Club Drive off -ramp. ❖ The WB auxiliary lane was extended between the County line and SR-241. This project eliminated the lane drop at the 91 Express Lanes and extended the existing auxiliary lane from the County line to SR-241 in the westbound direction. This improvement minimized the traffic delays at the lane drop area, resulting in improved vehicle progression. ❖ On WB SR-91 the roadway was restriped to extend the auxiliary lane between SR-71 and the County line. This resulted in a new continuous lane between SR-71 and SR-241. ❖ Safety Improvements were constructed at the Truck Scales. Existing shoulders were improved, lanes were re -striped, illumination improved, and signage was modified into and out of the EB facilities. ❖ Green River Road overcrossing replacement (see Appendix B). ❖ Metrolink parking structure at the North Main Street Corona Metrolink Station (see Appendix B). ❖ EB SR-91 lane addition from SR-241 to SR-71 (see Appendix B). ❖ Additional SR-91 WB and EB travel lane between SR-55 and SR-241 (see Appendix B). ❖ SR-91 WB bypass lane to Tustin Avenue at SR-55 (see Appendix B). ❖ Metrolink Service Improvements (see Appendix B). ❖ Initial SR-91 Corridor Improvement Project (CIP) (see Appendix B). 2019 SR-91 IMPLEMENTATION PLAN 2 151 V' La Sierra Metrolink Parking Improvements (see Appendix B) These projects provide enhanced freeway capacity and/or improved mobility for one of the most congested segments of SR-91. The completed EB SR-91 lane addition project from SR-241 to SR-71 (see Appendix B) has improved highway operations. This accounts for some of the improvement in existing EB p.m. peak hour travel time from approximately 70+ minutes in 2010 to approximately 50 minutes in 2014. The Initial CIP project has provided significant benefits to drivers on SR-91. This $1.4 billion investment project included widening SR-91 by one GP lane in each direction east of SR-71, adding collector -distributor (CD) roads and direct south connectors at I-15/SR-91, extending the 91 Express Lanes to 1-15, and providing system/local interchange improvements. The new lanes and other improvements save time, offer choice and reliability, boost safety, enhance access and job creation, promote ridesharing, reduce pollution and aid the movement of goods along the region's roadways. The WB SR-91 Widening Project completed construction in 2016 from State College Blvd to Interstate 5 (1-5). This project added one WB general purpose lane and removed the dedicated exit lane to State College Blvd from the SB SR-57 to WB SR-91 Connector that was causing operational issues due to the short weaving distance. While this project falls just to the west of the limits for the Plan study area, it will have an influence on operations within the Plan area. In addition, there are two projects that have a direct impact upon future SR-91 widening projects. The first is the $2 billion U.S. Army Corps of Engineers (Corps) Santa Ana River Mainstem (SARM) improvement project that provides flood protection from the recently improved Prado Dam (near SR-71) to the Pacific Ocean. As part of the Corps' project, existing riverbanks have been improved due to the increased capacity of the Prado Dam outlet works, which can now release up to 30,000 cubic feet per second (cfs) compared to the previous facility capacity of 10,000 cfs. The only remaining segments of the Santa Ana River Mainstem Reach 9 project to be constructed are Phase 4 and Phase 5A. SR-91 project design teams have coordinated with the Corps, Caltrans, and other federal, regional, and local agencies in order to accommodate future SR-91 improvements by the Corps bank protection project within Reach 9 Phase 2B by relocating the Santa Ana River. This has greatly enhanced the ability of Caltrans and other regional transportation agencies to implement many of the W,uvo��i�� 91 SR-91 improvement projects listed herein. The Corps SARM Reach 9 Phase 2B improvements were under construction as of September 2009 with American Recovery and Reinvestment Act (ARRA) "stimulus" funding and construction was finalized in April 2015. The other project with a direct impact to SR-91 is the $120 million Santa Ana Regional Interceptor (SARI) sewer trunk line relocation. The existing SARI line is within the Santa Ana River floodplain and was in jeopardy of failure due to scour from the potential increased flood releases by the aforementioned Corps project. In order to relocate the proposed 48-inch diameter SARI line outside of the floodplain, which is immediately adjacent to SR-91, Caltrans highway R/W was relinquished to the Orange County Flood Control District (OCFCD) for location of the SARI line. SR-91 project teams have coordinated with the OCFCD, Caltrans, and other federal, regional, and local agencies in order to accommodate planned SR-91 improvements within the remaining State R/W subsequent to relinquishment. This project completed the construction phase in mid-2014. Completed Designs and Reports There are various project development phase documents (Feasibility Reports, Studies, PSR, PANED, or PS&E) that are completed, or are in draft form and anticipated to be approved that identify mobility improvements. These documents include (also see Section 5): V' MIS Final Project Report: Locally Preferred Strategy Report (January 2006). V' Renewed Measure M Transportation Investment Plan (November 2006). V' RCTC 10-Year Western County Highway Delivery Plan (December 2006). V' SR-91/Fairmont Boulevard Feasibility Study (December 2009). V' Corridor System Management Plan (CSMP) Orange County SR-91 Corridor Final Report (August 2010). V' Renewed Measure M Early Action Plan, approved August 2007 and subsequently renamed as the Capital Action Plan (April 2011). V' PSR-PDS for SR-241/SR-91 Connector (January 2012). V' PSR-PDS on SR-91 between SR-57 and SR-55 (October 2014). V' SR-71/SR-91 Interchange Environmental Phase (2011) and Final Design (2015). 2019 SR-91 IMPLEMENTATION PLAN 3 152 V' 2018 Next 10 Delivery Plan approved by OCTA Board, (September 2018). V' Project Report & Environmental Document for SR-241/91 Express Connector (approval pending). Updates from the 2018 SR-91 Implementation Plan The following items have been added or modified for the 2019 Plan update: V' The RCTC Corridor Operations Project has been added as a new project that will enhance the recently completed SR-91 CIP project. V' The La Sierra Metrolink parking improvements has been added as a completed project. V' The Metrolink station improvement project has been split into individual exhibits for the Anaheim Canyon Station and Placentia Station. V' Various project descriptions, costs, and schedules have been updated from the 2018 Plan based on continued project development. SR-91 CORRIDOR CONDITIONS Project Limits The project study limits encompass the segment of SR-91 from west of the junction of SR-57 and SR-91 in the City of Anaheim in Orange County, to east of the junction of SR-91 and 1-15 in the City of Corona in Riverside County. The freeway segment is approximately 20.3 miles long, and includes 12.7 miles within Orange County and 7.6 miles within Riverside County. Existing Traffic Conditions Summary A review of traffic conditions in the Corridor indicates that the existing capacity of the facility is inadequate to accommodate current and future peak demand volumes. Level of Service (LOS) F prevails in the peak direction during the entire peak period. The definition of LOS F is a density of more than 45 passenger cars/lane/mile and the worst freeway operating condition. The results also indicate that there are several physical conditions that contribute to unacceptable traffic queues. During the weekdays, westbound SR-91 experiences heavier traffic conditions during the morning commute for travelers leaving Riverside County to employment areas in Orange and Los Angeles counties. The Corridor is generally congested between the hours of 5 a.m. to 10 a.m. in the westbound direction. The afternoon experiences heavy congestion in the eastbound direction between the hours of 3 p.m. to 7 p.m. The eastbound afternoon conditions tend to be exacerbated by the lack of receiving capacity in the Riverside County portion of the SR-91 Corridor. Accordingly, RCTC is working closely with Caltrans District 8 to sponsor improvements that will provide congestion relief for the eastbound afternoon condition. Some of these improvements include the I- 15/SR-91 Express Lane Connector, SR-71/SR-91 Interchange, and Improvements East of 1-15. The following is a summary of the deficiencies identified along the SR-91 corridor: V' Heavy traffic volumes to/from 1-15 converge with the SR-91 and increase delay during the morning and evening peak hours. V' SR-71 traffic demand as well as physical and operational constraints for the EB SR-91 to NB SR-71 connector contribute to mainline and EB SR-91 corridor delays. V' High traffic volumes entering the freeway from Gypsum Canyon Road, Santa Ana Canyon Road, Green River Road, Weir Canyon Road, Imperial Highway and Lakeview Avenue contribute to congestion on the SR-91 mainline. V' One of the two lanes from the Eastern Transportation Corridor (State Route 241) connector is dropped at the merge to EB SR-91 causing additional congestion on the EB SR-91 general purpose lanes. V' Traffic entering the freeway from the truck scales merges at slow speeds affecting the general purpose lanes. V' At the NB SR-55 interchange with EB SR-91, a lane on SR-91 is dropped (as a dedicated exit) at Lakeview Avenue and a second lane is dropped (as a dedicated exit) at Imperial Highway creating a weave condition. V' WB SR-91 drops two GP lanes and a 91 Express Lane to SB SR-55, contributing to mainline congestion. This drop also occurs on the left-hand side of SR-91, creating a weaving condition. 2019 SR-91 IMPLEMENTATION PLAN 4 153 V' WB traffic entering SR-91 at Lakeview Avenue traveling to SB SR-55 contributes to mainline congestion by weaving across three lanes on SR-91. V' The existing two-lane connector from WB SR-91 to SB SR-55 traffic volume exceeds operational capacity causing a queue on the SR-91 mainline. V' A lane drop on EB SR-91 at SB SR-241 creates a chokepoint. Logical Project Sequencing As noted, the SR-91 Corridor in Riverside County, in the EB direction, lacks the receiving capacity during the afternoon peak period which creates a bottleneck condition. Due to the high levels of congestion experienced on this segment of the corridor, there is sensitivity to any changes that may affect traffic operations. Without first addressing the congestion in Riverside County, any performance or capacity enhancing projects upstream would further exacerbate congested conditions causing additional delays and queueing. Therefore, projects that have the potential to impact demand and/or provide additional capacity in the EB direction should be considered in a logical sequence to ensure that there is sufficient receiving capacity in Riverside County. As information for projects in this Plan is updated annually, it is important to ensure that the planning of each project is carefully coordinated to determine the logical sequencing that provides maximum benefits to the SR-91 corridor. Additionally, projects on the corridor should also be closely coordinated to minimize "throwaway" costs and construction impacts to drivers and the surrounding communities. Detailed operational analysis will need to be conducted separately by OCTA and RCTC at the project level. PROJECT SUMMARY Many of the highway projects and concepts identified in this 2019 Plan are based on the MIS that was completed in January 2006. The projects are presented in the following groups: Orange County Projects, Riverside County Projects and Bi-County Projects. The stage of development for each project, such as planning, final design, construction, or procurement and implementation, varies as noted in the project summaries. Table 1 summarizes the various planned projects, W.uro. i4 91 Table 1 SR-91 Implementation Plan Projects Project Summary Cost ($M) Orange County Projects SR-91 Improvements between SR-57 and SR-55 460 Anaheim Canyon Metrolink Station Improvements 27.9 Placentia Metrolink Rail Station 34.8 Fairmont Boulevard Improvements 76.8 SUBTOTAL 600 Riverside County Projects 15/91 Express Lanes Connector 220 SR-71/SR-91 Interchange Improvements 117 SR-91 Improvements East of 1-15 TBD SUBTOTAL 337+ Bi-County Projects Express Bus Service Improvements Between Orange County and Riverside County 6 SR-91 Corridor Operations Project 38 6th General Purpose Lane Addition (SR-241 to SR-71) TBD SR-241/91 Express Connector 181 SUBTOTAL 225+ Concept Project Summary Cost ($M) Conceptual Projects Elevated 4-Lane Facility (MIS Corridor A) from SR-241 to 1-15 2,720 Anaheim to Ontario International Airport Maglev High Speed Rail 2,770 3,200 Irvine -Corona Expressway (ICE) 4-Lane Facility from SR- 8,855 241/SR-133 to I-15/Cajalco Road WB SR-91 to SB SR-55 Improvements 75 150 EB SR-91 Fifth Lane Addition at SR-241 31 SUBTOTAL 14,451 14,956 Completed Project Summary Since 2006 (Constructed Cost Year) 01) Green River Road Overcrossing Replacement (March 2009) 24.3 North Main Street Corona Metrolink Station Parking Structure 25 (June 2009) Eastbound Lane Addition from SR-241 to SR-71 (September 51.2 2010) Widen SR-91 between SR-55 and SR-241 by Adding a 5th GP 85.2 Lane in Each Direction (January 2013) SR-91 WB Lane at Tustin Avenue (April 2016) 45.2 Metrolink Service Improvements (June 2016) 249 Initial Phase CIP: Widen SR-91 by One GP Lane in Each 1,407 Direction East of Green River Rd, CD Roads and I-15/SR-91 Direct South Connector, Extension of Express Lanes to 1-15 and System/Local Interchange Improvements (2017) La Sierra Metrolink Parking Improvements (2019) 6.26 2019 SR-91 IMPLEMENTATION PLAN 5 154 concept projects, and completed projects. For details on each project to refer Section 2 for planned projects and Appendix B for selected complete projects: ❖ The Orange County projects have a total cost of approximately $600 million. The projects include the SR-91 improvements between SR-57 and SR-55, Anaheim Canyon Metrolink station improvements, Placentia Metrolink rail station, and Fairmont Boulevard improvements. ❖ The Riverside County projects have a total cost of approximately $337 million. The improvements include: a 15/91 Express Lanes Connector, the SR- 71/SR-91 interchange, and the SR-91 improvements east of 1-15. ❖ The Bi-County projects benefit both Orange and Riverside Counties. The total cost for the Bi-County projects exceeds $225 million. The improvements include: Express Bus service improvements, SR-91 Corridor Operations Project, a 6th General Purpose Lane Addition (SR-241 to SR-71), and a SR-241/91 Express Connector. Traffic Analysis For the 2019 Plan, the traffic analysis for major SR-91 capacity projects used the latest freeway operations software model available from UC Berkeley (FREQ) and traffic data calibrated to reflect traffic patterns. This freeway operations model provides a better depiction of actual travel delays experienced by motorists compared to traditional travel demand models. The model can be used to analyze freeway bottlenecks sometimes neglected in traditional travel demand models. This approach is especially important given high SR-91 traffic volumes and the potential for relatively few vehicles to significantly slow down traffic. For example, a minor freeway merging area can cause many vehicles to slow, cascading delay through the traffic stream, and rapidly decreasing both speed and volume for major segments of the freeway. The operations analysis quantified travel time savings for WB morning and EB afternoon conditions for the following major capacity enhancing projects: ❖ SR-91 Improvements between SR-57 and SR- 55. W,uvo�i� 91 ❖ 15/91 Express Lanes Connector. ❖ SR-71/SR-91 Interchange Improvements. ❖ SR-91 Improvements East of 1-15. ❖ Widen SR-91 by One GP Lane from SR-241 to SR-71 in both directions. ❖ SR-241/91 Express Connector. ❖ SR-91 Corridor Operations Project The WB morning (a.m.) traffic analysis results indicate that for the year 2035 forecasts, travel times in Riverside County are anticipated to improve (by about 10 minutes) and increase slightly (by about 5 minutes) in Orange County. Bottlenecks are anticipated at the Orange - Riverside County line and at the SR-241 interchange/Gypsum Canyon interchange area. A bottleneck occurs at the SR-55 interchange area. The main bottlenecks in Riverside County will decrease because of the completion of proposed projects, though some congestion is still forecasted. Travel time in Orange County shows an increase in 2035 due to the growth in traffic and alleviation of bottlenecks upstream. The WB SR-91 to SB SR-55 Improvements is a concept to address the operational aspects for the WB SR-91 to SB SR-55 movement. In addition, OCTA and RCTC are exploring multi -modal opportunities on, or adjacent to, the SR-91 corridor that could provide additional congestion relief. The EB evening (p.m.) peak hour traffic analysis indicates that for the year 2035 forecasts, travel times in Riverside County are anticipated to increase slightly (by about 3 minutes), and gradually increase (by about 12 minutes) in Orange County. Bottlenecks appear at SR-55, at SR-241, and just before the Main Street interchange. Travel time in Orange County shows a gradual increase in 2035 due to the growth in traffic and no additional capacity enhancing projects in the areas of the bottlenecks. 2019 SR-91 IMPLEMENTATION PLAN 6 155 CONCEPT PROJECT SUMMARY Many of the highway concept projects identified in this 2019 Plan are long lead time projects and/or projects without sufficient project development detail to be advanced into the Project Summary section. These potential concepts include significant environmental constraints and right of way requirements in addition to requiring a significant amount of planning, design, and future policy and public input. Many of these concept projects are multi -billion -dollar improvements that will remain a challenge to implement. Refer to Appendix A for details on each concept project. ICE STATUS SUMMARY The ICE concept was conceived as part of the MIS and was established as part of a suite of projects to support future peak demand volumes between Riverside and Orange Counties. The ICE was further evaluated in 2009 for financial and geotechnical feasibility. Seven (7) primary feasibility issues were considered: ❖ Geologic, hydrogeologic/hydrologic, and geotechnical conditions. ❖ Corridor concepts (full tunnel and partial tunnel/partial surface road). Tunnel configuration. Tunnel excavation and support methods. Tunnel systems (e.g. ventilation, emergency fire system, operation building, toll system, etc.). • • W,uvo�i� 91 ❖ Construction considerations. ❖ Construction, Operation & Maintenance (0&M) costs. At the conclusion of the financial and geotechnical feasibility study in 2010, the Riverside -Orange Corridor Authority Board (ROCA) directed staff to shelve the project due to its high construction cost and the difficult economic climate, and to reevaluate the concept on an annual basis during the preparation of the SR-91 Implementation Plan. The National Forest Service has continued monitoring of the ground water level along the preliminary alignment of the tunnel and has not found any significant changes since 2010. The technological ability to construct the large -diameter tunnels is currently available; however, the cost of tunnel boring machines (TBM) and the associated tunneling process required to construct this project has not been reduced significantly. In general, no significant changes to the seven feasibility issues considered for the ICE concept have occurred over the last nine (9) years. An assessment of current economic conditions, lack of state and federal transportation funding; and the high construction cost is hampering the ability of OCTA and RCTC to implement this concept. Until considerable advancements are made in regard to efficient and affordable tunneling technology, and more state and federal funding are made available, the concept will remain a challenge to implement. 2019 SR-91 IMPLEMENTATION PLAN 7 156 SECTION 2: IMPLEMENTATION PLAN OVERVIEW The 2019 Plan describes projects, key considerations, benefits, current status, schedule, and costs (in 2019 dollars, or as noted) for major projects and concepts through Post-2035. Some of the projects and concepts identified in this Implementation Plan are based on the MIS that was completed in January 2006. The projects are grouped as follows: Orange County Projects, Riverside County Projects and Bi-County Projects. As the Plan is updated on an annual basis, project sequencing can be achieved in such a way that provides maximum benefits to the SR-91 corridor. Separately, and as part of the project development process, detailed operational analysis will need to be conducted to evaluate operational issues associated with each project. The project development phases are discussed in the status updates and are defined as follows: ❖ Conceptual Engineering = Pre -Project Study Report (Pre-PSR) — Conceptual planning and engineering for project scoping and feasibility prior to initiating the PSR phase. FULL�'TONz PLACENTIA a .,c,• ri o.i 91 Yor b, L in rl., ® ,MILLA FBARK ❖ Preliminary Engineering = Project Study Report (PSR) — Conceptual planning and engineering phase that allows for programming of funds. ❖ Environmental = Project Approval/Environmental Document (PA/ED) — The detailed concept design that provides environmental clearance for the project and programs for final design and right of way acquisition. The duration for this phase is typically 2-3 years. ❖ Design = Plans, Specifications and Estimates (PS&E) — Provide detailed design to contractors for construction bidding and implementation. ❖ Construction = The project has completed construction and will provide congestion relief to motorists. The intent of the Implementation Plan is to present a list of projects and studies along the SR-91 corridor and highlight coordination between OCTA, RCTC and Caltrans to improve the corridor. Figure 2-1 — SR-91 Project Study Area from SR-57 to 1-15 YORBA LINDA ANAHEIM Bernardino CHINO HILLS NORCO CORONA 5 coo 2019 SR-91 IMPLEMENTATION PLAN 8 157 ORANGE COUNTY PROJECTS The Orange County set of projects include four improvements at a total cost of approximately $600 million (in 2019 dollars, or as noted). The projects include: SR-91 improvements between SR-57 and SR-55, Anaheim Canyon Metrolink station improvements, new Placentia Metrolink rail station, and Fairmont Boulevard Improvements. Further details for each of the projects are included following the summary below. Orange County Project Summary Cost ($M) SR-91 Improvements between SR-57 and SR-55 460 Anaheim Canyon Metrolink Station Improvements 27.9 Placentia Metrolink Rail Station 34.8 Fairmont Boulevard Improvements 76.8 SUBTOTAL 600 2019 SR-91 IMPLEMENTATION PLAN 9 158 Sid- 1 Improvements between I - 7 and -a Interchange improvements at Kraemer Bivd/Glassell St On Off On On rja EB R-91 at Kraemer Blvd interchange improvements Project Description Improves the SIB-57/ R-91 and SR-55/SR-91 interchanges, local interchanges, and adds EB capacity between SR-55 and SR-5T An improvement to NB SR-57 for an Orangetharpe Av Bypass was analyzed, but does not provide congestion relief to SR-91; therefore, the concept was dropped from consideration. A drop on -ramp from Lakeview Av would be located between realigned WE SR-91 lanes for direct access to SE SR-55 with a barrier separating VNB SR-91 from SB SR-55 from just east of Lakeview AV. Specific Improvements will be subject to approved glans developed in cooperation with local jurisdictions and affected communities, improvements also include spelling the WD SR-91 Connector into separate exits for NB and SB SR-57 and extending VUB SR-91 lane additions through State College Blvd Ito connect with the auxiliary lane to Raymond Av-East St, The Improvements for the Build Alternative include one EB GIB lane from east of SR-57 to the SR-55 connector. One WB GP lane is added from NB SR-57 Connector through the State College Blvd interchange. An additional option was considered tar WB SR-91 that included SR-57 connector metering instead of the lane additions from the SR-57 connectors: however. it did not relieve traffic congestion and was not considered further, W,uvo�i� 91 interchange improvements at Lakeview Av�� SB SIB-55 Drop On -rump Lakeview Av LEGEND Existing Highway rritarahangelRsamn WM, NOV Lino Tiled ftprdss Lamb Foisting Lane In7-1 Propctotllmprtiver>tid•ntLane Key Considerations The proposed project Improvements an WEI and EB Sid-91 may require partial right-cf•way acquisition. A non-standard geometric cross-section will reduce the right-of-way impacts. Benefits The proposed project improvements on WE and EB SR-91 between SR-57 and SR-55 include, among other features, addling one EB general purpose lane to achieve lane balancing and interchange improvements_ Project improvements will reduce congestion ;and delay, and reduce weaving. Current Mattis The project improvements were studied by the SR-91 Feasibitity Study, which was completed in June 2009. Preliminary engineering was completed in 2014 and the Environmental phase began in early 2015 and is anticipated to be completed in early 2020. The proposed improvements are included in the Measure M program through the Environmental phase. Schedule and Cast Construction Is anticipated to be completed in 2030 and the project cast Is estimated to be approximately 80,000,000, 2019 SR-91 IMPLEMENTATION PLAN 10 159 Anaheim anon Metrelink Mail Station Improvements MOP06EDHa TJRNICI T ti i3a FUTFORN THE CROSSINGS (TRANSIT C1k9ENTEO LEYELCPUENT) .ABAAIDCAIECI TRACK {ra pE REh1aYEoi 6eU' NEIN SEG4N6 PLATFORM lifiliii#11U011111 0#0 tNt �f}I��M{hl►NMINiIp • GE APPLIANCE SERVICE FACILITY PLATFORrAACCPSS — �• PROPOSEt] MAIN TRACK 2 OMT-2Y TrQT+m-7 ,` f EXISTING MAIN TRACK NTT -it I. I I I inglIHVItl1I1I5111111 r1111/1 11rni ` POSSIBLE �Itf11L.• PARKI'Ne =��tic EKPAt814N' S, FACIPICENTER {..Y AREA. -be d - ALL 'Rift .1L image source Arrahebrr Cerryorr Sian on Prgoet ae.Miliaa Reporr, February 23, 20 f3 Protect description The improvement project will transform the Anaheim Canyon Metro/ink Station into a multi -modal transit center to accommodate additional capacity for Metrolink commuter rail service along the Inland Empire -Orange County Line, OCTA taus service, including Stationlink, and Anaheim Resort Transit buses. The project will construct approximately 3,400 linear feet of second track, a new 680-foot second platform, extend the existing platform, improve the at -grade crossings, and upgrade the parking lot to comply with federal regulations. Benefits The project will enable future Metrolink service expansion, improve train service efficiency, and foster train ridership growth in the region, which will contribute to congestion relief on SR-91. W,uvo�i� 91 Current Status OCTA is the lead agency an the project_ Funding for the project is programmed to use Federal Congestion Mitigation and Air Quality improvement Grogram (CMAQ), 5397 Falderal Formula, M2 (DC Go), and City of Anaheim funds- Scheduie and Cost The plans are anticipated to be complete, approved by all agencies and ready to bid in July of 2019. Construction is anticipated to begin In December 20/9 and completed In March 2021. The total project cost is estimated to be 279 million. 2019 SR-91 IMPLEMENTATION PLAN 11 160 Placentia Metrolink Rail Station �Dge 3 C: Www.pfaceparis.org/Placvntia-Metrarink-Sidg-PYan {Wilton Errgrrreer nsr) Prefect Description The new Placentia Metrolink Station will serve the Metrolink 91.iPerris Valley Line, providing commuter rail service between Perris and Las Angeles, via Riverside and Orange counties. The project includes construction of a parking structure, OOTA bus access, an area for passenger pick-up and drop-off, and two station platforms. Benefits The station will meet the current transit demand and foster train ridership growth in the region, contributing to congestion relief on SR-91, Current Status The City of Placentia is the lead on right-of-way and environmental clearance, and OCTA is the lead agency for design and construction of the project. Funding for the project is programmed to use 91 Toll Revenues, M2 (0C Go) and the City of Placentia funds for the construction phase, State Transportation Improvement Program (STIP), Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA), OC Go and City funds are programmed for the design and right-of-way costs. Schedule and Cost Plans are 100 percent complete, however, the construction contract cannot be advertised until a Construction and Maintenance Agreement is in place with BNSF Railway, the right-of-way owner. Construction is anticipated to be completed in June 2021, The total project cost is estimated to be $34,8 million, 2019 SR-91 IMPLEMENTATION PLAN 12 161 Fairmont Boulevard Improvements LEGEND elating Highway IniorchengeRamp F[{}l+ Lana -11 Vigo EXpIE s ts�nb EDOadeg Lane Proposed lmortrowneni Lans Project Description The project would Provide a new interchange with 3R-91 et Fairmont toulevard. On and aff ramps will connect Fairmont l ouse +aid From the north ya sesttaound SEE) and westbound (WEli SR-91. The proposed Intetchange does nOt include a vehicular Fairmont Boulevard connection in Santa Ana Canyon Road to the south. A pedestrianiobicOe connection is also proposed between Le Palma Avenue and Banta Aria Canyon Road. This bridge and pathway will allow for dir$ct Santa Ana River Trail access frehrl both Anaheim south of SR-91 and from Yorba UM?. #fey Considerations interchange spacing and wearing issues {tea Sk-55) need to be evaluated. Widening of 8R-91 may be needed to aboommodate misrchange ramps_ Proximity of the Santa Ana River min requite that the WEI ramp junction bn located north of the river. New connection requirements and interchange spacing needs to ba considered_ Ramp and bridge place neat neeQs to take pedestrian/NCl/do bridge ditto account, of incerporale the peeest antike path trite the design beyond the vehit ular access limits oil the project. Benotits The interchange +3 expected to reileVe corlgeStIOn et Imperial Highway (SR•90), Lakeview Avenue, and Weir Canyon Road Interchanges. Preliminary traffic modeling shy a 10-15% deuease in voWS'S at Weir Canyon and 8R-90 Interchanges with the interchange alternative. Clifford Sf$tus The City of Anaheim completed a conceptual angirieefIng study in December 2ooa for the Interchange. Multiple alternatives have been developed as part of the conaeptudl engineering study. BIcyclerp riestrian bridge Is currently In initial planning Nages. Project development is pending funding idanNiication. On July 24. 2O11 OCTA staff along vetth a senior staff member of WSP presented the findings of a 91 Express Lanes Intermediate access study. The study provided various altetnativee„ traffic modeling, end financial impacts of the additional access. At the conclusion of the discussion, the CiCTA Board of Directors did not aulriotite additional analysis for the intermediate access. Schodute and Cast Anticipated proiect completion is 2035 and construction cost Is es4mated to be V8,800.000. Costs from Feasibility Study {2009 dollars). MN cast 19 undetermined at this lime. Cost exclodes arry potential Impact to Santa Ana River 2019 SR-91 IMPLEMENTATION PLAN 13 162 RIVERSIDE COUNTY PROJECTS The Riverside County set of projects include three improvements: a 15/91 Express Lanes Connector, the SR-71/SR-91 interchange, and SR-91 Improvements east of 1-15. Projects for implementation in Riverside County are anticipated to cost in excess of $337 million (in 2019 dollars, or as noted). Riverside County Project Summary Cost ($M) 15/91 Express Lanes Connector SR-71/SR-91 Interchange Improvements 220 117 SR-91 Improvements East of 1-15 SUBTOTAL TBD 337+ i 2019 SR-91 IMPLEMENTATION PLAN 14 163 1-1 all-J7 Express Lanes Connector Lincoln Av oir i}n LEGEND ExlEi mq Howey !demII:urge/Ramp MEM 1-10V LWI9 A Tolled Express Lane �kislklg LAne .-NEE Proposed tRrOrovemorrt Larko cif Off Alain St bif R. ofr w NESS 1-15l' {1 Express Lanes In 1-1511fidden Valley Pkwy I •I McKinley St Piero St Off On Of On On From Se 1-1 5 Express Lanes to 1.151Gajalca Rd (by RCTC r-15 Express Lanes Projech or, oir Project Description The Project Approval and Environmental Document (PA/ED) for the SR-91 Corridor Improvement Project {CIF), from SR-241 to Pierce Street, Included the addition of a 5th lane in each direction, the addition of auxiliary lanes at various locations, the addition of collector -distributor (CD) lanes at the 1-15.1SR-91 interchange, the extension of the 91 Express Lanes from the Orange County line to I-15, the construction Uf e SR-31 Express lanes median direct connector to and from 1-15 South, a SR-91 Express Lanes median direct connector to and from I-15 North (15191 Express Lanes Connector, the subject project), and the construction of one Express Lane on each direction From the I-15/SR-91 interchange southerly to f-15,iajalco Road (now hart of RCTC 1-15 Express Lanes Project (ELP1), and easterly to east of McKinley Street. Due to economic conditions, a Project Phasing flan was developed to allow an Initial Phase, with reduced improvements, to move forward as scheduled, with the remaining ultimate improvements to be completed Teter. Subsequently, lire proposed 15/91 Express Lanes Connector improvements (the subject of this project) have been pulled out from the CIP as a standalone protect, Kay Considerations Coordination among many cf the SR-91 freeway projects that: overlap the project limits is critical to successfully delivering these projects on schedule and within budget_ Designing to accommodate future projects is a recurring theme for each of these projects. Minimizing conflicts in scope between projects requires direcl coordination between each project teana_ Additionally. future projects frequently have multiple alternatives under study, each with differing scope and construction footprints. Specifically, the project improvements need to continue to be coordinated with the SR-71JSR-91 interchange. the SR-241/91 Express Connector, and RCTC's MS Express Lanes Project. Benefits The 15191 Express Lanes Connector project will reduce congestion and operational delays by providing direct median4c-median access between the SR-91 Express Lanes and 1-15 Express Lanes. Traffic operations will improve by eliminating weaving conflicts and out -of -direction travel along SR-91 and 1.15 by lne use of the direct connectors. The project will provide motorists a choice to use the 15/91 Express Lanes Connector for a fee In exchange for timesavings_ Current Status The 150'91 Express Lades Connector i$ currently discussed in the environmental document for the SR-91 CIF that was completed in 2012. However, en environmental revalidation is anticipated to be completed in, 2019. Procurement of a Design -Build contractor is underway with contract award anticipated in Spring 2020. Schedule and Cost Anticipated project completion is 2023 and construction cost is eStirnatad tb Ise between $1105,1 - $130 1. The total project cast is estimated to be $.220M. 2019 SR-91 IMPLEMENTATION PLAN 15 164 R-71 /5R- 1 Interchange improvements aM1�y�sr�m�off Canyon Rd pr, an orr n LRGEND ExiWng Highway rnterohangalRamp Goal Canyon Crossing Green River lid County Line HOV Lone Te4lad Express Lana nn I Dn nun. GreenRi4er Rd _ Existing Lane NM Proposed Improvemani Lane L-J Other Improvemem Proiecte i Oil Auto Geri r Dr On iro.l. M9pIE SI Cr+ Iq Maple Si Sofas Club Dr Project description The current project includes a new true -lane direct connector from eastbound (EB) SR-91 to northbound (NB) SR-71 and realignment of the existing Green River Road SR-91 EE on -ramp to provide connection to ND SR-71 and Eli SR-91, Key Considerations Project improvements must be coordinated with the following projects_ the Sid-91 Shrlh GP Lane Addition and the SR-241/91 Express Connector. Close coordination with the U.S. Army Corps of Enginaera, U-S. Fish and Wildlife Service, and California Department of Fish and Wildlife will also be required as the connector crosses the Santa Ana River west or the Prado Dam. BenefitsThe project will provide a new direct connector improvement from ER SIB-91 to NB SR-71. replacing the geometric choke point created by the existing loop connector. The project veil also Improve traffic operations and operational efficiency by eliminating or mhnimhzing, wearying conflicts through the use of auxiliary lanes. Current Status The environmental phase was completed In 2011 and final design In 2015- An environmental revall laiion and update to the final design is underway Schedule and Cast Construction is planned for oomplefion in 2023 pending funding availability- Construction cost is estimated to be $117,000,000. 2019 SR-91 IMPLEMENTATION PLAN 16 165 R-1 Improvements East of 1-1 LEGEND W3 C� Fx�siing Hiahwey Inlaid-Lange"Ramp ta11od Lmoro'.A L elo Existing Lem Froppsed Impmvsmenl Lana (Ater tmprawemeni f'rulaara Express Lanes to 1-1511-iidden Valley Pkwyl Fain St McKinley St Express Linea to 1-15Cajalco R 3tiY RCFC 1-15 Express lanes Ned) Pierce SI Project Description The Projno Approval and Environmental Document (PINED) for Me SR-9/ Corridor IroproVement Project iCIPj, From SR-241 to Pierce Street, Included the addition of a 6th lane in each direction, the addition of auxiliary 'lanes at various Iocarians, the addition of -collector-distributor (CD) lanes at the I-1 SR-91 interchange, the extension of the 91 Express Lanes from the Orange County line to 1-15, Me construction of a SR-gt Express Lanes median direct nonnector to aad from 1-15 South, a SR-91 Express Lanes median direct connector to and from 1-15 North, and the construction of one Express Lana on each direction from the 1-15lSR-91 interchange southerly to 1-151Gaialco Road {now part of RCTC 1-15 Express Lanes Project [ELPD, and easterly #a east of hilc inley Street. IDue to economic conditions, e Project Ilhasing Plan was developed to allow an Initial Phase, with reduced improvements, to move forward as scheduled, with the remaining ultimate improvements to be completed later. The SR-91 Improvements east of 11S, which includes extending an Express Lana east of McKinley Street and adding a general purpose lane to Pierce Street in each direction Pe subjecl project), is a component of the SR-91 ClP Pik was not constructed with} the Initial Riese Key Considerations Coordination among many of the SR-91 freeway prejecls that overlap the project limits Es critical to successfully delnrering these projects an schedule and within budget Designing is accommodate Mum projects is a recurring theme for each of these projects_ Minimizing conflicts In scope between projects requires direct coordination between each project team. Additionally, future prolects frequently have multiple alternatives under study, each with differing scope and construction footprints_ Specificatly, the project improvements need to ronbnue to be coordinated with the SIB-71/SR-91 interchange, the Sk..241i91 Express Connector, 15191 Express Lanes Connector. and ;OTC's 1-15 Express Lanes Project, Benefits The SR-91 Improvements east of 1-15 will reduce congestion and delays by Providing additional R-91 capacity from 1-15 to Pierce Street. Current Statue Preliminary engineering is complete but may need to be rev.isired at a future data. The SR-91 Improvorrhents east of 1-15 Is currently discussed in the SR-91 CIP environmental document for Me SR-91 that was completed to 2012. Schedule and Cast Anticipated project completion and cost aura to be determined. 2019 SR-91 IMPLEMENTATION PLAN 17 166 BI-COUNTY PROJECTS There are four Bi-County improvement projects that will benefit both Orange and Riverside Counties. These projects include: Express Bus service improvements, SR-91 Corridor Operations Project, a 6th General Purpose Lane Addition (SR-241 to SR- 71), and a SR-241/ 91 Express Connector. The total cost for the four projects is expected to be more than $225 million (in 2019 dollars, or as noted). Bi-County Project Summary Cost ($M) Express Bus Service Improvements 6 SR-91 Corridor Operations Project 38 Sixth GP Lane Addition (SR-241 to SR-71) TBD SR-241/SR-91 Express Connector 181 SUBTOTAL 225+ 2019 SR-91 IMPLEMENTATION PLAN 18 167 Express Bus service improvements Project Description Orange County Transportation Authority (OCTA}, working with the Riverside County Transportation Commission (ROTC) and the Riverside Transit Agency (RTA), operate Express Eus service between Riverside and Orange counties. Commuters lack direct transit connections to some Orange County employment centers not served by Men -plink. The Express Bus service provides this connection. Existing Service OCTA has operated Route 794 since 20015 from Riverside County to Hutton Centre and South Coast Metro (shown in orange above) On Route 794, OCTA rernaved trips to Corona in February 2018 based on law ridership. OCTA currently operates six morning westbound trips and five afternoon eastbound trips to/from the La Sierra Metrolink Station. Two new Express Bus routes were implemented by RTA In January 2018 between Riverside County and Orange Gaunty including ]ETA Route 2€30 (shown in blue above) from San Bernardino/Riverside to the Anaheim Resort. The route provides hourly service on weekdays and 90-120 minute service an weeRends with a fleet of six buses. RTA Route 205 (shown in green above) from Lake Elsinore/Temecula/Corona to the Village a1 Orange includes three AM and three Phi raundtrips with 9 louses. New Service The Express Bus Routes have been fully Implemented as of FY19 and there are no planned service additions. Changes to routes may be made In the future based an available funding and ridership demand. W,uvo�i� 91 OCTA Route 794 = RTA Route 200 RTA Route 205 Key Considerations Intercounty Express Bus service is effective between locations where transit travel times by Express Bus would h a more competitive than Metrolink and connecting reit feeder buses. Benefits Express Bus servlces contribute to congestion relief on SR-91, Current Status S ince completion of the 91 Express Lanes, RTA more than doubled its Express Bus service on R-91. Currently, OCTA operates 11 bus trips per day an SR-91. RTA now operates 47 hips on weekdays (up from 18 trips that Route 216 provided weekdays) and 18 trips on weekends (up from 8 trips provided by Route 216) on SR-91 Express Lanes. Service hours for this expansion is an extra 21,445 h ours per year and is being served by five new coaches added to the RTA fleet. Schedule and Cost The Express Bus Routes have been fully implemented as of FY19 Ongoing operating casts average $4,892,000 per year and capital costs average $1,174 HO per year The annual capital cost has increased to reflect the future cast or complying with the new innovative Clean Transit regulation. 2019 SR-91 IMPLEMENTATION PLAN 19 168 R-91 Corridor Operations Project Etzi Canyon Rd 01' an Ott r„ i Call Canyon Crossing LEGEND Exieb,ig Highway, i Interchange/Ramp County Lino Q Lltihb Green River Rd 4� EHL41rhti L 4e Tolled fx3re9e Lane Proposed amprovementLaire Project Description Tne Riverside County portion of the 91 Express Lames began operation in March 2017. Throughout the first year of operation. ROTC made minor operational` improvements to improve the SR-91 corridor travel between State Route 241 (SR-241) and McKinley Street. In November 2018, ROTC implemented additional striping and signage improvements to westbound SR-91 at the McKinley entrance to the 91 Express Lanes as wall as the County Line aixess location to further enhance efficiency along Ole westbound F 91 cor idu+ botwo-an McKinley Streak and SR-241. In December 2018. the ROTC Commission authorized its staff to proceed with a project to construct an adddxonal westbound lane along SR-91 between Green River Road and SR-241 (the subject of this project). This new project: PS now known as the SIR-91 Corridor Operations Project (91 COP). Hey Conaldoratlons The goal of this project is to implement a substantial operational improvement that is cast affective and timely to address the peak period bottlenect conditions along westbound SR-91 near Ma County Line, Ivey cortsiderabtons Include reducing impacts to adjacent land and local streets by the use of retaining walls and minimizing throw -away costs wttti future projects. Specifically, the project improvements need to be coordinated with the SR-241i91 Express Connector and the SR-91 Sixth GP Lane Addition projects. Benefit& The 91 COP Will reau a aangostion and delays along vvestbound SR-91 between McKinley Street and SR•241. Current Status This p ojscl is within the footprint aria SR-91 Sixth GP Lane Addition project that was an element of the SR-91 Clp environmental document approved to 2012, An environmental revalidation for the 91 COP Is currently underway and anticipated to be completed in 2019. Final design is also proceeding with project advertisement and contract award anticipated In 2020. Schedule and Cast Construction Is planned for completion in 2021 /2022 pending funding avallabOiby_ Construction cast Is estimated to be $38,00t}p oa 2019 SR-91 IMPLEMENTATION PLAN 20 169 SR-91 Sixth General Purpose Large Addition Existing hike path will tit preserved Or Lance shown ore for tale SR-2-11,91 Express Lanes Connector Protect widerns all SR-91 lanes to standard large and shoulder *ails From $R-241 to SR -It Coal Cairyee gums O Line Croratng aneer' Diver Rd ca ' Cl err j. � Lanes shown are for the 5R-711S9-91 interchange erxst t4 north nyev r connector her SR-11, and canneetor kin) Green River Road to EB SR-91 LEGEND - Existing Highwey - rnterchangelRaTno ILI. Ho) Lane bled Express Lane c„, Lard Strdwil IS kir Grton FGvcr Road FIES SR-91 On -Ramp ji Exleeng Line IMP imposed inpoNerrrrenrl Lens {3Uie� trnotoyereelei Prgctls Project Description The Project Approval and Environmental document (PA/ED) for the SR-91 Corridor improvement Project (CIF), from SR-241 to Pierce Street, Included rho addition of a 5111 lame in each direction, the addition of auxiliary Fames at vanaus locations, the addi9on of collector -distributor (CD) lanes at the I.1$1SR-91 Interchange, tha extension of the 91 Express Lanes from the Orange County line to I-15, the eanstruetien of a SR-91 Express Lanes median dirent connector to and frond 1-15 South, a SR-91 Express Lams median direct connector to and from 1-15 Nate, and the canstru:cbon of one Express Lane In each direction From ine I45/SR-91 interchange southerly to I-15/Cejalca Road (now part of RDTC 1-15 Express trams Project [ELK), and easterly to east of McKinley Street, Due to economic conditions, a Project Phasing Plan was daveroped to allow an Initial Phase- with reduced. improvements, to move forward as scheduled, with the remaining ultimate Improvements to be completed tater. The SR-91 Etdh general purpose lane in each direction between SR-241 and SR-11 Ilhe subject of thls piled) is a component of the SR-91 CIP that was not constructed with the Initial Phase. Key Considerations CoariSnation among many of the SR-91 freeway projects that overlap the project limits Is critical to successfulty delivering these proiaots on schedule and within budget_ Designing to accommodate ULM] projects is a Feeurring theme for each or these projects. Minknlzing conflicts In scope between projects requires tiInecx coordination between each project team- Additionally, future projects frequant it nave rrrullipte alternatives under study, eadl with differing scope and wnstrvolion footprints Specifically, Me project improvements need to continue to be coordinated with the ei COP SR-71fSR-91 Interchange, the SR-241i91 Express Conner, 15191 Express Lams Connector, and ROTC% 145 Express Lanes project. Benefits The SR-91 Sixth General Purpose Lane Addition will reduce congestion and delays by providing additional SR-91 capacity from SR-241 to SR-71. Current Status Preliminary engineering is complete but may need to be revisited at a future date. The SR-91 Sixth General Purpose Leine Addition re currently discussed In the Sf-9 CIF' ern+lronnnenial document for lila SR-91 that was completed in 2012. Schedule and Cost Anticipated project completion and cost are to be deterrnined. 2019 SR-91 IMPLEMENTATION PLAN 21 170 1 - 411 1 - 1 Express Connector n ry, Canynn Rd Oft On Off LEGEND lmg Highway IntohthmiiiciPome H13V lane Tolled Exprese tone aiisling Lan* P^Opa +nwr.WEmnnt Lio# COP lane l om Carryon Crossing County Line Project Description The SR.-241/91 Express Connector will carry northbound INS) SR-241 traffic 10 eastbound (ES) 91 Express Lanes and carry westbound MB} 91 Express Lams traffic to sauthbound (SS) SR-241 . Dutside widening would be requrred on the south side of SR-91 for realignment at E$ lanes up to the COal Canyon Crossing_ Key Considerations "this project was originally planned as s High Occupancy Vehicle {HOVj connector into the 811-91 HOV lane in the early 1980a which preceded the operations of file 9fi Express Lanes. UYth the implementation of the 91 Express Lanes, the project witl need to carefully coordinate the traffic operations and toiling policies that will result from the convergence of the SR 241 Toil Road, the O CTA 91 Express Lanes, and the RGTC 91 Express Lanes_ Mointaining fellable travel times and free flan speeds during peak perla-Isom the 9t Express Lanes will be a key consideration for this project_ The project requires SR-91 to be widened to the south to make roam for a two lane terse in each direction) direct connector and associated Express Auxiliary Lanes in each direction in the median, Other projects which improye downstream capacity should be considered prior to the implementation of this project, Coordination Will be conducted with local agencies to ensure the project avoids Impacts to planned bicycle and trail connections on Gypsum Canyon Road per City of Anaheim General Flan and DCTA Commuter Bikeways Strategic Plan. t3eneflts The project will provide connectivity from the 91 Express Lanes and the SR-24 t Toll Rand, Current Status Preliminary engineering concepts for a 5R-241191 Express Lanes direct connector have been developed by The Foothill/Eastern Transportation Corridor Agency {-MN and Oaltrans_ The 91 Express Lanes Extension and SR-241 Connector Feasibility Study was completed in Marls 2009 and was Initiated to evaluate the various alternatives. A Project Study Report was initiated rn January 011 and was completed by January 2012_ The Draft project Report and Draft Erwironmentat Doournent were completed in late- 2016, and the Final Project Report and Environmental Document are pending approval, Final Engineering is anticipated to be completed in 2021_ All agencies involved will work together to find a solution that results in the completion of this project and to ensure other necessary downstream capacity enhancing projeots are implemented prior to the implementation of this project Schedule and Cost The project is anticipated to tie completed concurrent with neur eastbound capacity projects, The cost is eslamated is be $181.1:00,000. 2019 SR-91 IMPLEMENTATION PLAN 22 171 APPENDIX A - POST-2035 AND CONCEPTUAL PROJECTS Concepts for potential Post-2035 implementation (potentially earlier if funding becomes available) focus on longer -lead time projects. This multi -billion dollar program may include: an elevated 4-lane facility (MIS Corridor A) from SR-241 to 1-15; the Anaheim to Ontario International Airport Maglev High Speed Rail; the Irvine -Corona Expressway (ICE) 4-lane facility from SR-241/SR-133 to I-15/Cajalco Road (formerly known as MIS Corridor B), WB SR-91 to SB SR-55 Connector Improvements, and EB SR-91 Fifth Lane Addition at SR-241. These potential concepts include significant environmental constraints and right of way requirements in addition to requiring a significant amount of planning, design, and future policy and public input. The MIS Corridor A concept may incorporate projects being developed in the earlier programs as concept components. Concept Summary Cost ($M) Elevated 4-Lane Facility (MIS Corridor A) from SR-241 to 1-15 2,720 Anaheim to Ontario International Airport Maglev High Speed Rail 2,770-3,200 Irvine -Corona Expressway (ICE) 4-Lane Facility from SR-241/SR-133 to 1-15/Cajalco Road 8,855 WB SR-91 to SB SR-55 Connector Improvements 75-150 EB SR-91 Fifth Lane Addition at SR-241 31 SUBTOTAL 14,451—14,956 2019 SR-91 IMPLEMENTATION PLAN 23 172 Elevated 4-Lane Facility (MIS Corridor ) from -241 to 1-1 v Shid 2 WB Lanes Median 2 EB lanes Abbreviations: WS = Westbound EB = Eastbound Shld ; Elevated 4-Lane Facifity (MIS CorridorA.1 Crass -Section Concept Description The improvements primarily consist of constructing a new 4-lane elevated expiesswa-y near or withinthe Santa Ana Canyon with freeway-ro-freewaiy connectors at SR-241 and 1-15. The facility may include managed lanes and potential reversible operations. Key Considerations Choice of alignment will be key to determining net capacity increase_ Fxtensive right-of-way (R1VO will be required la implement the improvements if the alignment is not in the SR-91 corridor, When median connector projects or Et HOT proects are eonstruete4 and this 4-lane elevated facility is proposed within the median of SR-91 through Corona, then extensive managed lane closures would be required during construction (thus temporarily reducing SR-91 capacity during construction). An alternative could be studied for the median Corridor A viaduct along with reduced SR-91 geometric standards to minimize Roo impacts. Also, direct connectors (such as for High Occupancy Vehicle (HOV) High ❑cctipar+cy Toll (HOT) at 1-15IER-91) to/from the median could be precluded by Maglev columns located within the same median area. Caltrans and Maglev highway R/W, maintenance, safety, and operations considerations would need to be analy2ed if W,uvo�i� 91 shared use with a Maglev facility were pursued. Additional mitigation posts may be required for improvements to SR-241 and SR-135 as a result of additional Corridor traffic volumes_ Corridor A as managed lanes, with the extension of 91 Express Lanes to 1-15, this project cancepl may Wed. traffic distribution due to "parallel" tolled facilities. Benefits The concept would provide significant congestion relief by allowing vehicles to bypass the at -grade freeway lanes and local arterial interchanges between SR-241 and 1-15, Connections are proposed directly between SR-91, ER-241, and 1-1 a, Current Status This concept is identified in the Riverside County - Orange Oounty Major Investment Study {MIS) as part of the Locally Preferred Strategy to improve mobility between Riverside County and Orange County. No project development work is planned at this time. Schedule and Cost Anticipated project completion is past-2035 and construction cast is estimated to be $2,720,000,000 (7005 doilars}, 2019 SR-91 IMPLEMENTATION PLAN 24 173 Anaheim to Ontario International Airport Magley High Speed hail LEGEND - Erssting Highway — High Spud Rail Rilpresentailvc+ Aligrertxant REPRESENT AfiVE ALIGNMENT SHOWN FOR LLtoSTRAWE PURPOSES ONLY Concept Description Proposats for a new super -spud train corridor from Anaheim to Ontario are included in this concept_ This concept includes an alternative that would use $R-91 right-of-way, or would be aligned adjacent In SR-91 right-of-way, or could potentially be co -located with the Major Investment Study (MIS) Corridor A a ignment_ Another alignment opportunity is being investigated along SR-57_ Key Considerations Alternative alignment impacts to SR-91 right-of-way envelope anti/or Santa Ana River are undetermined_ The choice of alignment will potentially impact MIS Corridor A. Bight -of -way (R/W) will be .required to implement the improvements. Potential considerations for co -locating the Magnetic Levitation {Magtev) train adjacent to Corridor A (and also SR-91) include providing a two-colurrin Structure with a barrier between the trains and vehicles. Caltrans and Maglev highway R/A, maintenance, safety, and operations considerations would need to be analyzed iF shared use with a AA$glev facility were pursued_ See the MIS Corridor A project for additional considerations. Coordination with Metrolink improvements will be required_ W,uvo�i� 91 Benefits The concept would provide congestion relief by providing a direct high-speedihigh-capacity connection with Ontario International Airport for Orange County air passengers and business next -day deliveries_ Maglev will make the trip in just 14.5 minutes. Relieves congestion on SR-91 by providing additional capacity in the corridor. Current Status Preliminary design, engineering and Phases 1 and 2 of a Preliminary Environmental Impact Statement/Environmental Impact Statement (PDS/EIS) are Completed. Congress has approved $45M in SAFETEA-LU for the environmental phase of the project. The Anaheim to Ontario segment is included in the 'Constrained- Plan of the Southern California Association of Governments (SC4G) Regional Transportation Plan (RTP) passed in April 2012_ Construction funding of up to $7 billion has been identified through a loan commitment from the China Export -Import Bank. Schedule and Cost Anticipated project completion is 2035 and construction cost is estimated to be from $2,770,000,000 to S3,200.000,000 {2012 dollars). 2019 SR-91 IMPLEMENTATION PLAN 25 174 Irvine -Corona Expressway (ICE)4-Lane Facility from R- 41/ R-1 to I-15/Cajalco Road LEGEND Existing Highway ICE (Corridor R} Representative Alignment REPRESENTATIVE ALIGNMENT SHOWN FOR ILLUSTRATWE PLIF?POSES ONLY Concept Description The improvements primarily consist of constructing a highway and rail facility through the Cleveland National Forest with freeway -to -freeway connectors at SR-241(SR-133 and 1-15ICajalco Road. The facility would essentially be a continuation of SR-133 on the west end of the corridor. to 1-15 an the east end. Key Considerations The tunnel concept is technically feasible based on the geotechnical investigation completed in December 2009. The initial project phase would be the construction of one 2-lane highway tunnel and one rail tunnel. The second project phase would include construction of a second 2-lane highway tunnel_ Additional technical studies and geotechnical borings would be needed to refine the tunnel alignments and grades. Casts associated with the Irvine -Corona Expressway (ICE) tunnels are based an the Feasibility Evaluation Report completed in December 2009. A financial analysis will be needed for the construction, operations and toll requirements of the ICE tunnels_ Benefits The concept would provide significant congestion relief by providing an alternative route between Orange and Riverside counties and would allow vehicles to bypass SR-91 between R-241 and I.15. The concept would not disrupt SR-91 traffic during construction and would allow for additional route selection for incident management, emergency evacuation, and for continuity of the highway network by linking SR-133 to I-15, Current Status On August 27, 2010 the Riverside Orange Corridor Authority Board took action to defer additional study of the ICE concept until such time as financial considerations improve andlor technological advancements warrant reexamination. Review of the concept shall be done annually through the SR-91 implementation Plan update to determine if any of the major assumptions with regard to financial considerations, private sector interest, or technological advancements have changed to make the tunnel financially viable. (See "10E status summary" for further discussion). Schedule and Cast Anticipated project completion is past-2035 and construction cost is estimated to be $8,855,000,000 (2009 dollars), 2019 SR-91 IMPLEMENTATION PLAN 26 175 1 B R- 1 to BB R-55 Connector Improvements Concept Descrip#fon The project consists of operational improvements by modifying the connector to SB SR-55 from WB SR-91. The improvements would extend to Lakeview Avenue to the east and would include a new connector from WB SR-91 to SB SR-55 as a potential right-hand exit_ Key Considerations Right-of-way impacts, detailed SR-55fSR-91 interchange improvements, and downstream impacts to SR-55 require further evaluation in a subsequent phase of project development. Conceptual design of SR-55/SR-91 would be coordinated with completed improvements at SR-91 and Tustin Avenue, and with the SR-91 Environmental Study Improvements from SR-57 to SR-55. This study is currently being conducted_ Operational enhancements between SR-55 and Lakeview Avenue will provide some benefit for SR-55,SR-91 by addressing WE SR-91 weaving issues_ to addition, the proposed +B drop -ramp from Lakeview AV has been designed to accommodate three WS through lanes on either side in order 0 reduce throwaway costs in the future should the SR-91 be shifted to accommodate a right-hand exit for SB SR-55. W,uvo�i� 91 Benefits. Interchange improvements are anticipated to provide congestion relief for WB SR-91 traffic and potentially improve ti7e connection from 0/B SR-91 to 5B SR-55. CurTent Status SR-551SR-91 project information was derived from the Final Alternatives Evaluation and Refinement Report, December 2005, by the Riverside County - Orange County Mator Investment Study (MIS). Focused SR-91/SR-55 conceptual engineering needs to be scheduled. However, initial conceptual engineering was also studied as part of the SR-91 Feasibility Study Between State Route 57 and State Route 55 Interchange Areas io June 2009, and as part of the SR-91 Environmental Study Improvements from SR-57 to SR-55. Schedule and Cost Anticipated project Completion is post-2035 and construction cost is estimated to be from $75,OOO,000 to $150,OOa,000 (2014 dollars). 2019 SR-91 IMPLEMENTATION PLAN 27 176 EB SIB- 1 Fifth Lane Addition at SR-241 Weir Canyon Rd Dr% Off On Lanes shown ace for the SR-241'91 Express Connector LEGEND Exlsflrg Highway inlerthangaiRar+rp » HOV Lane Ltuiting Lana Toilet! Express Lana /1M Proposed Irrrprovernant Lanc Concept Description The location of the proposed ER SR-91 fifth general purpose (GP) lane addition (the Segment) is on EB SR-91 from Weir Canyon Road too the NI3 SR-241 Connector, The Segment consists or 4 (four} GP lanes and 2 (two) managed lanes (91 Express Lanes), Upstream {westerly} from The Segment the EB SR-91 has 5 GP lanes and the 5th lane drops to the Ski SR-24/ Connector as some traffic volume exits to the 5A SR-241 _ Downstream from The Segment the EB SR-91 gains the 5th lane back as the NB SR-241 Connector merges with SR-91 in a dedicated lane addition. This 5th lane continues beyond the Riverside Carroty line providing enhanced rriobi I it}+_ Key Considerations This segment with 4 GP lanes might be creating a traffic choke point due to the decrease of capacity, potentially contributing to significant traffic delays passing through this segment along with other traffic issues such as queue jumpingr weaving, merging and operational speed differential. However, additional traffic from tVB SR-241 to EB SR-91 and Gypsum Canyon Rd an -ramp suggest balancing the number of lanes should be carefully examined. As such, additional capacity will enhance ES freeway operations along this Segment. Benefits 1. Extends the existing 5th EB CAP lane easterly and ties It to the existing 5th lane downstream. This could provide capacity enhancement 2111d may result in removing an existing choke point. Significant delay savings is anticipated. 2. Potentially eliminate queue jumping In this area from EB 5fi-91 as well w Weir Canyon Rd. 3_ Potentially reduce speed differential between through lanes, thus creating a more balanced flow. 4. Potentially provide balanced lane utilization at high traffic demand area. Current Status Additional traffic analysis and study is required to confirm the benefits to EB SR-91 by the proposed improvements. This location was identified by Calltrans as a high congestion location Ih the County. The concept is intended to improve the choke point that exists due to the presence of a 4 lane segment betyveen 5 lane freeway segments. Schedule and Cost The project cost is proposed to be funded by 513-1 Program with o target Ready to Llst Fn.) date of 2025 and construction estimated as 2927_ The total project cost Is estlrnated to be $31,250,000. 2019 SR-91 IMPLEMENTATION PLAN 28 177 APPENDIX B - COMPLETED PROJECT EXHIBITS The following exhibits represent completed projects from previous Plans since 2006 and are intended to be used as a reference to illustrate the progress made since the inception of the Plan. Note: some projects listed in the Plan as completed (see Section 1, Project Accomplishments) are not included herein since there was no exhibit created or necessary for use with prior Plans (such as for restriping projects, various safety enhancements, minor operational improvements, etc.). W,uro.„i., 91 Project Improvements Green River Road Overcrossing Replacement Constructed March 2009 North Main Street Corona Metrolink Station Parking Structure June 2009 Eastbound Lane Addition from SR-241 to SR-71 September 2010 Widen SR-91 between SR-55 and SR-241 by Adding a 5th GP Lane in Each Direction December 2012 SR-91 WB Lane at Tustin Avenue April 2016 Metrolink Service Improvements June 2016 Initial Phase CIP: Widen SR-91 by One GP Lane in Each Direction East of Green River Rd, CD Roads and I-15/SR-91 Direct South Connector, Extension of Express Lanes to 1-15 and System/Local Interchange Improvements July 2017 La Sierra Metrolink Parking Improvements February 2019 2019 SR-91 IMPLEMENTATION PLAN 29 178 Green River Road Overcrossing Replacement Appendix Project No: B-1 Actual Completion: March 2009 Project Costs Capital Cost Support Cost RIW Cost Total Project Cost Project Schedule Preliminary Engineering Environmental Design Construction $ 21,000,000 $ 3,000,000 $301,000 $ 24,301,000 Completed Completed Completed Completed I Project Schedule Caltrans Equivalents: Preliminary Engineering = RID Environmental = PA/ED Design = PS&E Abbreviations: CD = Collector Distributor Lane FTR = Future HOV = High Occupancy Vehicle SHLD = Shoulder 77' 138' I i i f ,y E rm I em i� I Mn: FM j a i f;ftgi W i'W illR e; e-d it WIE; 1' LWQ 11Te; UIIE t 1 WB 4 j Project Description Improvements primarily consist of replacing the existing Green River Road overcrossing with a new six -lane wide, 4-span overcrossing to accommodate future widening of SR-91. The interior spans will accommodate up to eight mainline lanes in each direction including two HOV lanes. The exterior spans can accommodate two lanes, either for auxiliary lanes or collector distributor roads. Entrance and exit ramps will be realigned and widened to accommodate the new bridge, yet the interchange will retain its current configuration. New signals will be installed at the ramp intersections. Ramp and bridge improvements will be constructed within existing right of way. Key Considerations Design interface is required with the Eastbound Lane Addition from SR-241 to SR-71, SR-711SR-91 Interchange Improvements, SR-91 Corridor Improvement Project, and SR-2411SR-91 HOV/HOT Connector. Benefits The project will improve the level of service at ramp and local street intersections at the interchange. Improvements will reduce ramp queues that extend into the freeway's general purpose lanes, thus contributing to congestion relief on SR-91. Current Status The project began construction in March 2007 and was completed in March 2009. 138' New Bridge I I I wiE ai�M12l I !�; 1 . a 6 uve' Lic vxe. wuj whe. uwei 1a' t — t r' i t 2' 14 12' : I r i IT i 17' i 12' • '' , " g7g;;T A` EB • GREEN RIVER BRIDGE CROSS-SECTION NOTE: All dimensions are approximate 79' �. 71 .mi7. s.u� e"`w I e �sw 1ci tr ! it ro• 2019 SR-91 IMPLEMENTATION PLAN 30 179 North Main Street Corona Metrolink Station Parking Structure Appendix Project No: B-2 Actual Completion- June 2009 Project Costs Capital Cost $ 20,000,000 Support Cost $ 5,000,000 RAW Cost $0 Total Project Cost $ 25,000,000 Project Schedule Preliminary Engineering Environmental Design Construction Completed Completed Completed Completed Project Description The project provides a six level parking structure with 1,065 parking stalls. The construction is within the existing North Main Street Metrolink station property in Corona. Key Considerations Proposed improvements were constructed within existing right of way. Currently there are 700 users of the facility, 200 more that were previously able to accomodate. Additionally RCTC has opened up the lot to park and ride carpools and vanpools and has issued over 120 permits for carpoolers to use the expanded station. This shows an added benefit of supporting carpooling as well as transit to offset congestion on SR-91. Benefits Demand for parking currently exceeds the capacity at the North Main Street Corona station. New parking capacity will allow Metrolink ridership to increase thereby diverting vehicle trips from SR-91. Current Status Construction was initiated in January 2008 and was completed in June 2009. The project was funded with Federal Congestion Management and Air Quality (CMAQ) funds. 5— rt rns of t PLACENTIA ANGE Is map co 5 YORBA LINDA VILLA PARK ANAFE IiVI yr'ghted by Thomas Bras Maps an CHINO HILLS ti 1� 1 Metrolink Parking Structures 241i produced with permission. CORONA NORCO 15i W,uvo�i� 91 2019 SR-91 IMPLEMENTATION PLAN 31 180 Eastbound Lane Addition from SR-241 to SR-71 Appendix Project No: B-3 Actual Completion: September 2010 Project Cost Estimate Capital Cost Support Cost RIW Cost Total Project Cost Project Schedule Preliminary Engineering Environmental Design Construction $ 41,000,000 $ 8,000,000 $ 2,200,000 $ 51,200,000 Completed Completed Completed Completed LEGEND Existing Highway ,1 Interchange/Ramp - County Line —J HOV or HOT Lane - Existing Lane .01 Project Improvement Lane Existing Interchange On Gypsum Canyon Rd On Off ir Li W,uvo�i� 91 off I_ Oft On Off�� On Project Description The project will provide an additional eastbound (EB) lane from the SR-911SR-241 interchange to the SR-711SR-91 interchange and will widen all EB lanes and shoulders to standard widths. Key Considerations Coordination with the SR-91 Corridor Improvement Projects (Project #3 and #11) will be required. Staged construction would be required for all ramp reconstruction and freeway widening. Freeway operations would most likely be affected by this project, however, freeway lane closures are not anticipated. An EB concrete shoulder will be constructed with a 12 foot width to provide for future widening as contemplated by Project #3 and #11. Benefits The lane addition would help to alleviate the weaving condition between SR-241 and SR-71, as well as remove vehicles from the SR-91 mainline that would be exiting at Green River Road and SR-71. Current Status Funding is from the American Recovery and Reinvestment Act (ARRA) with $71.44M approved, and the balance of project costs are from other sources. Construction began in late 2009 and was completed in September 2010. Coal Canyon WLC ■ County Line Green River Rd On Off On Off Off On Off On 2019 SR-91 IMPLEMENTATION PLAN 32 181 Widen SR-91 between SR-55 and SR-241 by Adding a 5th GP Lane in Each Direction Appendix Project No: B-4 Actual Completion: January 2013 Project Costs Capital Cost Support Cost R/W Cost Total Project Cost Project Schedule Preliminary Engineering Environmental Design Construction $ 65,005,000 $ 19,639,000 $ 573,000 $ 85,217,000 Completed Completed Completed Completed LEGEND - Existing Highway Interchange/Ramp - Existing Interchange - HOV or HOT Lane - _i Existing Lane Project Improvement Lane Auxiliary Lane Off Lakeview Av On Off On On Off On Off Project Description This project proposes capacity and operational improvements by adding one general purpose (GP) lane on eastbound (EB) SR-91 from the SR-551 SR-91 connector to east of the Weir Canyon Road interchange and on westbound (WB) SR-91 from just east of Weir Canyon Road interchange to the Imperial Highway (SR-90) interchange. Additionally, this project would facilitate truck traffic approaching the truck scales in both directions. Key Considerations Caltrans is not considering relocation of the truck scales at this time. Benefits Alleviates congestion on WB SR-91 by eliminating the lane drop at the truck scales and providing a continuous GP lane to SR-90. Alleviates congestion on EB SR-91 by eliminating the lane drop for northbound (NB) SR-55 at SR-91 by providing an auxiliary lane to Lakeview Avenue, and at SR-90 by providing a continuous GP lane through Weir Canyon Construction was completed in January 2013. The project received $22M of Corridor Mobility Improvement Account (CMIA) funding and $74M of State Transportation Improvement Program (STIP) Augmentation funds. Truck Scales Weir Canyon Rd Off On Off On Off - - - — — ■ On Off a On Off n Gypsum Canyon Rd On Off On Off Off�i tab NOTE: FAIRMONT BLVD IS CONTINGENT UPON IMPLEMENTATION OF THE PROJECT n 2019 SR-91 IMPLEMENTATION PLAN 33 182 SR-91 W8 Lane at Tustin Avenue Appendix Project No: B-5 Actual Completion: April 2016 Project Cost Estimate* Capital Cost Support Cost RNV Cost Total Project Cost Project Schedule Preliminary Engineering Environmental Design Construction $ 22,218,000 $ 16,382,000 $ 4.682,00G $ 43,282,000 Completed Completed Completed Completed LEGEND Existing Highway Interchange/Ramp County Line p HOV Lane A• Tolled Express Lane mow Existing Lane Proposed Improvement Lane W,uro�i� 91 Lakeview Av Project description The project will add a westbound (WB) auxiliary lane on SR-91 beginning at the northbound (NB) SR-55 to WB SR-91 connector through the Tustin Avenue interchange. This project includes approximately 1.1 lane miles. Key Considerations Build Alternative 3 was selected from the Project Study Report (PSR), On Westbound (WB) SR-91 Auxiliary Lane from the Northbound (NB) SR-55/WB SR-91 Connector to the Tustin Avenue Interchange, and requires additional right-of-way. City of Anaheim utilities are within close proximity of the proposed widening section. Widening of the Santa Ana River bridge is required. Coordination with the City of Anaheim occurred for widening of Tustin Avenue and the WB SR-91 Off -Ramp that was completed in early 2011. Benefits The project would reduce or eliminate operational problems and deficiencies on this section of WB SR-91 including weaving and merging maneuvers. This project would also address choke -point conditions, which are caused primarily by extensive weaving between the NB SR-55 to WB SR-91 connector and the WB SR-91 off -ramp to Tustin Avenue. Current Status Preliminary engineering was completed and approved by Caitrans. The environmental phase was completed in November 2010, and design was completed in mid-2013. Construction was initiated in February 2014. The project received $14M from the Proposition 1B State -Local Partnership Program (SLPP), $14M from Measure M, with the balance from Regional Improvement Program (RIP) funds. Contract acceptance and open to traffic in May 2016. Tustin Av On Off WB SR-91 Tustin Ay On Off 2019 SR-91 IMPLEMENTATION PLAN 34 183 Metrolink Service Improvements Appendix Project No: B-6 Actual Completion: 2016 Project Cost Estimate* 1E0C Service CoSt Penis Valley Line Cost Total Metrolink Casts Project Schedule Complete 2016 $ 1,1e0,0Q{i $ 248,000,000 $ 249,160,040 * Costs from OCTA and RCTC On 2015 dollars) Project Description There are sixteen daily trains that run on the IEOC Line and nine trains running on the Los Angeles to Riverside portion of 91/Perris Valley (91fPV) Line for a total of 25 daily trains. The long-term service improvements will include 24 lEOC trains by 2030. The Perris Valley portion of the 91 Line extends Metrolink service southeast by 25 miles, from Riverside to Perris. The project is located within the right of way of the existing San Jacinto Branch Line through Riverside, Moreno Valley and Perris. Construction began in October 2013, cost approximately $248 million, and the extension opened to the public in June 2016. The inaugural schedule (December 2015) includes nine trains through to Los Angeles and 12 between Perris and Riverside. Key Considerations Construction of the new Placentia Metrolink station will improve passenger access to the 91/1V Line, by creating a station between Fullerton and Corona- improvements at the Anaheim Canyon station are designed to account for future expansion of the IE0C rail service_ Benefits Enables development of expanded Metrolink service, improved efficiency, and fasters train ridership growth in the region, which will contribute to congestion relief on SR-91. Current Status Two additional IEOC Line roundtrips were added in late 2015, and in mid-2016, nine trains began service on the Perris Valley extension to the 91/PV Line- a 4 e FULL: 'TON elm PLAC€NTIA i rains !q � Losbneles r Trams toCord, a'l Yig FE.derrOn _ SbiAq Orarugs COunry ANAHEIM M YORHA LINOA JJA fro WS Eiristing, 25 2016: 27 RAN DAILY TRAM Existing: 16 2016:18 aorparnifna WINO HILLS W,uvoirly� 91 Perris Valley Line A f1 YIIY Y NAME +Nl14111.111.r pliRE PEC M' h 'ERRS 2019 SR-91 IMPLEMENTATION PLAN 35 184 Initial PhaseCIF': Widen Sit-91 by One GP lane In Each Direction East of Green River Road, CD Roads and I-15ISR-91 Direct South Connector, Extension of Express Lanes to 1-15 and System rF Local Interchange Improvements I Project No: B•7 Actual Completion: 2017 Project Cost Estimate* Total Capital Oast S 1.161,000,000 Support Cast 246,000,000 Total Project Cost 5 1,407,000,000 i Project Sc-hedule' Prehrninary Engineering Environmental DesrgniCanstrucllon Completed Completed 2013-2D17 Cost obtained for Initial Phase is from RCTC (2014 dollars} " Schedule for Inital Phase; subsequent phase for Ultimate Project anticipated in 2035 LEGEND Existing t-riOway tnterchangeRanop County Line Coal Carryon Craooing ri0V Lane Toiled Express Lana bdormg Lane Proceed Improvement Lane CO Road Auxiliary Lane Braided Connector Project Description The approved project Study Deport (PSR) for the SR-91 Corridor improvement Project (CIP), from R-241 to Pierce Street, includes the addition of a 5th general purpose lane in each direction, the addition of auxiliary lanes at various locations, additional lades at the SR-71JSR-91 interchange (Project #5), and collector -distributor (CD) lanes at the I-151SR-91 interchange, Subsequently, the Riverside County Transportation Commission's (ROTC) 10-Year Delivery Plan recommended the following in addition to the PSR recommended improvements; the extension of the 91 Express Lanes from the Orange County line to I-15, the construction of SR-91 (EB/WS)f1-15 (SB/NE) Express Lanes median direct connectors, and the construction of one Express Lane in each direction from the 1-15,SR-91 interchange southerly to 1-15Majalca Road, and northerly to I-151Hidden Valley Parkway, An Express Lanes Ingressiegress lane is also planned near the County Line. Due to economic conditions, a Project phasing Plan was developed to allow an Initial Phase with reduced improvements to move forward as scheduled, with the remaining ultimate improvements to be completed later- The Following is a summary of the deferred ultimate improvements_ 1-15{SR-91 median North Direct Connector, and 1-15 Express Lanes North to Hidden Valley Parkway (Project #9); general purpose lanes and Express Lanes from 1-15 to fierce Street; and general purpose lanes from SR-241 to SR-71, The i-15 Express Lanes to be extended from Ontario Avenue to Cajalco Road are included in #F TC's 1-15 Express Lane Project with an anticipated completion in 2020 Key Considerations Coordination among many of the SR-91 freeway projects that overlap the project limits is critical to successfully delivering these projects an schedule and within budget. Designing to accommodate future projects is a recurring theme for each of these projects. Minimizing conflicts in scope between projects requires direct coordination between each project team. Additionally, Future projects frequently have rnualole alternatives under study, each vrith differing scope and construction foolprirrtz. Specifically, the project improvements need to continue to be coordinated with the SR-71/SR-91 Interchange, the SR-241/91 Express Connector, and RCTC's I-15 Express Lane Project. Benefits The Initial Phase and Ultimate CM projects will reduce congestion and delays by providing additional SIB-91 capacity from SR-241 to Pierce Street, along 1-15 from SIB-91 to Cajalaa Road to the south, and to Hidden Valley Parkway to the north. Traffic operations will improve by eliminating or reducing Weaving conflicts along SR-91 and I-15 by the use of CD roads and auxiliary lanes. The project will provide motorists a choice to use Express Lanes for a fee in exchange for time savings. Current Status The envimnrnental phase was completed 1n Fall 2012. A Design-i3ulld contractor was relented to May 2013 and construction activities began in early 2014 For the Initial Pl-Fase. The project is anticpated to open to traffic In Spring 2017 with final prclect acceptance anticipated at the end at 2017 .Gypsum � Orr o Canyon Rd 7n C.rf On {4n Coal Canyon County Line Grossing a 1E 3 e I ngress/Egress lanes shown within the Express Lanes by restriping Green River Rd Or 4Yf OfF DP Auto Center Dr Maple 5t on- tin' from toAuto Un Maple St CenterVr or Of{ is Maple St Serfas Club Dr Off On' On from $Urf85 club orb Lincoln Av A On Off On Off Off to k1a+r� St On Main St From On Ne From Off 1-15 SB r-15 Off to I.15 3-Lane CD Road Connector front Main St ES on -ramp braid to join R-91 as a merge ramp Off On' On' From From Main SB St i-15 Off to NB/SB. 1-15 On HOVIROT lanes to 1-15/Ontario Av On 1=rorn t~tfi 1-15 McKinley St Pierce St otr On On Of Additional large by restripe of existing lanes 2019 SR-91 IMPLEMENTATION PLAN 185 La Sierra Metrolink Parking Improvements Image source.' Riverside Transit Agency, April 2019 Project Description There are currently 1,000 spaces available. RCTC is implementing a parking lot expansion to include an additional 496 spaces and six bus bays to accommodate RTA Express Lane Service 200 that originates at Metrolink San Bernardino Transit Center with stops along Riverside Downtown Metrolink Station, Metrolink La Sierra, the Village at Orange, ARTIC, Disneyland, and Anaheim Convention Center, as well as other potential bus routes in the future. Benefits The 496 parking spaces will provide for existing and future demand. The parking lot expansion will provide for ADA parking, RTA express service, commuter rail, and vanpool. Current Status Construction and project implementation has begun. Schedule and Cost Construction was completed in February 2019. The project cost is estimated to be $6,260,000. 2019 SR-91 IMPLEMENTATION PLAN 37 186 APPENDIX C - REFERENCES The following documents and resources were used in the development of the 2019 Plan. Data was provided by OCTA, RCTC, Caltrans Districts 8 and 12, Transportation Corridor Agencies (TCA), other agencies and online resources. Measure M Next 10 Delivery Plan (Next 10 Plan), November 14, 2016 Riverside Transit Agency, Ten -Year Transit Network Plan, January 22, 2015 PSR-PDS on Route 91 Between SR-57 and SR-55, October 2014 PS&E for "Westbound State Route 91 Auxiliary Lane from the NB SR-55/WB SR-91 Connector to the Tustin Avenue Interchange", 2014 PS&E for Initial SR-91 CIP Project, 2014 California Transportation Commission, Corridor Mobility Improvement Account (CMIA), Amended December 2012 M2020 Plan (Measure M), September 2012 PSR-PDS for SR-241/SR-91 Connector, January 2012 Project Report and Environmental Document (EIR/EIS) for SR-91 CIP from SR-241 to Pierce Street Project, October 2012 PS&E "On State Route 91 Between the SR-91/SR-55 Interchange and the SR-91/SR-241 Interchange in Orange County", April 2011 Corridor System Management Plan (CSMP) Orange County SR-91 Corridor Final Report, August 2010 Project Study Report/Project Report "Right of Way Relinquishment on Westbound State Route 91 Between Weir Canyon Road and Coal Canyon", May 2010 SR-91/Fairmont Boulevard Feasibility Study, December 2009 Feasibility Evaluation Report for Irvine -Corona Expressway Tunnels, December 2009 Plans, Specifications and Estimates (PS&E) for Eastbound SR-91 lane addition from SR-241 to SR-71, May 2009 PSR "On State Route 91 Between the SR-91/SR-55 Interchange and the SR-91/SR-241 Interchange in Orange County", April 2009 91 Express Lanes Extension and State Route 241 Connector Feasibility Study, March 2009 PSR/PR "On Gypsum Canyon Road Between the Gypsum Canyon Road/SR-91 Westbound Off -Ramp (PM 16.4) and the Gypsum Canyon Road/SR-91 Eastbound Direct On -Ramp (PM 16.4)", June 2008 Orange County Transportation Authority Renewed Measure M Transportation Investment Plan, November 2006 Riverside County -Orange County Major Investment Study (MIS) — Final Project Report: Locally Preferred Strategy Report, January 2006 California — Nevada Interstate Maglev Project Report, Anaheim -Ontario Segment; California -Nevada Super Speed Train Commission, American Magline Group, August 2003 Route Concept Reports for SR-91, Caltrans Districts 8 and 12 Various Preliminary Drawings and Cross Sections, Caltrans Districts 8 and 12 2019 SR-91 IMPLEMENTATION PLAN 38 187 AGENDA ITEM 9G RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Marlin Feenstra, Project Delivery Director Bryce Johnston, Capital Projects Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Award of Construction Agreement with Reyes Construction, Inc. for the Riverside Downtown Layover Facility Expansion Project STAFF RECOMMENDATION: This item is for the Commission to: 1) Award Agreement No. 19-33-029-00 to Reyes Construction, Inc., as the lowest responsive, responsible bidder, for the construction of the Riverside Downtown Layover Facility Expansion Project (Project) in the amount of $4,379,858, plus a contingency amount of $420,142, for a total amount not to exceed $4.8 million; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission; and 3) Authorize the Executive Director or designee to approve contingency work pursuant to the agreement terms up to the total amount. BACKGROUND INFORMATION: The Commission and the Southern California Regional Rail Authority (SCRRA) have been working together, over the past several years, to develop the plans, specifications and estimate (PS&E) for the expansion of the existing Riverside Downtown North Layover Facility. This expansion of the layover facility capacity is required for the projected near term and future increase in Metrolink ridership. The expansion will accommodate three storage tracks with an overall storage capacity of three, six -car train sets and make needed upgrades to the existing maintenance facilities. The existing layover facility can only accommodate one six -car train set and has limited maintenance facilities. The Project is located at the north end of the existing Riverside -Downtown station on right of way owned by the Commission (Figure 1). Agenda Item 9G 188 Figure 1: Project Location Map Procurement Process On February 28, 2019, the Commission advertised Invitation for Bids (IFB) No. 19-33-029-00 for construction of the Project. A public notice was advertised in the Press Enterprise, and the complete IFB, including all contract documents, was posted on the Commission's PlanetBids website, which is accessible through the Commission's website. Emails were sent to vendors registered in the Commission's PlanetBids database that fit the IFB qualifications. A pre -bid conference was held at the Commission's office on March 12, and on April 11, 3 bids were received and publicly opened. A summary of the public bid opening amounts is shown in Table A. TABLE A Riverside Downtown Layover Facility Expansion Project Bid Summary Firm (In order from low bid to high bid) Bid Amount Engineer's Estimate $3,400,000 1 Reyes Construction $4,379,858 2 Spectrum Construction Group $4,579,443 3 Herzog $6,226,702 Agenda Item 9G 189 The basis for award for a public works contract is the lowest responsive and responsible bidder as defined by the Commission's procurement policy and state law. Of the three bids received, the two low bidders are within 3 percent of each other. The third bid received was over 40 percent of the other two low bids and therefore was not included in the bid analysis. The bid analysis (see Attachment 1) shows the bid amounts of the two low bidders and shows the bid unit price, amount, and percent variation from the engineer's estimate for each bid item. Staff, along with the design engineer and the construction management team, analyzed the two low bids received to determine why the bids were higher than the engineer's estimate by approximately 30 percent. The following are the results of that assessment: 1. The Project is small in overall scope, so the unit costs for many items of work would not get the benefit that a project with larger quantities would get. 2. There is a historic building directly adjacent to the construction site, which would limit the means and methods of construction and thus drive up the costs for work directly adjacent to the structure. 3. There is a delayed start provision in the contract of about 4 months due to long lead time required for procurement of the unique lap switch. The procurement time costs, which include increased overhead, material and labor costs, would be a factor in the increased bid. 4. The degree of complexity of electrical and underground utility work in a congested, small area would be a factor in increased costs for that work. 5. Generally, the competition for labor and materials is greater today because of the current amount of work in the Southern California area, which is leading to higher labor and material costs. After analyzing the bids received, staff has concluded that the Reyes Construction bid, in the amount of $4,379,858, is the lowest responsive and responsible bid received for the Project. Staff received a bid protest letter from Spectrum Construction Group Inc., dated April 25, 2019, and an email regarding the same dated April 23, 2019, protesting the bid submitted by Reyes Construction. In consultation with legal counsel, staff determined the bid protest was meritless due to the minor nature of the inconsistencies in Reyes' bid. The Executive Director executed and delivered a Notice of Rejection of Bid Protest to Spectrum Construction Group Inc., dated May 6, 2019. Copies of the bid protest from Spectrum Construction Group Inc. and Notice of Rejection of Bid Protest are attached hereto as Attachment 3 for reference. Staff recommends award of Agreement No. 19-33-029-00 for the construction of the Project to Reyes Construction in the amount of $4,379,858, plus a contingency amount of $420,142 to fund potential change orders and supplemental work, for a total amount not to exceed $4.8 million. Further, authorization is requested for the Chair or Executive Director to execute the draft agreement (Attachment 2), pursuant to legal counsel review, on behalf of the Commission and for the Executive Director or designee to approve contingency work up to the total not to exceed amount as required for the Project. Agenda Item 9G 190 The project is funded through three Federal Transit Administration (FTA) grants. Financial Information In Fiscal Year Budget: Yes Year: FY 2019/20 Amount: $4,800,000 FTA Section 5309 Grant CA-05-0268, FTA Section 5337 Grant CA-54-0033, Source of Funds: and Budget Adjustment: No FTA Section 5307 Grant CA-90-Z234 GL/Project Accounting No.: 653822 81301 00000 0000 265 33 81301 Fiscal Procedures Approved: \)/-/a4i-,a4,Ai Date: 05/08/2019 Attachments: 1) RCTC Bid Analysis 2) Draft Agreement No. 19-33-029-00 3) Spectrum Construction Group Inc. Bid Protest and Notice of Rejection of Bid Protest Agenda Item 9G 191 ATTACHMENT 1 Bid Analysis for IFB 19 33-029-00 Construction of Riverside Downtown Metrolink Station Layover Facility Expansion Project Reyes Construction >EE(%) Spectrum Construction >EE(% ) ITEM NO. WORK DESCRIPTION UNIT QUANTITY UNIT COST TOTAL COST UNIT COST TOTAL COST UNIT COST TOTAL COST DIVISION 01 GENERAL REQUIREMENTS 01 13 11.01 Temporary Power for Compressed Air System LS 1 $10,000.00 $10,000.00 $19,000.00 $19,000.00 $27,500.00 $27,500.00 01 14 19.01 Costs associated with RPU LS 1 $25.000.00 $25.000.00 Install new medium voltaae conductors to xfmr. relocate $20.000.00 $20.000.00 $27.500.00 $27.500.00 01 5719.01 SWPP LS 1 $21.00000 $21000.00 escalated 40% $55.00000 $55.000.00 $16500.00 $16.500.00 01 71 13.01 Mobilization_ Demobilization. and Controls (Maximum of 8 % of Total LS 1 $270.000 00 $270 000.00 eiaht percent $300.000 00 $300.000.00 $350 000.00 $350.000.00 GENERAL REQUIREMENTS SUBTOTAL 5326.000.00 5394.000.00 21 % 5421.500.00 29% DIVISION 03 CONCRETE 03 31 00 01 Concrete Pavement (Pad) for Compressed Air Eauioment I S 1 $6 000 00 $6 000 00 11' x 22' x 1'-6" stnirhiral slab $12 000 00 $12 000 00 $27 500 00 $27 500 00 03 31 00 02 Concrete Pavement (Pad) for Electrical Eauioment I S 1 $3 000 00 $3 000 00 16' x 6' Slab on Grade 2 Slabs for Wayside Power $6 900 00 $6 900 00 $27 500 00 $27 500 00 03 31 00 03 Install Concrete Collar Per SPPWC Std Plan No. 380-4 EA 2 $1 400 00 $2 800 00 $1 700 00 $3 400.00 $11 000 00 $22 000 00 CONCRETE SUBTOTAL S11.800.00 S22.300.00 89 % $77.000.00 553% DIVISION 10 SPECIALTIES 10 00 00 01 Shelter for Compressed Air Eauinment EA 1 $8.400.00 $8.400.00 escalated 40 % $21 600 00 $21.600.00 $16 500 00 $16.500.00 SPECIALTIES SUBTOTAL $8.400.00 $21.600.00 157 % $16.500.00 96 DIVISION 12 FURNISHINGS FURNISHINGS SUBTOTAL $0.00 $0.00 S0.00 DIVISION 22 PLUMBING 22 15 00 01 Compressed Air Eauioment LS 2 $20 000 00 $40 000.00 Vendor eauinment estimate from Previous Droiects $24.500.00 $49.000.00 $24 288 00 $48.576.00 $0 00 $0.00 $0.00 22 15 13 01 Compressed Air Outlets EA 5 $1 800 00 $9 000 00 Contractor installed cost from Previous similar oroiect. $2.000.00 $10.000.00 $1 100 00 $5.500.00 22 15 13 02 Comnressed Air Pinina - Underaround LF 750 $75 00 $56.250.00 Contractor installed cost from Previous similar oroiect. $73 00 $54.750.00 $165.00 $123.750.00 22 15 13 03 Compressed Air & Condensate Pinina - Above around LF 180 $65 00 $11.700.00 Contractor installed cost from Previous similar oroiect. $136 00 $24.480.00 $110.00 $19.800.00 22 15 13 04 Misr. Fittinas & Valves LS 1 $8 000 00 $8.000.00 $20 500 00 $20.500.00 $8.250.00 $8.250.00 22 1.5 13 0.5 IW Pioina LF 250 $45.00 $11.250.00 Contractor installed cost from previous similar oroiect. $181 00 $45.250.00 $82.50 $20 625 00 22 1.5 13 06 SS Pioina LF 12 $55.00 $660.00 Contractor installed cost from previous similar oroiect. $50 00 $600.00 $82.50 $990 00 PLUMBING SUBTOTAL $136.860.00 $204.580.00 49% $227.491.00 66 DIVISION 26 ELECTRICAL 26 0.5 00 01 Wayside Power - Sinale Recentacle LS 1 $16 000 00 $16 000 00 Vendor (mote nlus labor $81 000 00 $81.000.00 $5 500 00 $5 500 00 26 0.5 00 02 Relocate Wayside Power - Dual Receptacle LS 1 $4 000 00 $4 000 00 Labor estimate $10 800 00 $10.800.00 $27 500 00 $2Z500 00 26 05 00.03 Relocate Main Switchboard and Recertify to UL Standards EA 1 $25 000 00 $25.000.00 Labor estimate $16 200 00 $16 200.00 $27.500.00 $27.500.00 26 05 43.01 Pullboxes with SCTE 77 Tier 15 rated covers (Communication and LS 1 $50 000 00 $50.000.00 Vendor auotes - SCTE 77 Tier 15 rated $44 900 00 $44 900 00 $16.500.00 $16.500.00 26 05 43.02 All other ductbanks not includina those with conduits for RPU LF 400 $35 00 $14.000.00 $87 00 $34 800 00 $550.00 $220.000.00 26 06 00 01 Groundina and Bondina EA 1 $10 000 00 $10 000 00 Main Switchboard (MS1 $7 000 00 $7 000 00 $16 500 00 $16 500 00 26 12 00 01 Conductors and Cable LS 1 $27 000 00 $27 000 00 Includes 2" conduits for future cameras $51 600 00 $.51 600 00 $33 000 00 $33 000 00 26 13 00 01 Conduits LS 1 $85 000 00 $8.5 000 00 Includes RPII conduits to and from transformer $45 900 00 $4.5 900.00 $33 000 00 $33 000 00 26 28 90 01 TVSS (NEMA 11' Field Installed EA 1 $8 000 00 $8 000 00 Vendor estimate of materials talus labor $6 800 00 $6 800.00 $22 000 00 $22 000 00 26 44 20 01 5 KVA Mini Power Center (12 56" X 9 78" X 29-50"D NFMA 3R1 EA 1 $4 000 00 $4 000 00 Vendor product auote $24k $3 400 00 $3 400.00 $44 000 00 $44 000 00 26 44 20.02 400 AmD Frame Breaker for Switchboard EA 1 $7 000 00 $7 000 00 Vendor estimate $22400 00 $22 400.00 $16 500 00 $16 500 00 26 50 10.01 I ed Liahts for dual fixture poles. 280 watts EA 7 $3 000 00 $21 000 00 Vendor estimate $4.000.00 $28 000 00 $1 100 00 $7 700 00 26 50 10 02 I ed Liahts for sinale fixture poles. 140 watts EA 13 $1 500 00 $19 500 00 Vendor estimate $1.900 00 $24 700 00 $1 650 00 $21 4.50 00 76 .50 10 03 Liahtina Control Panel fl Circuit model EA 1 $7 500 00 $7 500 00 Vendor estimate $13 000 00 $13 000 00 $5500 00 $5 500 00 26 .50 10 04 Dual Fixture nole and foundation EA 7 $10 000 00 $70 000 00 Vendor eauinment estimate from previous Droiects. $22 600 00 $1.58 200.00 $1 650 00 $11 .5.50 00 26 .50 10 0.5 Sinale Fixture note and foundation EA 13 $10.000.00 $130.000.00 Vendor eauinment estimate from previous Droiects. $21.000 00 $273.000.00 $1.650.00 $21 4.50 00 ELECTRICAL$t1BTOTAL $498.000.00 $821.700.00 65 % $529.650.00 6 ITEM NO. WORK DESCRIPTION UNIT QUANTITY UNIT COST TOTAL COST NOTES UNIT COST TOTAL COST UNIT COST TOTAL COST DIVISION 31 EARTHWORK 31 11 50.01 Misc Removals LS 1 $70.000 00 $70 000.00 escalated 40 % $88.600 00 $88 600.00 $27500.00 $27500 00 31 11 50.02 Remove Ezistina AC Pavement SF 19770 $2 70 $53.379.00 Vineyard Avenue Grade Separation - Contractor Bid $2 00 $39540.00 $1.10 $21747 00 31 11 50.03 Remove Ezistina PCC Pavement SF 300 $4 00 $1.200.00 Vineyard Avenue Grade Separation - Contractor Bid $16 00 $4.800.00 $5.50 $1.650 00 31 11 50.04 Remove Ezistina 6' Tall Chain -link Fence LF 1.026 $10 00 $10.260.00 Redlands First Mile - Enaineers Estimate with Paddina $6 00 $6.156.00 $11.00 $11286 00 31 11 50.05 Relocate Existing Shelter LS 1 $1.000 00 $1.000.00 $6.100 00 $6.100.00 $8 250.00 $8250 00 31 11 50.06 Remove and Salvaae Ezistina Oil Drip Pans EA 3 $500.00 $1.500.00 Redlands First Mile - Enaineers Estimate with Paddina $1940 00 $5 820.00 $1100.00 $3.300 00 31 11 50.07 Remove Ezistina Gate EA 2 $1250.00 $2.500.00 $1.58000 $3.160.00 $825.00 $1.65000 31 11 50.08 Remove Ezistina Curb LF 12 $9.00 $108.00 Laauna Niauel to San Juan Capistrano Passing Sidina $63 00 $756.00 $22.00 $264 00 31 11 50.09 Destroy and Seal Ezistina Ground Water Monitoring Well LS 1 $5.000.00 $5.000.00 $14.500 00 $14500.00 $8 250.00 $8250 00 31 20 00.01 Over -Excavation and Recompaction CY 3.300 $40.00 $132 000.00 Per Caltrans District 8 Cost Data $10 00 $33 000.00 $46.34 $152.922 00 31 20 00.02 Excavation CY 3.100 $49.00 $151 900.00 Laauna Niauel to San Juan Capistrano Passing Sidina $64 00 $198 400.00 $139.46 $432.326 00 31 20 00.03 Embankment CY 60 $40.00 $2.400.00 Per Caltrans District 8 Cost Data $56 00 $3.360.00 $275.00 $16.500.00 EARTHWORK SUBTOTAL -6 % 59% 5431.247.00 S404.192.00 $685.645.00 DIVISION 32 EXTERIOR IMPROVEMENTS 32 12 00.01 Hot Mix Asphalt (HMA) Pavement TON 111 $135 00 $14.985.00 Vineyard Avenue Grade Separation - Contractor Bid $190 00 $21 090.00 $120.00 $13.320 00 321243.01 Open Graded Friction Course TON 253 $100.00 $25.300.00 $30900 $78.177.00 $120.00 $30.36000 32 12 43.02 Asphalt Treated Permeable Base CY 97 $100.00 $9.700.00 $309 00 $29.973.00 $100.00 $9700 00 32 16 00.01 6" Curb & Gutter per City of Riverside Std_ Plan 200_ Type 1 LF 362 $49.00 $17.738.00 Laauna Niauel to San Juan Capistrano Passing Sidina $60 00 $21.720.00 $25.00 $9.050 00 32 16 00.02 Construct 3' PCC Ribbon Gutter LF 68 $50.00 $3.400.00 Vineyard Avenue Grade Separation - Contractor Bid $72 00 $4.896.00 $100.00 $6.800 00 32 31 13.01 Bollards EA 29 $850.00 $24.650.00 $1200 00 $34.800.00 $1000.00 $29.000 00 32 31 19.01 Tubular Steel (Perimeter) Fence LF 1.131 $130.00 $147.030.00 Vincent Bids $190 00 $214.890.00 $15.00 $16.965 00 32 31 19.02 Tubular Steel Gate (Double Panel Swim) EA 2 $3.000.00 $6.000.00 Redlands First Mile - Enaineer's Estimate with Paddina $12.500 00 $25.000.00 $1.500.00 $3.000 00 192 EXTERIOR IMPROVEMENTS SUBTOTAL 5248.803.00 8430.546.00 73 % S118.195.00 -52 DIVISION 33 UTILITIES 33 05 15.01 Relocate Transformer Pad and Vault EA 1 $10.000.00 S10.000.00 Labor estimate $7.300 00 $7.300.00 S33.000.00 $33.000 00 33 05 15.01A Alternate Bid Item: Furnish and Install new Transformer Pad and Vault; Demo existing LS 1 $20,000.00 $20,000.00 $43,500.00 $43,500.00 $65,000.00 $65,000.00 33 05 15.02 Concrete Ductbank (Medium Voltaae) for RPU conduits to RPU LF 315 $25.00 $7 875.00 S160 00 $50 400.00 $1375.00 $433.125 00 33 05 15.03 Concrete Ductbank A -A for RPU and other conduits to Switchboard LF 75 $75.00 $5 625.00 S247 00 S18525.00 $1375.00 $103.125 00 33 05 23.01 Construct Steel casino (6" x 1/4" Steel Sleeve) LF 345 $90.00 $31 050.00 $41 00 S14.145.00 $220.00 $75.900 00 33 05 23.02 Construct Steel casino (8" x 1/4" Steel Sleeve) LF 96 $135.00 $12 960.00 $78 00 $7 488.00 $220.00 $21.120 00 33 05 23.03 Construct Steel casino (10" x 1/4" Steel Sleeve) LF 36 $170.00 $6.120.00 $75 00 $2 700.00 $220.00 $7.920 00 33 12 19.01 Construct 2" Schedule 80 PVC LF 1.280 $12.00 $15.360.00 Per MS - 2016 Caltrans $50 00 S64 000.00 $33.00 $42.240 00 33 12 19.02 Construct 1" Schedule 80 PVC LF 225 $12.00 $2 700.00 $97 00 S21 825.00 $55.00 $12.375 00 33 12 19.03 Construct 3/4" Tvpe L Copper oer SCRRA ES 7103 LF 210 $50.00 $10.500.00 Per Caltrans Cost Data (hiahest cost for 1" conner $74 00 S15 540.00 $110.00 $23.100 00 33 12 19.04 Construct Potable Water Station Der SCRRA ES 7103 EA 19 $400.00 $7.600.00 $2300 00 S43 700.00 $2750.00 $52250 00 33 12 19.05 Construct New 1 1/2" Water Service EA 1 $12.500.00 $12.500.00 Per RPU Water Utility Rates $9.900 00 $9 900.00 $16500.00 $16.500 00 33 12 19.06 Install 2" Backflow Preventer EA 1 $5250.00 $5.250.00 Per Caltrans Cost Data $7.500 00 $7500.00 $5500.00 $5.500 00 $0.00 $0.00 $0 00 33 12 19.08 Construct Flushing Manhole and Appurtenances LS 1 $20.000 00 $20 000.00 $52300 00 $52300.00 $8 250.00 $8250 00 33 30 00.01 Construct Sanitary Sewer Manhole oer City of Riverside Std Plan No_ EA 1 $6.000 00 $6 000.00 $23200 00 $23 200.00 $8 250.00 $8250 00 33 30 00.02 Connection to Existina Sewer Manhole EA 1 $5.000 00 $5 000.00 Redlands First Mile - Enaineers Estimate with Paddina $23.000 00 S23 000.00 S11 000.00 $11.000 00 33 30 00.03 Construct 6" SDR-35 PVC Sewer Line LF 630 $75 00 $47 250.00 $79 00 S49 770.00 $8250 $51.975.00 33 30 00.04 Construct 4" SDR-35 PVC Sewer Lateral with Wve Connection LF 255 $65 00 $16575.00 $82 00 $20 910.00 $8250 $21.03750 33 30 00.05 Construct DIP Sewer Cleanout per SPPWC Std Plan No. 204-2 EA 2 $1 400 00 $2 800.00 $2 400 00 $4 800.00 $5.500.00 $11.000 00 33 30 00.06 Construct Toilet Dump Station per SCRRA ES7101 EA 18 $2.500 00 S45 000.00 $3.500 00 $63 000.00 $2 750.00 $49.500 00 33 42 00.01 Construct HDPE Cleanout EA 18 S850 00 S15.300.00 $3300 00 $59 400.00 $1650.00 $29700 00 33 42 00.02 Construct 18" RCP Storm Drain With Trenchina and Concrete Backfill LF 36 S195 00 $7 020.00 Laauna Niauel to San Juan Capistrano Passing Sidina S490 00 $17 640.00 $825.00 $29700 00 33 42 00.03 Construct 12" RCP Storm Drain with Trenchina and Concrete Backfill LF 12 S210 00 $2520.00 Per Caltrans District 7 Cost Data (no District 8 S440 00 $5 280.00 $825.00 $9.900 00 33 42 00.04 Construct Tvoe EZ Manhole Der City of Riverside Std No_ 431 EA 1 $7.500 00 $7500.00 Vineyard Avenue Grade Separation - Contractor Bid $8200 00 $8 200.00 $8 250.00 $8250 00 33 46 00.05 Construct 8" Perforated HDPE Underdrain LF 1.325 $69 00 S91.425.00 Laauna Niauel to San Juan Capistrano Passina Sidina $73 00 S96 725.00 $55.00 $72.875 00 33 46 00.06 Construct 12" Perforated HDPE Underdrain LF 70 S110 00 $7 700.00 Previous Proiects $137.00 $9.590.00 $132.00 $9240 00 UTILITIES SUBTOTAL S421.630.00 $740.338.00 76 % $1.211.832.50 187 ITEM NO. WORK DESCRIPTION UNIT QUANTITY UNIT COST TOTAL COST _ NOTES UNIT COST TOTAL COST UNIT COST TOTAL COST DIVISION 34 TRANSPORTATION (TRACK CONSTRUCTION) 34 11 27 01 Subba!last CY .520 $98 00 $.50 960 00 Laauna Niauel to San Juan Canistrano Passina Sidinn $120 00 $62 400.00 $165 00 $85 800 00 34 11 27 02 Class 2 Aaareaate Base CY 50 $11.5 00 $5 750 00 Laauna Niauel to San Juan Canistrano Passina Sidina $210 00 $10 500.00 $110 00 $5 500 00 34 11 2Z.03 Class 4 Aaareaate Base CY 422 $50 00 $21 100 00 Vineyard Avenue Grade Senaration - Contractor Bid $119_00 $50 218 00 $55 00 $23 210 00 34 72 00.01 133# RE CWR Relay Track on Timber Ties, Including Rail, OTM, Ballast, Ties, and TF 2,022 $210.00 $424,620.00 Subtracted cast of 136 lb rail at 1$/Ib assuming rail will be supplied by SCRRA $255.00 $515,610.00 $220.00 $444,840.00 34 72 00.02 Remove and Salvage Track TF 692 $70.00 $48,440.00 Laguna Niguel to San Juan Capistrano Passing Siding $36.00 $24,912.00 $33.00 $22,836.00 35 72 00.03 Remove Abandoned Track TF 261 $60.00 $15,660.00 $42 00 $10,962.00 $38.50 $10,048.50 34 72 00 04 Remove No R LH HTTO EA 1 $75 000 00 $75 000 00 EMF Contractor Bid Estimate. $18 000 00 $18 000 QO $16 500 00 $16 500 00 34 72 00 05 Install No 6-810 Lan HTTO Wood TIPS EA 1 $500 000 00 $500 000 00 $330 200 00 $330 200 00 $396 000 00 $396 000 00 34 72 00 06 Procure and Install HT Haves Derail with Crowder EA 1 $5 000 00 $5000 00 Previous Projects $9 400 00 $9 400 00 $8 250 00 $8 250 00 34 72 00 07 Install Western Cullen Haves Model WAC Steel Bumnina Post EA 3 $15 000 00 $4.5 000 00 Vincent Bids $12 000 00 $36 000 00 $11 000 00 $33 000 00 3.5 72 00 08 Install Comoromise Joints Per SCRRA ES2503 EA 6 $1 000 00 $6 000 00 $3 800 00 $22 800 00 $3 410 00 $20 460 00 34 72 00.09 Transport Relay Rail LS 1 $20,000.00 $20,000.00 $24,400.00 $24,400.00 $23,100.00 $23,100.00 34 72 40.01 Track Collector Pan (Drip Pan) EA 3 $12.000 00 S36 000.00 $41.400 00 $124 200.00 S23.650.00 $70.950.00 T NS. TRACK ONSTRUCTI N SUBTOTAL -1 % -7 S1.253.530.00 S1.239.602.00 S1.160.494.50 DIVISION 44 MISCELLANEOUS 44 42 53.01 Oil /Water Separator EA 1 $61.000 00 $61.000.00 Budpetary quote from Highland Tank leouipment only $101.000 00 $101.000.00 $55.000.00 $55.000.00 MISCELLANEOUS SCHEDULE XX - BASE BID TOTAL CONSTRUCTION COST: SUBTOTAL S61.000.00 S271 .781 .60 S101.000.00 66 % 29 % S55.000.00 -10 33 $3,397,270.00 $4,379,858.00 $4,503,308.00 193 ATTACHMENT 2 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ************** CONTRACT ************** FOR CONSTRUCTION OF RIVERSIDE DOWNTOWN METROLINK STATION LAYOVER FACILITY EXPANSION PROJECT RCTC Agreement No. 19-33-029-00 February 28, 2019 BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND 17336.00611\30084855.2 REYES CONSTRUCTION INC. Contract-1 194 CONSTRUCTION OF THE RIVERSIDE DOWNTOWN METROLINK STATION LAYOVER FACILITY EXPANSION PROJECT RCTC AGREEMENT NO. 19-33-029-00 1. PARTIES AND DATE. This Contract is made and entered into this day of , 2019 by and between the Riverside County Transportation Commission (hereinafter called the "Commission") and Reyes Construction, Inc. (hereinafter called the "Contractor"). This Contract is for that Work described in the Contract Documents entitled CONSTRUCTION OF THE RIVERSIDE DOWNTOWN METROLINK STATION LAYOVER FACILITY EXPANSION PROJECT 2. RECITALS. 2.1 The Commission is a County Transportation Commission organized under the provisions of Sections 130000, et seq. of the Public Utilities Code of the State of California, with power to contract for services necessary to achieving its purpose; 2.2 Contractor, in response to a Notice Inviting Bids issued by Commission on February 28, 2019, has submitted a bid proposal FOR CONSTRUCTION OF RIVERSIDE DOWNTOWN METROLINK STATION LAYOVER FACILITY EXPANSION PROJECT 2.3 Commission has duly opened and considered the Contractor's bid proposal and duly awarded the bid to Contractor in accordance with the Notice Inviting Bids and other Bid Documents. 2.4 Contractor has obtained, and delivers concurrently herewith, Performance and Payment Bonds and evidences of insurance coverage as required by the Contract Documents. 3. TERMS. 3.1 Incorporation of Documents. This Contract includes and hereby incorporates in full by reference this Contract and the following Contract Documents provided with the above referenced Notice Inviting Bids, including all exhibits, drawings, specifications and documents therein, and attachments thereto, all of which, including all addendum thereto, are by this reference incorporated herein and made a part of this Contract: a. NOTICE INVITING BIDS b. INSTRUCTIONS TO BIDDERS c. CONTRACT BID FORMS d. FORM OF CONTRACT Contract-2 17 3 3 6.00611\3 008485 5.2 195 e. PAYMENT AND PERFORMANCE BOND FORMS f. ESCROW AGREEMENT FOR SECURITY DEPOSITS g. CONTRACT APPENDIX PART "A" - Regulatory Requirements and Permits PART "B" - General Conditions PART "C" - Special Provisions PART "D" - Contract Plans PART "E" - DBE Requirements PART "F" - Federal Minimum Wage Requirements PART "G" - Federal Transit Administration Requirements for Federal Aid Construction Contracts PART "H" - Cooperative Agreement RCTC and SCRRA h. ADDENDUM NOS. 1. 2. 3. 4 3.2 Contractor's Basic Obligation. Contractor promises and agrees, at his own cost and expense, to furnish to the Commission all labor, materials, tools, equipment, services, and incidental and customary work for the construction of the Riverside Downtown Metrolink Station Layover Facility Expansion Project. Notwithstanding anything else in the Contract Documents, the Contractor shall complete the Work for a total of Four Million Three Hundred Seventy - Nine Thousand Eight Hundred Fifty -Eight Dollars ($4,379,858), as specified in the bid proposal and pricing schedules submitted by the Contractor in response to the above referenced Notice Inviting Bids. Such amount shall be subject to adjustment in accor- dance with the applicable terms of this Contract. All Work shall be subject to, and performed in accordance with the above referenced Contract Documents. 3.3 Period of Performance. Contractor shall perform and complete all Work under this Contract within 320 working days of the effective date of the Limited Notice to Proceed, and in accordance with any completion schedule developed pursuant to provisions of the Contract Documents. Contractor agrees that if such Work is not completed within the aforementioned periods, liquidated damages will apply as provided by the applicable provisions of the General Conditions, found in Part "B" of the Contract Appendix. The amount of liquidated damages shall equal one thousand seven hundred dollars ($1,700.00) for each day or fraction thereof, it takes to complete the Work, or specified portion(s) of the Work, over and above the number of days specified herein or beyond the Project Milestones established by approved Construction Schedules. Contract-3 17336.00611\30084855.2 196 3.4 Commission's Basic Obligation. Commission agrees to engage and does hereby engage Contractor as an independent contractor to furnish all materials and to perform all Work according to the terms and conditions herein contained for the sum set forth above. Except as otherwise provided in the Contract Documents, the Commission shall pay to Contractor, as full con- sideration for the satisfactory performance by the Contractor of services and obligation required by this Contract, the above referenced compensation in accordance with Compensation Provisions set forth in the Contract Documents. 3.5 Contractor's Labor Certification. Contractor maintains that he is aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Work. A certification form for this purpose is attached to this Contract as Exhibit "A" and incorporated herein by reference, and shall be executed simultaneously with this Contract. 3.6 Successors. The parties do for themselves, their heirs, executors, administrators, successors, and assigns agree to the full performance of all of the provisions contained in this Contract. Contractor may not either voluntarily or by action of law, assign any obligation assumed by Contractor hereunder without the prior written consent of Commission. 3.7 Notices. All notices hereunder and communications regarding interpretation of the terms of the Contract or changes thereto shall be provided by the mailing thereof by registered or certified mail, return receipt requested, postage prepaid and addressed as follows: Contractor: Commission: Reyes Construction, Inc. 1383 S. Signal Dr. Pomona, CA 91766 Attn: Ricardo Jimenez Riverside County Transportation Commission P.O. Box 12008 Riverside, California 92502-2208 Attn: Executive Director Any notice so given shall be considered received by the other party three (3) days after deposit in the U.S. Mail, first class postage prepaid, addressed to the party at the above address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service. Contract-4 17336.00611\30084855.2 197 REYES CONSTRUCTION, INC. RIVERSIDE COUNTY TRANSPORTATION COMMISSION By: By: Name Anne Mayer Executive Director Title APPROVED AS TO FORM: By: Best Best & Krieger LLP Counsel, RCTC Contract-5 17336.00611\30084855.2 198 EXHIBIT "A" CERTIFICATION LABOR CODE - SECTION 1861 I, the undersigned Contractor, am aware of the provisions of Section 3700 et seq. of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of the Code. I agree to and will comply with such provisions before commencing the Work governed by this Contract. CONTRACTOR: Name of Contractor: Reyes Construction, Inc. By: Signature Name Title Date Part G-6 199 ATTACHMENT 3 32 Edelman Irvine, CA 92618 (949) 299-1400 (949) 502-5542 gi.Com April 25h, 2019 Riverside County Transportation Commission 4080 Lemon St. 3' Floor Riverside, CA 92502 Attention: Jose Mendoza RE: ROTC Agreement 19-33-029-00 Dear Mr. Mendoza, SPECTRUM Spectrum Construction Group, Inc. ("Spectrum") has reviewed the bid submitted by Reyes Construction ("Reyes") to the Riverside County Transportation Commission ("RCTC") on 4/11/19. General Information — Lack of Basic Information Reyes's bid lists in the numeric designation for the amount of the laid bond "10". It does not state 10% of the Amount bid. This clerical error can be utilized by Reyes to circumvent the public contract bidding process as it is ambiguous to the amount set forth in the event Reyes is too low. If Reyes were to withdraw its bid, would RCTC's pursuit of the bond result in $10.00 being granted by Reyes's bonding company? Non -Responsive to Bid Forms Reyes fails to complete information on page CBF-54 of the bid forms by stating the contract number is "TBD", This is referring to the RCTC Agreement No. and is a non -responsive answer to this bid requirement in accordant with the terms of IFB 19-33-029-00. Reyes fails to complete Form CBF-65. Reyes simply attached a certificate of insurance. At present, Reyes does not have adequate coverage per RCTC requirements and has not "certified' the ability to obtain such insurance. The lack of completion of this form should render Reyes's Paid non -responsive. The public agency's determination of questions regarding bid responsiveness is determined on the face of the documents submitted before the bid date. 200 32 Edelman Irvine, CA 92518 (949) 299-1400 (949) 502-5542 rLI ,iicgi.coni Conclusion SPECTRUM Please consider this letter to be a formal protest against any award of the contract to a bidder other than Spectrum. We reserve the right to supplement this protest with additional facts when we receive the requested information. We also request notice pursuant to Government Code section 54954.1 of all meetings related to the award. We ask to be faxed all staff reports or recommendations concerning this project as soon as they are available to the public. If this letter is insufficient to accomplish any of these purposes, please let us know immediately what else is required so we can comply, Summary Spectrum has submitted a responsive and responsible bid for the above -referenced project. We hereby request that you award Agreement NO 19-33-029-00 to Spectrum Construction Group, Inc., the lowest responsive and responsible bidder. Thank you, Bisher Aljazzar President 201 RIVERSIDE COUNTY TRANSPORTATION COMMISSION May 6, 2019 4080 Lemon Street, 3rd Floor • Riverside, CA Mailing Address: P.O. Box 12008 • Riverside, CA 92502-2208 951.787.7141 •951.787.7920 • www.rctcorg VIA CERTIFIED MAIL RETURN RECEIPT REQUESTED Spectrum Construction Group Inc. 32 Edelman Irvine, CA 92618 SUBJECT: Riverside County Transportation Commission Construction of Riverside Downtown Metrolink Station Layover Facility Expansion Project (Agreement No. 19-33-029-00) Notice of Rejection of Biel Protest Dear Mr. Bisher Aljazzar: The Riverside County Transportation Commission ("Commission") has reviewed the hid protest letter filed by Spectrum Construction Group Inc. ("Spectrum") dated April 25, 2019 as well as the email correspondence from Mr. Bill Abdel dated April 23, 2019 (collectively "Protest") with regards to the above captioned project ("Project"). Based on our review, the Protest is meritless as it pertains to the bid submitted by the lowest responsible bidder submitting a responsive bid on the Project — Reyes Construction, Inc. ("Reyes"). As a threshold matter, a bid must conform to the material terms of the bid package. (DeSilva Gales Constr. v, Department of T'ransp. (2015) 242 Cal.App.4th 1409; Menefee v. County of Fresno (1985) 163 Ca1.App.3d 1175.) A bid is responsive if it promises to do what the bidding instructions demand. (Williams v. Clovis Unified Sch. Dist. (2007) 146 Cal.App.4th 757; Valley Crest Landscape Inc. v. City of Davis (1996) 41 Cal.App.4th 1432, 1438.) Responsiveness should be determined from the face of the bid. (Great W. Contractors, Inc. v. Irvine Unified Sch. Dist. (2010) 187 Cal.App.4th 1425.) However, a bid may be responsive even if there is a discrepancy in the bid, as long as the discrepancy is inconsequential, that is, the discrepancy must not affect the amount of the bid or give a bidder an advantage over others. (Ghilotti Constr. Co. v. City of Richmond (1996) 45 Cal.App.4th 897; Bay Cities Paving & Grading, Inc. v. San Leandro (2014) 223 Cal.App.4th 1181.) A deviation must be capable of facilitating corruption or extravagance, or likely to affect the amount of bids or the response of potential bidders. These considerations must be evaluated from a practical rather than hypothetical standpoint, with reference to the factual circumstances of the case. (Ghilotti Constr. Co. v. City of Richmond (1996) 45 Cal.App.4th 897, 908-09, internal citations omitted.) With the foregoing in mind and in reviewing the bid submitted by Reyes, it is clear the alleged errors in the bid are not errors at all and certainly do not amount to material mistakes requiring the Commission to reject the bid as nonresponsive. 202 May b, 2019 Page 2 The bid bond includes the designation "10" in the numeric listing of the bits bond amount. Spectrum asserts this renders the bid bond ambiguous as to its penal sum. However, this ignores the balance of the bond form in which Reyes and its surety input "TEN Percent of Amount Bid" in the written sum of the bid bond and the existing form language indicating the bond amount cannot be "less than ten percent (10%) of the Total Bid Price." These references to 10% of the total bid as being the penal sum of the bond are clear and unambiguous. The alleged failure by Reyes to input the contract number in the DUNS form is not a material error. The reference in the form to contract number could be interpreted to mean either the Agreement number referenced in the bid specifications or to the federal aid contract number, which was not provided to bidders. The omission, therefore, is likely more a product of an ambiguity in the form versus bidder error. Beyond the content of the form, this omission neither affects the amount of the bid nor does it render the bid materially different than intended. There is no advantage conferred onto Reyes based on the omission of the contract number from a form that while included in the bid package, is not in fact legally required. With respect to the argument from Spectrum that the Reyes insurance certificate does not satisfy the insurance requirements under the contract documents, that too is at most an immaterial mistake. As a preliminary matter, the Evidence of Insurance form is required for the benefit of the Commission and it is within the Commission's discretion to determine whether an insurance submittal is sufficient for a particular project being bid. The form itself indicates the bidder may satisfy the form by either having the bidder's insurance agent sign the form or submitting a certificate of insurance in place of the signed form. Reyes chose the latter and submitted a certificate of insurance. While the certificate of insurance submitted by Reyes did not include limits meeting those specified in the insurance requirements, the Commission is satisfied based on the insurance reflected in the certificate that Reyes will be able to supplement its limits and meet the insurance requirements. Reyes will be required to submit evidence of appropriate insurance prior to commencing work on the project together with all endorsements and proof of policy language required in the insurance specifications. If Reyes fails to do so, the Commission has a clear remedy via declaring Reyes in default, executing on its bid bond and awarding to the next lowest responsible bidder submitting a responsive bid or rejecting all bids and rebidding. The Protest states Spectrum's bid is responsive while the bid ahead of Spectrum submitted by Reyes is nonresponsive. This claim is at best disingenuous given the clear material bid error in Spectrum's own bid. The Commission notes Spectrum's statement of the total bid price in the bid schedule deviates by $76,135 from the calculated total bid price using Spectrum's unit pricing. This error is exacerbated by Spectrum's failure to fill out the unit pricing in the updated bid schedule instead indicating the Commission should "See Original Bid Schedule Attached For Unit Prices." There are substantive differences between the two bid schedules wherein quantities were changed by the Commission for several bid items while one bid item was removed entirely. This renders it unclear whether Spectrum's intent was to in fact carry over all of the unit prices from the original bid schedule into the updated bid schedule or Spectrum changed some of the unit pricing to account for changes in quantities and elimination of a bid line item. This is an error that actually affects the amount of the bid, is therefore material and renders Spectrum's bid nonresponsive. We note the clear policy and purpose associated with the review of bids and bid protests as dictated by the court in Ghilloti, supra: They must also be viewed in light of the public interest, rather than the private interest of a disappointed bidder. `It certainly would amount to a disservice to the public if a losing bidder were to be permitted to comb 203 May 5, 2019 Page 3 through the bid proposal or license application of the low bidder after the fact, [and] cancel the low bid on minor technicalities, with the hope of securing acceptance of his, a higher bid. Such construction would be adverse to the best interests of the public and contrary to public policy.' (Judson Pacific —Murphy Corp. v. Durkee (1956) I44 Ca1.App.2d 377,383, 301 P.2d 97.) (Ghilotti, supra 45 Ca1.App.4th at 908-09.) Consistent with this policy, the Commission finds the Protest wholly meritless and rejects it in its entirety. The Commission intends to consider award of this contract at its meeting on June 12, 2019. This letter represents the final decision on the Protest, and no further action will be taken to reconsider the decision to reject the Protest as meritless. In response to the reservation of rights to supplement the Protest set forth in your letter, please note the bid protest procedures under the bid specifications do not provide any bidder the right to supplement their bid protest following submission. Any such supplement or sur-reply to this Notice of Rejection of Bid Protest will not be considered. Si cerely, Anne Mayer Executive Director cc: Marlin Feenstra, Project Delivery Director 204 AGENDA ITEM 9H RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Gary Ratliff, Facilities Administrator Marlin Feenstra, Project Delivery Director THROUGH: Anne Mayer, Executive Director SUBJECT: Amendment to On -Call Station Repair and Maintenance STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve Agreement No. 18-24-001-02, Amendment No. 2 to Agreement No. 18-24-001-00, with Braughton Construction Co. Inc. (Braughton) for additional station repair, maintenance and modernization services for an additional amount of $1,222,000 and a total amount not to exceed $3,942,000; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the amendment on behalf of the Commission. BACKGROUND INFORMATION: The Commission owns and operates nine commuter rail stations (Riverside -Downtown, Riverside -La Sierra, Corona -North Main, Jurupa Valley/Pedley, Corona -West, Riverside -Hunter Park/UCR, Moreno Valley/March Field, Perris -Downtown, and Perris -South). Station maintenance, repair, and modernization services are essential to preserve and maintain the Commission's property investments and improve the patrons' experience. On -call station maintenance, repair, and modernization services efficiently and effectively respond to hazards, provide safety measures, and preserve assets including pavement, shelters, signs, pathways, elevators, fencing, and structures. Services generally are related to minor construction and repair, maintenance and service of assets at regular intervals, and improvements/modernization of property assets. In October 2017 following a competitive procurement, the Commission awarded an agreement to Braughton to provide on -call station minor construction repair and maintenance services for a three-year term, for a total authorization of $2.72 million. In June 2018, the Commission approved an amendment of the agreement in order to add on -call maintenance and repair services for Commission -owned toll buildings; however, no change was requested for the agreement authorization amount. Agenda Item 9H 205 Since original contract approval, there has been an increased need for station and toll building maintenance and repair activities as well as station modernization, requiring an increase in the agreement authorization amount. To date, $2.4 million has been obligated on task orders related to these projects, leaving $315,000 for the remaining term of the agreement through September 2020. Staff projects the need for an additional authorization of $1,222,000 for station maintenance and improvement projects including paving, painting, canopies/shelters, elevator modernization, and pathway/access. SB 1 State of Good Repair grant funds and State Transit Assistance (STA) funds are available for these station needs. Staff recommends Commission approval of the amendment for on -call station repair, maintenance and modernization services with Braughton for an additional amount of $1,222,000 and a total amount not to exceed $3,942,000. Staff also recommends authorization for the Chair or the Executive Director to execute the amendment. Financial Information In Fiscal Year Budget: Yes Year: FY 2019/20 Amount: $1,222,000 Source of Funds: STA and SB 1 Budget Adjustment: No GL/Project Accounting No.: 004011 9070100000 0000 265 90501 Fiscal Procedures Approved: \l/a/udz:ev, Date: 05/08/2019 Attachment: Draft Agreement No. 18-24-001-02 Agenda Item 9H 206 Agreement No. 18-24-001-02 AMENDMENT NO. 2 TO AGREEMENT WITH BRAUGHTON CONSTRUCTION INC. FOR ON -CALL MAINTENANCE AND REPAIR SERVICES 1 PARTIES AND DATE This Amendment No. 2 to the Agreement for on -call maintenance and repair services is made and entered into as of , 2019, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("Commission") and BRAUGHTON CONSTRUCTION, INC. ("Consultant"), a California corporation. 2. RECITALS 2.1 The Commission and the Consultant have entered into an agreement dated October 31, 2017 for the purpose of providing on -call maintenance and repair services for the Commission's Commuter Rail Stations (the "Master Agreement"). 2.2 The Commission and the Consultant have entered into an Amendment No. 1 dated June 1, 2018 for the purpose of providing on -call maintenance and repair services for the Commission owned Toll Buildings. 2.3 The parties now desire to amend the Master Agreement in order to provide additional on -call maintenance and repair services for the Commission's Commuter Rail Stations and Toll Buildings. 3. TERMS 3.1 The maximum compensation for Services performed pursuant to this Amendment shall be One Million Two Hundred Twenty -Two Thousand Dollars ($1,222,000). Work shall be performed at the rates set forth in the Master Agreement. 3.2 The total not -to -exceed amount of the Master Agreement, as amended by this Amendment No. 2, shall be increased from Two Million Six Hundred Thousand Dollars ($2,600,000) to Three Million Eight Twenty -Two Thousand Dollars ($3,822,000). 17336.00600\31155145.1 207 3.3 Except as amended by this Amendment No. 2, all provisions of the Master Agreement, as amended by Amendment No. 1, including without limitation the indemnity and insurance provisions, shall remain in full force and effect and shall govern the actions of the parties under this Amendment. 3.4 This Amendment No. 2 shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.5 This Amendment No. 2 may be signed in counterparts, each of which shall constitute an original. [Signatures on following page] 17336.00600\31155145.1 2 208 SIGNATURE PAGE TO AGREEMENT NO. 18-24-001-02 AMENDMENT NO. 2 TO AGREEMENT WITH BRAUGHTON CONSTRUCTION INC. FOR ON -CALL MAINTENANCE AND REPAIR SERVICES IN WITNESS WHEREOF, the parties hereto have executed this Amendment on the date first herein above written. RIVERSIDE COUNTY BRAUGHTON TRANSPORTATION COMMISSION CONSTRUCTION, INC. By: By: Anne Mayer, Executive Director Signature Name Title APPROVED AS TO FORM: Attest: By: By: Best Best & Krieger LLP Counsel to the Riverside County Its: Transportation Commission * A corporation requires the signatures of two corporate officers. One signature shall be that of the chairman of board, the president or any vice president and the second signature (on the attest line) shall be that of the secretary, any assistant secretary, the chief financial officer or any assistant treasurer of such corporation. If the above persons are not the intended signators, evidence of signature authority shall be provided to the Commission. 17336.00600\31155145.1 3 209 AGENDA ITEM 91 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Mark Lancaster, Capital Projects Manager Marlin Feenstra, Project Delivery Director THROUGH: Anne Mayer, Executive Director SUBJECT: Approval of Agreement for Construction Management Services, Materials Testing, and Construction Surveying and Approval of Various Agreements for the Interstate 15/Railroad Canyon Road Interchange Improvements Project STAFF RECOMMENDATION: This item is for the Commission to: 1) Award Agreement No. 19-31-030-00 to Arcadis U.S., Inc. to perform construction management services, materials testing, and construction surveying for the Interstate 15/Railroad Canyon Road Interchange Improvements Project (Project) in the amount of $ 5,450,793, plus a contingency amount of $545,079 for potential changes in scope, for a total amount not to exceed $ 5,995,872; 2) Authorize the Executive Director, or designee, to approve the use of the contingency amount as may be required for the Project; 3) Approve Agreement No. 10-72-016-07, Amendment No. 7 to Agreement No. 10-72-016-00 with the city of Lake Elsinore (City) to identify the Commission as the implementing agency for the Construction Phase and authorize $22,248,700 in Transportation Uniform Mitigation Fee (TUMF) regional arterial funds for the construction phase; 4) Approve Agreement No. 19-31-031-00 with the City for enhanced landscaping and aesthetics and the City's contribution of $755,000; 5) Approve Agreement No. 19-31-077-00, between the Commission and Caltrans that defines the roles and responsibilities for Project construction; 6) Approve Agreement No. 19-31-069-00 with the California Highway Patrol (CHP) for Construction Zone Enforcement Enhancement Program (COZEEP) for an amount not to exceed $477,300; and 7) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreements on behalf of the Commission. BACKGROUND INFORMATION: Since May 2011, the Commission has managed the Project (see Project map on Attachment 1) on behalf of the City. The project approval and environmental document phase was completed in Agenda Item 91 210 August 2017. In September 2017, the Commission awarded a contract to WKE, Inc. to perform final engineering services and prepare final plans, specifications, and cost estimate (PS&E) for the construction of the Project. The design is now 95 percent complete, and staff anticipates advertisement for construction bids in December 2019. With the pending completion of PS&E, staff, in cooperation with Caltrans and the City, is preparing the Project for the construction phase. Proceeding to construction of the Project requires procurement of a contract for construction management services and the development of additional agreements with various parties. DISCUSSION: Procurement Process for Construction Management Services Pursuant to Government Code 4525 et seq, selection of architect, engineer, and related services shall be on the basis of demonstrated competence and on professional qualifications necessary for the satisfactory performance of the services required. Therefore, staff used the qualification method of selection for the procurement of construction management services, materials testing, and construction surveying for the Project. Evaluation criteria included elements such as qualifications of firm, staffing and project organization, project understanding and approach, and the ability to respond to the requirements set forth under the terms of a request for qualifications (RFQ). RFQ No. 19-31-030-00 for construction management services, materials testing, and construction surveying for the Project was released by staff on January 10, 2019. A public notice was advertised in the Press Enterprise, and the RFQ was posted on the Commission's Planet Bids website, which is accessible through the Commission's website. Through Planet Bids, 83 firms downloaded the RFQ; 19 of these firms are located in Riverside County. A pre -submittal meeting was held on January 24 and attended by 23 firms. Staff responded to all questions submitted by potential proposers prior to the February 7 clarification deadline date. Seven firms —ABA Global, Inc. (Glendora); Arcadis U.S., Inc. (Riverside); Berg & Associates, Inc. (San Pedro); DHS Consulting (San Diego); Fountain Head (Anaheim); S2 Engineering, Inc. (Rancho Cucamonga); and Southstar Engineering (Riverside) —submitted responsive and responsible statements of qualifications prior to the 2:00 p.m. submittal deadline on February 21. Based on the evaluation criteria set forth in the RFQ, the firms were evaluated and scored by an evaluation committee comprised of Commission, Bechtel, City, and Caltrans staff. Based on the evaluation committee's assessment of the written proposals and pursuant to the terms of the RFQ the evaluation committee shortlisted and invited five firms (Arcadis U.S., Inc.; Berg & Associates, Inc.; DHS Consulting; S2 Engineering; and Southstar Engineering) to the interview phase of the evaluation and selection process. Interviews were conducted on March 19. Agenda Item 91 211 Following the interviews, the evaluation committee conducted a subsequent evaluation of each firm, based on both written and interview components presented to the evaluation committee by each proposer. Accordingly, the evaluation committee recommends contract award to Arcadis U.S., Inc. to provide construction management services, materials testing, and construction surveying for the Project, as it earned the highest total evaluation score. Subsequently, staff negotiated the scope of work (including the appropriate level of effort, labor categories/mix, etc.), cost, and schedule proposal received from Arcadis U.S., Inc. for the Project services and established a fair and reasonable price. Staff recommends award of Agreement No. 19-31-030-00 with Arcadis U.S., Inc. to perform construction management services, materials testing, and construction surveying for the Project, based on the final negotiated project scope and cost of $5,450,793, plus a contingency amount of $545,079 for potential changes in scope, for a total amount not to exceed $5,995,872. Staff also recommends authorizing the Executive Director or designee to approve the use of the contingency amount as may be required for the Project. Commission - City Agreements The existing agreement with the City needs to be amended to identify the Commission as the implementing agency for the construction phase of the Project, provide for reimbursement of Commission staff and consultant costs estimated at $1 million, and authorize TUMF regional arterial funding of $22,248,700 for construction. Staff recommends approval of the amendment to the agreement between the Commission and the City for the Project. Enhanced Landscaping and Aesthetics Funding Agreement The City desires to contribute $755,000 for enhanced landscaping and aesthetic features on the Project, in accordance with the Commission's policy. Therefore, staff recommends approval of Cooperative Agreement No. 19-31-031-00 between the Commission and the City stipulating the City will contribute $755,000 for enhanced landscaping and aesthetics to be constructed as part of the Project. Caltrans Construction Cooperative Agreement An agreement with Caltrans is required to identify the Commission and Caltrans responsibilities for the construction phase of the Project. The Commission will be the implementing agency, and Caltrans responsibilities include quality assurance review. The funding summary in the agreement will also indicate the construction phase funding comprised of the following: • Local funding consisting of $22,248,700 of TUMF regional arterial funds and a $755,000 City contribution of Traffic Impact Fees for enhanced landscaping and aesthetics; • $2.9 million from State Transportation Improvement Program/Regional Improvement Program (STIP/RIP); and Agenda Item 91 212 " $15 million in State Senate Bill (SB 1) Local Partnership Program (LPP) funds secured by the Commission. Construction Zone Enforcement Enhancement Program Agreement As with all highway projects, an agreement is required with CHP to provide COZEEP services for speed enforcement and traffic queuing control for the safety of motorists and construction workers during nighttime lane closures construction work. Staff recommends approval of the COZEEP agreement in the amount of $477,300. Authorization for Execution of Agreements and Financial Impact Staff recommends Commission authorization for the Chair or Executive Director to finalize and execute the agreements with Arcadis U.S., Inc.; the City; Caltrans; and the CHP, pursuant to legal counsel review. The Project costs for construction management, materials testing, and construction surveying and other agency costs are $7,228,192, as summarized below: Cost Description Amount Construction management, materials testing, and construction surveying $ 5,995,872 Enhanced landscaping and aesthetics 755,000 CHP COZEEP 477,300 Total $ 7,228,172 Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2019/20 FY 2020/21+ Amount: $1,400,000 $5,828,172 TUMF, City Contribution, STIP/RIP, No Source of Funds: and SB 1 LPP funds Budget Adjustment: N/A 005104 81302 00000 0000 210 72 81301 GLA No.: 005104 81304 00000 0000 210 72 81301 Fiscal Procedures Approved: \l/a/ii-dzeati Date: 05/14/2019 Attachments: 1) Draft Agreement No. 19-31-030-00 with Arcadis U.S., Inc. 2) Draft Agreement No. 10-72-016-07 with City 3) Draft Agreement No. 19-31-031-00 with City 4) Draft Agreement No. 19-31-077-00 with Caltrans Agenda Item 91 213 DRAFT ATTACHMENT 1 AGREEMENT NO. 19-31-030-00 MODEL PROFESSIONAL SERVICES AGREEMENT RIVERSIDE COUNTY TRANSPORTATION COMMISSION AGREEMENT WITH ARCADIS U.S., INC. FOR CONSTRUCTION MANAGEMENT, MATERIALS TESTING AND CONSTRUCTION SURVEYING SERVICES FOR THE INTERSTATE 15 / RAILROAD CANYON ROAD INTERCHANGE IMPROVEMENTS PROJECT 1. PARTIES AND DATE. This Agreement is made and entered into this day of , 2019, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("the Commission") and ARCADIS U.S., INC. ("Consultant"), a CORPORATION. 2. RECITALS. 2.1 On November 8, 1988 the Voters of Riverside County approved Measure A authorizing the collection of a one-half percent (1/2 %) retail transactions and use tax (the "tax") to fund transportation programs and improvements within the County of Riverside, and adopting the Riverside County Transportation Improvement Plan (the "Plan"). 2.2 Pursuant to Public Utility Code Sections 240000 et seq., the Commission is authorized to allocate the proceeds of the Tax in furtherance of the Plan. 2.3 On November 5, 2002, the voters of Riverside County approved an extension of the Measure A tax for an additional thirty (30) years for the continued funding of transportation and improvements within the County of Riverside. 2.4 Consultant desires to perform and assume responsibility for the provision of certain professional services required by the Commission on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing construction management, engineering surveying and testing services to public clients, is licensed in the State of California (as necessary), and is familiar with the plans of the Commission. 214 DRAFT 2.5 The Commission desires to engage Consultant to render such services for the Interstate -15/Railroad Canyon Road Interchange Project ("Project"), as set forth in this Agreement. 3. TERMS. 3.1 General Scope of Services. Consultant shall furnish all technical and professional services, including labor, material, equipment, transportation, supervision and expertise, and incidental and customary work necessary to fully and adequately supply the professional construction management, engineering surveying and testing services necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations. 3.2 Commencement of Services. The Consultant shall commence work upon receipt of a written "Notice to Proceed" or "Limited Notice to Proceed" from Commission. 3.3 Term. The term of this Agreement shall be from the date of execution of this Agreement or the date of issuance of the Notice to Proceed by the Commission, whichever occurs first, to the issuance by the Commission to Consultant of a Notice of Final Acceptance, as defined in paragraph 3.12 below, or December 31, 2024, unless earlier terminated as provided herein. Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines. All applicable indemnification provisions of this Agreement shall remain in effect following the termination of this Agreement. 3.4 Commission's Representative. The Commission hereby designates the Commission's Executive Director, or his or her designee, to act as its Representative for the performance of this Agreement ("Commission's Representative"). Commission's Representative shall have the authority to act on behalf of the Commission for all purposes under this Agreement. Commission's Representative shall also review and give approval, as needed, to the details of Consultant's work as it progresses. Consultant shall not accept direction or orders from any person other than the Commission's Representative or his or her designee. 3.5 Consultant's Representative. Consultant hereby designates Carole Sanders to act as its Representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to act on behalf of Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his professional skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this Agreement. Consultant shall work closely and cooperate fully with Commission's 215 DRAFT Representative and any other agencies which may have jurisdiction over, or an interest in, the Services. Consultant's Representative shall be available to the Commission staff at all reasonable times. Any substitution in Consultant's Representative shall be approved in writing by Commission's Representative. 3.6 Substitution of Key Personnel. Consultant has represented to the Commission that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval by the Commission. In the event that the Commission and Consultant cannot agree as to the substitution of the key personnel, the Commission shall be entitled to terminate this Agreement for cause, pursuant to the provisions of Section 3.14. The key personnel for performance of this Agreement are identified in the attached organization chart. 3.7 Preliminary Review of Work. All reports, working papers, and similar work products prepared for submission in the course of providing Services under this Agreement shall be submitted to the Commission's Representative in draft form, and the Commission may require revisions of such drafts prior to formal submission and approval. In the event plans and designs are to be developed as part of the Project, final detailed plans and designs shall be contingent upon obtaining environmental clearance as may be required in connection with the Project. In the event that Commission's Representative, in his sole discretion, determines the formally submitted work product to be not in accordance with the standard of care established under this agreement, Commission's Representative may require Consultant to revise and resubmit the work at no cost to the Commission. 3.8 Appearance at Hearings. If and when required by the Commission, Consultant shall render assistance at public hearings or other meetings related to the Project or necessary to the performance of the Services. However, Consultant shall not be required to, and will not, render any decision, interpretation or recommendation regarding questions of a legal nature or which may be construed as constituting a legal opinion. 3.9 Standard of Care; Licenses. Consultant represents and maintains that it is skilled in the professional calling necessary to perform all Services, duties and obligations required by this Agreement to fully and adequately complete the Project. Consultant shall perform the Services and duties in conformance to and consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Consultant further represents and warrants to the Commission that its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from 216 DRAFT the Commission, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein, and shall be fully responsible to the Commission for all damages and other liabilities provided for in the indemnification provisions of this Agreement arising from the Consultant's errors and omissions. Any employee of Consultant or its sub - consultants who is determined by the Commission to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the Commission, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project. 3.10 Opportunity to Cure. Commission may provide Consultant an opportunity to cure, at Consultant's expense, all errors and omissions which may be disclosed during Project implementation. Should Consultant fail to make such correction in a timely manner, such correction may be made by the Commission, and the cost thereof charged to Consultant. 3.11 Inspection of Work. Consultant shall allow the Commission's Representative to inspect or review Consultant's work in progress at any reasonable time. 3.12 Final Acceptance. Upon determination by the Commission that Consultant has satisfactorily completed the Services required under this Agreement and within the term set forth in Section 3.3, the Commission shall give Consultant a written Notice of Final Acceptance. Upon receipt of such notice, Consultant shall incur no further costs hereunder, unless otherwise specified in the Notice of Final Acceptance. Consultant may request issuance of a Notice of Final Acceptance when, in its opinion, it has satisfactorily completed all Services required under the terms of this Agreement. In the event copyrights are permitted under this Agreement, then in connection with Federal funding, it is hereby acknowledged and agreed that the United States Department of Transportation shall have the royalty -free non-exclusive and irrevocable right to reproduce, publish, or otherwise use, and to authorize others to use, the work for governmental purposes. 3.13 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. For example, and not by way of limitation, Consultant shall keep itself fully informed of and in compliance with all implementing regulations, design standards, specifications, previous commitments that must be incorporated in the design of the Project, and administrative controls including those of the United States Department of Transportation. Compliance with Federal procedures may include completion of the applicable environmental documents and approved by a governmental body. If the Consultant performs any work knowing it to be contrary to the requirements of laws, rules and regulations and without giving written 217 DRAFT notice to the Commission, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold Commission, its officials, directors, officers, employees and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations. 3.14 Termination. 3.14.1 Notice; Reason. Commission may, by written notice to Consultant, terminate this Agreement, in whole or in part, at any time by giving written notice to Consultant of such termination, and specifying the effective date thereof ("Notice of Termination"). Such termination may be for Commission's convenience or because of Consultant's failure to perform its duties and obligations under this Agreement, including, but not limited to, the failure of Consultant to timely perform Services pursuant to the Schedule of Services described in Section 3.15 of this Agreement. Consultant may not terminate this Agreement except for cause. 3.14.2 Discontinuance of Services. Upon receipt of the written Notice of Termination, Consultant shall discontinue all affected Services as directed in the Notice or as otherwise provided herein, and deliver to the Commission all Documents and Data, as defined in this Agreement, as may have been prepared or accumulated by Consultant in performance of the Services, whether completed or in progress. 3.14.3 Effect of Termination For Convenience. If the termination is to be for the convenience of the Commission, the Commission shall compensate Consultant for Services fully and adequately provided through the effective date of termination. Such payment shall include a prorated amount of profit, if applicable, but no amount shall be paid for anticipated profit on unperformed Services. Consultant shall provide documentation deemed adequate by Commission's Representative to show the Services actually completed by Consultant prior to the effective date of termination. This Agreement shall terminate on the effective date of the Notice of Termination. 3.14.4 Effect of Termination for Cause. If the termination is for cause, Consultant shall be compensated for those Services which have been fully and adequately completed and accepted by the Commission as of the date the Commission provides the Notice of Termination. In such case, the Commission may take over the work and prosecute the same to completion by agreement or otherwise. Further, Consultant shall be liable to the Commission for any reasonable additional costs incurred by the Commission to revise work for which the Commission has compensated Consultant under this Agreement, but which the Commission has determined in its sole discretion needs to be revised, in part or whole, to complete the Project because it did not meet the standard of care established in Section 3.9. Termination of this Agreement for cause may be considered by the Commission in determining whether to enter into future agreements with Consultant. 218 DRAFT 3.14.5 Cumulative Remedies. The rights and remedies of the Parties provided in this Section are in addition to any other rights and remedies provided by law or under this Agreement. 3.14.6 Procurement of Similar Services. In the event this Agreement is terminated, in whole or in part, as provided by this Section, the Commission may procure, upon such terms and in such manner as it deems appropriate, services similar to those terminated. 3.14.7 Waivers. Consultant, in executing this Agreement, shall be deemed to have waived any and all claims for damages which may otherwise arise from the Commission's termination of this Agreement, for convenience or cause, as provided in this Section. 3.15 Schedule and Progress of Services. 3.15.1 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, the Commission shall respond to Consultant's submittals in a timely manner. Upon request of Commission's Representative, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services. 3.15.2 Modification of the Schedule. Consultant shall regularly report to the Commission, through correspondence or progress reports, its progress in providing required Services within the scheduled time periods. Commission shall be promptly informed of all anticipated delays. In the event that Consultant determines that a schedule modification is necessary, Consultant shall promptly submit a revised Schedule of Services for approval by Commission's Representative. 3.15.3 Trend Meetings. Consultant shall conduct trend meetings with the Commission's Representative and other interested parties, as requested by the Commission, on a bi-weekly basis or as may be mutually scheduled by the Parties at a standard day and time. These trend meetings will encompass focused and informal discussions concerning scope, schedule, and current progress of Services, relevant cost issues, and future Project objectives. Consultant shall be responsible for the preparation and distribution of meeting agendas to be received by the Commission and other attendees no later than three (3) working days prior to the meeting. 3.15.4 Progress Reports. As part of its monthly invoice, Consultant shall submit a progress report, in a form determined by the Commission, which will indicate the progress achieved during the previous month in relation to the Schedule of 219 DRAFT Services. Submission of such progress report by Consultant shall be a condition precedent to receipt of payment from the Commission for each monthly invoice submitted. 3.16 Delay in Performance. 3.16.1 Excusable Delays. Should Consultant be delayed or prevented from the timely performance of any act or Services required by the terms of the Agreement by reason of acts of God or of the public enemy, acts or omissions of the Commission or other governmental agencies in either their sovereign or contractual capacities, fires, floods, epidemics, quarantine restrictions, strikes, freight embargoes or unusually severe weather, performance of such act shall be excused for the period of such delay. 3.16.2 Written Notice. If Consultant believes it is entitled to an extension of time due to conditions set forth in subsection 3.16.1, Consultant shall provide written notice to the Commission within seven (7) working days from the time Consultant knows, or reasonably should have known, that performance of the Services will be delayed due to such conditions. Failure of Consultant to provide such timely notice shall constitute a waiver by Consultant of any right to an excusable delay in time of performance. 3.16.3 Mutual Agreement. Performance of any Services under this Agreement may be delayed upon mutual agreement of the Parties. Upon such agreement, Consultant's Schedule of Services shall be extended as necessary by the Commission. Consultant shall take all reasonable steps to minimize delay in completion, and additional costs, resulting from any such extension. 3.17 Status of Consultant/Subconsultants. 3.17.1 Independent Contractor. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. Commission retains Consultant on an independent contractor basis and not as an employee, agent or representative of the Commission. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Consultant shall pay all wages, salaries and other amounts due such personnel in connection with their performance of Services and as required by law. Consultant shall be responsible for all reports and obligations respecting such personnel, including but not limited to, social security taxes, income tax withholdings, unemployment insurance, disability insurance, and workers' compensation insurance. 220 DRAFT 3.17.2 Prevailing Wages. By its execution of this Agreement, Consultant certifies that it is aware of the requirements of California Labor Code Sections 1720 et seq. and 1770 et seq., as well as California Code of Regulations, Title 8, Section 16000 et seq. ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on certain "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Copies of the prevailing rate of per diem wages are on file at the Commission's offices. Consultant shall make copies of the prevailing rates of per diem wages for each craft; classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. Consultant shall defend, indemnify and hold the Commission, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. Certified Payrolls are to be submitted whenever required by Prevailing Wage laws. 3.17.3 Assignment or Transfer. Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein, without the prior written consent of the Commission. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. 3.17.4 Subcontracting. Consultant shall not subcontract any portion of the work or Services required by this Agreement, except as expressly stated herein, without prior written approval of the Commission. If Consultant wishes to use a firm as a subcontractor which is not specified in the proposal upon which this Agreement was awarded, prior written approval must be obtained from the Commission. The Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Consultant has, as part of its proposal, identified certain companies/firms that will be subconsultants utilized by Consultant ("Subconsultants") for Project delivery. A list of said Subconsultants is attached hereto as Exhibit "C" Part 2 and made a part hereof. The Commission hereby approves the use by Consultant of the Subconsultants identified in Exhibit "C" Part 2. In the event and prior to the replacement of any Subconsultant approved herein, the Consultant shall seek and obtain the Commission's written approval. Exhibit "C" Part 2 also sets forth the rates at which each Subconsultant shall bill the Consultant for Services and that are subject to reimbursement by the Commission to Consultant. The cost of Addition Direct Costs, as defined in exhibit "C," shall be the same for both the Consultant and all subconsultants, unless otherwise identified in Exhibit "C" Part 2. 221 DRAFT Consultant acknowledges that approval of Consultant's utilization of the identified Subconsultants together with the incorporation of Subconsultants' rate schedules and cost proposals into this Agreement shall in no way be construed to create any contractual relationship between any Subconsultant and the Commission. The Subconsultant rate schedules and cost proposals contained herein are for accounting purposes only. In the event that any Subconsultant shall bring any action, claim or proceeding purporting to enforce any right purportedly arising under this Agreement, the Consultant shall be responsible for the Commission's reasonable legal fees without regard to the merits of any such claim. 3.18 Ownership of Materials/Confidentiality. 3.18.1 Documents & Data. This Agreement creates an exclusive and perpetual license for Commission to copy, use, modify, reuse, or sub -license any and all copyrights and designs embodied in plans, specifications, studies, drawings, estimates, materials, data and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require all subcontractors to agree in writing that Commission is granted an exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to grant the exclusive and perpetual license for all such Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the Commission. Commission shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at Commission's sole risk. 3.18.2Intellectual Property. In addition, Commission shall have and retain all right, title and interest (including copyright, patent, trade secret and other proprietary rights) in all plans, specifications, studies, drawings, estimates, materials, data, computer programs or software and source code, enhancements, documents, and any and all works of authorship fixed in any tangible medium or expression, including but not limited to, physical drawings or other data magnetically or otherwise recorded on computer media ("Intellectual Property") prepared or developed by or on behalf of Consultant under this Agreement as well as any other such Intellectual Property prepared or developed by or on behalf of Consultant under this Agreement. The Commission shall have and retain all right, title and interest in Intellectual Property developed or modified under this Agreement whether or not paid 222 DRAFT for wholly or in part by Commission, whether or not developed in conjunction with Consultant, and whether or not developed by Consultant. Consultant will execute separate written assignments of any and all rights to the above referenced Intellectual Property upon request of Commission. Consultant shall also be responsible to obtain in writing separate written assignments from any subcontractors or agents of Consultant of any and all right to the above referenced Intellectual Property. Should Consultant, either during or following termination of this Agreement, desire to use any of the above -referenced Intellectual Property, it shall first obtain the written approval of the Commission. All materials and documents which were developed or prepared by the Consultant for general use prior to the execution of this Agreement and which are not the copyright of any other party or publicly available and any other computer applications, shall continue to be the property of the Consultant. However, unless otherwise identified and stated prior to execution of this Agreement, Consultant represents and warrants that it has the right to grant the exclusive and perpetual license for all such Intellectual Property as provided herein. Commission further is granted by Consultant a non-exclusive and perpetual license to copy, use, modify or sub -license any and all Intellectual Property otherwise owned by Consultant which is the basis or foundation for any derivative, collective, insurrectional, or supplemental work created under this Agreement. 3.18.3 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of Commission, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use Commission's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of Commission. 3.19.1 Indemnification. To the fullest extent permitted by law, Consultant shall defend, indemnify and hold Commission, its directors, officials, officers, employees, consultants, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to alleged negligent acts, omissions, or willful misconduct of Consultant, its officials, officers, 223 DRAFT employees, agents, consultants, and contractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of consequential damages, expert witness fees, and attorneys fees and other related costs and expenses. Consultant shall defend, at Consultant's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against Commission, its directors, officials, officers, employees, consultants, agents, or volunteers. Consultant shall pay and satisfy any judgment, award or decree that may be rendered against Commission or its directors, officials, officers, employees, consultants, agents, or volunteers, in any such suit, action or other legal proceeding. Consultant shall reimburse Commission and its directors, officials, officers, employees, consultants, agents, and/or volunteers, for any and all legal expenses and costs, including reasonable attorney's fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Commission, its directors, officials officers, employees, consultants, agents, or volunteers. Notwithstanding the foregoing, to the extent Consultant's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. 3.19.2 Indemnification. To the fullest extent permitted by law, Consultant shall defend, indemnify and hold City, its council, officials, officers, employees, consultants, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of or incident to alleged negligent acts, omissions, or willful misconduct of Consultant, its officials, officers, employees, agents, consultants, and contractors arising out of or in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of consequential damages, expert witness fees, and attorneys fees and other related costs and expenses. Consultant shall defend, at Consultant's own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against City, its directors, officials, officers, employees, consultants, agents, or volunteers. Consultant shall pay and satisfy any judgment, award or decree that may be DRAFT rendered against Commission or its directors, officials, officers, employees, consultants, agents, or volunteers, in any such suit, action or other legal proceeding. Consultant shall reimburse City and its directors, officials, officers, employees, consultants, agents, and/or volunteers, for any and all legal expenses and costs, including reasonable attorney's fees, incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by City, its council, officials officers, employees, consultants, agents, or volunteers. Notwithstanding the foregoing, to the extent Consultant's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. 3.20 Insurance. 3.20.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the Commission that it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. 3.20.2 Minimum Requirements. Consultant shall, at its expense, procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the Consultant, its agents, representatives, employees or subcontractors. Consultant shall also require all of its subcontractors to procure and maintain the same types of insurance for the duration of the Agreement. Consultant's insurance shall meet at least the following minimum levels of coverage: (A) Minimum Scope of Insurance. Coverage shall be at least as broad as the latest version of the following: (1) General Liability: Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001); (2) Automobile Liability: Insurance Services Office Business Auto Coverage form number CA 0001, code 1 (any auto); and (3) if Consultant has employees, Workers' Compensation and Employer's Liability: Workers' Compensation insurance as required and Employer's Liability Insurance. (B) Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) General Liability: $2,000,000 per occurrence for bodily injury, personal and advertising injury and property damage. If General Liability Insurance or includes a general aggregate limit, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit; (2) Automobile Liability: $1,000,000 per accident for bodily 225 DRAFT injury and property damage; and (3) Workers' Compensation and Employer's Liability: Statutory Workers' Compensation limits as required by the applicable Labor Code and Employer's Liability limits of no less than $1,000,000 per accident for bodily injury or disease. 3.20.3 Professional Liability. Consultant shall procure and maintain, and require its sub -consultants to procure and maintain, for a period of five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. Such insurance shall be in an amount not less than $2,000,000 per claim. 3.20.4 Aircraft Liability Insurance. Consultant, prior to the direct or indirect use of any civil aircraft to provide Service under this Agreement, shall procure and maintain, or cause to be procured and maintained, aircraft liability insurance or equivalent form, with a single limit of not less than $5,000,000 per each occurrence. Such insurance shall include coverage for owned, hired and non -owned aircraft and passengers, and shall name, or be endorsed to name, the Commission, its directors, officials, officers, employees, consultants, and agents as additional insureds with respect to the Services or operations performed by or on behalf of the Consultant. 3.20.5Insurance Endorsements. The insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the Commission to add the following provisions to the insurance policies: (A.1) General Liability. The general liability policy shall be endorsed to state that: (1) the Commission, its directors, officials, officers, employees and agents shall be covered as additional insureds with respect to the Services or operations performed by or on behalf of the Consultant, including materials, parts or equipment furnished in connection with such work; and (2) the insurance coverage shall be primary insurance as respects the Commission, its directors, officials, officers, employees and agents, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant's scheduled underlying coverage. Any insurance or self- insurance maintained by the Commission, its directors, officials, officers, employees and agents shall be excess of the Consultant's insurance and shall not be called upon to contribute with it in any way. (A.2) General Liability. The general liability policy shall be endorsed to state that: (1) the City, its council, officials, officers, employees and agents shall be covered as additional insureds with respect to the Services or operations performed by or on behalf of the Consultant, including materials, parts or equipment furnished in connection with such work; and (2) the insurance coverage shall be primary insurance as respects the City, its council, officials, officers, employees and agents, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant's scheduled underlying coverage. Any insurance or self-insurance maintained by the City, its council, officials, officers, employees and agents shall be excess of the Consultant's insurance and shall not be called upon to contribute with it in any way. 226 DRAFT (B.1) Automobile Liability. The automobile liability policy shall be endorsed to state that: (1) the Commission, its directors, officials, officers, employees and agents shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance coverage shall be primary insurance as respects the Commission, its directors, officials, officers, employees and agents, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant's scheduled underlying coverage. Any insurance or self-insurance maintained by the Commission, its directors, officials, officers, employees and agents shall be excess of the Consultant's insurance and shall not be called upon to contribute with it in any way. (B.2) Automobile Liability. The automobile liability policy shall be endorsed to state that: (1) the City, its council, officials, officers, employees and agents shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance coverage shall be primary insurance as respects the Commission, its directors, officials, officers, employees and agents, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant's scheduled underlying coverage. Any insurance or self-insurance maintained by the City, council, officials, officers, employees and agents shall be excess of the Consultant's insurance and shall not be called upon to contribute with it in any way. (C) Workers' Compensation and Employers Liability Coverage. The insurer shall agree to waive all rights of subrogation against the Commission, its directors, officials, officers, employees and agents for losses paid under the terms of the insurance policy which arise from work performed by the Consultant. (D) All Coverages. Each insurance policy required by this Agreement shall be endorsed to state that: (A) coverage shall not be suspended, voided or canceled except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the Commission; and (B) any failure to comply with reporting or other provisions of the policies, including breaches of warranties, shall not affect coverage provided to the Commission, its directors, officials, officers, employees and agents. 3.20.6 Deductibles and Self -Insurance Retentions. Any deductibles or self -insured retentions must be declared to and approved by the Commission. If the Commission does not approve the deductibles or self -insured retentions as presented, Consultant shall guarantee that, at the option of the Commission, either: (1) the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects the 227 DRAFT Commission, its directors, officials, officers, employees and agents; or (2) the Consultant shall procure a bond guaranteeing payment of losses and related investigation costs, claims and administrative and defense expenses. 3.20.7 Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best's rating no less than A: VIII, licensed to do business in California, and satisfactory to the Commission. 3.20.8 Verification of Coverage. Consultant shall furnish Commission with original certificates of insurance and endorsements effecting coverage required by this Agreement on forms satisfactory to the Commission. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. All certificates and endorsements must be received and approved by the Commission before work commences. The Commission reserves the right to require complete, certified copies of all required insurance policies, at any time. 3.20.9 Other Insurance. At its option, the Commission may require such additional coverage(s), limits and/or the reduction of deductibles or retentions it considers reasonable and prudent based upon risk factors that may directly or indirectly impact the Project. In retaining this option Commission does not warrant Consultant's insurance program to be adequate. Consultant shall have the right to purchase insurance in addition to the insurance required in this Section. 3.21 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life saving equipment and procedures; (B) instructions in accident prevention for all employees and subcontractors, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures. 3.22 Fees and Payment. 3.22.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit "C" attached hereto and incorporated herein by reference. The total compensation shall be on the basis of direct costs plus a fixed fee as further set forth in Exhibit "C" and shall not exceed the maximum amount of [Five Million Four 228 DRAFT Hundred Twenty -Nine Thousand, Six Hundred Thirty -One Dollars] ($5,429,631), without written approval of Commission's Executive Director. 3.22.2 Payment of Compensation. Consultant shall submit a monthly itemized statement which indicates work completed and hours of Services rendered by Consultant. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the Statement. Charges specific to each Milestone listed in the Schedule of Services shall be listed separately on an attachment to each statement. Each statement shall be accompanied by a monthly progress report and spreadsheets showing hours expended for each task for each month and the total Project to date. Each statement shall include a cover sheet bearing a certification as to the accuracy of the statement signed by the Consultant's Project Manager or other authorized officer. 3.22.3 Additional Work. Any work or activities that are in addition to, or otherwise outside of, the Services to be performed pursuant to this Agreement shall only be performed pursuant to a separate agreement between the parties. Notwithstanding the foregoing, the Commission's Executive Director may make a change to the Agreement as permitted by law or authorized by the Commission. . (a) In addition to the changes authorized above, a modification which is signed by Consultant and the Commission's Executive Director, other than a Cardinal Change, may be made in order to: (1) make a negotiated equitable adjustment to the Agreement price, delivery schedule and other terms resulting from the issuance of a Change Order, (2) reflect definitive letter contracts, and (3) reflect other agreements of the parties modifying the terms of this Agreement ("Bilateral Contract Modification"). (b) Consultant shall not perform, nor be compensated for any change, without written authorization from the Commission's Executive Director as set forth herein. In the event such a change authorization is not issued and signed by the Commission's Executive Director, Consultant shall not provide such change. 3.22.4 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by the Commission's Representative. 3.23 Prohibited Interests. 3.23.1 Solicitation. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or 229 DRAFT making of this Agreement. For breach or violation of this warranty, the Commission shall have the right to rescind this Agreement without liability. 3.23.2 Conflict of Interest. For the term of this Agreement, no member, officer or employee of the Commission, during the term of his or her service with the Commission, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom. 3.23.3 Conflict of Employment. Employment by the Consultant of personnel currently on the payroll of the Commission shall not be permitted in the performance of this Agreement, even though such employment may occur outside of the employee's regular working hours or on weekends, holidays or vacation time. Further, the employment by the Consultant of personnel who have been on the Commission payroll within one year prior to the date of execution of this Agreement, where this employment is caused by and/or dependent upon the Consultant securing this or related Agreements with the Commission, is prohibited. 3.23.4 Covenant Against Contingent Fees. The Consultant represents and warrants that he/she has not employed or retained any company or person, other than a bona fide employee working for the Consultant, to solicit or secure this Agreement, and that he/she has not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration, contingent upon or resulting from the award or formation of this Agreement. For breach or violation of this warranty, the Commission shall have the right to terminate this Agreement without liability pursuant to Section 3.14, or at its discretion to deduct from the Agreement price or consideration, or otherwise recover, the full amount of such fee, commission, percentage, brokerage fee, gift, or contingent fee. 3.23.5 Covenant Against Expenditure of Local Agency, State or Federal Funds for Lobbying. Omitted Intentionally 3.24 Accounting Records. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred and fees charged under this Agreement. The Federal Acquisition Regulations in Title 48, CFR 31 shall be the governing factors regarding allowable elements of cost. All such records shall be clearly identifiable. Consultant shall allow a representative of the Commission or any duly authorized representative of the Commission during normal business hours to examine, audit, and make transcripts or copies of any and all ledgers and books of account, invoices, vouchers, canceled checks, and any other records or documents created pursuant to this Agreement. All such information shall be retained by Consultant for at least three (3) years following termination of this Agreement. 3.25 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, 230 DRAFT ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. 3.26 Right to Employ Other Consultants. Commission reserves the right to employ other consultants in connection with the Project. As required, Consultant shall cooperate fully with any other consultant engaged by the Commission on the Project. 3.27 Governing Law. This Agreement shall be governed by and construed with the laws of the State of California. Venue shall be in Riverside County. 3.28 Attorneys' Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorneys' fees and, all other costs of such actions. 3.29 Time of Essence. Time is of the essence for each and every provision of this Agreement. 3.30 Headings. Article and Section Headings, paragraph captions or marginal headings contained in this Agreement are for convenience only and shall have no effect in the construction or interpretation of any provision herein. 3.31 Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose: CONSULTANT: COMMISSION: Arcadis U.S., Inc. Riverside County 630 Plaza Drive, Suite 200 Transportation Commission Highlands Ranch, CO 80129 4080 Lemon Street, 3rd Floor Riverside, CA 92501 Attn: Nabil Fraywat Attn: Executive Director Such notice shall be deemed made when personally delivered or when mailed, forty- eight (48) hours after deposit in the U.S. mail, first class postage prepaid, and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service. 3.32 Conflicting Provisions. In the event that provisions of any attached exhibits conflict in any way with the provisions set forth in this Agreement, the language, terms and conditions contained in this Agreement shall control the actions and obligations of the Parties and the interpretation of the Parties' understanding concerning the performance of the Services. 231 DRAFT 3.33 Amendment or Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties. 3.34 Entire Agreement. This Agreement contains the entire agreement of the Parties relating to the subject matter hereof and supersedes all prior negotiations, agreements or understandings. 3.35 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. 3.36 Provisions Applicable When Federal Department of Transportation Funds Are Involved. Omitted Intentionally 3.37 No Waiver. Failure of Commission to insist on any one occasion upon strict compliance with any of the terms, covenants or conditions hereof shall not be deemed a waiver of such term, covenant or condition, nor shall any waiver or relinquishment of any rights or powers hereunder at any one time or more times be deemed a waiver or relinquishment of such other right or power at any other time or times. [Signatures on following page] 232 DRAFT SIGNATURE PAGE TO PROFESSIONAL SERVICES AGREEMENT IN WITNESS WHEREOF, this Agreement was executed on the date first written above. RIVERSIDE COUNTY TRANSPORTATION COMMISSION By: CONSULTANT Printed Anne Mayer Signature Executive Director Approved as to Form: By: Best Best & Krieger LLP General Counsel Name Title 233 DRAFT MODEL AGREEMENT - EXHIBIT "A" SCOPE OF SERVICES Exhibit B B-22 RVPU B\HSHAN E\758782.1 234 DRAFT SCOPE OF WORK The Riverside County Transportation Commission is seeking proposals from qualified engineering professionals to provide Construction Management (CM), Materials Testing, Construction Surveying, and Public Outreach services for construction of the I-15/Railroad Canyon Road Interchange Improvements Project located in the City of Lake Elsinore in the County of Riverside, CA. Services will include pre -construction plan, specification, and estimate (PS&E) review, bid analysis, and award recommendation; construction inspection; preparation of progress payments and change orders, schedule and claim analysis; Contractor interface and contract administration; office engineering; and other assorted duties as appropriate for construction management, as well as materials testing, construction surveying, public outreach, and project closeout tasks. The project's final design is scheduled for completion by September 2019. Background Information The following information will be available on the Commission's website located at www.rctc.org/doing-business/. O 60% Plan set O 60% Standard Special Provisions O 60% Engineer's estimate O Environmental Commitments Record O Estimated Working Days O Technical Reports: ■ Aerially Deposited Lead Report ■ Asbestos — Containing Materials Survey ■ Foundation Report ■ Geotechnical Design Report ■ Materials Report ■ Traffic Stripe Sampling Report ■ Storm Water Data Report ■ Transportation Management Plan ■ Bat Survey Construction Schedule (Tentative) The anticipated construction schedule for the project is shown below: Advertisement Date: Bids Due: Recommendation to Committee: Anticipated Commission Award: Notice to Proceed December 2019 January 2020 February 2020 March 2020 April 2020 EXHIRAT A - 1 DRAFT Anticipated Completion Date May 2023 Complete Close -Out December 2023 Performance Requirements Construction Management: OFFEROR shall furnish a Project Manager or a Resident Engineer as a single point of contact for this agreement and to coordinate OFFEROR'S operations with COMMISSION. The single point of contact shall be responsible for all matters related to OFFEROR'S personnel and operations. The Resident Engineer shall be in responsible charge of construction activity within the Project. The Resident Engineer shall be a Civil Engineer, registered in the State of California. Other Assistant Resident Engineers may be assigned to each specific project responsibilities as needed. If the Resident Engineer is not also a registered Landscape Architect, a registered Landscape Architect shall be assigned to the project responsible for daily on -site inspections and decisions regarding highway planting and the irrigation systems that comprise a portion of the Project. The number of OFFEROR personnel assigned to the project will vary throughout the duration of the agreement. OFFEROR personnel shall be assigned, in varying levels of responsibility, as needed by the OFFEROR to meet the project schedule, project requirements, and construction activities. The typical workday includes all hours worked by the construction Contractor. If necessary, overtime for OFFEROR personnel may be required. OFFEROR personnel shall be knowledgeable of and comply with all applicable local, state, and federal regulations related to construction and construction engineering. OFFEROR personnel shall cooperate and consult with COMMISSION, State, and City officials during the course of the Project. Offeror shall consult with and coordinate activities of third party agencies and utilities. OFFEROR personnel shall perform duties as may be required to assure that construction is being performed in accordance with the Project plans and specifications. OFFEROR personnel shall keep accurate and timely records and document all work performed by the Contractor and OFFEROR. OFFEROR shall monitor for Contractor's compliance with the labor standards provisions of the contract and the related wage determination decisions of the Secretary of Labor. OFFEROR personnel shall assist COMMISSION and local agencies in obtaining compliance with the safety and accident prevention provisions of the projects. Local agencies will retain jurisdictional control for traffic control. All services required hereunder shall be performed in accordance with California Department of Transportation guidelines, regulations, policies, procedures, EXHIN6A-2 DRAFT manuals, and standards, except as noted in the special provisions or superseded/augmented by Commission's procedures. Provided below is a suggested basic staffing plan with qualifications per position. Proposer is not required to adhere to the suggested list but may propose as they believe warranted for the project. 1) Suggested Core Construction Management Staffing a. Project Manager/ Resident Engineer PE b. Scheduler c. Office/Labor Compliance Administrator d. Community Outreach Administrator e. Assistant Resident Engineer/Lead Inspector PE f. Structure Representative PE g. Structure Inspector h. Roadway Inspector i. Roadway Inspector j. Roadway Inspector/Storm Water Inspector QSP, QSP k. Landscape Inspector I. Roadway/Electric Inspector 2) Support Services a. Source Inspection b. Surveys c. Environmental Compliance d. Materials Testing Materials Testing: The number of field testing personnel assigned to the project will vary throughout the duration of the construction contract. OFFEROR personnel will be assigned as needed by the Resident Engineer to meet the schedule of the construction Contractor. A field technician will be required throughout the construction contract period. At times, additional technicians may be required to provide support for on -going construction activities. The duration of assignments could vary from a minimum of a few days to the full term of the project. OFFEROR personnel will be available within two (2) days of written notification by COMMISSION. It is the intent of COMMISSION to maintain a consistency of material testing quality throughout each phase of each project. OFFEROR is therefore encouraged to provide, wherever and whenever possible, the same field personnel for the duration of the project. EXH153BA-3 DRAFT On days when work is not performed by the construction contractor, such as rainy or unsuitable weather days, OFFEROR will not provide services unless authorized by the COMMISSION Construction Manager. If a member of OFFEROR's personnel is on a leave of absence, OFFEROR's project manager/RE will provide an equally qualified replacement employee until the original member returns to work. The replacement employee will meet all the requirements of a permanently assigned employee. All personnel will be knowledgeable of, and comply with, all applicable local, Caltrans, and federal regulations; cooperate and consult with COMMISSION and local agency officials during the course of the contract; and perform other duties as may be required to assure that the construction is being performed in accordance with permit requirements, the project plans and specifications. OFFEROR's personnel will keep records and document the work as directed by the Resident Engineer. OFFEROR personnel shall assist COMMISSION and local agencies in obtaining compliance with the safety and accident prevention provisions of the project. Local agencies will retain jurisdictional control for local traffic control. All services required hereunder will be performed in accordance with Caltrans regulations, policies, procedures, manuals, and standards as modified by the Commission's General Conditions and procedures. Construction Surveying: OFFEROR will furnish surveying crew(s) to perform construction surveys for the project. The number of survey crew(s) assigned to the project will vary throughout the duration of the construction contract. OFFEROR personnel will be assigned as needed by the Resident Engineer to meet the schedule of the construction contractor. It is the intent of COMMISSION to maintain a consistency of construction survey quality throughout each phase of each project. Therefore, OFFEROR is encouraged to provide the same field personnel for the duration of construction. It is important that the Field Party Chief(s) assigned to a project be completely familiar with the survey control and staking requirements established for the project. Construction surveying will not be performed when conditions such as weather, traffic, and other factors prevent safe and efficient operation. If OFFEROR's survey crew personnel assigned to the project is on a leave of absence, the Project Manager will provide an equally qualified replacement(s) until the original employee(s) returns to work. The replacement will be required to meet all the requirements of the permanently assigned employee. EXHINT8A-4 DRAFT OFFEROR personnel will: • Be knowledgeable of, and comply with all, applicable local, state, and federal regulations. • Cooperate and consult with COMMISSION officials during the course of the contract. • Perform duties as may be required to assure construction is performed in accordance with the project plans and specifications. • Keep contemporaneous records and document work as directed by the Resident Engineer. All services required hereunder will be performed in accordance with Caltrans regulations, policies, procedures, manuals, and standards as modified by the Commission's General Conditions and procedures. Duties and Responsibilities 1. Pre -construction Services a. Plan Review OFFEROR shall review construction contract documents prior to construction. Tasks include review of plans, specifications, technical reports, Resident Engineer's pending files, and associated items in order to verify completeness and consistency throughout the Project. At a minimum, OFFEROR shall check for quantity discrepancies, potential conflicts, constructability, and consistency between plans, specifications and pay items. OFFEROR'S plan review shall include a review of various discipline plans (e.g., layout, drainage, bridge, landscaping, electrical, etc.) for conflicting or missing information. b. Schedule OFFEROR shall review the proposed Project schedule, compare it to the Project plans and specifications, and provide recommendations to COMMISSION, as appropriate, to ensure efficiency of Contractor and OFFEROR operations and safe and expeditious completion of the Project. c. Budget OFFEROR shall review the Project estimate and provide recommendations to COMMISSION, as appropriate, to ensure efficient utilization of funds and control of project costs. EXHINT9 A - 5 DRAFT 2. Bid Process a. Bid Documents OFFEROR shall assist COMMISSION, as requested, with the following tasks: 1) Review of bid documents 2) Review bid questions and draft responses 3) Prepare bid tabulations b. Pre -construction Meetings OFFEROR shall assist COMMISSION in conducting one or more, pre -construction meetings with all involved parties on the Project. Parties may include, but are not limited to, the Contractor, the design engineer, Caltrans, county, cities, utility companies, and developers. c. Contract Award OFFEROR shall assist COMMISSION, as requested, with the following tasks: 1) Review bids for completeness and responsiveness 2) Perform bid analysis 3) Check Contractor references, licenses, insurance, and sureties 4) Coordinate with prospective Contractor for award of construction contract. All processes will be consistent with procedures outlined by Caltrans for Special Funded Programs. 3. Project Administration a. OFFEROR shall administer the project construction contract using Caltrans Construction Manual as a guideline. b. OFFEROR shall conduct regular project coordination meetings with Contractor, COMMISSION, local agencies, and design engineer, as appropriate. c. OFFEROR shall prepare Contractor progress payments and maintain payment records and supporting documentation. All progress payments shall be reviewed by COMMISSION for approval. d. OFFEROR shall establish and maintain Project records. Project record EXHIB �A-6 DRAFT keeping shall include, but are not limited to, RE and Assistant RE daily reports, correspondence, memoranda, contract documents, requests for information (RFIs), change orders, claims, COMMISSION and engineer directives, meeting minutes, shop drawings, supplementary drawings, review and approval of submittals, schedule reviews and preparation of weekly working day statements, quantity calculations and/or documented field measurement/count and Daily Extra Work Reports that support progress payments. OFFEROR shall maintain a record of the names, addresses, and telephone and fax numbers of the Contractors, subcontractors, and principal material suppliers. e. OFFEROR shall establish and maintain a filing system for each Project using the Caltrans Construction Manual as a guideline. OFFEROR shall transmit certain project records to the Commission using either e-Rooms or InfoWorks, an electronic transfer and collection system. (Commission will train OFFEROR in the requirements and use of the system.) f. OFFEROR shall monitor Contractors' construction schedules on an ongoing basis and alert COMMISSION to conditions that may lead to delays in completion of the Project. g. OFFEROR shall prepare and submit a Monthly Report for the project. The Monthly Report shall describe construction activity, accomplishments, issues and status of submittals, RFIs, Change Orders and the project budget and schedule status against the approved Baseline Schedule. A minimum of four (4) construction photos shall be submitted with each monthly report. h. OFFEROR shall review and ensure compliance with environmental requirements. i. OFFEROR shall participate in partnering sessions with the Contractor, COMMISSION, and Local Agencies, if required. OFFEROR shall assure that the Project meets all provisions of the Commission and Caltrans Quality Assurance Program Manual. OFFEROR shall prepare and submit a project -specific Quality Assurance Plan (QAP) to the COMMISSION for review and approval. The QAP shall be reviewed quarterly and updated as necessary. All OFFEROR'S project personnel shall indicate their review of the QAP by signature. k. OFFEROR shall review Contractors' certified payroll records and other labor compliance records and assure the construction Contractor's compliance with Contract requirements I. OFFEROR shall monitor and maintain records to assure that the EXHITA-7 DRAFT construction Contractor complies with all provisions of the Storm Water Pollution Prevention Plan (SWPPP). m. OFFEROR shall assure that the Project meets all applicable regulations of the Air Quality Management District (AQMD). 4. Construction Coordination a. OFFEROR shall provide a minimum of one qualified Senior Resident Engineer and other qualified Resident Engineers, as needed to effectively manage the Project. b. OFFEROR Resident Engineer shall act as the prime point of contact between Contractor, COMMISSION, OFFEROR's construction surveyor, OFFEROR's materials inspector, OFFEROR's public outreach, and utility companies. OFFEROR may, when requested by COMMISSION, act as point of contact between design engineers, cities, and the public. c. OFFEROR shall maintain regular contact with COMMISSION's Construction Manager. d. OFFEROR shall coordinate relocations and arrangements for power for the site with utility companies and their designees. e. OFFEROR shall review Project plans and special provisions for possible errors and deficiencies prior to construction of any specific element and report such findings to COMMISSION. Should COMMISSION determine that changes are necessary, OFFEROR shall process and implement change orders in accordance with contract documents. f. OFFEROR shall provide all required monitoring, coordination, and tracking of construction progress to ensure the Project proceeds on schedule and according to the order of work in the plans and special provisions. OFFEROR shall expedite work, as required, to maintain schedule in conjunction with the overall construction staging program. g. OFFEROR shall review shop drawings, coordinating with the Source Inspection Project Manager and Division of Structures as appropriate. OFFEROR shall coordinate resolution of Requests for Information (RFI) with the Commission's designer and communicate actions and status with the Commission's Construction Manager. OFFEROR shall log and track all submittals and requests. h. OFFEROR shall provide a qualified SWPPP coordinator who shall review Contractor -prepared Storm Water Pollution Prevention Plans (SWPPP) and EXHI51IA-8 DRAFT coordinate approval with COMMISSION. OFFEROR shall cooperate with monitoring agency inspections and field reviews. i. OFFEROR shall coordinate the implementation of any changes with the Construction Manager and the design engineer. All change orders shall be prepared using Commission's format and procedures. All change orders will be submitted to Caltrans (on the State Highway System) and the Commission for approval. OFFEROR shall review and approve falsework, shoring and other temporary work plans. k. OFFEROR shall review and approve Traffic Control Plans and forward to local jurisdictions for approval as necessary. I. OFFEROR shall coordinate all Project construction activities with other on- going projects within and adjacent to the Project limits. OFFEROR shall review existing highway electrical and traffic systems arrangements with County and arrange, through the construction Contractor, any temporary facilities required during construction. 5. Construction Inspection a. OFFEROR shall coordinate all required inspections necessary for the Project. OFFEROR shall ensure that appropriate City and local agencies are notified and present as required throughout the Project. OFFEROR shall notify COMMISSION immediately regarding any directives, recommendations, notices, etc. received from agencies other than COMMISSION before taking action. b. OFFEROR shall perform and document daily on -site inspections of the progress and quality of construction to determine if the work being performed is in general conformance with the contract documents, permits, all applicable laws, codes, and ordinances. c. OFFEROR shall exercise reasonable care and diligence to discover and promptly report to COMMISSION any and all defects or deficiencies in the materials or workmanship used in the Project. d. OFFEROR personnel assigned to the Project shall be thoroughly familiar with Caltrans Standard Specifications, Caltrans Standard Plans, and Caltrans Erosion Control and Highway Planting requirements. OFFEROR personnel shall have the ability to read and interpret construction plans and EXHIMA-9 DRAFT specifications. OFFEROR personnel shall also have knowledge of State of California Construction Safety Orders (CaIOSHA) and traffic control practices as specified in the Work Area Traffic Control Handbook (WATCH). In addition, OFFEROR personnel shall be familiar with the construction requirements of Storm Water Pollution Prevention Program. e. Assignments to be performed by OFFEROR personnel shall include, but are not limited to, the following: 1) Earthwork inspection including source and quality of imported and/or fill material and compaction; subgrade and paving inspection including checking alignment and grade; structure work inspection including foundation construction (piling), structure element formwork, reinforcing and prestressing steel installation, concrete placement; subsurface and finish drainage system inspection; signing and striping inspections, electrical and highway traffic system inspection, Landscape hardscape, soil amendment, SWPPP compliance; planting and irrigation installation inspection; fencing; temporary and permanent traffic barriers and device inspection; monitor construction traffic control, material haul routes, and detours, and any other duties that may be required to determine that construction of the Project is being performed in accordance with the contract documents. 2) Identifying actual and potential problems associated with the Project and recommending sound engineering solutions. 3) Arrange testing in accordance with Caltrans highway materials testing and planting procedures. Arrange for necessary corrective work, as required. Provide comprehensive materials records including materials sources, inspection & test results and documented compliance with specifications. 4) Maintaining awareness of safety and health requirements. Monitoring Contractors' compliance with applicable regulations and construction contract provisions for the protection of the public and Project personnel. 5) Preparing complete and accurate daily reports, calculations, project records, payment quantity documents, reports, and correspondence related to Project activities. Documents shall be sufficient to support actual cost of force account work. 6) Preparing construction sketches, drawings, and cross -sections, as necessary. EXHIEIII A - 10 DRAFT 7) Keep records of all deviations from the approved plans to assist the Design Engineer in the preparation of as -built plans. Provide final clearance dimensions from roadways to bridge soffits. 8) Providing inspections for environmental compliance. Coordinate with third -party consultants, Native American Monitors or stake holders for special monitoring or inspections and disposal of hazardous material, if required. 9) Maintaining awareness of water discharge requirements. Monitoring Contractors' compliance with applicable regulations and construction contract provisions. 10) Monitoring Contractors' compliance with applicable regulations required by AQMD. 11) Coordinate Contractor's lane traffic closures with Caltrans, the City, and adjacent local agencies, County, and the Sheriff including, when necessary, the provision of CHP services for COZEEP operations. Maintain records of COZEEP participation to support the Commission's payment process for the CHP. 12) Monitor work associated with Temporary Construction Easements and communicate with land owners through the Commission's representatives. 13) Other duties as may be required or reasonably requested. 6. Project Support a. Construction Surveys OFFEROR shall perform construction surveying services, field calculations, and home office calculations to support construction of the projects. OFFEROR may be requested to review available survey data, construction plans, and right-of-way plans to confirm compatibility and to identify discrepancies prior to and during construction of proposed projects. The survey effort shall assist the Construction Management team in all phases of construction. The Resident Engineer will assign survey work by issuing a "Request for Survey Services". Requests may include, but not be limited to, the following types of surveys and related services: EXHIRI45A - 11 DRAFT 1) Construction Surveys Survey calculations and adjustments shall be performed with established and computed coordinates based on the California Coordinate System. Cross-section data collection shall be performed by conventional and terrain line interpolation survey methods. Survey data will include topography, cross-section, and other survey data in computer formats compatible with the Caltrans computer survey and design systems. Prepare and maintain survey documents. Survey documents include survey field notes, maps, drawings, and other survey documents. Perform construction staking, including but not limited to: • Utility locations • Clearing limits • TCE and R/W limits • Slope staking • Rough grade • Finish grade • Storm drain, sanitary sewer, and iirigation system • Drainage structures • Curb, gutters, sidewalk • Horizontal and vertical control for structures and portions of structures (bents, abutments,wingwall) Monitor foundation for settlement, if required Provide measurements to support earthwork quantity calculations Global Positioning Satellite (GPS) equipment shall be made available if required by the COMMISSION 2) Right of Way Lines Existing right of way will be established from Local Agency's record information and existing monumentation. • Right of way monumentation shall be renewed and restored in accordance with Section 10.4 of the Caltrans "Survey Manual" and the State of California Land Surveyor's Act. EXHIE1I6 A - 12 DRAFT • Corner records and records of surveys shall be prepared and filed in accordance with the applicable standards and the State of California Land Surveyor's Act. • Perpetuate existing monumentation. Includes restoring, renewing, referencing, and resetting existing boundary related monumentation. In addition, stake areas where construction disturbs the existing right of way, preparing and filing required maps and records. • Right of Way Surveys. Includes research and preparation filing of required maps and records. In addition, locate and set monuments for right or way and staking for right of way fences. • Final monumentation. Includes setting of centerline points of control upon completion of construction. 3) Special Design — Data Surveys Includes drainage, utility, and surveys required for special field studies. b. Materials Testing and Geotechnical Services OFFEROR will provide experienced personnel, equipment, and facilities to perform various construction materials sampling and testing. Material plant, Laboratory, and field materials sampling, and testing will be used to ensure, concrete, hot mix asphalt, pavement, and embankment construction work conforms to California State Department of Transportation (Caltrans) standards, specifications, and special provisions for material quality and workmanship. All field and laboratory testing shall be performed in accordance with California Test Methods. OFFEROR will be responsible for the accuracy and completeness of all test data compilation and results. c. Public Outreach OFFEROR shall implement a public outreach program for the project. OFFEROR shall manage public outreach activities for the project, as directed by the COMMISSION and in coordination with local jurisdictions and Caltrans. OFFEROR will be responsible for, but not limited to, the following outreach activities: • Develop Public Outreach Plan with measurable goals and take part in project kickoff meeting with RCTC and prime consultant; EXHI11I,I7A - 13 DRAFT • Prepare project "key messages" for consistent use throughout the project; • Attend construction meetings, determine information of interest to the public, and recommend course of action for outreach; • Prepare and disseminate electronic Construction Updates in both English and Spanish and post to RCTC for webpage; • Develop and maintain database of elected officials, agencies, schools, businesses, hospitals, fire and law enforcement contacts; • Host briefing(s) for emergency responders prior to start of construction and provide updates related to key construction activities; • Maintain communication with local stakeholders via emails, telephone calls, and door-to-door canvassing, as directed; • Establish and maintain a public inquiry/response protocol and maintain log; • Establish project email address, draft responses for review, and respond promptly to inquiries; • Respond to public inquiries/calls/emails; • Organize groundbreaking and ribbon -cutting ceremonies; • Organize project site visits by dignitaries or key stakeholders; • Organize public workshops or informational meetings for the project; • Develop project fact sheet, with updates at project milestones; • Develop content and updates for Commission's website; • Develop weekly (minimum) social media posts (Facebook, Twitter, Instagram) and provide to RCTC for posting; monitor comments and draft responses to comments; • Develop short (60-second or less) monthly project update videos and provide to RCTC for posting; monitor comments and draft responses to comments; • Provide photography and videography of project construction for use in public outreach materials; • Assist in preparing community presentations about the project for Commission staff and arrange for briefings to Chamber of Commerce and civic groups; • Attend community meetings on behalf of the Commission as directed, such as staffing informational booths or providing brief comments at civic or business events; • Provide monthly summary report of outreach activities and metrics to RCTC, assess progress toward goals, and recommend changes to outreach plan, as needed. EXH I EllhA - 14 DRAFT d. Permits OFFEROR shall review the project for permit compliance and coordinate with COMMISSION and the design engineer to ensure that necessary permits are obtained. OFFEROR shall assist COMMISSION in the coordination, timely processing and verification of approval for all permits. OFFEROR shall maintain permits and permit documentation on site. 7. Cost and Schedule a. OFFEROR shall prepare and track the following: 1. Contract pay item quantities, materials -on -hand and progress payments 2. Extra work/Compensation adjustment payments 3. Contract change orders 4. Supplemental work items 5. Agency -furnished materials 6. Contingency balance 7. Project budget 8. Anticipated final cost b. OFFEROR shall review and monitor Contractor's schedule and inform COMMISSION of any significant changes or deviations in the schedule. c. OFFEROR shall provide and maintain a Project staffing plan of field office personnel. In cooperation with COMMISSION, the staffing plan shall be periodically updated to reflect Project progress and needs. 8. Contract Change Orders and Claims a. OFFEROR shall receive and evaluate requests for changes and/or substitutions by the Contractor. Contract Change Orders submitted to COMMISSION shall be accompanied by OFFEROR recommendations. Where applicable, OFFEROR shall convey proposed changes to design engineer, Caltrans Oversight Engineers or other project principals. If the requested changes are accepted, OFFEROR shall negotiate and prepare appropriate Contract Change Orders. b. OFFEROR shall attempt to avoid all unnecessary Contract Change Orders. When a Contract Change Order is necessary, OFFEROR shall consult with COMMISSION prior to its preparation. Unless directed otherwise by COMMISSION, the preferred method of payment for Contract Change Orders should be as follows: EXHIRI4T9A - 15 DRAFT 1. Agreed Price 2. Adjustment in compensation to a bid item 3. Time and materials or Force Account c. OFFEROR shall attempt to identify all potential claims, track and monitor unresolved claims, and implement claims avoidance processes. d. OFFEROR shall assist COMMISSION, as requested, in the identification, resolution, and final disposition of claims filed by the Contractor or third parties against COMMISSION or the Project. 9. Safety In addition to the requirements specified elsewhere in this agreement, the following shall also apply: a. OFFEROR shall implement a comprehensive safety program including preparation of a project -specific Accident/Illness Prevention Plan and conduct regular tail -gate safety meetings for OFFEROR personnel. OFFEROR shall provide a monthly report of traffic and site safety incidents, accidents and issues to the COMMISSION as part of the Monthly Report. b. OFFEROR shall comply with State of California Construction Safety Orders and provisions of the Caltrans Construction Manual. c. OFFEROR shall provide appropriate safety training for all OFFEROR field personnel. d. OFFEROR shall provide all necessary safety equipment as required for OFFEROR personnel. 10. Project Close Out a. OFFEROR shall prepare a list of items to be completed and/or corrected by the Contractor for final completion of the Project. b. OFFEROR shall collect and furnish as -built information to the design engineer for preparation of as -built drawings including utility locations, electrical system element locations and system requirements, prestressing drawings and pile logs, as applicable. c. OFFEROR shall review and verify completeness of as -built drawings. d. OFFEROR shall conduct a final walk-through with COMMISSION, Caltrans, Local Agencies, Contractors, and design engineers. EXHIRI50A - 16 DRAFT e. OFFEROR shall prepare final construction reports including the Project Completion Report in the format and content requirements set forth by Caltrans and the COMMISSION. f. OFFEROR shall prepare and deliver to COMMISSION all project files in hard copy and/or electronic format. g. OFFEROR shall assist COMMISSION and Contractor in obtaining final release of all project permits. DELIVERABLES. NOTE: The OFFEROR shall maintain records as described below in the Construction Field Office. In addition, certain records shall be transmitted electronically as the work proceeds to the Commission using SharePoint and/or Laserfiche per the Commissions procedures. a. Inspector daily reports, extra work diaries, Landscape Architect, and Resident Engineers' daily diaries. b. Monthly Project Activity Summary Reports. c. Monthly Contractor progress payments, back-up documentation, and Contractor payment records. d. Contractor final payment documents, delivered to COMMISSION no later than ten (10) working days after acceptance by COMMISSION of the completed construction project. e. Project Completion Report. f. All project files, project reports, correspondence, memoranda, shop drawings, project logs, schedule analyses and weekly working day statements, change order data, claims and claim reports, and Contractor payment records. g. Certified payrolls and fringe benefit statements for all employees, OFFEROR and Contractor, who are subject to the State and/or Federal prevailing wage rates. h. All material test results shall be provided in accordance with the applicable Standard Specifications and Special Provisions, and test methods. Failing tests shall be immediately reported to the Resident Engineer or Structures Representative. All test results shall be recorded on the appropriate forms. The test documents will be legible and show the identity of the tester where appropriate. A notebook containing all results will be kept. All test EXHIRI5T1A - 17 DRAFT equipment shall be calibrated per California Test requirements and regularly verified. i. Unless otherwise specified in the survey request, the deliverables shall conform to the following: 1. Survey points, lines, and monuments shall be established, marked, identified, and referenced as required by survey request and requirements herein. 2. Survey notes, drawings, calculations, and other survey documents and information shall be completed as required by the survey request and the requirements herein. All original survey documents resulting from this contract, including original field notes, adjustment calculations, final results, and appropriate intermediate documents, shall be delivered to the Resident Engineer and shall become the property of COMMISSION. A copy of all survey documents furnished by COMMISSION shall be retained by OFFEROR for future reference. When the survey is performed with a total station survey system, the original field notes shall be a hard copy in a readable format of the data (observations) as originally collected and submitted by the survey party. The hard copy shall be signed by the Party Chief. If the Party Chief is not licensed, the person in "responsible charge" will be required to sign. k. Survey deliverables shall follow the format specified below: • Horizontal Control • Alpha numeric hard copy point listing with adjusted California Coordinate System northing and eastings and the appropriate descriptions. • Vertical Control • Alpha numeric hard copy benchmark listing with adjusted elevations compatible with the design datum. • Topography • Alpha numeric hard copy listing, hard copy drawing, and computer aided drawing and design (CADD) digital drawing. The CADD drawing shall be compatible with the systems utilized by Caltrans. Data collection method used to collect cross-section data and the coding (feature description) of terrain data for cross -sections shall conform to the survey request requirements. Deliverables shall depend on the data collection method as follows: EXH11�2A - 18 DRAFT • Conventional Cross — Sections (each cross — section): For each cross - section and alpha numeric listing, a hard copy drawing, and a computer formatted file compatible with the systems utilized by Caltrans. • Terrain Line Interpolation Cross — Section Data (each terrain line interpolation survey): Terrain line interpolation cross — sections shall include an alpha numeric listing, a hard copy plan view drawing of the terrain lines, and a computer input file. The computer input file shall be provided in a format compatible with the systems utilized by Caltrans. I. Data Collector Data If specified in the survey request, the raw data from the data collector shall be provided in a format conforming to the survey request requirements m. Other As specified in the survey request. Equipment and Materials to be provided by Offeror 1. OFFEROR will provide office space, telephones, desks, chairs, computers, and appropriate office equipment. One (1) office with a desk, chair, telephone, and computer with software and a laser printer (8% x 11 & 11 x 17) will be reserved for the COMMISSION. 2. OFFEROR shall provide all necessary equipment including software, materials, supplies, miscellaneous tools, and safety equipment required for its personnel to perform the services accurately, efficiently, and safely. Only those items listed in Attachment B, OFFEROR Cost Proposal, shall be reimbursed by COMMISSION. 3. OFFEROR personnel shall provide vehicles for field personnel suitable for the location and nature of the work involved. Vehicles shall be equipped with flashing yellow lights, either permanently or temporarily affixed. 4. OFFEROR personnel shall be provided with a mobile radio, cellular phone, or other means to assure full-time communication. If a radio system is used, OFFEROR shall provide a base station at the field office. 5. OFFEROR personnel shall be provided with all applicable standard plans, specifications, and other standards as appropriate. EXHIRI5T3A - 19 DRAFT 6. For Materials Testing, OFFEROR and its staff shall be fully equipped at all times to perform the services required, including but not limited to the following: a. An on -site mobile laboratory or laboratory in close proximity to the project will be required. The type and location of the lab should be such that it can meet the needs of the project in an efficient, time effective manner. The laboratory shall be fully staffed, equipped, and supplied to conduct all required soils, materials, and concrete breaking tests in a timely manner. b. OFFEROR's personnel will be provided with radios, mobile phones, or other means to assure full-time communication. OFFEROR vehicles will have flashing lights, visible from the rear, with a driver control switch. Vans without side windows will not be used. COMMISSION furnished magnetic logos will be affixed to each side of the vehicle at all times the vehicle is being used for the work under this agreement. Each vehicle shall be fully contained with all necessary equipment and supplies necessary to perform the field sampling and tests required. c. Field personnel will be provided with all necessary safety equipment to permit work to be performed safely and efficiently within operating highway and construction zone environments. d. All equipment to be calibrated as per Section 3-10 and 3-11 of Caltrans' Quality Assurance Program Manual. 7. For construction surveying, OFFEROR and staff shall have adequate equipment and supplies to complete the required survey work. Equipment and supplies shall, include, but not be limited to: a. Survey vehicles Survey vehicles will be suitable to perform the required work in varying terrain and conditions encountered on the project. Vehicles shall be fully equipped with all necessary tools, instruments, supplies, and safety equipment required to perform the work accurately, efficiently, and safely. Vehicles shall be equipped with a flashing yellow beacon light. b. Data Processing Systems Data processing systems shall include hardware and software to: • Performing survey and staking calculations from the design plans and specifications; EXHIEg4A - 20 DRAFT • Reduce survey data collected with conventional and total station survey systems; • Perform network adjustments for horizontal and vertical control surveys; • Format survey data to be compatible with the Caltrans computer survey and data system. c. Drafting equipment and supplies. d. Digital calculators. e. Hand tools as appropriate for the requested survey work. f. Traffic cones (minimum 25). Traffic cones shall be 28 inches in height (minimum). g. Traffic control devices as required to perform the requested survey work. Traffic control devices include signs, sign bases, flags, and hand held signs. h. Leveling instruments and equipment: • Self -leveling level. Precision: standard deviation in one mile of double run leveling 0.005 feet or less. • Suitable level rods for the work to be performed. i. Distance measuring instruments and equipment: • Electronic distance measurer (EDM). Precision: standard deviation 3 mm plus 3 PPM, or less; Range: Minimum one mile under average atmospheric conditions. • Prisms, sufficient to perform the required work. • Tapes; steel, cloth. Angle measuring instruments and equipment: • Theodolite for non -control surveys; Precision: direct circle reading to three seconds, or equivalent, horizontal and vertical. • Targets as required to perform the work. k. When required for efficient survey operations, total station survey systems consisting of an electronic angle measuring instrument, EDM, and electronic data collector shall be provided. The angle measuring instruments and EDM shall conform to the requirements for the equipment previously listed. EXH I Eg5A - 21 DRAFT I. Radio or cellular communications equipment for communication between field office and field crews. m. Caltrans manuals, standards, forms, and other policies and procedures to be followed to perform the required work. Materials to be Furnished by Commission 1. COMMISSION will provide copies of all Project construction documents including plans, special provisions, reports, designer prepared resident engineer files, and contracts. 2. COMMISSION will provide copies of all previously secured permits and Project authorizations. 3. Magnetic COMMISSION logos to be affixed to OFFEROR vehicles. Standards All construction inspection, surveys, materials sampling and testing, and contract administration shall be in accordance with the Contract documents and current Caltrans Manuals including: 1 Construction Manual and its revisions 2. Bridge Construction Records and Procedures Manual 3. Quality Assurance Program Manual 4. Manual of Traffic Controls for Construction and Maintenance Work Zones 5. Caltrans Standard Specifications and Standard Plans 6. Caltrans Storm Water Pollution Prevention Plan (SWPPP) and Water Pollution Control Program (WPCP) Preparation Manual 7. Manual of Test (3 volumes) 8. Survey Manual 9. District 8 Standard Staking Procedures Manual Work not covered by the manuals shall be performed in accordance with accepted professional standards. EXHIRI5T6A - 22 DRAFT Surveys performed by OFFEROR shall conform to the requirements of the Land Surveyor's Act. In accordance with the Land Surveyor's Act, "responsible charge" for the work shall reside with the Licensed Land Surveyor or a pre -January 1, 1982, Registered Professional Civil Engineer in the State of California. Unless otherwise specified in the survey request, control surveys shall conform to second order (modified) accuracy standards as specified in the Caltrans "Survey Manual". Additional standards for specific survey work may be included in the applicable request for survey. Such standards supplement the standards specified herein. If additional standards conflict with the standards specified herein, the "Survey Request's" standard shall govern. The Resident Engineer and COMMISSION will decide all questions which may arise as to the quality or acceptability of deliverables furnished and work performed for this agreement. Any OFFEROR employee who does not perform adequately will be replaced if directed by the COMMISSION Construction Manager. Availability and Work Hours The typical workday includes all hours worked by COMMISSION's construction Contractor. The construction Contractor's operations may be restricted to specific hours during the week, which will become the normal workday for OFFEROR's personnel. On days when work is not performed by the construction contractor, such as rainy or unsuitable weather days, OFFEROR services will not be provided unless authorized by the COMMISSION Construction Manager. Unless otherwise directed by COMMISSION, the normal work week will consist of 40 hours. From time to time, overtime may be required. However, overtime will be worked only when approved in writing by COMMISSION. Limitations to Authority OFFEROR does not have the authority to: 1. Authorize deviations from the contract documents. 2. Approve substitute materials or equipment; except as authorized in writing by COMMISSION. 3. Conduct or participate in tests or third party inspections; authorized in writing by COMMISSION. 4. Assume any of the responsibilities of the Contractors, except as Contractors' EXHIRI57A - 23 DRAFT Superintendent, or subcontractors. 5. Exercise control over or be responsible for construction means, methods, techniques, sequences, procedures, or safety precautions. 6. Communicate directly with subcontractors or material suppliers without the prior consent of the Contractor. 7. Verbally authorize or approve change orders or extra work for the Project. 8. Offer or receive incentives, inducements, or other forms of enumeration to or from the Contractor to perform services or work outside the terms of any executed contracts for this Project. Third Party Relationships This Agreement is intended to provide unique services for a specific project. In the development of the Project, COMMISSION has worked closely with various agencies and others in the preparation of the construction documents and other Project related materials. COMMISSION, however, is solely responsible for and will be the sole point of contact for all contractual matters related to the Project. OFFEROR shall take direction only from COMMISSION and shall regularly inform only COMMISSION of Project progress, outstanding issues, and all Project related matters. During the course of the Project, OFFEROR may find occasion to meet with City representatives, the design engineer, Project Offerors, or other third parties who have assisted with the Project. These entities may, from time to time, offer suggestions and/or recommendations regarding the Project or elements of the Project. While COMMISSION enjoys a close relationship with and has considerable confidence in the capabilities of these other parties, OFFEROR shall not act on any suggestions, solicited or unsolicited, without obtaining specific direction from COMMISSION. All oral and written communication with outside agencies or Offerors related to the project shall be directed only to COMMISSION. Distribution of Project related communication and information shall be at the sole discretion of COMMISSION representatives. Construction Site Safety In addition to the requirements specified elsewhere in this agreement, the following also will apply: 1. OFFEROR will conform to the safety provisions of the Caltrans Construction Manual. EXHIRISTgA - 24 DRAFT 2. OFFEROR's field personnel will wear white hard hats with proper suspension, orange vests with reflective tape, sleeved shirt, long pants, and leather boots with ankle support and rubber soles at all times while working in the field. 3. OFFEROR will provide appropriate safety training for all OFFEROR's personnel. 4. All safety equipment will be provided by OFFEROR. Basis for Survey and Monument Staking COMMISSION will designate the existing horizontal and vertical control monuments that are the basis of OFFEROR performed surveys. COMMISSION will provide the California Coordinate System values and/or elevation values for these monuments. OFFEROR shall adjust OFFEROR performed surveys to be the designated control monuments and the values. Monuments established by OFFEROR shall be marked by OFFEROR with furnished disks, plugs, tags. In addition, OFFEROR shall identify OFFEROR established monuments by tagging or stamping the monuments with the license or registration number of OFFEROR'S surveyor who is in "responsible charge" of the work. Personnel Qualifications and Responsibilities The quantity and qualifications of field personnel to be assigned will be determined by the scope of the Project and the degree of difficulty of required tasks to be performed. All personnel and personnel assignments shall be subject to approval by COMMISSION. EXHIRI5T9A - 25 DRAFT MODEL AGREEMENT - EXHIBIT "B" SCHEDULE OF SERVICES Exhibit B B-23 RVPU B\HSHAN E\758782.1 260 C. Project Understanding and Approach Figure 9: CM Task Schedule and Staffing Plan DRAFT ARCADIS p::�y�scon:wtan�y built assets Intermittent 1%-20% Part -Time 25%-75% Full -Time 80%-100% Jun I Jul I Aug I Sep I Oct I Nov I Dec Jan I Feb I Mar I Apr I May I Jun I Jul I Aug I Sep 1 Oct I Nov I Dec Jan I Feb I Mar l Apr I May I Jun l Jul I Aug I Sep l Oct I Nov I Dec Jan I Fe—b1 Mar I Apr I May I Jun I Jul Aug Sep Oct CM Activity Oescrip[ion CM NTP, Constructability & Final PS&E Review Advertise, Bid, Award & Support Preconstruction, Submittal Review & Approvals Stage 1A.1 (30 Working Days) Including and 2 Stage 1A.2 (15155 Working Days) Including SHGA SHGA 10 1012 SHGA 1012 I1J Construct Portion of SB On -ramp Pavement J Construct Portion of SB Off -ramp Pavement Stage 18.1 (10 Working Days) W Stage 1B.2 (57 Working Days) Beginning Day 61 of Stage 1A.2 U Construction SHGA 1014 Part of Stage 1A.2 Stage 2 (65 Working Days) Overlaps with Stage 3 N Stage 3 (102 Working Days) Overlaps with Stage 2 Stage 4 (40 Working Days) Remaining Irrigation and Landscape (20 WD After Stage 4) Caltrans and City of Lake Elsinore Project Approval (40 WD) Plant Establishment Period (1-year Project Closeout Period (40 WD) --- Role Name Firm Principal -in -Charge Nabil Fraywat, PE Arcadis Project Manager / ResideM Engineer Carole Sanders, PE, QSD Arcadis Assistant RE / Roadway Inspector Arshad Rashedi, PE, CCM, PMP Arcadis Structures Representative Mario Alarcon, PE TRC Engineers Structures Inspector Janeen Obeid, PE, QSD/P Arwdis Traffic Safety /ADA Janeen Obeid, PE, QSD/P Arcadis Utility Coordination / SWPPP / Roadway Inspector Kristi Hams, PE, LEED AP, QSD/P Arcadis Roadway Inspector Nathan Battle, QSP/CISEC Arcadis Z Landscape Inspector Matthew Tsugawa, PLA TRC Engineers Q J Electrical Steve Carbajal DESI d Environmental Compliance Lee Miles, AICP, LEED GA Arcadis Vr Palaeontologist Courtney Richards Paleo Solutions Z Biological Monilodng Shay Lawrey Jericho Systems LL Materials Testing Simon Said, PE, GE Leighton Consulting Materials Tester Roddck Marcia, PE, GE Leighton Consulting Materials Tester George Ruiz Leighton Consulting N Quality Assurance/ Source Inspection Farzad Tasbingoo, PE ZTC Source Inspector Dan Chang, CWI, PCI II, UT/MT ZTC Labor Compliance Karen Meadows Meadows Consulting Office Engineer Pralisa Amatya, EIT/FE Arcadis Construction Surveying Bemie MOInally, PLS Guida Surveying Public Outreach Kathy Ortiz-Cobian Arellano Associates Public Outreach Laura Muna-Landa Arellano Associates Scheduler Mario Khalil, PE, PSP Arcadis Administrative Assistant Alex Solorio Arcadis Stage 1A.1 Stage 1A.2 altialkanage •. Sage 2 age age • Mobilization; Install Construction Area • Clear and Grub; Temp. Stripe & K-rail • SB On -ramp (RA2 Line) Tie-in • Temp. Stripe & K-rail • Clear and Grub; Temp. Stripe & K-rail • NB Bridge Superstructure • NB On -ramp (RA5 Line) Signs; SWPPP BMPs Construct DS#2 • SB Off -ramp (RA1 Line) Tie-in • Remainder of SB Mainline • Remove SB Mainline Temp. Pavement • Remainder of NB & OH Sign • Open NB Hook On -ramp (RA4 Line) • Clear & Grub; Temp. Stripe & K-rail Portion of NB & SB Mainline Gores • Remainder of SB On -ramp (RA2 Line) • Open SB Mainline • Grind & Overlay RCR. • NB On -ramp (RA5 Line) tie-in • Remove Median Barriers & OH Signs OH Signs & Remove Temp. Pavement • Remainder of NB Mainline • Irrigation and Landscaping • NB Mainline Temp. Inside Shoulders Retaining Walls Tieback #1012 • Remainder of SB Off -ramp (RA1 Line) • Retaining Wall Tieback 1014 & • Railroad Canyon Rd. Median • SB Mainline Temp. Pavement Inside Abutment Nos. 1 & 2 & OH Sign Abutment 2 • Grind & Overlay Railroad Canyon Rd.; Shoulder Retaining Walls 992 & 998 • Retaining Wall 1004 Final Striping • Temp. NB Off -ramp (TRA3 Line) Portion of SB On -ramp (RA2 Line) • Remove Temp. NB Off -ramp (RA3 line) • Grape St. Final Striping • Temp. SB On -ramp (TRA2 Line) Portion of SB Off -ramp (RA1 Line) & • Open SB Off -ramp (RA1 Line) • Summerhill Dr. Final Striping • Remove RCR Median & Pavement OH Sign • Open SB On -ramp (RA2 Line) • Abutment No. 1 & 2 Pile Driving • NB Hook Off -ramp (RA3 Line) & OH • NB Hook On -ramp (RA4 Line) Sign • Open NB Hook Off -ramp (RA3 Line) • Railroad Canyon Road North & South • Railroad Canyon Rd. Improvements Sidewalks • Grape St. Improvements • Grape St. & Summerhill Dr. • Summerhill Dr. Improvements Improvements Arcadis U.S., Inc.' 1-15 / Railroad Canyon Road Interchange Improvements Project 39 40 261 DRAFT EXHIBIT "C" COMPENSATION PROVISIONS [attached behind this page] 262 DRAFT EXHIBIT "C" COMPENSATION SUMMARY SHEET FIRM PROJECT TASKS/ROLE COST Prime Consultant: Arcadis U.S., Inc. Construction Management $2,948,041.98 Sub Consultants: TRC Engineers Structures Rep. & Inspection $492,932.35 DESI Electrical Inspection $279,489.12 Meadows Labor Compliance $53,634.93 Arellano and Associates Public Outreach $223,967.21 Paleo Solutions Paleontology $48,037.88 Jericho Environmental Monitoring $32,458.01 Leighton Materials Testing $418,993.12 ZT Consulting Group Quality Assurance $120,195.16 Guida Surveying Construction Surveying $362,274.22 Vali Cooper & Associates Landscape Arch/Inspection $135,568.63 SUBTOTAL $5,115,592.61 OTHER DIRECT COSTS $335,200.00 TOTAL COST PROPOSAL' $5,450,792.61 1 Commission authorization pertains to total contract award amount. Compensation adjustments between consultants may occur; however, the maximum total compensation authorized may not be exceeded. 263 ATTACHMENT 2 Agreement No. 10-72-016-07 AMENDMENT NO.7 TO AGREEMENT FOR TUMF REGIONAL ARTERIAL IMPROVEMENTS WITH THE CITY OF LAKE ELSINORE RAILROAD CANYON ROAD @ I-15 IMPROVEMENTS COOPERATIVE AGREEMENT FOR MANAGEMENT AND FUNDING OF CONSTRUCTION PHASE 1. Parties and Date. 1.1 This Amendment No. 7 is executed and entered into this day of , 2019, by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION ("RCTC") and the CITY OF LAKE ELSINORE ("City"). RCTC and City are sometimes collectively referred to herein as the "Parties". 2. Recitals. 2.1 RCTC and the City have entered into an agreement entitled "Agreement for the Funding of TUMF Regional Arterial Improvements with the City of Lake Elsinore" dated February 4, 2010 (the "Master Agreement"). The Master Agreement provides the terms and conditions, scope of work, schedule and funding amount for the Project Approval and Environmental Document ("PA&ED") Phase related to the Railroad Canyon Road at the I-15 Improvements Project (hereinafter the "Project"). The Project is more specifically described in Exhibit "B" of the Master Agreement. 2.2 RCTC and the City have entered into an Amendment No. 1 to the Master Agreement, dated June 6, 2011, ("Amendment No. 1") for the purpose of increasing the Funding Amount and assuming the City's existing professional services agreement with SC Engineering for the PA&ED services for the Project. 2.2 RCTC and the City have entered into an Amendment No. 2 to the Master Agreement, dated December 19, 2013, ("Amendment No. 2") for the purpose of increasing the Funding Amount. 2.3 RCTC and the City have entered into an Amendment No. 3 to the Master Agreement, dated July 15, 2014, ("Amendment No. 3") for the purpose of providing additional TUMF funding for the completion of the PA&ED Phase of the Project. 2.4 RCTC and the City have entered into an Amendment No. 4 to the Master Agreement, dated April 12, 2016 ("Amendment No. 4") for the purpose of providing additional TUMF funding for design and right of way related services for the Project. 17336.01100\31971782.3 1 264 Agreement No. 10-72-016-07 2.5 RCTC and the City have entered into an Amendment No. 5 to the Master Agreement, dated May 8, 2016 ("Amendment No. 5") for the purpose of providing additional TUMF funding for the completion of the PA&ED Phase of the Project. 2.6 RCTC and the City have entered into an Amendment No. 6 to the Master Agreement, dated June 25, 2018 ("Amendment No. 6" or the "Agreement") for the purpose of providing additional TUMF funding for preparation of Project Plans Specifications & Estimate and Right of Way ("PS&E and R/W") phases of work. 2.7 As a condition precedent to the effectiveness of Amendment No. 6, the City entered into a Transportation Uniform Mitigation Fee Program Agreement to Reimburse TUMF Funds Railroad Canyon Road/I-15 Interchange with WRCOG ("WRCOG TUMF Agreement") setting forth the terms and conditions related to distribution of TUMF Program Funds by WRCOG in the amount of $1,922,179 ("TUMF Zone Funds") related to the work completed under Amendment No. 6. 2.8 The Parties now desire, pursuant to this Amendment No. 7, to set forth the terms and conditions related to the funding and completion of the Project Construction ("CONS") phase of work. 2.9 The Parties agree that RCTC shall, at the City's request, continue management activities for Project consultants, and shall award construction management and construction contracts as required for the Work (as defined below) contemplated under this Amendment No. 7. City may elect to provide independent quality assurance ("IQA") for the Work as provided herein. 2.10 RCTC intends by this Amendment No. 7 to allocate TUMF Regional Funds to the City, for distribution to RCTC, as the agency awarding and administrating construction management and construction contract for the Work, subject to the conditions provided herein, and to participate in the joint development of the Project, as defined herein. 2.11 The Parties agree that the Work to be completed under this Amendment No. 7 shall be governed by the terms and conditions set forth in Amendment No. 6, as amended herein. 3. Terms. The terms and conditions contained under the Master Agreement shall not apply to this Amendment No. 7. This Amendment No. 7 shall be governed, in its entirety, by the terms and conditions set forth in Amendment No. 6, as amended by this Amendment No. 7. As used herein, the term "Agreement" shall mean and refer to Amendment No. 6. 3.1 Description of Work. For purposes of this Amendment No. 7, the "Work", as that term is used in the Agreement, shall mean and refer to the Railroad Canyon Rd. @ I-15 Improvement Project CONS phase for construction management and construction ("the Work"). The Work to be completed under this Amendment No. 7, including a timetable and a detailed scope of work, is more fully described in Exhibit "A" attached hereto and, pursuant to Section 3.15 of the Agreement, is subject to modification as requested by the City and approved by 17336.01100\31971782.3 2 265 Agreement No. 10-72-016-07 RCTC. The Work shall be consistent with the following defined RCTC award for services detailed as follows: 1) Construction Management Services 2) Construction Contract The Project, as that term is used in the Agreement, as hereby amended, is more fully described in Exhibit `B" attached to this Amendment No. 7. It is understood and agreed that the TUMF Regional Funds shall be expended only as set forth in the Agreement, as amended by this Amendment No. 7, and only for the Work, as defined herein. The Parties intended to allocate TUMF Regional Funds to the City, which shall be distributed to RCTC, as the administering agency, for the Project. 3.2 RCTC Funding Amount. For purposes of this Amendment No. 7, the "Funding Amount", as that term is used in the Agreement, shall mean a sum not to exceed Twenty Two Million, Two Hundred Forty Eight Thousand Seven Hundred Dollars ($22,248,700), to be used exclusively for eligible Work expenses as described in the Agreement, as amended by this Amendment No. 7 ("Funding Amount"). The City hereby directs RCTC to utilize the Funding Amount and to distribute said funds to RCTC to pay for or reimburse RCTC for costs incurred in administering and managing the construction management and construction contracts for the Work. The City acknowledges and agrees that the Funding Amount may be less than the actual cost of the Work, and that RCTC shall not contribute TUMF Regional Funds in excess of the maximum TUMF share for the phase/project identified in Exhibit H-1 of the TUMF Nexus Study. The Parties acknowledge that the total funding under the Master Agreement, as previously amended and as amended by this Amendment No. 7, including the previous funding of PA&ED, PS&E, and Right of Way phases, is a total not to exceed value of Thirty Million, Three Hundred Eighty Three Thousand, Eight Hundred Twenty -One Dollars ($30,383,821). 3.2.1 Eligible Work Costs. For purposes of this Amendment No. 7, the "Total Work Cost", as that term is used in the Agreement, may include the following, provided that such items are included in the scope of work attached to this Amendment No. 7 as Exhibit "A": (1) RCTC and/or consultant, and construction contractor costs associated with direct Work coordination and support; (2) funds expended in preparation of preliminary engineering studies, construction management; (3) funds expended for preparation of environmental review documentation, project management and support for the Work; (4) all costs associated with right- of-way acquisition, including right-of-way engineering, appraisal, acquisition, legal costs for condemnation procedures if authorized by the City, and costs of reviewing appraisals and offers for property acquisition; (5) costs reasonably incurred if condemnation proceeds; (6) costs incurred in the preparation of plans, specifications, and estimates by consultants managed by RCTC; (7) RCTC costs associated with bidding, advertising and awarding of the Work contracts; (8) construction costs, including change orders to construction contract approved by the City; 17336.01100\31971782.3 3 266 Agreement No. 10-72-016-07 and (9) construction management, field inspection, plant establishment period, and material testing, preparation of as -built plans, record of survey, and project close-out costs. 3.2.2 Additional Terms Regarding Eligible and Ineligible Costs. Additional terms regarding eligible and ineligible Work costs are as set forth in the Agreement. Section 3.2.2 of the Agreement, setting forth ineligible Work costs, is hereby amended to include City inspection fees. 3.3 Section 3.6 of the Agreement, titled Representatives of the Parties, is hereby amended to substitute Grant Yates, City Manager, or his or her designee, as the City's representative. 3.4 This Amendment No. 7 may be signed in counterparts, each of which shall constitute an original. Facsimile signatures, including signatures transmitted by electronic mail, shall have the same force and effect as original signatures. 3.5 This Amendment No. 7 shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.6 Except as amended by this Amendment No. 7, all provisions of the Agreement, including without limitation the indemnity and insurance provisions, shall remain in full force and effect and shall govern the actions of the parties under this Amendment No. 7. 17336.01100\31971782.3 [Signatures on following page] 4 267 Agreement No. 10-72-016-07 SIGNATURE PAGE TO AMENDMENT NO. 7 TO AGREEMENT FOR TUMF REGIONAL ARTERIAL IMPROVEMENTS WITH THE CITY OF LAKE ELSINORE RAILROAD CANYON ROAD @ I-15 IMPROVEMENTS COOPERATIVE AGREEMENT FOR MANAGEMENT AND FUNDING OF CONSTRUCTION PHASE IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date first herein above written. RIVERSIDE COUNTY CITY OF LAKE ELSINORE TRANSPORTATION COMMISSION By: By: Anne Mayer, Executive Director Grant Yates, City Manager APPROVED AS TO FORM: APPROVED AS TO FORM: By: By: Best Best & Krieger LLP Counsel to the Riverside County Transportation Commission 17336.01100\31971782.3 5 Barbara Leibold, City Attorney 268 Agreement No. 10-72-016-07 EXHIBIT "A" SCOPE OF WORK, FUNDING AND TIMETABLE SCOPE OF WORK: This Agreement is for the Construction (which shall include construction management and construction contracts) Phase. 2019 FTIP Scope of Work per Consistency Amendment No. - (approved Oct -1, 2018): AT I-15/RR CYN RD IC: WIDEN RR CANYON RD UC FROM 7 TO 8 LNS (SUMMERHILL DR - MISSION TR), RECONSTRUCT NORTH BOUND EXIT/ENTRY RAMPS TO HOOK RAMP CONNECTING TO GRAPE ST, WIDEN SOUTH BOUND ENTRY RAMP FROM 1-3 LNS, WIDEN SHOULDERS SOUTH BOUND EXIT RAMP, WIDEN GRAPE ST TO CONSTRUCT DEDICATED RIGHT TURN LANE AT NORTH BOUND HOOK RAMP AND RAIL ROAD CANYON RD, & CONSTRUCT RAMP ACCEL/DECEL LANES AT RAILROAD CANYON RD. FUNDING: TUMF, local, state and/or federal funding for each Phase of Work which are part of this Agreement are as follows: Phase ZONE TUMF (distributed by WRCOG) REGIONAL TUMF (distributed by RCTC) OTHER FUNDING SOURCES TOTAL BY PHASE CONSTRUCTION $22,248,700 $18,675,000* $40,923,700 TOTAL BY SOURCE $0 $22,248,700 $18,675,000* $40,923,700 * Consist of STIP/RIP Funds of $2,920,000, $15,000,000 SB-1 Funds, $755,000 City Traffic Impact fees TIMETABLE: Provide at a minimum the beginning and ending dates for each phase of work including major milestones within a phase. Phase Estimated Completion Date PS&E 10/1/2019 RIGHT OF WAY 12/31/19 CONSTRUCTION 12/31/24 17336.01100\31971782.3 Exhibit A 269 Agreement No. 10-72-016-07 EXHIBIT "A-1" GUIDANCE for COMPLETION OF EXHIBIT A The following list of items generally identified as eligible or ineligible for TUMF Regional Funding reimbursement are consistent with those used to develop the costs for improvements in the first NEXUS Study prepared by WRCOG. In general, all improvements, with the exception of sidewalks, must be within the curbs of the roadway and extend no further than the curb returns at intersections. In addition, all improvements on or connecting to interstate and state route facilities shall be consistent with Caltrans Highway Design Manual standards. Items which are typically considered eligible include: • Asphalt concrete pavement, up to 16' per lane, to accomplish a 12' travel lane and ancillary treatment and appropriate base materials • Concrete curb and gutter and associated drainage — paved roadway shoulders and swale may be used as a substitute • Class II Bike Lanes • Paved and painted 14' median, may be used as a dual left turn lanes • Traffic signals at intersections with state highways and major arterials which are also on the TUMF Network • Pavement striping and roadway signing as required. Items which are not typically considered eligible include: • Portland Cement pavement or other aesthetic pavement types (except at intersections) • Major rehabilitation or overlay of existing pavement in adjacent roadway lanes • Raised Medians • Parking Lanes • Landscaping • Lighting • Class I Bike Lanes 17336.01100\31971782.3 Exhibit A-1 270 Agreement No. 10-72-016-07 EXHIBIT "B" "PROJECT" DESCRIPTION, FUNDING AND MILESTONES PROJECT DESCRIPTION: AT I-15/RR CYN RD IC: WIDEN RR CANYON RD UC FROM 7 TO 8 LNS (SUMMERHILL DR - MISSION TR), RECONSTRUCT NORTH BOUND EXIT/ENTRY RAMPS TO HOOK RAMP CONNECTING TO GRAPE ST, WIDEN SOUTH BOUND ENTRY RAMP FROM 1-3 LNS, WIDEN SHOULDERS SOUTH BOUND EXIT RAMP, WIDEN GRAPE ST TO CONSTRUCT DEDICATED RIGHT TURN LANE AT NORTH BOUND HOOK RAMP AND RAIL ROAD CANYON RD, & CONSTRUCT RAMP ACCEL/DECEL LANES AT RAILROAD CANYON RD. FUNDING: The following are the TUMF, local, state and/or federal funding for each Phase of Work. Phase ZONE TUMF (distributed by WRCOG) REGIONAL TUMF (distributed by RCTC) OTHER FUNDING SOURCES TOTAL *PA&ED $2,555,000 $2,555,000 ** PS&E $972,179 $2,980,121 $3,952,300 RIGHT OF WAY 950,000 $2,600,000 $237,500*** $3,787,500 *****CONSTRUCTION $0 $22,248,700 $18,675,000**** $40,923,700 TOTAL $1,922,179 $30,383,821 $18,912,500 $51,218,500 * See Recitals to Agreement regarding previous funding for PA&ED. ** See Recitals to Agreement regarding previous funding for Right of Way and PS&E phase, which include funding for pre -construction -advertisement of Project for bids and recommendation of award. Funding for advertisement and recommendation for award shall not be authorized until completion of Right of Way acquisition necessary for the Project. 17336.01100\31971782.3 Exhibit B 271 Agreement No. 10-72-016-07 *** City of Lake Elsinore $237,500 in federal Interstate Maintenance Discretionary funds for right of way phase. **** Consists of STIP/RIP Funds of $2,920,000, $755,000 City Traffic Impact Fees, and $15,000,000 SB-1 Funds * * * * *Construction shall include construction management, construction support services, construction contract, and construction close out. 17336.01100\31971782.3 Exhibit B 272 ATTACHMENT 3 RCTC Agreement No.: 19-31-031-00 COOPERATIVE AGREEMENT BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND THE CITY OF LAKE ELSINORE FOR INSTALLATION OF CITY REQUESTED ENHANCED LANDSCAPING AS PART OF THE 1-15 RAILROAD CANYON RD INTERCHANGE This Cooperative Agreement ("Cooperative Agreement") is made and entered into this day of , 2018 by and between the Riverside County Transportation Commission ("RCTC") and the City of Lake Elsinore ("CITY"). RCTC and the CITY are sometimes referred to herein individually as "Party", and collectively as "Parties". RECITALS WHEREAS, RCTC is undertaking the I-15/Railroad Canyon Road Interchange project ("Project"). WHEREAS, the I-15/Railroad Canyon Road Interchange project includes a certain level of aesthetics and landscaping features, estimated at $1,225,000 (3.5%) of the construction capital cost ($35 million) of the I-15/Railroad Canyon Road Interchange project. WHEREAS, the CITY desires to contribute an additional $755,000 to fund enhanced Railroad Canyon Road IC project aesthetic improvements and landscaping to be included in the Railroad Canyon Road IC work in the CITY. WHEREAS, the "Project" as that term is used in this Cooperative Agreement shall mean and refer to the installation of the enhanced aesthetics and landscaping in the CITY, and related improvements necessary for the installation of the aesthetics and landscaping, as further detailed in Exhibit "A" and "B". WHEREAS, it is the intent of the Parties to enter into this Cooperative Agreement to establish and coordinate the responsibilities of the Parties with respect to the Project, as further set forth herein. WHEREAS, pursuant to the terms of this Cooperative Agreement, RCTC shall complete the Project utilizing the same consultants and construction contractor ("Contractor") selected for completion of the Railroad Canyon Road project. WHEREAS, the Parties acknowledge that RCTC has or shall fully comply with the California Environmental Quality Act (CEQA) and all other applicable laws, as a precondition to construction of the Project. 01006.0005/510518.3 1 17336.01112\31437680.6 273 WHEREAS, the Railroad Canyon Road IC and the Project are also subject to a cooperative agreement entered into between RCTC, City, and the California Department of Transportation ("Caltrans"). The Project shall be deemed complete upon Caltrans approval in accordance with said cooperative agreement ("Caltrans contract acceptance"). NOW THEREFORE, for good and valuable consideration, the receipt of which is hereby acknowledged, it is mutually understood and agreed by RCTC and the CITY as follows: TERMS 1. Incorporation of Recitals. The recitals set forth above are true and correct and are incorporated into this Cooperative Agreement as though fully set forth herein. 2. Term. This Cooperative Agreement shall be effective as of the date first set forth above, and shall continue in effect until the Project is accepted by the CITY ("Term"). 3. Agreement to Cooperate. The Parties agree to mutually cooperate in order to help ensure that the Project is successfully completed with minimum impact to both Parties, and the public. 3.1 The scope of work for the Project is attached to this Cooperative Agreement as Exhibit "A" and "B". 4. Obligations of the CITY. 4.1 CITY Review of Lowest Responsible Bid. a. CITY shall be provided a copy of the lowest responsible, responsive bid, as determined by RCTC. b. In the event the lowest responsible bidder's construction contract bid for the Project is greater than RCTC and CITY's funding commitments for the Project, as set forth herein, RCTC and CITY shall meet and determine a course of action to proceed. If CITY and RCTC do not agree in writing on a course of action within fifteen (15) days, RCTC may reduce the level of landscaping and aesthetics so that the cost of such improvements are within the Project funding commitment of $1,980,000 ("Total Project Budget"). 4.2 CITY Reimbursement of RCTC for the Project. a. The CITY shall deposit funds with RCTC for the CITY's share of Project costs to be incurred under this Cooperative Agreement in an amount not to exceed $755,000 in accordance with the cost allocation set forth in Exhibit "C", attached hereto and incorporated herein by this reference, and with the provisions below ("City Total Contribution") for the sole purpose of carrying out the Project. 01006.0005/510518.3 2 17336.01112\31437680.6 274 4.3 The Parties agree that the dollar amounts set forth in Exhibit "C" are estimates. RCTC shall timely inform the CITY if the actual costs are anticipated to exceed the City Total Contribution. If the CITY agrees to fund actual costs in excess of the City Total Contribution, the Parties shall execute an amendment to this Agreement, and the attached Exhibit "C" to reflect such additional funding, and the CITY shall timely deposit the additional funding amount with RCTC. If the CITY does not agree to fund actual Project costs in excess of the City Total Contribution, RCTC shall have the right to reduce the level of Project improvements so that the Project remains within the Total Project Budget. This provision shall apply to the initial bid for the Project, and to any change order work related to the Project that may arise during construction. 4.4 After RCTC opening of construction contract bids, the CITY shall deposit the City Total Contribution within thirty (30) days receipt of written notice from RCTC. 4.5 The CITY may provide a CITY oversight engineer or other CITY staff to oversee the Project work during plan preparation and construction, at its own cost. 4.6 The CITY shall process any required CITY encroachment permits required for the Project at no cost to RCTC or the Contractor, provided that RCTC or the Contractor, as the case may be, submits a complete application for such encroachment permits consistent with CITY's requirements. The determination on whether the application is complete and whether an encroachment permit may be issued shall be made by the CITY in its sole and absolute discretion pursuant to its municipal code, policies, procedures, and any other applicable law. 4.7 The CITY shall timely review design plans for the Project, and provide any approvals or comments within thirty (30) days of receipt of the plans. If the CITY fails to provide any comments or its approval within said time period, RCTC shall provide notice to the City Engineer of the CITY that the design plans shall be deemed approved by the CITY if no comments are received within an additional 15 days. The CITY shall inspect the Project upon written notice of completion of the work by RCTC to the CITY, and shall provide approval or identify any punch list work within fifteen (15) days. 4.8 Following the CITY's approval of the Project's completion of punch list work and Caltrans contract acceptance of the Project, the CITY shall be solely responsible and liable for the operation, maintenance and use of, including all subsequent public use of, the Project, at no cost or expense to RCTC. 4.9 Following approval of this Cooperative Agreement, the CITY shall seek to enter into any necessary agreements with Caltrans for maintenance and operations and use of, including all subsequent public use of, the Project, at no cost or expense to RCTC. However, RCTC shall cooperate, coordinate, and assist the CITY in seeking to enter into the necessary agreements with Caltrans for maintenance and operations and use of, including all subsequent public use of, the Project. 01006.0005/510518.3 3 17336.01112\31437680.6 275 4.10 Following Caltrans contract acceptance of the Project, the CITY shall be responsible for obtaining an encroachment permit from Caltrans to perform any necessary landscaping maintenance work within Caltrans right of way in relation to the Project. 5. Obligations of RCTC 5.1 RCTC shall be responsible for providing all services to complete the Project, as identified in Exhibit "A" and Exhibit "B", or as reasonably necessary for Project completion. Such services include, but are not limited to, construction management and inspections of the Project until the Project is accepted by Caltrans. RCTC shall utilize its Railroad Canyon Road IC design consultant in order to prepare Plans, Specifications and Estimates for enhanced aesthetics and landscaping at the 1-15/ Railroad Canyon Road IC based on the design requirements of Caltrans and the CITY, as depicted in Exhibit "A", Conceptual Landscaping Plan and Exhibit "B" Conceptual Aesthetic Plan. 5.2 RCTC shall be responsible for the process of selecting the Contractor in compliance with all applicable local, state, and federal laws. 5.3 RCTC shall be responsible for obtaining all applicable environmental clearances and permits necessary to complete the Project. 5.4 RCTC's share of the Project cost shall not exceed $1,225,000 ("RCTC Total Contribution"). In carrying out the Project, Project costs shall be paid in prorated shares out of the City Total Contribution and the RCTC Total Contribution. 5.5 The City Total Contribution fund allocations for each "Contract Item of Work" in Exhibit "C" shall not be modified without the express prior written approval of the CITY. RCTC acknowledges and agrees that, unless otherwise provided pursuant to a written amendment to this Cooperative Agreement, the CITY's financial contribution to the Project under this Cooperative Agreement shall not exceed the City's Total Contribution and that the City Total Contribution shall only be used for the Project. 5.6 RCTC shall provide the CITY an opportunity to review and approve all design documents for the Project prior to finalization of such design document for the Project for public bidding purposes. Additionally, RCTC shall also provide the CITY an opportunity to review and approve any changes to such design documents due any necessary change orders occurring after commencement of work for the Project. 5.7 RCTC shall provide the CITY an opportunity to inspect the Project work during construction. 5.8 In the event the CITY and RCTC are in disagreement with a design standard or construction method for installation of aesthetics and landscaping, CITY standards shall prevail for Project improvements in CITY right of way and STATE standards shall prevail for Project Improvements in STATE right of way. 01006.0005/510518.3 4 17336.01112\31437680.6 276 5.9 RCTC shall obtain or shall require the Contractor to obtain all required permits and approvals for all Project work. 5.10 As between RCTC and the CITY, RCTC shall be responsible for construction inspection of the Project work to ensure conformance with the construction contract. RCTC shall allow CITY staff access to the Project site, upon reasonable notice, to perform observation of any Project improvements. CITY inspectors shall communicate any construction deficiencies during construction, including a final punch list, to RCTC for completion. 5.11 RCTC shall assign any warranties for the Contractor's work on the Project to the CITY upon Caltrans contract acceptance of the Project. 6. For the period during which RCTC or the Contractor controls the Project job site, RCTC shall require that the Contractor provide, for the entire period of construction, insurance consistent with RCTC's standard requirements, which conform to the Caltrans Standard Specifications. RCTC shall require that the CITY be included as an additional insured under such policies. 7. Dispute Resolution. Unless otherwise specified herein, the Parties shall submit any unresolved dispute to RCTC's Executive Director and the CITY's City Manager for negotiation. The Executive Director and the City Manager agree to undertake good faith attempts to resolve said dispute, claim, or controversy within ten (10) calendar days after the receipt of written notice from the Party alleging that a dispute, claim or controversy exists. The Parties additionally agree to cooperate with the other Party in scheduling negotiation sessions. However, if said matter is not resolved within thirty (30) calendar days after conducting the first negotiating session, either Party may, but is not required to, request that the matter be submitted to further dispute resolution procedures, as may be agreed upon by the Parties. 8. Legal Action. If a matter is not resolved within thirty (30) calendar days after the first negotiating session between the Executive Director and the City Manager, unless otherwise agreed upon in writing by the Parties, either Party may proceed with any other remedy available in law or in equity. 9. Indemnification. 9.1 RCTC shall indemnify, defend and hold the CITY, its directors, officials, officers, employees, agents, consultants and contractors free and harmless from any and all claims, demands, causes of action, costs, expenses, liabilities, losses, damages or injuries, in law or in equity, to property or persons, including wrongful death, in any manner arising out of or incident to any negligent acts, omissions or breach of law, or willful misconduct of RCTC, its officials, officers, employees, agents, consultants or contractors in the performance of RCTC's obligations under this Cooperative Agreement, including the payment of all reasonable attorneys' fees. 9.2 The CITY shall indemnify, defend and hold RCTC, its directors, officials, officers, employees, agents, consultants and contractors free and harmless from 01006.0005/510518.3 5 17336.01112\31437680.6 277 any and all claims, demands, causes of action, costs, expenses, liabilities, losses, damages or injuries, in law or in equity, to property or persons, including wrongful death, in any manner arising out of or incident to any negligent acts, omissions or breach of law, or willful misconduct of the CITY, its officials, officers, employees, agents, consultants or contractors in the performance of the CITY's obligations under this Cooperative Agreement, including the payment of all reasonable attorneys' fees. 9.3 The indemnification provisions set forth in this Section 8 shall survive any expiration or termination of this Cooperative Agreement. 10. RCTC Disclaimer. In no event shall RCTC be responsible or liable for the quality, suitability, operability or condition of any design or construction by the Project consultants or the Contractor, as applicable, and RCTC expressly disclaims any and all express or implied representations or warranties with respect thereto, including any warranties of suitability or fitness for use. This section shall not affect any warranties provided to RCTC by its Contractor related to the Project and as assigned by RCTC to the CITY pursuant to Section 5.10. 11. Force majeure. The failure of performance by either Party (except for payment obligations) hereunder shall not be deemed to be a default where delays or defaults are due to war; insurrection; strikes; lock -outs; riots; floods; earthquakes; fires; casualties; acts of God; acts of the public enemy; epidemics; quarantine restrictions; freight embargoes; lack of transportation; governmental restrictions; unusually severe weather; inability to secure necessary labor, materials or tools; delays of any contractor, subcontractor, railroad, or suppliers; acts of the other Party; acts or failure to act of any other public or governmental agency or entity (other than that acts or failure to act of the Parties); or any other causes beyond the control or without the fault of the Party claiming an extension of time to perform or relief from default. An extension of time for any such cause shall be for the period of the enforced delay and shall commence to run from the time of the commencement of the cause, if notice by the party claiming such extension is sent to the other party within thirty (30) days of the commencement of the cause. Times of performance under this Cooperative Agreement may also be extended in writing by mutual agreement between the Parties. 12. Amendments. This Cooperative Agreement may be amended at any time by the mutual consent of the Parties by an instrument in writing. 13. Assignment of Cooperative Agreement. Neither Party may assign or transfer its respective rights or obligations under this Cooperative Agreement without the express written consent of the other Party. Any purported assignment or transfer by one Party without the express written consent of the other Party shall be null and void and of no force or effect. 14. Waiver. No delay or omission in the exercise of any right or remedy of a non -defaulting Party on any default shall impair such right or remedy or be construed as a waiver. No consent or approval of either Party shall be deemed to waive or render unnecessary such Party's consent to or approval of any subsequent act of the other Party. 01006.0005/510518.3 6 17336.01112\31437680.6 278 Any waiver by either Party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Cooperative Agreement. 15. Severability. In the event that any one or more of the phrases, sentences, clauses, paragraphs, or sections contained in this Cooperative Agreement shall be declared invalid or unenforceable by valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining phrases, sentences, clauses, paragraphs, or sections of this Cooperative Agreement, which shall be interpreted to carry out the intent of the parties hereunder. 16. Termination. Both RCTC and CITY shall have the right at any time, to terminate this Cooperative Agreement, with or without cause, by giving thirty (30) calendar days written notice to the other party, specifying the date of termination. Notwithstanding the foregoing, following commencement of construction of the Project, the CITY may only terminate this Cooperative Agreement for cause, after providing RCTC notice of such cause, and reasonable opportunity to cure. In the event that this Cooperative Agreement is terminated prior to completion of the Project, RCTC shall return any unspent City Total Contribution funds, after all costs incurred prior to the date of termination are deducted, to the CITY and shall provide a full accounting, in a form and with information required by the CITY, of all City Total Contribution funds spent and unspent by RCTC in connection with this Cooperative Agreement and the Project within 45 days of such termination. This full accounting shall include such other information that may be reasonably requested by CITY. 17. Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Cooperative Agreement, shall survive any such expiration or termination. 18. Third Party Beneficiaries. There are no third -party beneficiaries to this Cooperative Agreement. 19. Entire Agreement. This Cooperative Agreement contains the entire agreement of the Parties relating to the subject matter hereof and supersedes all prior negotiations, agreements or understandings. [SIGNATURES ON FOLLOWING PAGE] 01006.0005/510518.3 7 17336.01112\31437680.6 279 SIGNATURE PAGE TO COOPERATIVE AGREEMENT NO. 19-31-031-00 IN WITNESS WHEREOF, the parties hereto have executed this Cooperative Agreement on the date first herein above written. RIVERSIDE COUNTY CITY OF LAKE ELSINORE TRANSPORTATION COMMISSION By: Anne Mayer, Executive Director Approved as to Form: By: Best Best & Krieger LLP General Counsel 01006.0005/510518.3 8 By: Grant Yates City Manager APPROVED AS TO FORM: By: Barbara Leibold City Attorney ATTESTATION: By: Susan Domen City Clerk 17336.01112\31437680.6 280 EXHIBIT "A" Conceptual Landscaping Plan [attached behind this page] 01006.0005/510518.3 17336.01112\31437680.6 Exhibit A 281 EXHIBIT "B" Conceptual Aesthetic Plan [attached behind this page] 01006.0005/510518.3 17336.01112\31437680.6 Exhibit B 282 EXHIBIT "C" COST ALLOCATION Contract Item of Work Estimated Landscaping & Aesthetics Cost RCTC CITY Aesthetic Features $ 250,000 $ 0 $ 250,000 Landscaping $1,400,000 $ 980,000 $ 354,000 Contingency $ 330,000 $ 245,000 $ 151,000 Total $1,980,000 $ 1,225,000 $ 755,000 RCTC contribution for Aesthetics and Landscaping shall not exceed $1,225,000. CITY's contribution for Project shall not exceed $755,000. 01006.0005/510518.3 17336.01112\31437680.6 Exhibit C 283 ATTACHMENT 4 Agreement 08-1694 Project No. 0818000047 EA OA441 08-RIV-15-17.6/19.6 Please note: 1. Caltrans administered funds must be expended proportionally with all other funds. All project funds must be shown in the Funding Summary. Local funds committed to the project cannot be omitted from the funding summary. 284 i Agreement 08-1694 Project No. 0818000047 EA OA441 08-RIV-15-17.6/19.6 COOPERATIVE AGREEMENT DRAFT This AGREEMENT, effective on , is between the State of California, acting through its Department of Transportation, referred to as CALTRANS, and: Riverside County Transportation Commission, a public corporation/entity, referred to hereinafter as COMMISSION. RECITALS 1. PARTIES are authorized to enter into a cooperative agreement for improvements to the State Highway System per the California Streets and Highways Code, Sections 114 and 130. 2. For the purpose of this AGREEMENT, Modify existing I-15/Railroad Canyon Road interchange by widening Railroad Canyon Road, widen the NB and SB onramps, reconstruct NB diamond off ramp to NB off/on hook ramps, and construct a deceleration lane at the NB offramp and acceleration lane on the SB onramp to I-15 will be referred to hereinafter as PROJECT. The PROJECT scope of work is defined in the project initiation and approval documents (e.g. Project Study Report, Permit Engineering Evaluation Report, or Project Report). 3. All obligations and responsibilities assigned in this AGREEMENT to complete the following PROJECT COMPONENT will be referred to hereinafter as WORK: • CONSTRUCTION Each PROJECT COMPONENT is defined in the CALTRANS Workplan Standards Guide as a distinct group of activities/products in the project planning and development process. 285 1 of 20 Agreement 08-1694 Project No. 0818000047 4. The term AGREEMENT, as used herein, includes this document and any attachments, exhibits, and amendments. This AGREEMENT is separate from and does not modify or replace any other cooperative agreement or memorandum of understanding between the PARTIES regarding the PROJECT. PARTIES intend this AGREEMENT to be their final expression that supersedes any oral understanding or writings pertaining to the WORK. The requirements of this AGREEMENT will preside over any conflicting requirements in any documents that are made an express part of this AGREEMENT. If any provisions in this AGREEMENT are found by a court of competent jurisdiction to be, or are in fact, illegal, inoperative, or unenforceable, those provisions do not render any or all other AGREEMENT provisions invalid, inoperative, or unenforceable, and those provisions will be automatically severed from this AGREEMENT. Except as otherwise provided in the AGREEMENT, PARTIES will execute a written amendment if there are any changes to the terms of this AGREEMENT. PARTIES agree to sign a CLOSURE STATEMENT to terminate this AGREEMENT. However, all indemnification, document retention, audit, claims, environmental commitment, legal challenge, maintenance and ownership articles will remain in effect until terminated or modified in writing by mutual agreement or expire by the statute of limitations. 5. The following work associated with this PROJECT has been completed or is in progress: • CALTRANS approved the Mitigated Negative Declaration on August 25, 2017 (Cooperative Agreement No. 1416). • CALTRANS approved the Finding of No Significant Impact on August 25, 2017 (Cooperative Agreement No. 1426). • COMMISSION is developing the R/W Certification (Cooperative Agreement No. 1657). • COMMISSION is developing the Plans, Specifications and Estimate (Cooperative Agreement No. 1416). 6. In this AGREEMENT capitalized words represent defined terms, initialisms, or acronyms. 7. PARTIES hereby set forth the terms, covenants, and conditions of this AGREEMENT. 286 2 of 20 Agreement 08-1694 Project No. 0818000047 RESPONSIBILITIES Sponsorship 8. A SPONSOR is responsible for establishing the scope of the PROJECT and securing the financial resources to fund the WORK. A SPONSOR is responsible for securing additional funds when necessary or implementing PROJECT changes to ensure the WORK can be completed with the funds obligated in this AGREEMENT. PROJECT changes, as described in the CALTRANS Project Development Procedures Manual, will be approved by CALTRANS as the owner/operator of the State Highway System. 9. The PARTIES will sponsor the WORK included in this AGREEMENT as shown in the table below: PROJECT COMPONENT SPONSOR CONSTRUCTION COMMISSION Implementing Agency 10. The IMPLEMENTING AGENCY is the PARTY responsible for managing the scope, cost, schedule, and quality of the work activities and products of a PROJECT COMPONENT. • COMMISSION is the CONSTRUCTION IMPLEMENTING AGENCY. CONSTRUCTION includes construction contract administration, surveying/staking, inspection, quality assurance, and assuring regulatory compliance. The CONSTRUCTION component budget identifies the capital costs of the construction contract/furnished materials (CONSTRUCTION CAPITAL) and the cost of the staff work in support of the construction contract administration (CONSTRUCTION SUPPORT). 11. The IMPLEMENTING AGENCY for a PROJECT COMPONENT will provide a Quality Management Plan (QMP) for the WORK in that component. The QMP describes the IMPLEMENTING AGENCY'S quality policy and how it will be used. The QMP will include a process for resolving disputes between the PARTIES at the team level. The QMP is subject to CALTRANS review and approval. 287 3 of 20 Agreement 08-1694 Project No. 0818000047 12. Any PARTY responsible for completing WORK will make its personnel and consultants that prepare WORK available to help resolve WORK -related problems and changes for the entire duration of the PROJECT including PROJECT work that may occur under separate agreements. Funding 13. Funding sources, PARTIES committing funds, funding amounts, and invoicing/payment details are documented in the Funding Summary section of this AGREEMENT. PARTIES will amend this AGREEMENT by updating and replacing the Funding Summary, in its entirety, each time the funding details change. Funding Summary replacements will be executed by a legally authorized representative of the respective PARTIES. The most current fully executed Funding Summary supersedes any previous Funding Summary created for this AGREEMENT. 14. PARTIES will not be reimbursed for costs beyond the funds obligated in this AGREEMENT. 15. Unless otherwise documented in the Funding Summary, overall liability for project costs within a PROJECT COMPONENT will be in proportion to the amount contributed to that PROJECT COMPONENT by each fund type. 16. Unless otherwise documented in the Funding Summary, any savings recognized within a PROJECT COMPONENT will be credited or reimbursed, when allowed by policy or law, in proportion to the amount contributed to that PROJECT COMPONENT by each fund type. 17. WORK costs, except those that are specifically excluded in this AGREEMENT, are to be paid from the funds obligated in the Funding Summary. Costs that are specifically excluded from the funds obligated in this AGREEMENT are to be paid by the PARTY incurring the costs from funds that are independent of this AGREEMENT. CALTRANS' Quality Management 18. CALTRANS, as the owner/operator of the State Highway System (SHS), will perform quality management work including Independent Quality Assurance (IQA) and owner/operator approvals for the portions of WORK within the existing and proposed SHS right-of-way. 19. CALTRANS' independent quality assurance (IQA) efforts are to ensure that COMMISSION's quality assurance results in WORK that is in accordance with the applicable standards and the PROJECT's quality management plan (QMP). An IQA does not include any efforts necessary to develop or deliver WORK or any validation by verifying or rechecking WORK. 288 4 of 20 Agreement 08-1694 Project No. 0818000047 When CALTRANS performs IQA it does so for its own benefit. No one can assign liability to CALTRANS due to its IQA. 20. CALTRANS, as the owner/operator of the State Highway System, will approve WORK products in accordance with CALTRANS policies and guidance and as indicated in this AGREEMENT. 21. COMMISSION will provide WORK -related products and supporting documentation upon CALTRANS' request for the purpose of CALTRANS' quality management work. CEQA/NEPA Lead Agency 22. CALTRANS is the CEQA Lead Agency for the PROJECT. 23. CALTRANS is the NEPA Lead Agency for the PROJECT. Environmental Permits, Approvals and Agreements 24. PARTIES will comply with the commitments and conditions set forth in the environmental documentation, environmental permits, approvals, and applicable agreements as those commitments and conditions apply to each PARTIES responsibilities in this AGREEMENT. 25. Unless otherwise assigned in this AGREEMENT, the IMPLEMENTING AGENCY for a PROJECT COMPONENT is responsible for all PROJECT COMPONENT WORK associated with coordinating, obtaining, implementing, renewing, and amending the PROJECT permits, agreements, and approvals whether they are identified in the planned project scope of work or become necessary in the course of completing the PROJECT. 26. The PROJECT requires the following environmental permits/approvals: ENVIRONMENTAL PERMITS/REQUIREMENTS National Pollutant Discharge Elimination System (NPDES), State Water Resources Control Board CONSTRUCTION 27. As the CONSTRUCTION IMPLEMENTING AGENCY, COMMISSION is responsible for all CONSTRUCTION WORK except those activities and responsibilities that are assigned to another PARTY and those activities that are excluded under this AGREEMENT. 289 5 of 20 Agreement 08-1694 Project No. 0818000047 28. CALTRANS will be responsible for completing the following CONSTRUCTION SUPPORT activities: CALTRANS Work Breakdown Structure Identifier (If Applicable) AGREEMENT Funded Cost 100.20.10.xx Quality Management No 29. Physical and legal possession of the right-of-way must be completed prior to advertising the construction contract, unless PARTIES mutually agree to other arrangements in writing. 30. Right-of-way conveyances must be completed prior to WORK completion, unless PARTIES mutually agree to other arrangements in writing. 31. CALTRANS will not issue an encroachment permit to COMMISSION for construction work until the following conditions are met: • CALTRANS accepts the final plans, specifications, and estimate • CALTRANS accepts the Right -of -Way Certification • Any new or amended maintenance agreement required for the WORK are executed. • Any new or amended Freeway Agreement required for the WORK are executed. 32. COMMISSION will require the construction contractor to furnish payment and performance bonds naming COMMISSION as obligee, and CALTRANS as additional obligee, and to carry liability insurance in accordance with CALTRANS Standard Specifications. 33. COMMISSION will advertise, open bids, award, and approve the construction contract in accordance with the California Public Contract Code and the California Labor Code. By accepting responsibility to advertise and award the construction contract, COMMISSION also accepts responsibility to administer the construction contract. 34. If the lowest responsible construction contract bid is greater than the funding commitment to CONSTRUCTION CAPITAL, PARTIES must agree in writing on a course of action within fifteen (15) working days. If no agreement is reached within fifteen (15) work days the IMPLEMENTING AGENCY will not award the construction contract. 290 6 of 20 Agreement 08-1694 Project No. 0818000047 35. CALTRANS will not issue an encroachment permit to COMMISSION's construction contractor until CALTRANS accepts: • The payment and performance bonds • The CONSTRUCTION Quality Management Plan 36. The CONSTRUCTION Quality Management Plan (QMP) will describe how construction material verification and workmanship inspections will be performed at manufacturing sources and the PROJECT job -site. The construction material and source inspection QMP is subject to review and approval by the State Materials Engineer. 37. The CONSTRUCTION Quality Management Plan will address the radiation safety requirements of the California Code of Regulations 17 CCR § 30346 when the work requires Gamma -Gamma Logging acceptance testing for Cast in Drilled Hole (CIDH) pile or whenever else it is applicable. In accordance with these regulations COMMISSION, as the "well operator", will have a written agreement with any consultant or external entity performing these tests. 38. COMMISSION will provide a Resident Engineer and CONSTRUCTION SUPPORT staff that are independent of the construction contractor. The Resident Engineer will be a Civil Engineer, licensed in the State of California, who is responsible for construction contract administration activities. 39. COMMISSION will implement changes to the construction contract through Change Orders. PARTIES will review and concur on all Change Orders over $100,000. 40. CALTRANS will review and concur with: • Change Orders affecting public safety, public convenience, protected environmental resources, the preservation of property, all design and specification changes, and all major changes as defined in the CALTRANS Construction Manual. These Change Orders must receive written concurrence by CALTRANS prior to implementation. • The Stormwater Pollution Prevention Plan (SWPPP) or the Water Pollution Control Plan (WPCP). 41. COMMISSION will administer and process all construction contract claims pursuant to the requirements set forth under Public Contract Code, Section 9204. CALTRANS will provide Independent Quality Assurance for the claims process. 291 7 of 20 Agreement 08-1694 Project No. 0818000047 42. COMMISSION is designated as the Legally Responsible Person pursuant to the Construction General Permit, State Water Resources Control Board (SWRCB) Order Number 2009-0009- DWQ, as defined in Appendix 5, Glossary, and assumes all roles and responsibilities assigned to the Legally Responsible Person as mandated by the Construction General Permit. COMMISSION is required to comply with the CALTRANS MS4 National Pollutant Discharge Elimination System (NPDES) permit for all work within the State Highway System. 43. As the CONSTRUCTION IMPLEMENTING AGENCY, COMMISSION is responsible for maintenance of the State Highway System (SHS) within the PROJECT limits as part of the construction contract until the following conditions are met: • Any required maintenance agreements are executed for the portions of SHS for which relief of maintenance is to be granted. • CALTRANS approves a request from COMMISSION for relief from maintenance of the PROJECT or a portion thereof. 44. PARTIES confirm that upon WORK completion, no maintenance agreement will be necessary. 45. Upon WORK completion, ownership or title to all materials and equipment constructed or installed for the operations and/or maintenance of the State Highway System (SHS) within SHS right-of-way as part of WORK become the property of CALTRANS. CALTRANS will not accept ownership or title to any materials or equipment constructed or installed outside SHS right-of-way. 46. Within one hundred eighty (180) calendar days following the completion and acceptance of the PROJECT construction contract, COMMISSION will furnish CALTRANS with a complete set of "As -Built" plans and Change Orders, including any changes authorized by CALTRANS, on a CD ROM and in accordance with CALTRANS' then current CADD User's Manual (Section 4.3), Plans Preparation Manual, and CALTRANS practice. The plans will have the Resident Engineer's name, contract number, and construction contract acceptance date printed on each plan sheet, and with the Resident Engineer's signature only on the title sheet. The As -Built plans will be in Microstation DGN format, version 7.0 or later. In addition, COMMISSION will provide one set of As -Built plans and addenda in TIFF format. The submittal must also include all CALTRANS requested contract records, and land survey documents. The land survey documents include monument preservation documents and records of surveys prepared to satisfy the requirements of the California Land Surveyors Act (Business and Professions Code, Sections 8700 — 8805). Copies of survey documents and Records of Surveys filed in accordance with Business & Professions Code, Sections 8762 and 8771, will contain the filing information provided by the county in which filed. 292 8 of 20 Agreement 08-1694 Project No. 0818000047 Schedule 47. PARTIES will manage the WORK schedule to ensure the timely use of obligated funds and to ensure compliance with any environmental permits, right-of-way agreements, construction contracts, and any other commitments. PARTIES will communicate schedule risks or changes as soon as they are identified and will actively manage and mitigate schedule risks. 48. The IMPLEMENTING AGENCY for each PROJECT COMPONENT will furnish PARTIES with a final report of the WORK completed. Additional Provisions Standards 49. PARTIES will perform all WORK in accordance with federal and California laws, regulations, and standards; Federal Highway Administration (FHWA) standards; and CALTRANS standards. CALTRANS standards include, but are not limited to, the guidance provided in the: • CADD User's Manual • CALTRANS policies and directives • Plans Preparation Manual • Project Development Procedures Manual (PDPM) • Workplan Standards Guide • Construction Manual • Construction Manual Supplement for Local Agency Resident Engineers • Local Agency Structure Representative Guidelines Noncompliant Work 50. CALTRANS retains the right to reject noncompliant WORK. COMMISSION agrees to suspend WORK upon request by CALTRANS for the purpose of protecting public safety, preserving property rights, and ensuring that all WORK is in the best interest of the State Highway System. 293 9 of 20 Agreement 08-1694 Project No. 0818000047 Qualifications 51. Each PARTY will ensure that personnel participating in WORK are appropriately qualified or licensed to perform the tasks assigned to them. Consultant Selection 52. COMMISSION will invite CALTRANS to participate in the selection of any consultants that participate in the WORK. Encroachment Permits 53. CALTRANS will issue, upon proper application, the encroachment permits required for WORK within State Highway System (SHS) right-of-way. COMMISSION, their contractors, consultants, agents and utility owners will not work within the SHS right-of-way without an encroachment permit issued in their name. CALTRANS will provide encroachment permits to COMMISSION, their contractors, consultants, agents, and utility owners at no cost. If the encroachment permit and this AGREEMENT conflict, the requirements of this AGREEMENT will prevail. 54. The IMPLEMENTING AGENCY for a PROJECT COMPONENT will coordinate, prepare, obtain, implement, renew, and amend any encroachment permits needed to complete the WORK. Protected Resources 55. If any PARTY discovers unanticipated cultural, archaeological, paleontological, or other protected resources during WORK, all WORK in that area will stop and that PARTY will notify all PARTIES within 24 hours of discovery. WORK may only resume after a qualified professional has evaluated the nature and significance of the discovery and CALTRANS approves a plan for its removal or protection. Disclosures 56. PARTIES will hold all administrative drafts and administrative final reports, studies, materials, and documentation relied upon, produced, created, or utilized for the WORK in confidence to the extent permitted by law and where applicable, the provisions of California Government Code, Section 6254.5(e) will protect the confidentiality of such documents in the event that said documents are shared between PARTIES. 294 10 of 20 Agreement 08-1694 Project No. 0818000047 PARTIES will not distribute, release, or share said documents with anyone other than employees, agents, and consultants who require access to complete the WORK without the written consent of the PARTY authorized to release them, unless required or authorized to do so by law. 57. If a PARTY receives a public records request pertaining to the WORK, that PARTY will notify PARTIES within five (5) working days of receipt and make PARTIES aware of any disclosed public documents. PARTIES will consult with each other prior to the release of any public documents related to the WORK. Hazardous Materials 58. HM-1 is hazardous material (including, but not limited to, hazardous waste) that may require removal and disposal pursuant to federal or state law, irrespective of whether it is disturbed by the PROJECT or not. HM-2 is hazardous material (including, but not limited to, hazardous waste) that may require removal and disposal pursuant to federal or state law only if disturbed by the PROJECT. The management activities related to HM-1 and HM-2, including and without limitation, any necessary manifest requirements and disposal facility designations are referred to herein as HM-1 MANAGEMENT and HM-2 MANAGEMENT respectively. 59. If HM-1 or HM-2 is found the discovering PARTY will immediately notify all other PARTIES. 60. CALTRANS, independent of the PROJECT, is responsible for any HM-1 found within the existing State Highway System right-of-way. CALTRANS will undertake, or cause to be undertaken, HM-1 MANAGEMENT with minimum impact to the PROJECT schedule. CALTRANS will pay, or cause to be paid, the cost of HM-1 MANAGEMENT for HM-1 found within the existing State Highway System right-of-way with funds that are independent of the funds obligated in this AGREEMENT. 61. If HM-1 is found within the PROJECT limits and outside the existing State Highway System right-of-way, responsibility for such HM-1 rests with the owner(s) of the parcel(s) on which the HM-1 is found. COMMISSION, in concert with the local agency having land use jurisdiction, will ensure that HM-1 MANAGEMENT is undertaken with minimum impact to PROJECT schedule. 295 11 of 20 Agreement 08-1694 Project No. 0818000047 The cost of HM-1 MANAGEMENT for HM-1 found within the PROJECT limits and outside the existing State Highway System right-of-way will be paid from funds that are independent of the funds obligated in this AGREEMENT and will be the responsibility of the owner(s) of the parcel(s) where the HM-1 is located. 62. The CONSTRUCTION IMPLEMENTING AGENCY is responsible for HM-2 MANAGEMENT within the PROJECT limits 63. CALTRANS' acquisition or acceptance of title to any property on which any HM-1 or HM-2 is found will proceed in accordance with CALTRANS' policy on such acquisition. Claims 64. Any PARTY that is responsible for completing WORK may accept, reject, compromise, settle, or litigate claims arising from the WORK without concurrence from the other PARTY. 65. PARTIES will confer on any claim that may affect the WORK or PARTIES' liability or responsibility under this AGREEMENT in order to retain resolution possibilities for potential future claims. No PARTY will prejudice the rights of another PARTY until after PARTIES confer on the claim. 66. If the WORK expends state or federal funds, each PARTY will comply with the Federal Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards of 2 CFR, Part 200. PARTIES will ensure that any for -profit consultant hired to participate in the WORK will comply with the requirements in 48 CFR, Chapter 1, Part 31. When state or federal funds are expended on the WORK these principles and requirements apply to all funding types included in this AGREEMENT. Accounting and Audits 67. PARTIES will maintain, and will ensure that any consultant hired by PARTIES to participate in WORK will maintain, a financial management system that conforms to Generally Accepted Accounting Principles (GAAP), and that can properly accumulate and segregate incurred PROJECT costs and billings. 68. PARTIES will maintain and make available to each other all WORK -related documents, including financial data, during the term of this AGREEMENT. PARTIES will retain all WORK -related records for three (3) years after the final voucher. PARTIES will require that any consultants hired to participate in the WORK will comply with this Article. 296 12 of 20 Agreement 08-1694 Project No. 0818000047 69. PARTIES have the right to audit each other in accordance with generally accepted governmental audit standards. CALTRANS, the State Auditor, FHWA (if the PROJECT utilizes federal funds), and COMMISSION will have access to all WORK -related records of each PARTY, and any consultant hired by a PARTY to participate in WORK, for audit, examination, excerpt, or transcription. The examination of any records will take place in the offices and locations where said records are generated and/or stored and will be accomplished during reasonable hours of operation. The auditing PARTY will be permitted to make copies of any WORK -related records needed for the audit. The audited PARTY will review the draft audit, findings, and recommendations, and provide written comments within thirty (30) calendar days of receipt. Upon completion of the final audit, PARTIES have forty-five (45) calendar days to refund or invoice as necessary in order to satisfy the obligation of the audit. Any audit dispute not resolved by PARTIES is subject to mediation. Mediation will follow the process described in the General Conditions section of this AGREEMENT. 70. If the WORK expends state or federal funds, each PARTY will undergo an annual audit in accordance with the Single Audit Act in the Federal Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards as defined in 2 CFR, Part 200. 71. When a PARTY reimburses a consultant for WORK with state or federal funds, the procurement of the consultant and the consultant overhead costs will be in accordance with the Local Assistance Procedures Manual, Chapter 10. Interruption of Work 72. If WORK stops for any reason, IMPLEMENTING AGENCY will place the PROJECT right- of-way in a safe and operable condition acceptable to CALTRANS. 73. If WORK stops for any reason, each PARTY will continue with environmental commitments included in the environmental documentation, permits, agreements, or approvals that are in effect at the time that WORK stops, and will keep the PROJECT in environmental compliance until WORK resumes. 297 13 of 20 Agreement 08-1694 Project No. 0818000047 Penalties, Judgements and Settlements 74. The cost of awards, judgements, or settlements generated by the WORK are to be paid from the funds obligated in this AGREEMENT. 75. The cost of legal challenges to the environmental process or documentation may be paid from the funds obligated in this AGREEMENT. 76. Any PARTY whose action or lack of action causes the levy of fines, interest, or penalties will indemnify and hold all other PARTIES harmless per the terms of this AGREEMENT. Project Files 77. COMMISSION will furnish CALTRANS with the Project History Files related to the PROJECT facilities on State Highway System within sixty (60) days following the completion of each PROJECT COMPONENT. COMMISSION will prepare the Project History File in accordance with the Project Development Procedures Manual, Chapter 7. All material will be submitted neatly in a three-ring binder and on a CD ROM in PDF format. Environmental Compliance 78. If during performance of WORK additional activities or environmental documentation is necessary to keep the PROJECT in environmental compliance, PARTIES will amend this AGREEMENT to include completion of those additional tasks. ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017 79. As the IMPLEMENTING AGENCY, COMMISSION will prepare and submit to CALTRANS a Completion Report, in accordance with to the California Transportation Commission (CTC) Resolution G-18-09: SB1 Accountability and Transparency Guidelines. COMMISSION must submit a Completion Report for the construction component to CALTRANS for approval within four (4) months of Construction Contract Acceptance or when the project becomes operable, whichever is sooner. Thereafter, CALTRANS will have two (2) months to review and approve the report prior to submission to the CTC. The Completion Report should not be delayed due to claims, plant establishment periods, ongoing environmental mitigation monitoring, or other reasons. COMMISSION must submit a Completion Report for a pre -construction component to CALTRANS for approval within four (4) months of acceptance of that pre -construction component. Thereafter, CALTRANS will have two (2) months to review and approve the report prior to submission to the CTC. 298 14 of 20 Agreement 08-1694 Project No. 0818000047 COMMISSION must submit a Final Delivery Report to CALTRANS for approval within four (4) months of conclusion of all remaining project activities beyond the acceptance of the construction contract. Thereafter, CALTRANS will have two (2) months to review and approve the report prior to submission to the CTC. The Final Delivery Report will reflect final project expenditures, any changes that occurred after submittal of the Completion Report, and an updated evaluation of the benefits. 80. In those instances where PARTIES have signed a PROJECT scope, cost, and schedule and benefit baseline data agreement (BASELINE AGREEMENT), PARTIES agree to abide by the terms and conditions of that PROJECT BASELINE AGREEMENT. The PROJECT BASELINE AGREEMENT is attached to and made a part of this AGREEMENT, by reference. 81. Notwithstanding anything to the contrary in this AGREEMENT, PARTIES are not permitted to make changes to the scope, cost, schedule or benefits of the PROJECT, unless approved by CTC. 82. PARTIES will meet the requirements of The Road Repair and Accountability Act of 2017 (SB 1), Chapter 5, Statues of 2017, California Transportation Commission (CTC) Resolution G-18- 09: SB 1 Accountability and Transparency Guidelines and the CTC's Local Partnership Program (LPP) Guidelines Resolution G-17-33. PARTIES agree that contributed funds originating from the LPP can be expended on any item identified in the PROJECT. Should a COMMISSION nominated project encounter a cost over -run, LPP will not fund the cost increase. Any costs increases should be funded from other fund sources. GENERAL CONDITIONS Venue 83. PARTIES understand that this AGREEMENT is in accordance with and governed by the Constitution and laws of the State of California. This AGREEMENT will be enforceable in the State of California. Any PARTY initiating legal action arising from this AGREEMENT will file and maintain that legal action in the Superior Court of the county in which the CALTRANS district office that is signatory to this AGREEMENT resides, or in the Superior Court of the county in which the PROJECT is physically located. 299 15 of 20 Agreement 08-1694 Project No. 0818000047 Exemptions 84. All CALTRANS' obligations under this AGREEMENT are subject to the appropriation of resources by the Legislature, the State Budget Act authority, programming and allocation of funds by the California Transportation Commission (CTC). Indemnification 85. Neither CALTRANS nor any of their officers and employees, are responsible for any injury, damage, or liability occurring by reason of anything done or omitted to be done by COMMISSION, its contractors, sub -contractors, and/or its agents under or in connection with any work, authority, or jurisdiction conferred upon COMMISSION under this AGREEMENT. It is understood and agreed that COMMISSION, to the extent permitted by law, will defend, indemnify, and save harmless CALTRANS and all of their officers and employees from all claims, suits, or actions of every name, kind, and description brought forth under, but not limited to, tortious, contractual, inverse condemnation, or other theories and assertions of liability occurring by reason of anything done or omitted to be done by COMMISSION, its contractors, sub -contractors, and/or its agents under this AGREEMENT. 86. Neither COMMISSION nor any of their officers and employees, are responsible for any injury, damage, or liability occurring by reason of anything done or omitted to be done by CALTRANS, its contractors, sub -contractors, and/or its agents under or in connection with any work, authority, or jurisdiction conferred upon CALTRANS under this AGREEMENT. It is understood and agreed that CALTRANS, to the extent permitted by law, will defend, indemnify, and save harmless COMMISSION and all of their officers and employees from all claims, suits, or actions of every name, kind, and description brought forth under, but not limited to, tortious, contractual, inverse condemnation, or other theories and assertions of liability occurring by reason of anything done or omitted to be done by CALTRANS, its contractors, sub -contractors, and/or its agents under this AGREEMENT. Non-parties 87. PARTIES do not intend this AGREEMENT to create a third party beneficiary or define duties, obligations, or rights for entities not signatory to this AGREEMENT. PARTIES do not intend this AGREEMENT to affect their legal liability by imposing any standard of care for fulfilling the WORK different from the standards imposed by law. 88. PARTIES will not assign or attempt to assign obligations to entities not signatory to this AGREEMENT without an amendment to this AGREEMENT. 300 16 of 20 Agreement 08-1694 Project No. 0818000047 Ambiguity and Performance 89. COMMISSION will not interpret any ambiguity contained in this AGREEMENT against CALTRANS. COMMISSION waives the provisions of California Civil Code, Section 1654. A waiver of a PARTY's performance under this AGREEMENT will not constitute a continuous waiver of any other provision. 90. A delay or omission to exercise a right or power due to a default does not negate the use of that right or power in the future when deemed necessary. Defaults 91. If any PARTY defaults in its performance of the WORK, a non -defaulting PARTY will request in writing that the default be remedied within thirty (30) calendar days. If the defaulting PARTY fails to do so, the non -defaulting PARTY may initiate dispute resolution. Dispute Resolution 92. PARTIES will first attempt to resolve AGREEMENT disputes at the PROJECT team level as described in the Quality Management Plan. If they cannot resolve the dispute themselves, the CALTRANS District Director and the Executive Officer of COMMISSION will attempt to negotiate a resolution. If PARTIES do not reach a resolution, PARTIES' legal counsel will initiate mediation. PARTIES agree to participate in mediation in good faith and will share equally in its costs. Neither the dispute nor the mediation process relieves PARTIES from full and timely performance of the WORK in accordance with the terms of this AGREEMENT. However, if any PARTY stops fulfilling its obligations, any other PARTY may seek equitable relief to ensure that the WORK continues. Except for equitable relief, no PARTY may file a civil complaint until after mediation, or forty-five (45) calendar days after filing the written mediation request, whichever occurs first. PARTIES will file any civil complaints in the Superior Court of the county in which the CALTRANS District Office signatory to this AGREEMENT resides or in the Superior Court of the county in which the PROJECT is physically located. 93. PARTIES maintain the ability to pursue alternative or additional dispute remedies if a previously selected remedy does not achieve resolution. 301 17 of 20 Agreement 08-1694 Project No. 0818000047 Prevailing Wage 94. When WORK falls within the Labor Code § 1720(a)(1) definition of "public works" in that it is construction, alteration, demolition, installation, or repair; or maintenance work under Labor Code § 1771, PARTIES will conform to the provisions of Labor Code §§ 1720-1815, and all applicable provisions of California Code of Regulations, Title 8, Division 1, Chapter 8, Subchapter 3, Articles 1-7. PARTIES will include prevailing wage requirements in contracts for public work and require contractors to include the same prevailing wage requirements in all subcontracts. Work performed by a PARTY's own employees is exempt from the Labor Code's Prevailing Wage requirements. If WORK is paid for, in whole or part, with federal funds and is of the type of work subject to federal prevailing wage requirements, PARTIES will conform to the provisions of the Davis - Bacon and Related Acts, 40 U.S.C. §§ 3141-3148. When applicable, PARTIES will include federal prevailing wage requirements in contracts for public works. WORK performed by a PARTY's employees is exempt from federal prevailing wage requirements. 302 18 of 20 Agreement 08-1694 Project No. 0818000047 DEFINITIONS PARTY — Any individual signatory party to this AGREEMENT. PARTIES — The term that collectively references all of the signatory agencies to this AGREEMENT. WORK BREAKDOWN STRUCTURE (WBS) — A WBS is a standardized hierarchical listing of project work activities/products in increasing levels of detail. The CALTRANS WBS defines each PROJECT COMPONENT as a group of work activities/products. The CALTRANS WBS is defined in the CALTRANS Workplan Standards Guide. 303 19 of 20 Agreement 08-1694 Project No. 0818000047 SIGNATURES PARTIES are empowered by California Streets and Highways Code to enter into this AGREEMENT and have delegated to the undersigned the authority to execute this AGREEMENT on behalf of the respective agencies and covenants to have followed all the necessary legal requirements to validly execute this AGREEMENT. Signatories may execute this AGREEMENT through individual signature pages provided that each signature is an original. This AGREEMENT is not fully executed until all original signatures are attached. STATE OF CALIFORNIA DEPARTMENT OF TRANSPORTATION Janice Benton Interim District Director VERIFICATION OF FUNDS AND AUTHORITY: Mary Risaliti District Budget Manager CERTIFIED AS TO FINANCIAL TERMS AND POLICIES: Darwin Salmos HQ Accounting Supervisor RIVERSIDE COUNTY TRANSPORTATION COMMISSION NOT FOR SIGNATURES AT THIS TIME Anne Mayer Executive Director Attest: Name Tbd Title TBD Approved as to form and procedure: Best, Best and Krieger Legal Council 304 20 of 20 AGREEMENT 08 - 1694 Project No. 0818000047 EA OA441 08-RIV-15-17.6/19.6 FUNDING SUMMARY NO.01 FUNDING TABLE IMPLEMENTING AGENCY4 COMMISSION Totals Source Party Fund Type CONST. SUPPORT CONST. CAPITAL STATE CALTRANS STIP/RIP 0 W2,920,000 2,920,000 STATE CALTRANS SB1, SLPP 0 15,000,000 15,000,000 LOCAL COMMISSION Local 0 17,003,700 17,003,700 LOCAL COMMISSION Local 6,000,000 0 6,000,000 Totals 6,000,000 34,923,700 40,923,700 SPENDING SUMMARY Fund Type CONST. SUPPORT CONST. CAPITAL Totals CALTRANS COMMISSION COMMISSION STIP/RIP 0 2,920,000 2,920,000 SB1, SLPP 0 15,000,000 15,000,000 0 Local 0 0 17,003,700 17,003,700 Local 0 6,000,000 0 6,000,000 Totals 0 6,000,000 34,923,700 40,923,700 1 of 3 305 FUNDING SUMMARY No. 01 AGREEMENT 08 - 1694 Project No. 0818000047 Funding 1. If there are insufficient funds available in this AGREEMENT to place the PROJECT right- of-way in a safe and operable condition, the appropriate IMPLEMENTING AGENCY will fund these activities until such time as PARTIES amend this AGREEMENT. That IMPLEMENTING AGENCY may request reimbursement for these costs during the amendment process. 2. If there are insufficient funds in this AGREEMENT to implement the obligations and responsibilities of this AGREEMENT, including the applicable commitments and conditions included in the PROJECT environmental documentation, permits, agreements, and/or approvals that are in effect at a time that WORK stops, each PARTY accepts responsibility to fund their respective WORK until such time as PARTIES amend this AGREEMENT. Each PARTY may request reimbursement for these costs during the amendment process. ICRP Rate 3. The cost of any engineering support performed by CALTRANS includes all direct and applicable indirect costs. CALTRANS calculates indirect costs based solely on the type of funds used to pay support costs. State and federal funds administered by CALTRANS are subject to the current Program Functional Rate. All other funds are subject to the current Program Functional Rate and the current Administration Rate. The Program Functional Rate and Administration Rate are adjusted periodically. In accordance with California Senate Bill 848, the Administration Rate is capped at 10 percent until July 1, 2021, for Self -Help Counties with a countywide sales tax measure dedicated to transportation improvements. 4. If the WORK is funded with state or federal funds, any PARTY seeking CALTRANS reimbursement of indirect costs must submit an indirect cost rate proposal and central service cost allocation plan (if any) in accordance with Local Assistance Procedures Manual, 2 CFR, Part 200 and Chapter 5. These documents are to be submitted annually to CALTRANS' Audits and Investigations for review and acceptance prior to CALTRANS' reimbursement of indirect costs. 2of6 306 AGREEMENT 08 - 1694 Project No. 0818000047 5. Travel, per diem, and third -party contract reimbursements for WORK are to be paid from the funds in this AGREEMENT only after the contractor performs the work and incurs said costs. Payments for travel and per diem will not exceed the rates paid rank and file state employees under current California Department of Human Resources (Ca1HR) rules current at the effective date of this AGREEMENT. If COMMISSION invoices for rates in excess of Ca1HR rates, COMMISSION will fund the cost difference and reimburse CALTRANS for any overpayment. Invoicing and Payment 6. PARTIES will invoice for funds where the SPENDING SUMMARY shows that one PARTY provides funds for use by another PARTY. PARTIES will pay invoices within forty-five (45) calendar days of receipt of invoice when not paying with Electronic Funds Transfer (EFT). When paying with EFT, COMMISSION will pay invoices within five (5) calendar days of receipt of invoice. 7. If COMMISSION has received EFT certification from CALTRANS then COMMISSION will use the EFT mechanism and follow all EFT procedures to pay all invoices issued from CALTRANS. 8. When a PARTY is reimbursed for actual cost, invoices will be submitted each month for the prior month's expenditures. After all PROJECT COMPONENT WORK is complete, PARTIES will submit a final accounting of all PROJECT COMPONENT costs. Based on the final accounting, PARTIES will invoice or refund as necessary to satisfy the financial commitments of this AGREEMENT. 9. If an executed Program Supplement Agreement (PSA) or STIP Planning, Programming, and Monitoring Program Fund Transfer Agreement (PPM) exists for this PROJECT then COMMISSION will abide by the billing and payment conditions detailed for the fund types identified in the PSA or PPM. 10. If CALTRANS reimburses COMMISSION for any costs later determined to be unallowable, COMMISSION will reimburse those funds. CONSTRUCTION Support 11. No invoicing or reimbursement will occur for the CONSTRUCTION SUPPORT PROJECT COMPONENT. 3 of 6 307 AGREEMENT 08 - 1694 Project No. 0818000047 CONSTRUCTION Capital 12. COMMISSION will invoice and CALTRANS will reimburse for actual costs incurred and paid. 4 of 6 308 AGREEMENT 08 - 1694 Project No. 0818000047 CLOSURE STATEMENT INSTRUCTIONS 1. Did PARTIES complete all scope, cost and schedule commitments included in this AGREEMENT and any amendments to this AGREEMENT? YES / NO Did CALTRANS accept and approve all final deliverables submitted by other PARTIES? Did the CALTRANS HQ Office of Accounting verify that all final accounting for this AGREEMENT and any amendments to this AGREEMENT were completed? YES / NO YES / NO If construction is involved, did the CALTRANS District Project Manager verify that all claims and third party billings (utilities, etc.) have been settled before termination of the AGREEMENT? YES / NO Did PARTIES complete and transmit the As -Built Plans, Project History File, and all other required contract documents? YES / NO If ALL answers are "YES", this form may be used to TERMINATE this AGREEMENT. 5 of 6 309 AGREEMENT 08 - 1694 Project No. 0818000047 CLOSURE STATEMENT PARTIES agree that they have completed all scope, cost, and schedule commitments included in Agreement 08-1694 and any amendments to the agreement. The final signature date on this document terminates agreement 08-1694 except survival articles. All survival articles in agreement 08-1694 will remain in effect until expired by law, terminated or modified in writing by the PARTIES' mutual agreement, whichever occurs earlier. The people signing this agreement have the authority to do so on behalf of their public agencies. CAL TRANS Name Date Interim District Director CERTIFIED AS TO ALL FINANCIALOBLIGATIONS/TERMS AND POLICIES Name Date District Budget Manager RIVERSIDE COUNTY TRANSPORTATION COMMISSION Name Executive Director Date 310 6 of 6 AGENDA ITEM 9J RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Michelle McCamish, Management Analyst Brian Cunanan, Commuter and Motorist Assistance Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Year 2019/20 Measure A Commuter Assistance Buspool Subsidy Funding Continuation Requests STAFF RECOMMENDATION: This item is for the Commission to: 1) Authorize payment of the $2,350/month maximum subsidy per buspool for the period July 1, 2019 to June 30, 2020, to the existing Riverside I buspool; and 2) Require subsidy recipients to meet monthly buspool reporting requirements as supporting documentation to receive payments. BACKGROUND INFORMATION: As part of the Measure A Western County Commuter Assistance Program, the Commission provides funding support to buspools used by Riverside County residents for their commutes along the State Route 91 corridor. The Commission adopted the Measure A buspool subsidy in October 1990, and established a monthly subsidy rate of $1,175 or $25/seat/month in support of commuter buspool operations. To provide additional guidance, the Commission also established a minimum buspool ridership policy in June 1995. In July 2004, the Commission set the monthly subsidy rate at $1,645 ($35/seat/month) to help offset increases to operational costs during the previous 14 years. In June 2018, the Commission approved an increase in the monthly subsidy rate to $2,350 ($50/seat/month) to offset the buspool's continuing rising costs. DISCUSSION: As all commuter assistance incentives provided by the Commission to encourage use of alternative modes of transportation, the $50/seat/month subsidy is administered as a user -end subsidy. The Commission's subsidy is an important factor that makes buspools an attractive alternative for these commuters with roundtrip commutes in excess of 100 miles. While the monthly cost of each existing buspool varies according to the number of route miles and the resulting negotiated service price, the Commission's monthly subsidy reflects a subsidy Agenda Item 9J 311 rate of 15 percent. This subsidy rate remains cost-effective compared to the typical public transit subsidy rate of 80 percent. Maximum Monthly Buspool Fare Per Rider $330 RCTC Subsidy Per Seat $50 Subsidy Rate 15% Unlike some of the other Commission -approved ridesharing incentives that have a limited term, the buspool subsidy is ongoing. To renew its annual subsidy, an existing buspool is required to: • Request, in writing, continuation of funding from the Commission for the new fiscal year; • Consistently meet minimum ridership requirements; and • Submit monthly ridership reports throughout the year. ‘10 Beverly Hills m Los Angeles East Los Santa Monies @ Angeles Raytheon Space and Airborne Systems `9 55 min - 1 h 10 min 59.3 miles West Covina 1 h-1h2llmin 67.9 miles Chino Hills Brea State Park Yorba Linda Fullerton Anaheim Ontario Bloomington m �i Jurupa Valley Riverside Norco 91� Galleria at Tyler Woodcrest I El Cerrito Lake Mathews Me Estelle ® Mountain Figure 1: Riverside I Route In reducing the number of vehicles on SR-91 during peak periods, the buspool program is projected to save more than 21,000 commuter trips and 1.3 million miles of travel in Fiscal Year 2018/19. The benefits projected for FY 2018/19 by offering this subsidy are illustrated below: Buspools Riverside I Riverside II Average Riders/Month 33 18 Roundtrip Distance —121 mi —137 mi Annual Miles Saved 1,029,442 310,442 Miles Saved 1,339,884 Annual One -Way Trips Reduced 17,072 4,532 Trips Reduced 21,604 Unfortunately, the Riverside II buspool ridership dropped below the minimum ridership requirements in fall 2018. This buspool was afforded several months to increase its ridership. Ultimately, it was unsuccessful at meeting the minimum ridership requirements established, and staff was forced to discontinue the subsidy to that buspool in January 2019. Staff reached out to Agenda Item 9J 312 the buspool coordinator and remaining riders of the Riverside II buspool to encourage them to join the Riverside I buspool, which had available seats. The Riverside I buspool absorbed several of the riders from the discontinued buspool and has completed all the requirements for funding as set forth by the Commission, including the submittal of monthly ridership reports and annual funding continuation requests. It has consistently met the minimum ridership level of 25 riders per month and averages 33 riders/month. Figure 2: Example of Riverside I Bus The buspool subsidy is funded by 2009 Measure A Western County Public Transit -Commuter Assistance funds, and $80,000 is included in the FY 2019/20 budget for this program. Based on the established $2,350/month per buspool subsidy policy, the funds will support the continuation of the one existing buspool plus up to two new buspools through FY 2019/20. Financial Information In Fiscal Year Budget: Yes Year: FY 2019/20 Amount: $80,000 Source of Funds: 2009 Measure A Western County Public Transit -Commuter Assistance funds Budget Adjustment: No GL/Project Accounting No.: 002109 81030 00000 0000 263 4181002 Fiscal Procedures Approved: \14e4iita& Date: 05/16/2019 Attachment: Riverside I Renewal Request Agenda Item 9J 313 CATALINA FUENTES Send correspondences to: Raytheon Company 2000 E. El Segundo Blvd. PO Box 902 Bldg. R1 Rm. 9Z24 MS. B500 El Segundo, CA 90245-4501 April 22, 2019 Attn.: Michelle McCamish, Management Analyst Commuter & Motorist Assistance Riverside County Transportation Commission P.O. Box 12008 Riverside, CA 92502-2208 Dear Ms. McCamish, In compliance with the requirements of the Riverside County Transportation Commission (RCTC), I am requesting an extension of funding for the period of July 1, 2019 to June 30, 2020 for the "Riverside" to El Segundo Commuter Buspool. I am the buspool coordinator and I coordinate this buspool independently from any employer. The monthly cost to operate this bus pool from Cee People Tours, LLC is $315. RCTC provides a $2350.00 monthly bus subsidy, Raytheon & Boeing provides a $75 monthly subsidy and the remaining $205 is paid for by the riders. All non -Raytheon & Non -Boeing employees pay $280. The following is the Riverside to El Segundo Bus pool schedule: AM Departure AM Departure AM Arrival PM Departure PM Arrival PM Arrival Galleria at Tyler, Riverside Corona Park & Ride- 20 E. Grand Blvd. Raytheon, El Segundo Raytheon, El Segundo Corona Park & Ride Lot Galleria at Tyler, Riverside 4:10 a.m. 4:22 a.m. 5:13 a.m. 3:00 p.m. 4:45 p.m. 5:00 p.m. Information on this buspool is available with rideshare programs at Raytheon Aerospace Corporation, Boeing and the Los Angeles Air Force base. Employees receive this information through direct mailings, newsletter articles, and electronic messaging from these employers. These employer rideshare programs also share this information with other local employee transportation coordinators. Thank you for your continued support of this successful buspool program. Sincerely, &ad/41a E. cseoated Catalina Fuentes Riverside Bus pool Coordinator This document does not contain technology or technical data controlled under either the U.S. International Traffic in Arms Regulations or the U.S. Export Administration Regulations. 314 AGENDA ITEM 9K RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2018 TO: Riverside County Transportation Commission FROM: Monica Morales, Management Analyst LoreIle Moe -Luna, Multimodal Services Director THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Years 2019/20 — 2021/22 Short Range Transit Plans STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the Fiscal Years 2019/20 — 2021/22 Short Range Transit Plans (SRTPs) for the cities of Banning (Banning), Beaumont (Beaumont), Corona (Corona), and Riverside; Palo Verde Valley Transit Agency (PVVTA); Riverside Transit Agency (RTA); SunLine Transit Agency (SunLine); and the Commission's Commuter Rail Program; and 2) Authorize the Executive Director or designee to approve final versions of the SRTPs. BACKGROUND INFORMATION: The SRTPs serve as the county's primary justification for federal and state grants for transit operations and capital and provides a short-term vision of public transportation for the county including strategies that will help guide transportation decisions over the next three years. In Riverside County, there are seven public bus transit operators (Banning, Beaumont, Corona, and Riverside; RTA; SunLine; and PVVTA) and the Commission as commuter rail transit operator — a total of eight transit operators. Under state law, the Commission is tasked with the responsibility to identify, analyze, and recommend potential productivity improvements to ensure federal, state, and local funds are allocated to transit operators to provide needed transit services for county residents. An annual SRTP update is a mechanism to meet this obligation. The purpose of the annual SRTP is to determine transit needs in each service area and ability to meet those needs. It also requires analysis of current and proposed transportation services, a review of key performance indicators, and the transit operators to address recommendations made by regular performance audits. SRTP Planned Service Highlights for FY 2019/20 As of the writing of this report, final SRTPs have yet to be approved by the respective governing bodies for each agency. Staff will continue to work with each transit operator to receive final versions before the Commission is scheduled to approve funding allocations in July. Funding Agenda Item 9K 315 allocations for FY 2019/20 will be based on Table 4: Summary of Funds Requested. This table is used as the primary basis for allocating operating and capital revenues under the Commission's authority. Future funding needs for FYs 2020/21— 2021/22 are solely for projection and planning purposes and are not obligated. For FY 2019/20, it is estimated that countywide ridership will reach almost 13.8 million, an increase of about 1 percent from planned ridership for FY 2018/19. Countywide operating expenses will total $146,491,237, an increase of about 5 percent over the FY 2018/19 budget. Since a decline in transit ridership that began in FY 2014/15, transit operators have tailored their service plans to focus on growing markets such as commuter and express bus service, improving frequencies and enhancing services along the most productive corridors and routes, and promoting transit to attract new riders through free fare campaigns and travel training programs. Below are service and capital program highlights for FY 2019/20 for each of the SRTPs. Banning — Pass Transit Banning provides both Dial -A -Ride and three fixed route services and operates under the brand "Pass Transit" with the Beaumont. It primarily covers the areas of Banning and Cabazon and provides connections to the Morongo Indian Reservation and Walmart in Beaumont. Banning was unable to provide a draft SRTP as of the writing of this report due a citywide computer system shutdown. However, Banning provided Table 4: Summary of Funds Requested, which includes a FY 2019/20 operating and capital budget of $2,002,822 and $362,740, respectively. This is an increase of 8 percent from FY 2018/19. Beaumont — Pass Transit Beaumont provides both Dial -A -Ride and seven fixed route services. It primarily operates in Beaumont with stops in Banning and Calimesa. Beaumont estimates a total of $3,039,329 in operating and $2,911,246 in capital assistance needs, a combined increase of 46 percent from FY 2018/19. The significant change is due to increases in the capital program, including land acquisition for a new compressed national gas (CNG) station and the planning of a new administration and operations facility. Planned services and projects for FY 2019/20 include: • Adoption of an interagency service agreement with Banning for transfer of passengers to Banning buses at connecting points with the intent on discontinuing Route 2, which travels through Ramsey Street in Banning; • Increased service and frequency on Commuter Link 120; • Commencement of a Comprehensive Operational Analysis (COA); • Construction of a new CNG Station; • Planning for an administration, maintenance and operations facility; Agenda Item 9K 316 " Brand and logo update; " Installation of passenger amenities through a Low Carbon Transit Operations Program grant; and " Continuation of travel training program to encourage use of public transportation. Corona Corona operates two fixed routes known as the Corona Cruiser and a Dial -A -Ride program for seniors and persons with disabilities. Corona closely coordinates all transfers with both RTA and Metrolink services. Corona estimates a total of $2,769,156 in operating and $233,198 in capital assistance needs, a combined decrease of 46 percent from FY 2018/19, due primarily to the prior year capital program that included major projects such as the Intelligent Transportation System and purchase of expansion buses. Planned services and projects in FY 2019/20 include: " Additional morning peak service for fixed routes; " Implementation of a Free Fare program; " Starting a COA to identify strengths as well as opportunities for service improvements; and " Procuring services for fixed route planning, scheduling and run -cutting, as well as quarterly inspection of buses to ensure state of good repair. City of Riverside Special Services Riverside Special Services (RSS) operates a 24-hour advance reservation Dial -A -Ride for seniors and persons with disabilities within the Riverside city limits. RSS serves as the primary paratransit provider for those eligible within the city of Riverside. RSS differs from RTA's Dial -A -Ride by providing service only within Riverside city limits and serves seniors 60 years and older, as compared to RTA's Dial -A -Ride which serves seniors 65 years and older. RSS estimates a total of $4,707,700 in operating and $345,010 in capital assistance needs, an increase of 9 percent from FY 2018/19. Planned services and projects in FY 2019/20 include: " Implementation of an electronic payment method along with an electronic fare collection; " Replacement of two CNG mini -buses that have met their useful life; and " Increasing marketing efforts to promote RSS services more throughout the community. PVVTA PVVTA provides six fixed route/deviated fixed routes services known as "Desert Roadrunner," Americans with Disabilities Act (ADA) paratransit service, and a transportation reimbursement program for individuals who are unable to access fixed route services. The fixed route service Agenda Item 9K 317 can deviate up to three-quarters of a mile away from the actual fixed route. Service is provided within the city of Blythe and surrounding unincorporated areas in the Palo Verde Valley. PVVTA estimates a total of $1,526,160 in operating and $273,758 in capital assistance needs, an increase of 5 percent from FY 2018/19. Planned services and projects for FY 2019/20 include: • Modification of Route 4 by adding three additional roundtrips to Ripley and Mesa Verde with a total of six trips daily; • Continuation of the Blythe Wellness Express with service two days a week and an added trip on alternating Fridays; • Adding passenger amenities at strategic locations; and • Encouraging new ridership through targeted marketing. RTA RTA operates 36 local, intercity, and regional fixed routes; nine CommuterLink express routes; and Dial -A -Ride services. As the Consolidated Transportation Service Agency (CTSA) for Western Riverside County, RTA is responsible for coordinating transit services throughout the service area and providing driver training and grant application assistance to operators in Western County. RTA estimates a total of $92,435,032 in operating and $42,084,030 in capital assistance needs, an increase of 8 percent from FY 2018/19. Planned services and projects for FY 2019/20 include: • Increasing frequencies on various routes on weekdays and weekends; • Implementing a new Route 4 linking the cities of Eastvale, Norco and Corona; • Expanding CommuterLink Routes 204, 206, 208, and 217 to improve connectivity with all weekday Metrolink trains; • Replacement of 35 heavy-duty CNG buses, 41 Type VII CNG buses, and 29 Dial -A -Ride Type II vehicles; and • Facility maintenance projects for state of good repair/rehabilitation such as ADA and fuel station upgrades and safety and security enhancements. SunLine SunLine operates 14 local and regional fixed routes and 2 express routes known as "SunBus" and demand response service branded as "SunDial." SunLine is the CTSA for the Coachella Valley and is responsible for coordinating transit services in the Coachella Valley. SunLine estimates a total of $40,840,150 in operating and $12,711,407 in capital assistance needs, an increase of 15 percent from FY 2018/19. Agenda Item 9K 318 Planned services and projects for FY 2019/20 include: • Redesign of the transit service system that focuses on consolidating fixed routes to provide more productive routes with higher frequencies; • Introduction of microtransit services; • Facility and infrastructure projects such as replacement of operations facility, hydrogen fueling station, CNG fueling station, and Center of Excellence facility; • Purchase of 9 replacement CNG fixed route buses; • Expansion of SunLine property to include a solar farm; and • Increased revenue through the advertising program. Commission's Rail Program Western County Commuter Rail The Commission is a member agency of the Southern California Regional Rail Authority (SCRRA) that operates the Metrolink commuter rail system. Of the 57 stations on the Metrolink system, the Commission owns and maintains the 9 stations that are located in Western Riverside County. The Western County Commuter Rail SRTP reflects the Commission's share of Metrolink operating and capital plans, as well as station capital improvements requiring state and federal approvals. Other station operating expenses that are funded with Measure A are found in the Commission's approved FY 2019/20 budget. Total operating and capital costs are estimated at $33,496,729. Planned services and projects for FY 2019/20 include: • Continued operations and target marketing of the Perris Valley Line Metrolink service extension; • Continued support of special trains including Festival of Lights, Angels Express and Rams Trains; • Positive Train Control; • State of Good Repair projects such as elevator rehabilitation; and • Continued Next Generation Rail and Transit Study. Coachella Valley — San Gorgonio Pass Rail Corridor Service The proposed 200-mile long rail corridor service in Coachella Valley will run from Los Angeles to Indio through the four Southern California counties of Los Angeles, Orange, Riverside, and San Bernardino to provide a convenient scheduled link to the communities in the fast-growing Coachella Valley and Banning Pass areas. Financial support for project development will come primarily from federal and state grant funds received and maintained in the Coachella Valley Rail Fund. Agenda Item 9K 319 Major planning highlights for FY 2019/20 include the completion of a Tier 1 Program -level Environmental Documentation and Service Development Plan. Total capital costs are estimated at $450,000 for FY 2019/20 for the completion of these planning efforts. Attachments: FYs 2019/20 — 2021/22 Operator SRTPs (Posted on Commission Website) 1) City of Banning 2) City of Beaumont 3) City of Corona 4) City of Riverside 5) PVVTA 6) RTA 7) SunLine 8) Western Riverside Rail Program 9) Coachella Valley Rail Program Agenda Item 9K 320 AGENDA ITEM 9L RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: LoreIle Moe -Luna, Multimodal Services Director THROUGH: Anne Mayer, Executive Director SUBJECT: Policy Update on the Use of State Transit Assistance Funding by Operators STAFF RECOMMENDATION: This item is for the Commission to approve the use of unallocated and unprogrammed State Transit Assistance (STA) funds for transit operating assistance under eligibility standards as outlined in the Transportation Development Act (TDA) Guidelines and Public Utilities Code (PUC) § 99314.6 for transit operators and PUC § 99234.9 and 99313.7 for rail services. BACKGROUND INFORMATION: The Commission, in its role as the Regional Transportation Planning Agency (RTPA), is responsible for allocating funding to support public bus and commuter rail transit services in Riverside County. In Riverside County, there are seven public bus transit operators (cities of Banning, Beaumont, Corona, and Riverside; Riverside Transit Agency; SunLine Transit Agency; and Palo Verde Valley Transit Agency) and the Commission as commuter rail transit operator — a total of eight transit operators. While funding sources include local, state, and federal funds, the primary source of public transit funding is provided from the TDA of 1971 which consists of two major sources of formula funding: 1) Local Transportation Fund (LTF) — LTF funds are generated from a % cent of the state retail sales tax collected in each county. The California Department of Tax and Fee Administration returns the sales tax revenues to the county of Riverside, and the funds are maintained in the County Treasurer's Pooled Investment Fund until the Commission provides written allocation instructions for disbursement. 2) State Transit Assistance — STA funds are generated from the statewide sales tax on motor vehicle fuel on diesel. The STA funds are appropriated to the State Controller for allocation by formula to each RTPA. The formula allocates 50 percent of the funds on the basis of the county's population compared to the state's population (STA 99313 Funds). The remaining 50 percent is allocated according to the prior year proportion of the county's transit operator passenger fare and local support revenues (STA 99314 Funds). The Commission typically approves allocations for TDA funds in July of every year for the eight transit operators. LTF and STA can be utilized for operating and capital projects; however, in November 2010, the Commission approved a policy to limit the use of STA funds for capital Agenda Item 9L 321 expenditures and operating puposes only under emergency circumstances. Staff's recommendation at the time was based on the current economy and the volatility of the STA program. Staff reviewed the current policy in conjunction with the needs of the transit operators to deliver more effective service and recommends the current STA policy be updated to allow transit operators to utilize this revenue for operating purposes based on the following assessment: 1. STA stability — STA apportionment revenues fluctuated significantly through Fiscal Year 2010/11 — from a low of $0 in FY 2010/11 to a high of $18.9 million in FY 2006/07. Since FY 2011/12, actual STA apportionment revenues have stabilized and averaged $13.3 million annually. As of June 30, 2018, approximately $64.4 million is available in unallocated STA fund balance. 2. Increased funding from Senate Bill (SB) 1, the Road Repair and Accountability Act of 2017 — SB 1 increased the fuel tax on diesel and in turn increased the STA program statewide by about $250 million annually, of which about $15 million is expected to come back to Riverside County. This increase was intended not only for capital projects, but for operating purposes to improve and expand existing transit networks. 3. More funding opportunities for capital projects — New and existing state and federal programs primarily concentrate on infrastructure enhancements, rehabilitation, and preventative maintenance. Aside from the traditional STA, SB 1 also created STA State of Good Repair for replacement and rehabilitation and the Transit and Intercity Rail Capital Program. Federal formula funds such as the Federal Transit Admininstration (FTA) Sections 5337 and 5339 funds are available for state of good repair and replacement and purchase of buses. FTA Section 5307 can be used for preventative maintenance, an operating expense which is capital grant -funded, but is generally limited for capital investment. LTF will continue to be the primary source for operating expenses, and every effort to obtain federal funds for capital and operating expenditures will be made. In order to utilize STA funds for operating purposes, an operator must meet efficiency standards as outlined in the TDA Guidelines and PUC § 99314.6. The qualifying criteria is as follows: Efficiency Standard 1: An operator's total operating cost per revenue vehicle hour for the most recent audited fiscal year must not exceed the prior year's total operating cost per revenue vehicle hour by a percentage greater than the percentage change in the Consumer Price Index (CPI) for the same period. Efficiency Standard 2: An operator's average total operating cost per revenue vehicle hour for the three most recent audited fiscal years must not exceed the average total operating cost per revenue vehicle hour for the three years prior to the latest year by a percentage greater than the average percentage change in the CPI for the same period. Agenda Item 9L 322 The Commission is allowed to adjust the calculation for operating costs and revenue vehicle hours to account for the following factors: • Exclusion of cost increases beyond the change in the CPI for fuel, alternative fuel programs, insurance or state or federal mandates; and/or • Exclusion of start-up costs for new services for a period of not more than two years. If an operator fails to meet either efficiency standard, the Commission may withhold and retain the operator's STA funding for reallocation for two years following the year of ineligibility. The Commission's current STA policy also precluded the Commission's utilization of STA funds for operating expenses. Per PUC § 99234.9 and 99313.7, the Commission as the RTPA can also file claims for rail passenger service operation and capital improvement expenditures, including construction and maintenance of intermodal transportation facilities. Staff also recommends that STA funds be utilized for Commission -owned station operations and right of way maintenance of rail properties. There is no financial impact for this item. Agenda Item 9L 323 ATTACHMENT 1 City of Banning FY 2019/20 Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2019/20 Project Description Capital Project Number Total Amount of Funds LTF STA State of Good Repair LCTOP* Fare Box Other") FY 19/20 Operating Assistance $2,002,822 $1,743,957 $53,765 $204,000 $1,100 Subtotal: Operating $2,002,822 $1,743,957 $0 $0 $53,765 $204,000 $1,100 CNG Facility State of Good Repair (FY 18/19) 20-01 $325,000 $37,740 Subtotal: Capital $362,740 $325,000 $37,740 $0 $0 $0 Total: Operating & Capital $2,365,562 $1,743,957 $325,000 $37,740 $53,765 $204,000 $1,100 Note: Other (1) is from Interest Income LCTOP (FY 18/19) 10.24055 ATTACHMENT 2 Draft 5.14.19 City of Beaumont SHORT RANGE TRANSIT PLAN FY 2019/20 - 2021/22 BEAUMONT CALIFORNIA- TABLE OF CONTENTS CHAPTER 1— SYSTEM OVERVIEW 3 1.0 Introduction 3 1.1 Description of Service Area 3 1.2 Population Profile and Demographic Projections 5 1.3 Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service 9 1.4 Current and Proposed Fare Structure 11 1.5 Revenue Fleet 13 1.6 Existing Facility/Planned Facility 15 1.7 Existing Coordination Between Transit Agencies 16 CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE 17 2.1 Fixed Route Service 17 2.2 Dial -A -Ride Service 31 2.3 Key Performance Indicators 32 2.5 Major Trip Generators and Projected Growth 33 2.6 Equipment, Passenger Amenities and Facility Needs 33 CHAPTER 3 - PLANNED SERVICE CHANGES AND IMPLEMENTATION 34 3.1 Recent Service Changes 34 3.2 Recommended Service Changes 34 3.3 Marketing Plans and Promotions 37 3.4 Budget Impact on Proposed Changes 89 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 39 4.1 Operating and Capital Budget 39 4.2 Funding Plans to Support Proposed Operating and Capital Program 39 4.3 Regulatory and Compliance Requirements 39 Beaumont SRTP 19/20 DRAFT May 2019 2 1 Page CHAPTER 1- SYSTEM OVERVIEW 1.0 Introduction A Short Range Transit Plan (SRTP) is a three year planning document that is updated annually. Its purpose is to evaluate the current transit system and analyze that system for improvements. Capital improvement projects are proposed for funding and operational needs are assessed. The service area, demographics, and operational performance are considered. This document is for the City of Beaumont for Fiscal Year (FY) 2019/2020 and looking ahead to FY 2020/21 and FY 2021/22. 1.1 Description of Service Area The City of Beaumont's system services approximately 50 square miles and includes the City of Beaumont, the City of Calimesa and parts of unincorporated Riverside County area of Cherry Valley. Additionally, Beaumont transports passengers into the City of Banning and the commercial areas of Cabazon, including Casino Morongo and the Desert Hills Premium Outlet Malls. At the center of three major thoroughfares, including Interstate 10, Highway 60 and Highway 79, Beaumont offers fixed route, commuter link, and paratransit service. Passengers can connect easily with other Beaumont routes, as well as with regional transit providers such as Banning, Riverside Transit Agency (RTA) and Sunline Transit Agency at one central location, the Beaumont Walmart transit center. Beaumont operates two Commuter Links to connect Pass Area passengers into San Bernardino County. This express service stops in Beaumont, Calimesa, the San Bernardino Transit Center (SBTC), Kaiser Medical Offices and Loma Linda Veterans Affairs (VA) Hospital. SBTC offers extensive connection possibilities for passengers and includes Metrolink, OmniTrans, Victor Valley Transit Agency (VVTA), RTA and Mountain Transit. System Map follows: Beaumont SRTP 19/20 DRAFT May 2019 3 I Page 6TOZ Pc1V I I 1 I I 1 L N ••A$ DeZ N�eM J� /S euwq•ro iS eiwapeq 5 iem!Poll JesleN 2 3 We 15 eW ATM Pump Iuounese m a • oa eo• ag 1 AeAS e•L 44, NewieM e 1 m1 3• vl 1 • — . — . — . — . — . — . — • — $Zi 10T(1- wo'�.• IS Jaallerf Mae MMI L •e . sAem4141 +g a7c3sJam uoneywa xmoa wewa8tl • — — — — OZT Nun Jalnuwo3 lISNVVISS Nid 6 NADU Lemow ►+tea 4/T WnoM &WV z wnoa 31VJS Ol l0N dVW sn'a»uowneaq•pww. Of58.69L (156) puaaT dVIA1 1A131SAS �isue.11 ssed wowneee JeaAS Js[ i 1; • W 1 1 f i�i.• 4 • •1 b. �••o• 1 3 •� 1 x •eu • • • • • • • Jatuao llsueu ousNewag ues '^• :•h j •• I • v q„ .a M :• �. - BAY e11•71 2 weAS Ve) 3 Jaluap ano luowneag g 1 aa1 1 JJI�IQ I oz� MUll KLIMUWOO . — • — . — . Beaumont SRTP 19/20 DRAFT May2019 1.2 Population Profile and Demographic Projections According to the most recent report published by California Department of Finance in May 2018, Beaumont is the second fastest growing city in Riverside County; second to our neighbor to the west, City of Calimesa. Beaumont has experienced a 3.2% population increase from January 2017 to January 201. The California Department of Finance reports Beaumont's population to be 48,237 in January 2018. There are 15,500 housing units in Beaumont and continues to grow. Beaumont has 12 schools located within Beaumont Unified School District: 7 elementary, 2 middle, 1 charter, and 2 high schools. Transportation provided by Beaumont Unified School District was eliminated several years ago. Many families rely on public transportation to transport youth passengers to and from school. Youth population (under age 19) in Beaumont is 31%1; However, ridership reports taken throughout the year show youth passengers make up 56% of total passenger base on Beaumont. Beaumont has two large active adult communities, with another under construction. There is a reported senior population (persons over the age of 55) of 10,873 persons or 25% of Beaumont's population2. The growing active adult communities and the corresponding increase in population for this age group may impact paratransit and fixed route needs. Released in May 2018, 2013-2017 American Community 5-year Estimate done by U.S. Census Bureau shows a population of 43,641and diversity is outlined below: Demographic Population Estimation Percent RACE Total population 43,641 100% One race 41,453 95% Two or more races 2,188 5% One race 41,453 95% White 29,925 68.6% Black or African American 2,912 6.7% American Indian or Alaska Native 302 .7% Asian 3,603 8.3% Native Hawaiian or other Pacific 127 .3% Some other race 4,584 10.5% Two or more races 2,188 5.0% White and Black or African 201 .5% White and American Indian 334 .8% 12013-2017 American Community Survey 5-year Estimates U.S. Census Bureau 2 2013-2017 American Community Survey 5-year Estimates U.S. Census Bureau Beaumont SRTP 19/20 DRAFT May 2019 5 1 Page White and Asian 466 1.1% HISPANIC OR LATINO AND RACE Total Population 43,641 100% Hispanic or Latino 18,592 42.6% Mexican 15,840 36.3% Puerto Rican 508 1.2% Cuban 187 .4% Other Hispanic or Latino 2,057 4.7% Not Hispanic or Latino 25,049 57.4% White alone 17,440 40% Black or African American alone 2,841 6.5% American Indian or Alaska Native 145 .3% Asian alone 3,508 8.0% Native Hawaiian or other Pacific 117 .3% Some other race alone 126 .3% Two or more races 872 2.0% Ridership Demographics Ridership surveys conducted in the most recent COA conducted in 2013 show the average passenger to be 21 years of age, 56% of all passengers are female, and Veterans of Armed Forces make up 2% of all passengers. The following charts are compiled from data collected from 2013 passenger surveys: 80% 70 % 60% 50% 40% 30 % 20% 10% 0% 72 % Under 18 Years Age of Passengers 10% 18% liMill —II- 19-50 Years 50+ Years Beaumont SRTP 19/20 DRAFT May 2019 6 I Page 60% 50% — 40 30% • 20 10% 0% 19% Employment Status 19% 5% 5% _I 4 ,ob �et5 �e e0a O aew � Q„o e� J� Beaumont SRTP 19/20 DRAFT May2019 7 I Page 35% - 30% 25% 20% - 15% - 10% 5% 0% r 30% Household Income (Excluding Youth Passenger Data) 22% cpc) cpc5 h cA° Op o` 41 + �atih, t21'43i ----- 22% 10% b% 5% 5% iiii- pc5 'NW Beaumont SRTP 19/20 DRAFT May 2019 8 1 Page 40% 35% 30% 25% 20% 15% 10% 5% 0% Passenger Ethnicity Latino/Hispanic White/Caucasian Black/African Multiple American 12% 11% Other/Undeclared General passengers surveyed indicate 58% do not currently have a driver's license, 55% state they do not have access to an operating vehicle and are transit dependent, and 33% are discretionary riders, have access to a vehicle, and choose to ride public transit because driving is too expensive. 1.3 Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service Beaumont operates seven days a week. Operation schedule is as follows: Sunday Monday Tuesday Wednesday Thursday Friday Saturdav � Route 2 Route 2 Route 2 Route 2 Route 2 Route 2 Route 2 Route 3 Route 3 Route 3 Route 3 Route 3 Route 4 Route 4 Route 4 Route 4 Route 4 Route 7* Route 7* Route 7* Route 7* Route 7* Route 9* Route 9* Route 9* Route 9* Route 9* CL 120 CL 120 CL 120 CL 120 CL 120 CL 120 CL 125 CL 125 CL 125 CL 125 CL 125 Route 3/4 Peak Service Beaumont SRTP 19/20 DRAFT May 2019 9 I Page Fixed Route Beaumont operates a total of six fixed routes. Monday— Friday, Route 2 is operated by two buses and Route 7 with three. During the peak of the service weekday, 11 buses are on route. Fixed route service is projected to show a decrease in FY 19 compared to FY 18, FY 19 is projected to close with 168,950 passenger trips compared to 173,865 in FY 18. This is a 2.91% decrease. Fixed Route service hours are: Monday through Friday Saturday and Sunday 6:30 a.m. to 7:26 p.m. 8:00 a.m. to 6:00 p.m. During the holidays of Martin Luther King Jr. Day, Presidents' Day, Columbus Day, Veterans Day, and Day after Thanksgiving, Beaumont operates limited service and follows a Saturday schedule. Beaumont does not operate on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day or Christmas Day. Parat ransit Services Paratransit service, otherwise known as Dial -A -Ride (DAR), is a reservation -based curb to curb service for residents of Beaumont and parts of the unincorporated area of Riverside County, known as Cherry Valley. Qualified passengers include those who reside 3/4 of a mile from a fixed bus route and are certified under American Disabilities Act (ADA). In Beaumont and Cherry Valley, a qualified passenger currently extends to seniors over the age of 65. DAR service has experienced a decrease in passenger trips in projected FY 19 compared to FY 18. FY 18 had 10,211 passenger trips and FY 19 is projected to end at 9,128 passenger trips. This is a decrease of 11.86%. DAR service hours are: Persons with ADA certification Monday through Friday Saturday and Sunday 6:30 a.m. to 7:00 p.m. 8:00 a.m. to 6:00 p.m. Senior without ADA certification Monday through Friday 8:00 a.m. to 4:00 p.m. DAR observes the same holiday schedule as the fixed route system. Limited Service is provided on Martin Luther King Jr. Day, Presidents' Day, Columbus Day, Veterans Day, and Day after Thanksgiving. No service is provided on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, or Christmas Day. Beaumont SRTP 19/20 DRAFT May2019 10 I Page Regional Express Bus Service Commuter Link 120 was introduced in 2013 and is one of Beaumont's Regional Express Bus Service. Since 2013, ridership has increased as well as available connections with regional agencies. In 2018, the route was reconfigured to include more frequent service to San Bernardino Transit Center when the Commuter Link 125 was introduced. The CL 120 travels from Beaumont Walmart and Civic Center with stops in Calimesa, and SBTC. At SBTC, passengers can connect with Metrolink, OmniTrans, RTA, Mountain Transit and VVTA. Commuter Link 120 has grown over the years. Projection of passenger trips in FY 19 is 12,996 and is a 4.94% increase over FY 18 which saw 12,354 trips. It is a 12.73% increase from 11,341 passenger trips made in FY 17. Commuter Link 125 was introduced in September 2018 and is the second commuter link for regional passenger connections. Service includes Beaumont Walmart and Civic Center with stops in Calimesa, Citrus Plaza (Alabama & Lugonia) in Redlands, Kaiser Medical Offices in Redlands and Loma Linda Veteran's Affairs (LLVA) Hospital. At these stops, passengers can connect with various OmniTrans routes including SBX and RTA at LLVA. Since September 2018, the Commuter link has an increase in passengers from 347 passenger trips to 481 in March 2019. Commuter Link service hours are: Monday through Friday Saturday 4:30 a.m. to 8:15 p.m. 7:50 a.m. to 6:30 p.m. 1.4 Current and Proposed Fare Structure In 2018, Beaumont adopted the current fare schedule for two items. 1- increase the cost of 10- ticket books, and 2- add the fare option of commuter link plus local passes. Beaumont has not had a change in the fare schedule since 2012. Current fare schedule follows: Beaumont SRTP 19/20 DRAFT May2019 11 I Page FADE SCHEDULE Hare exact fare ready when bus arrives. Drivers cannot make change. NO REFUNDS FIXED ROUTE Fare Categories FARES Day Pass _ -� �� Base Fare 10 Ride Punch Card 10 Ticket Book Monthly Pass General $1.15 $3.00 N/A $11.50 $36.00 Child (46° tall or under) Accompanied by a paying adult $.25 N/A N/A N/A N/A Senior/Disabled (60+)* $.65 $1.80 N/A $6.50 $21.50 Military veterans* $.65 $1.80 N/A $6.50 $21.50 Deviations (Route 3) $,25 N/A N/A N/A N/A Jury Duty** FREE N/A N/A N/A N/A Go Pass: MSIC students* (Owing valid school session ordy) FREE N/A N/A r N/A N/A Active Military* FREE N/A N/A N/A N/A COMMUTER LINK FARES Fare Categories Base Fare 10 Rids Punch Card T +LOCAL FARES Day Pass Monthly Pass General $3.00 $27.00 $7.00 $75.00 Child (46° tall or under) Accompanied by a paying adult $2.00 $18.00 $ 5.00 $ 50.00 Senior/Disabled* Military Veterans* Active Military* $2.00 $18.00 $18.00 FREE N/A $ 5.00 $ 50.00 $ 5.00 N/A $ 50.00 N/A *If you plan to use a senior, disabled, youth, military or Gopass discounted fare, you must show proper ID each time you board the bus. You must also show proper ID to purchase discounted passes/tickets. ** Jury Duty - All jurors summoned to serve in Banning courthouses are able to ride for free directly to and from the courthouse via Route 2. Jurors must show their current and valid juror summons badge to the bus driver. I1LIq=13tl.I 1 a .gi.i.i ; i rik Fare Categories Base Fare 10-Ride Punch Card One -Way $2.00 $18.00 Companion & Child (46'tall or under) $3.00 N/A PCA (w/I.D.)** FREE FREE No Show $2.00 N/A Dial -A -Ride is a transportation service for ADA, disabled and seniors over 65 years of age. Reservations are required at least 24-hours in advance and may be made by calling (951) 769-8532. **If you plan to use a PCA (Personal Care Attendant) free fare, you must show proper ID each time you board the bus. Questions? (951) 769-8530 PA S STRANSIT Effective: July 1, 2018 Beaumont SRTP 19/20 DRAFT May 2019 12 I Page Beaumont Transit continues to explore fare media outlets and in 2018 partnered with Token Transit to offer mobile fare options to Beaumont passengers. Token Transit is a mobile fare app making it easy for passengers to purchase their one way or multi use fare on their smart phones. Many neighboring agencies have begun using this mobile fare option, as has Beaumont Transit, for consistency with passengers. It is proposed for FY 20 to implement an incremental fare increase to offset increasing operation expenses; while recognizing that our neighboring city fares remain the same. Proposed fare schedule for FY 20: Beaumont SRTP 19/20 DRAFT May 2019 13 1 Page FARE SCHEDULE Have exact fare ready when bus arrives. Drivers cannot make change. NO REFUNDS FIXED ROUTE FARES Fare Categories Base Fare Day Pass 30 Ticket Book Monthly Pass General 51.25 $3.10 512.50 ,..J.b, _ Child (46" tall or under) Accompanied by a paying adult. Unit 2 AIL -Iron r Ak......a..i F... $,25 N/A N/A N/A Senior/Disabled (60+)* a -pc $1,90 $7.50 $24.80 Military Veterans* $1.90 $7.50 $24.80 Deviations (Route 3 and 4) N/A N/A N/A Go Pass: MS1C students* (During valid school session only) FREE N/A N/A N/A Active Military* FREE N/A N/A N/A Fare Categories Base Fare 10 Ride Punch Card a Day Pass Monthly Pus General .3.5u $31.50 $8.00 $75.00 Child (46" tall or under) Accompanied by a paying adult $2,50 $22 $6.00 $50.00 Senior/Disabled* $2.50 $2, $6.00 $50.00 Military Veterans* $2.50 <72.5r $6.00 $50.00 Active Military* FREE N/A N/A N/A * If you plan to use a senior, disabled, or military discounted fare, you must show proper ID each time you board the bus. You must also show proper ID to purchase discounted passes/tickets. * Go Pass passengers must have a valid sticker on their school ID to board at no charge. DIAL -A Fare Categories -RIDE FARES Base Fare 10-Ride Punch Card One -Way $2.00 $18.00 Companion & Child (46" tall or under) $3.00 N/A PCA (w/I.D.)** FREE FREE No Show $2,00 N/A Dial -A -Ride is a transportation service for ADA, disabled and seniors over 65 years of age. Reservations are required at least 24-hours in advance and may be made by calling **If you plan to use a PCA (Personal Care Attendant) free fare, you must show proper ID each time you board the bus. � \ Questions? (951) 769-8530 BEAUMONT Prt.,..,.ed July 2019 Beaumont SRTP 19/20 DRAFT May2019 14 I Page 1.5 Revenue Fleet Fleet Characteristics Beaumont consists of nineteen (19) vehicles. Fifteen (15) are cutaways, three (3) 40-foot buses and our newest addition is a 32-foot EZ Rider II CNG bus. Of the nineteen (19) vehicles, ten (10) are fueled by Compressed Natural Gas (CNG); the other nine (9) are gasoline fueled. All recent and future bus purchases are powered by CNG, as is RCTC's policy. All vehicles are outfitted with bike racks and are ADA compliant with wheelchair lifts and tie down stations. Three (3) buses have audio announcement systems for the visually impaired. Fourteen (14) are equipped with passenger seatbelts. Nineteen (19) vehicles are made up as follows: Six (6) are Ford E-45016 passenger buses o Five (5) are gasoline powered; One (1) is CNG - Five (5) are Ford F-550 30 passenger buses o Three (3) are gasoline powered; Two (2) are CNG - Four (4) are C-5500 o One (1) gasoline powered; Three (3) CNG Three (3) are XHF-40 powered by CNG One (1) EZ Rider II powered by CNG 1.6 Existing Facility/Planned Facility Existing Facility The Administrative services for the Beaumont Transit Department are in the heart of downtown Beaumont and located at the Beaumont Civic Center, 550 E 6th Street, Building D. It is at this location where dispatch, administrative assistance, and the operations yard are located. The Beaumont SRTP 19/20 DRAFT May 2019 15 I Page Fleet maintenance service is located at 550 California Ave, approximately 1 mile from the administrative building. Customer service calls for general information, route planning, and Dial -A -Ride appointments are completed by the Transit Department in Building D. Walk in customers, including the purchase of fare media, are completed at City Hall. Planned Facility Administration, Fleet Maintenance and Operations have outgrown our facilities. Buses and other resources are located at separate locations creating a disconnect. Currently, Beaumont is actively pursuing the purchase of property in the industrial area of Beaumont. It is proposed to build an administrative, fleet maintenance and operations facility at this location. This location will also contain a public CNG Station with plans to expand to an electric vehicle charging station for our growing fleet. The State of California's goal is to transition to 100% zero -emission bus fleets by 2040. It is Beaumont's intention to prepare to meet this goal by replacing gas buses, as it becomes necessary, with electric vehicles. Design and construction of a CNG station is the primary focus. For too many years, Beaumont has been without a CNG station to fuel its fleet. In FY 18, after some long-awaited remodeling and repairs to the only CNG station in Beaumont, owned and operated by Beaumont Unified School District, Beaumont CNG buses can fuel there within specific hours Monday through Friday. Although we can fuel locally during specific hours, it is still necessary to drive our fleet to other locations to fuel, which include a one-way trip of 14.6 miles to the RTA fueling station in the city of Hemet. Another location is 18.3 miles away in the city of Moreno Valley. Our last option for CNG fuel is in the city of Redlands located 17.6 miles way. 1.7 Existing Coordination between Transit Agencies Because of geographical isolation, coordination is vital for the movement of passengers. Passengers traverse cities to accomplish needs such as social services in Banning as well as shopping in Beaumont. Beaumont has implemented multiple agreements with surrounding transit operators, including OmniTrans, RTA, and Victor Valley Transit Authority (VVTA). Beaumont intends to enter into an interagency service agreement with the City of Banning effective July 1, 2019. With this new agreement, the current Cooperative Services Agreement from 2001 will be terminated, thereby terminating the "Pass Transit" branding. As Beaumont expands service to critical connection areas such as SBTC, interagency service agreements have become more prevalent and necessary. Agreements with OmniTrans, RTA and VVTA have added value for connecting passengers. - Passengers presenting a Beaumont multi use (day or month) pass can connect to OmniTrans, RTA or VVTA for free wherever the two agencies connect. - Passengers presenting a multi use (day, week or month) pass from OmniTrans or VVTA receive a $1.00 discount on commuter service or free connection with our fixed route wherever we connect. Beaumont SRTP 19/20 DRAFT May 2019 16 1 Page - Passengers presenting RTA multi use pass (day, week or month) connect for free to Beaumont's commuter and fixed route service wherever the two agencies connect. It is Beaumont's hope that having an interagency service agreement with Banning will allow Pass area transit dependent residents to move about the region in a seamless manner, without an increase in cost from our current fare structure. CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE Overall systemwide passenger trips in FY 19 is projected to remain consistent with FY 18 systemwide passenger trips. In FY 18, Beaumont system serviced 196,430 passenger trips. In FY 19 projected systemwide passenger trips is anticipated to close at 196,932 trips. Beaumont offers three types of service: fixed route, commuter, and paratransit. In FY 19, Fixed Route service accounts for 86.68% of total passenger trips, 8.78% for commuter and 4.53% for paratransit. 2.1 Fixed Route Service Beaumont system operates six fixed routes, using nine buses. Route 2 -Beaumont to Cabazon Beaumont's trunk route is Route 2 and has two-hour headway from Beaumont to Cabazon. Weekday service is achieved by two buses, referred to internally as Route 2-1 and 2-2. Both Saturday and Sunday have one bus on the route. This route services many low-income apartment complexes and brings passengers to major places of interest such as commercial, grocery, social services, the courthouse, DMV, and employment opportunities. Route 2 has experienced an increase in passenger trips compared to FY 18. March 2019, YTD, Route 2 had 56,344 passenger trips. This is an 8.49% increase of 51,561 passenger trips in FY 18. Compared to FY 17 YTD passenger trips, which was 54,551, Route 2 has an increase of 3.18%. Route 2 makes up 38.94% of all passenger trips system wide and averages 10.59 passengers transported per revenue hour. Beaumont SRTP 19/20 DRAFT May 2019 17 1 Page ROUTE Beaumont to Cabazon Effective December 1, 201 7 a RTA 31 Cougar Way Oa Vat ey Pkwy RTA 210 3/4 Sun 220 Cougar Way F. Beaumont Ave Transfer to 3 4 Ratites I 7 I S 6th St Banning 1, 58:6 .B 8th St Routing and timetables subject to change. San Gorgonio Hospital Transfer to'frorn Sat.rday 3/4 Sawn Pax Tarot 1, Safi .4 5 N u a 2 Stan QR Code for Route Info REAL-TIME Bus TRACKING IPASSTRANSIT Legend I Map not to scale Time Point ® Transfer Point — —� Other Transit Provider be Casino Moron•go Transfer to/from Banning 1 Sun I Amtrak 220 I Route 3 - Beaumont High School to Walmart via Sundance Route 3 is a weekday one -hour headway servicing north area of Beaumont including parts of Cherry Valley to Walmart via the easternmost residential community commonly known as Sundance. It also has a deviation built into the route for those living outside City of Beaumont city limits, in Cherry Valley, north of Brookside Ave. Route 3 has experienced a decline in passenger trips over the years. March 2019, YTD, Route 3 had 17,261 passenger trips. This is a 16.91% decline over the 20,179 passenger trips in FY 18. Compared to FY17 YTD passenger trips, which was 22,991, Route 3 has showed a 33.20% decline. Route 3 currently makes up 12.24% of total system wide passenger trips and averages 8.95 passengers transported per revenue hour. Beaumont SRTP 19/20 DRAFT May 2019 18 I Page ROUTE 3 WEEKDAY SERVICE (Except. Holidays) Beaumont, Cherry Valley to Walmart via Sundanie Effective December 1, 2017 m r Vineland Ave L •i 1 Beaumont High School Transfer to/from Routes Cougar Way & Beau mon t Role Transfer to/from Rouhes 9�E 117 PASSTRANSIT Legend I Map not to scale Cherry Valley Blvd Cougar Way & Beaumont Ave @ Orchard Park Apts Transfer ' to/from Route 4 ® Cougar Way f ....'iii a)Q' t N U Oak Valley Pkwy a C7 Ot coro (11 wn Xenia @ Noble Creek Aptr Transfer be/from Routes Transfer to/from Routes Walmart 2 Banning 1,58&6 RTA 210 120 SUN 220 Time Point Transfer Point Other Transit Provider 8th St c X 6th St 1st St S Routing and timetables subject to change. Scan QR Code for Route Info REAL-TIME BUS TRACKING w.umamdo�wam+awm San Gorgonio Hospital Transfer to/From Routes 2 i 4 Banning 1,5A6 N Beaumont SRTP 19/20 DRAFT May2019 11. 19 I Page Route 4 - Downtown to Wellman Route 4 is a weekday one -hour headway route which runs primarily east to west via downtown residential areas. The route connects passengers with the local library, two elementary schools, a community center, both middle schools and the commercial shopping area of Walmart. A deviation is also available to the residential and industrial area south of Interstate 10. Route 4 has experienced a slight decline in passenger trips over the years. March 2019, YTD, Route 4 had 17,794 passenger trips. This is a .31% decline over the 17,849 passenger trips in FY 18. Compared to FY17 YTD passenger trips, which was 18,378, Route 4 has showed a 3.28% decline. Route 4 currently makes up 12.54% of total system wide passenger trips and averages 8.24 passengers transported per revenue hour. 1 Beaumont SRTP 19/20 DRAFT May2019 20 I Page ROUTE 4 WEEKDAY SERVICE (Except Holidays) Downtown via 3 Rings Ranch and Waimart Effective December 1, 201 7 Cherry Valley Blvd I 4A ' C z� I L• .� o` f s 1 � l o . _;t: 2 I 3 :Oak Valley Parkway Cougar Way &Beaumont A:c Transfer to/from Routes Scan QR Code for Route Info REAL-TIME BUS TrRACKING beaumon a1Sj` 0 5 12th St CO Beaumont Civic Center Transfer to/from 2 1 120 Route (Ai a 6 sth St Routing and timetables subject to change. Brookside Ave 6th St Walmart 2 3 1 9 I 120 Transfer to/from Routes RTA 31 RTA 210 SUN 220 eamino 1, 5 &6 PASSTRANSIT Legend l Map not to scale • Time Point ® Transfer Point Other Transit Provider Alternate Morning Route San Gorgonio Hospital Transfer to/ from Route 2 I 3 Banning 1,566 / i/ Wilson St • SA . v I Ramsey St a .E E � � 1st St 1i Beaumont SRTP 19/20 DRAFT May 2019 21 1 Page Route 7- Tournament Hills/Fairway Canyon to Beaumont High School Route 7 is a weekday peak hour service. This route was designed to service passengers during the peak hours of morning and afternoon between the westernmost residential areas of Beaumont, both middle schools, and high school. There are two buses on this route, which we internally refer to as Route 7-1 and 7-2. There is also an afternoon tripper for the peak hours. Route 7 has experienced a decline in passenger trips over the years. March 2019, YTD, Route 7 had 22,568 passenger trips. This is a 15.23% decline over the 26,005 passenger trips in FY 18. Compared to FY17 YTD passenger trips, which was 24,497, Route 7 has shown an 8.55% decline. Route 7 currently makes up 15.74% of total system wide passenger trips and averages 28.68 passengers transported per revenue hour. 1 Beaumont 5RTP 19/20 DRAFT May 2019 22 1 Page --- ROUTE 7 WEEKDAY SERYICE I Tournament Hills & Fairway Cnyn (when school is in session) Routing and timetables subject to change. Scan QR Code for Route Info All W Monte Verde Beaumont High School Cherry Valley Blvd Legend I Map not to scale • REAL-TIME Ell BUS TRACKING besumaM.doublemap.com Time Point Transfer to I 3 I 9 Routes Cougai Way [ti Orchaid Park Apts ITransfer to/ I 3 I from Roues 1 Cougar Way & Beaumont Ave ITraisfer Routs Transfer Point Afternoon bus from BHS N Beaumont SRTP 19/20 DRAFT May2019 23 1 Page Route 9 - Seneca Springs to Beaumont High School Route 9 is a weekday peak hour service and was designed to service passengers during the peak morning and afternoon hours between Beaumont's southeast residential area, both middle schools, and high school. Route 9 has experienced a decline in passenger trips over the years. March 2019, YTD, Route 9 had 8,694 passenger trips. This is a 23.71% decline over the 10,775 passenger trips in FY 18. Compared to FY17 YTD passenger trips, which was 8,585, Route 9 has showed an 1.25% increase. Route 9 currently makes up 6.0% of total system wide passenger trips and averages 13.05 passengers transported per revenue hour. Beaumont SRTP 19/20 DRAFT May2019 24 I Page ROUTE 9 WEEKDAY SERVICE (when school is in session Seneca Springs V1neleoi St 4 Cherry Valley Blvd - f DIN Beaumont High School Transfer to/ from Routes 3 7 Cougar Way & Beaumont Ave @ Orchard Park Apts Transfer to/from Routes Cougar Way & Beaumont Ave I Transfer to/ 12 1 3 I 7 lfrom Routes 11 Sc do Q12 Code Route Lnfo REAL-TIME BUS TRACKING bow mont.doublemeRcom 3 4 Banning 1,5E46 RTA 31 Sal 210/ 220 Pennsylvania Ave & 8th Street I Transfer to I 4 Routes 4 Routing and timetables subject to change. Legend I Map not to scale Time and/or Transfer Point Transfer Point -1- - - - Afternoon Alternate Other Transit Provider Walmart Transfer I to/fromII 2 Routes 120 PASSTRAN'S!T N Beaumont SRTP 19/20 DRAFT May 2019 25 I Page Route 3/4 — Saturday service from Cherry Valley to Walmart Route 3/4 is a one -hour headway service and offers Saturday service as well as limited service on recognized holidays. It is a combination route of Routes 3 and 4. Route 3/4 has experienced an increase in passenger trips over the years. March 2019, YTD, Route 3/4 had 2,121 passenger trips. This is a 2.64% increase over the 2,065 passenger trips in FY 18. Compared to FY17 YTD passenger trips, which was 1,973, Route 3/4 has shown a 6.98% increase. Route 3/4 currently makes up 1.41% of total system wide passenger trips and averages 4.97 passengers transported per revenue hour. t Beaumont SRTP 19/20 DRAFT May 2019 26 1 Page ROUTE 3/4 Saturday Setw e Cherry Valley* Beaumont to Walmart Effective January 7, 2017 Vineland St Cherry Valley Blvd Scan QR Code for Route Info REAL-TIME BUS TRACKING u..u.nene.a.ra inap.m,n Cougar Way 7th St E 6th St PASSTRANISIT Routing and timetables subject to change. N Oak Valley Pkwy Legend I Map not to scale 0 Time Point 111 Transfer Point to Route 2 1st St Beaumont SRTP 19/20 DRAFT May 2019 27 1 Page Commuter Link 120 Commuter Link 120 is an express commuter service connecting the Pass Area with San Bernardino County. Originating at Beaumont Walmart, this express service stops at the Beaumont Civic Center, Calimesa, and San Bernardino Transit Center. Route 120 has remained flat in FY 19 over FY 18 but shows an increase when compared to FY 17 YTD. March 2019, YTD, Route 120 had 9,300 passenger trips. This is a .6% decline over the 9,356 passenger trips in FY 18. Compared to FY17 YTD passenger trips, which was 8,716, Route 120 has showed an increase of 6.28% decline. Route 120 currently makes up 6.47% of total system wide passenger trips and averages 3 passengers transported per revenue hour. Beaumont SRTP 19/20 DRAFT May 2019 28 I Page COMMUTER LINK 120 Beaumont, Calimesa to San Bernardino Transit Center Effective October 15, 2018 Monday —Friday and Saturday Service (Except Holidays) Routing and timetables subject to change. San Bernardino Transit Center PAE-rw n 1_ l h1 K emij OrnrrniTrans www.Dasstransitcom Beaumont Walmart 1,2,3,4,9,125 PA 3 1WVSI ' and Combo 31 t Walmart 011 2nd Street an/ sSupds puelOgi 2nd Street DollAe TREE' ,' oni 3� m .Ea 07 Calimesa pixs.altft,120 Wells Fargo .itOWE> PASSTF,AIWT 2 WM IS PAR( 0 County Line Road Myrtlewood Dr 4 Rialto Ave a. Magnolia Ave BE sUMONT CIVIC Caul ER Beaumont SRTP 19/20 DRAFT May2019 29 I Page Commuter Link 125 Commuter Link 125 was introduced in September 2018 and is also an express commuter service connecting the Pass Area with San Bernardino County. Originating at Beaumont Walmart, this express service stops at the Beaumont Civic Center, Calimesa, Citrus Grove Plaza (Alabama & Lugonia Ave) in Redlands, Redlands Kaiser Medical Offices and Loma Linda Veterans Affairs Hospital. Commuter Link 125 is a new commuter link which started in September 2018. It has experienced an increase in passenger base from 347 passenger trips in its first month and has shown a gradual increase to 469 passenger trips in March 2019. Beaumont SRTP 19/20 DRAFT May2019 30 1 Page COMMUTER LINK 125 Beaumont, Calimesa, Citrus Plaza @ Alabama/Lugonia, Kaiser Redlands Medical Offices, Loma Linda VA Hospital Effective October 15, 2018 Legend I Map not to scale Transfer Point yvww. f>`aAFtranslsit oom Benton St VA I DMA LINDA MFALFMCRFF !V]FFLI o. Beaumont Walmart ATif�1, 2, 3, 4, 9, 120 and Combo =MI% 31 Walmart NO111 2nd Street avid 56updg pue146l i 411 RAIEff PERMAN ENTE Weekday Only Service- Except Holida Routing end timetable; ;object to change. California St Alabama St Calimesa ;Milton, 120 Wells Fargo 2 � .t A1FiCYe) cri 5 !'F Alabama @ Lugonia NB n OmaiDans 15 Coun Line Road d Myrtiewood Dr 3F • ga d a Magnolia Ave aEilyMONT N BETA E/MONT Cr{!C CENTFR (PARK & RI1O Beaumont SRTP 19/20 DRAFT May2019 31 I Page 2.2 Dial -A -Ride Service (DAR) DAR is made up of two buses and is a reservation -based system. This curb to curb service is a complimentary service to our fixed route system and is available to qualified passengers. Service is provided for persons with ADA certification in the cities of Beaumont and parts of Cherry Valley who live 3/4 of a mile from a fixed bus route. Certification is obtained through the ADA application process with RTA. Additionally, this service is also available for persons over the age of 65. Projected passenger trips in FY 19 is 9,128 and is a 11.89% decrease compared to FY 18 which had 10,211 passenger trips. 2.3 Key Performance Indicators Riverside County Transportation Commission adopted a Productivity Improvement Plan (PIP) for the transit operators of Riverside County. Although compliance with PIP is no longer required, it is used for monitoring and service improvement to improve efficiency. Beaumont's performance indicators are shown in Tables 7 and 8. 2.4 Productivity Improvement Efforts Beaumont uses several products to keep passengers connected with system information and announcements. These products are Facebook, Double Map (a web based real time GPS bus locating system), Google Transit, and Everbridge (a mass communication system operated in conjunction with Beaumont Police Department). Pass Area residents are invited to attend travel training trips led by the staff of Beaumont. Destinations include Los Angeles Union Station, Downtown Disney, and Oceanside. The purpose of travel training is to empower the public with strategy and knowledge of local transit system, as well as other regional connecting systems such as Metrolink, RTA and Metro. Education of public transit, by means of travel training informational meetings and outings, will assist in the alleviation of common fears surrounding public transit and get passengers comfortable with moving around and using public transportation. Beaumont has received a grant from Low Carbon Transit Operations Program (LCTOP) for Free Fare Promotion on Beaumont buses which has been extended to Banning Transit for March 1- May 17, 2019 implementation. This Free Fare Promotion has shown an increase in passenger trips in March 2019 over March 2018. Beaumont transit system saw 19,677 passenger trips in March 2019 over the 17,154 passenger trips made in March 2018. This is a 12.82% increase. To help our system grow, Beaumont intends to conduct a Comprehensive Operations Analysis (COA). A COA was last conducted in 2013 and although it was not formally adopted, parts of its analysis were implemented, including the addition of a second bus on Route 2 and the expansion of the route to Cabazon via Ramsey Street in Banning. The purpose of the 2019 COA will be to determine demographics and needs of the residents of Beaumont, as well as connecting passengers traveling into and out of the city via our commuter links. An analysis of our growing city and our increased residential, commercial and industrial areas will require the implementation of new routes and route design. COA professionals will be crucial to the connectivity of routes and determining service needs to better service passengers in the area. Beaumont SRTP 19/20 DRAFT May 2019 32 I Page w 2.5 Major Trip Generators and Projected Growth More than half of Beaumont's passengers attend BUSD schools. They are primarily traveling to and from home and high school/middle schools. This clientele is expected to increase as the population and housing continues to grow. Current increases in Routes 7 and 9 are largely due to this factor. To service a larger audience of this category, peak hour services have been adjusted. There will be no added buses for peak service in FY 20. Peak oriented service costs more to provide than all -day service because they require additional vehicles and drivers which are not utilized to their full potentia13. The City of Beaumont continues to grow with 450 more homes planned for FY 20. Beaumont Transit is challenged with the opportunity to grow with the population. Our population is currently reported to be 48,237 by the California Department of Finance. As it quickly approaches 50,000, Beaumont will soon be in the urban category, therefore requiring 20% farebox recovery ratio within five years, as mandated by the Transportation Development Act (TDA). Homes are being built in previously vacant land areas. Routes will be created or adjusted based on the need for service in the various areas, as determined in the COA. Beaumont offers two commuter services to connect passengers to San Bernardino County and beyond. Commuter Link 120 has been in service since 2013 and Commuter Link 125 was introduced in September 2018. Both commuters have grown in passenger trips month over month and are widely popular with inquiries from traveling passengers on Metrolink and other regional providers connecting to Beaumont and Casino Morongo. 2.6 Equipment, Passenger Amenities and Facility Needs A continuous look at our future and the amenities needed to grow our system, show a need for replacement of vehicles. Six of our nineteen vehicles are over at or approaching 10 years old; another four are nine years old. Funding for replacement will be necessary in the coming years. Delivery time of one year from date of approved purchase is a normal experience for bus procurement in Beaumont. At least three buses are nearing retirement and are considered for replacement. Capital funding request is submitted in Table 4 for replacing these retiring vehicles. Twenty-two (22) shelters have been installed in Beaumont. Half of them are prominently in commercial areas serviced by Route 2. The other half are located in high ridership areas such as high -density residential areas and schools. There are also a dozen benches strategically placed in Beaumont service system. Benches have also been installed in the city of Calimesa at critical commercial areas where passengers connect with Commuter Links 120 and 125. Beaumont has applied for a Low Carbon Transit Operation Program (LCTOP) grant to improve three bus stop locations popularly used by connecting passengers. Included are bus stops located at the Beaumont Library, as well as the Wells Fargo location located on 6th Street serviced by Commuter Links and Route 2. Beaumont Walmart will also be rehabilitated with landscaping, 3 TMD, Comprehensive Operations Analysis City of Beaumont Service Recommendations, June 2014. Beaumont SRTP 19/20 DRAFT May 2019 33 I Page benches information kiosks and other amenities to increase transit visibility and passenger comfort to the hundreds of passengers connecting at this location daily. Included in Table 4 is a capital request for a re -branding and logo update. Needed in the coming fiscal years is the revamping of the system signage including bus stop signs, schedule holders and bus graphics. Bus stop signs, originally installed in early 2000's, have become faded and invisible to untrained eyes. Repurposed from RTA, schedule holders were donated, installed and are currently in use in Beaumont since 2010. These schedule holders have become increasingly difficult to maintain as graffiti and vandalism are often the case. Beaumont intends to update our logo to include a new design and move away from the Pass Transit brand. Current graphics on buses are weathered, oxidized and peeling. To implement the new branding, graphics on buses will be updated. As discussed in section 1.6, Planned Facility, Beaumont needs consolidated and enlarged administrative, vehicle maintenance and operations facility in conjunction with CNG and future electric charging station. CHAPTER 3 - PLANNED SERVICE CHANGES AND IMPLEMENTATION 3.1 Recent Service Changes September 2018 brought about changes to our Commuter Link system. With the introduction of Commuter 125, the Commuter 120 route and schedule was analyzed and adjusted to increase service, frequency and reliability. Public comments and analysis determined there are two regional transportation needs. One is for commuting, as offered on Commuter 120 and the other for medical services, offered on Commuter 125. Commuter 125 was designed to relieve the Loma Linda Veterans Hospital from the Commuter 120 which travels to the San Bernardino Transit Center. Commuter 125 travels to Redlands and Kaiser Medical offices in Redlands and continues to the Loma Linda Veterans Hospital. This enables Commuter 120 to increase its frequency traveling only to San Bernardino Transit Center from Beaumont and Calimesa. 3.2 Recommended Service Changes FY 20 will bring significant service changes to the Beaumont system. At Banning's request, Beaumont will no longer operate Route 2 in the City of Banning. Pending the approval of an Interagency Service Agreement with Banning, Beaumont will cooperate with Banning in transferring passengers at Walmart and San Gorgonio Hospital without an additional fare to the passenger. It is Beaumont's intent to provide adequate and timely service to the transit dependent passengers within Beaumont that need social services primarily located along Banning's Ramsey in the City of Banning. In FY 20, Route 2 will operate with a single bus and operate on a 1-hour headway. Weekends it will extend its service to Casino Morongo and Outlet Mall via 1-10 freeway. Beaumont SRTP 19/20 DRAFT May 2019 34 1 Page ROUTE 2 eaumont- Cougar Way to Wa'mart _mkt: (0113 7ti 4.1153ti: Cougar Way Transfer To/From Oak VsSoy Parkway tegend Map not to scale �^ T1 nPoint e-Transfer Point -- weekend only Orchard Park Apts Transfer To/From si Walmart Transfer To/From Routing and timetables subject to dung.. Noble Creek Apts Transfer To/From 3 & 4 3, 4, 120 & 125 Waknart ®a stripe 1st Street f� BEAUMONT San Gorgonio Hospital Transfer To/From 3 & 4 A SAx Gorwca.w Q Highland Springs S ........ .i• ........... �i N In FY 20, Commuter Link 120 will have a second bus added to the route. This will increase frequency of the popular route which in turn increases service to Calimesa to connect to San Bernardino and Beaumont. Additionally, the Commuter 120 will have a route change to service Casino Morongo and the Outlet mall on the days it runs with is Monday —Saturday. Beaumont SRTP 19/20 DRAFT May 2019 35 1 Page COMMUTER LINK 120 Beaumont, Calimesa to San Bernardino Transit Center and Casino Morongo Legend I Map not to scale Time Pant Transfer Point OP" DoU R Tece Calimesa Transfer To/From San Bernardino Transit Center METrROLIIVK 11,r&Wrik 077 OmrosWrans County Line Road 111 Myrtlewood Dr 8 Beaumont Walmart Transfer To/ 2, 3, 4, 9 8 From 125 N 7 a V) ID wir Wells Fargo Transfer 2 & 125 To/From WI':LI.S I Us, co S m cu 2111;1Street Rialto Ave ® 0 nuNs r CENTER Civic Center Transfer 2 & 125 To/From �Qfl►E3'Ck6ii71 Orange Ave BEAUMONT CIvicCEN'TER (PART: &RIDE) 79 M oo MORONso DESERT H�LL� 0 ff Highland Springs Ave Seminole Drive Beaumont SRTP 19/20 DRAFT May2019 36 I Page P. A Lyft voucher program for Senior and ADA passengers to offset the expense of DAR service is being explored. This voucher program will mirror a similar program offered by OmniTrans. The program consists of a 50-50 share in fare directly redeemable with Lyft when the service is used. 3.3 Marketing Plans and Promotions FY 19 began a Free Fare Project through grant funding made available by LCTOP. Originally presented for free vouchers to college students and veterans, it has been extended to include all of Beaumont and Banning Local transit systems. Operating from March 1 through May 31, 2019, all passengers ride free on Beaumont and Banning Transit systems. Beaumont has seen an increase in passenger trips systemwide in March 2019 over March 2018 by 12.82% or 2,523 passenger trips. In the month of July, $0.25 (twenty-five cent) fare for youth passengers is offered on weekday Route 3, Route 4 and Saturday Route 3/4. Youth passengers, under the age of 18, can enjoy points of interest that these routes service. Destinations include the Community Center, library, Sports Park, city pool, shopping, as well as multiple parks. In conjunction with October's Breast Cancer Awareness month, passengers wearing pink on Wednesdays are given a raffle ticket as they board the bus. A drawing of a winning raffle ticket was drawn each week for a November monthly pass. The winning ticket number and winner were posted on Pass Transit's Facebook. Marketing and promotional appearances are attended throughout the year. Informational booths at back -to -school nights and orientations are attended by staff, annual Veteran's Expo, 'Stuff the Bus' food drive, Rider Appreciation events, and multiple community presentations and events. Throughout the year our service is marketed with free rides, visible appearances, and provides functional use for the City. The opportunity to present the service and fleet to a captive audience has had positive effects with the community that would have normally not considered public transit. In 2018, three parades were participated in: Cherry Festival parade and two holiday light parades. Beaumont SRTP 19/20 DRAFT May 2019 37 I Page Beaumont offers free shuttle service to the annual Cherry Festival located in Beaumont. This annual festival, arts/crafts, food and entertainment gathering is a four -day event and has an attendance of over 50,000. In 2018, there were 1,619 passenger trips used by festival patrons. Travel Training continues to be a successful program to teach Pass Area residents how to ride public transportation from the Pass Area to places of interest. Travel Training season begins in Spring and runs through summer with trips to Union Station, Downtown Disney and Oceanside. A common consensus with passengers is that public transportation is intimidating. Travel training offers guidance to individuals, ease concerns, and empower passengers to make similar trips on their own in the future. In the year 2018, 101 people took the trip with Beaumont. Beaumont SRTP 19/20 DRAFT May2019 38 I Page 3.4 Budget Impact on Proposed Changes Route 2 restructuring will create opportunity to shift assets to expanding regional commuter service on the Commuter Link 120. Operating costs saved on Route 2 will be used on an additional bus on Commuter Link 120. CHAPTER 4 - FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget Beaumont is requesting $2,735,230 in LTF funding for FY20 for operating expenses. This is a $331,390 increase over FY 19. Increases are attributed to the increase in fuel costs, salaries, and the need to conduct a COA. Capital improvement project listed on Table 4 includes 6 projects. • 20-01- CNG Station- 51,500,000: Construction of CNG Station at new parcel currently in escrow located at 4th and Veile Ave. • 20-02- Administrative, Fleet Maintenance & Operations Facility- 5500,000: construction of facility at parcel also designated as the site for CNG Station. • 20-03- Brand and Logo Update- 5100.000: Replace bus stop signs, information kiosks and bus identification to correspond with new logo and branding. • 20-04- Passenger Amenities- $71,246 LCTOP ;rant: Funded through LCTOP, install bus shelters at 3 locations including the rehabilitation and improvement of Walmart Regional Connection Hub. • 20-05- Shop Tools- $40,000: Tools such as vehicle lift, heavy duty tire machine and tire balancer will increase safety for mechanics and save time while conducting their inspections and repairs. • 20-06- Three Ford F550 Entourage Type E for Renlacement- S700,000: Aging fleet has met its useful life. Three vehicles have been identified as needing replacement. 4.2 Funding Plans to Support Proposed Operating and Capital Program Capital projects are funded through STA as well as from LCTOP, MSRC and SGR grants. 4.3 Regulatory and Compliance Requirements The American with Disabilities Act of 1990 The Dial -A -Ride service provides ADA paratransit service as a required element of ADA. The system uses a self -certification process with professional verification. Beaumont Transit works with RTA to certify ADA passengers and work under the umbrella of RTA's ADA policy. Title VI Beaumont Transit System does not utilize federal funds for operating expenses. As such, Title VI requirements do not currently apply to the transit system. Alternatively Fueled Vehicles (ROTC Policy) Beaumont SRTP 19/20 DRAFT May2019 39 I Page • Ir. Beaumont Transit System operates ten CNG buses and nine gasoline powered. Future vehicle purchases, like all current purchases, will follow the RCTC and SCAQMD policies regarding alternative fuel for transit vehicles. The State of California and California Air Resources Board has established a goal of transitioning all public fleet to electric buses by 2040. Beaumont is preparing for transition as our gas vehicles retire and intend to replace with electric buses in the coming FY's. State Transit Assistance (STA) Compliance Generally, Beaumont does not utilize STA funding for operating expenses. As such, compliance with the Public Utilities Commission requirement is not applicable. Beaumont SRTP 19/20 DRAFT May 2019 40 1 Page RIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Directly Operated Table 1- Fleet Inventory FY 2019/20 Short Range Transit Plan City of Beaumont Year Mfg. Model Built Code Code Seating Capacity Lift and Ramp Vehide Equipped Length Fuel TyPe Code # of Active Vehicles FY 2018/ 19 # of Contingency Vehicles FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2010 CMD C 5500 2008 EBC FORD E450 2009 EBC FORD E450 2015 EBC XHF 40 2011 EDN EDN 2011 EDN EDN 2011 EDN FORD 550 2016 EDN FORD E-450 2011 EDN FORD F550 2016 EDN FORD F550 2015 EDN XHF 40 2015 EDN XHF 40 2009 GMC C-5500 2009 STR C-5500 2010 STR C-5500 28 16 16 43 30 30 30 20 30 30 43 43 28 28 30 1 1 1 1 1 1 1 1 1 1 i 1 1 1 1 32 24 24 40 33 33 33 24 33 33 40 40 32 32 32 CN GA GA CN GA CN GA CN GA CN CN CN CN CN GA 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 190,064 262,608 253,737 42,308 208,250 120,509 232,890 16,047 251,850 26,154 26,476 30,857 160,603 176,728 263,811 209,957 264,564 255,602 49,224 235,534 139,876 273,299 29,799 298,203 40,391 31,767 36,337 176,510 195,886 301,699 Totals: TransTrack Manager"" 4/18/2019 445 15 15 2,262,892 2,538,648 209,957 264,564 255,602 49,224 235,534 139,876 273,299 29,799 298,203 40,391 31,767 36,337 176,510 195,886 301,699 169,243 Page 1 of T,JO T aged 959'7££ L8S'S£E Lb6'L£E 17£17'0££ 896'E00'T 60L'606 £ £ 86 :sle3.01 6TOZAIT/b „usa6eue{y apausuau L8S'S££ Li76'L££ ti£b'0££ 009170£ T6ti'b0£ 8T9'00£ T T T VD VD dJ bZ bZ 17Z T T T 91 0517-3 pied OR13 OTOZ 91 0517-3 Pao3 Mid OTOZ 91 05173 PAN MIA OTOZ 6T/BTOZ Ad OpieW "6.0) lea-eL-JeaA anlPV gad salIN suinaml age loAd 6T/8TOZ Ad uoJeW y6nwy; Mee W pill 8T/LTOZ Ad pu3 JUBA .10Pd soIIW ale! loA DWG al aall 6T/8TOZ Ad seIa14aA 6aue6ul;uoD 3o # 6T /8TOZ Ad saplyaA sep311 3o # apo3 adA1 land tp6ua-1 ol3PPA peddlnb3 Ameedeo dwelt 6upees pue;Hi seep ap03 lune loPoW '6;W JeaA mead° Anemia / °suedes)] puew°a luowneee jo AID uemapusu °MN& PINSOZ/6T0ZAd do;umu';Dam - r aim NOISSnN1103 NOUNIVOdSNV81 menu, 34315213API _ RIVERSIDE COUNTY TRANSPORTATION COMMISSION Fleet Characteristics Peak -Hour Fleet Financial Data Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) Operating Characteristics Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles Performance Characteristics Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTiack Manager"" 4/22/2019 FY 2016/17 Audited $2,385,210 $233,847 $2,151,364 194,129 927,769 25,253.5 424,978.0 453,177.0 $94.45 9.80% $11.08 $2.32 $85.19 $5.06 7.7 0.46 FY 2017/18 Audited 108 $2,567,639 $235,430 $2,332,210 197,775 945,103 24,771.8 420,009.0 447,136.0 $103.65 9.17% $11.79 $2.47 $94.15 $5.55 8.0 0.47 Table 2 -- City of Beaumont -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2018/19 Plan 14 $2,670,933 $268,724 $2,402,209 242,743 1,161,519 28,749.0 528,135.0 556,675.0 $92.91 10.06% $9.90 $2.07 $83.56 $4.55 8.4 0.46 J FY 2018/19 3rd Qtr Actual 70 $1,673,098 $169,009 $1,504,089 144,237 689,859 18,006.8 332,915.9 350,391.7 $92.91 10.10% $10.43 $2.18 $83.53 $4.52 8.0 0.43 FY 2019/20 Plan 12 $2,610,230 $281,000 $2,329,230 165,316 1,436,725 23,653.0 481,289.0 504,023.0 $110.36 10.76% $14.09 $1.62 $98.48 $4.84 7.0 0.34 Page 1 of RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2016/17 Audited Fleet Characteristics r FY 2017/18 Audited Table 2 -- City of Beaumont -- SRTP Service Summary FY 2019/20 Short Range Transit Plan Excluded Routes FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Peak -Hour Fleet 36 2 Financial Data 14 4 Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) Operating Characteristics Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles Performance Characteristics $1,967,672 $179,273 $1,788,399 145,012 696,058 18,572.3 337,034.0 355,849.0 $9134,718 $44,807 $939,911 18,923 90,830 6,912.1 165,555.0 173,479.0 $560,000 $19,930 $540,070 8,605 41,305 3,386.0 94,301.0 98,238.0 $292,205 $8,872 $283,333 $1,364,146 $123,109 $1,241,037 5,028 24,134 1,988.6 52,582.0 53,558.0 63,111 848,500 12,751.0 343,950.0 352,253.0 Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) $105.95 9.11% $12.33 $2.57 $96.29 $5.31 7.8 0.43 $142.46 4.55% $49.67 $10.35 $135.98 $5.68 2.7 0.11 $165.39 3.55% $62.76 $13.08 $159.50 $5.73 2.5 0.09 (a) Train Hours for Rail Modes. (b) Car Mlles for Rail Modes. TransTrack Manager"" 4/22/2019 $146.94 3.04% $56.35 $11.74 $142.48 $5.39 2.5 0.10 $106.98 9.02% $19.66 $1.46 $97.33 $3.61 4.9 0.18 Page 1 of 1 RIVERSIDE • COUNTY TRANSPORTATION COMMISSION Fleet Characteristics Peak -Hour Fleet Financial Data Total Operating Expenses Total Passenger Fare Revenue , Net Operating Expenses (Subsidies) Operating Characteristics Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles Performance Characteristics Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) Table 2 -- City of Beaumont -- SRTP Service Summary FY 2019/20 Short Range Transit Plan Non -Excluded Routes FY 2016/17 Audited FY 2017/18 Audited 72 FY 2018/19 Plan 12 1 FY 2018/19 3rd Qtr Actual 56 FY 2019/20 Plan 8 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 412212m $417,538 $54,573 $362,965 49,117 231,711 6,681.2 87,944.0 97,328.0 $62.49 13.07% $7.39 $1.57 $54.33 $4.13 7.4 0.56 $1,582,922 $190,623 $1,392,298 178,852 854,272 17,859.8 254,454.0 273,657.0 $88.63 12.04% $7.78 $1.63 $77.96 $5.47 10.0 0.70 $2,110,933 $248,794 $1,862,139 234,138 1,120,214 25,363.0 433,834.0 458,437.0 $83.23 11.78% $7.95 $1.66 $73.42 $4.29 9.2 0.54 $1,380,893 $160,137 $1,220,756 139,209 665,724 16,018.2 280,333.9 296,833.7 $86.21 11.60% $8.77 $1.83 $76.21 $4.35 8.7 0.50 $1,246,084 $157,891 $1,088,193 102,205 588,225 10,902.0 137,339.0 151,770.0 $114.30 12.67% $10.65 $1.85 $99.82 $7.92 9.4 0.74 Pagel of 1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Fleet Characteristics Peak -Hour Fleet Financial Data FY 2016/17 Audited FY 2017/18 Audited Table 2 -- Beaumont -BUS -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan 7 Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) Operating Characteristics Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles Performance Characteristics Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue HouF (a) Passenger per Revenue Mlle (b) (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTraclr Manager"" 4/22/2019 $2,245,883 $212,713 $2,033,169 184,250 884,400 22,106.6 384,578.0 407,720.0 $101.59 9.47°/a $11.03 $2.30 $91.97 $5.29 8.3 0.48 96 $2,259,302 $215,369 $2,043,934 187,489 899,947 21,606.1 380,714.0 404,305.0 $104.57 9.53% $10.90 $2.27 $94.60 $5.37 8.7 0.49 12 $2,416,000 $258,988 $2,157,012 233,860 1,122,524 26,258.0 497,194.0 522,772.0 $92.01 10.71°/a $9.22 $1.92 $82.15 $4.34 8.9 0.47 62 $1,624,677 $165,912 $1,458,765 138,191 663,317 16,183.8 310,434.0 325,506.2 $100.39 10.210/0 $10.56 $2.20 $90.14 $4.70 8.5 0.45 11 $2,380,230 $258,000 $2,122,230 156,187 1,388,341 20,866.0 446,602.0 465,746.0 $114.07 10.83% $13.59 $1.53 $101.71 $4.75 7.5 0.35 Page 1 of RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2016/17 Audited Fleet Characteristics Peak -Hour Fleet FY 2017/18 Audited 36 Table 2 -- Beaumont -BUS -- SRTP Service Summary FY 2019/20 Short Range Transit Plan Excluded Routes FY 2018/19 Plan 2 FY 2018/19 3rd Qtr Actual 14 FY 2019/20 Plan Financial Data Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) Operating Characteristics $1,967,672 $179,273 $1,788,399 $984,718 $44,807 $939,911 $560,000 $19,930 $540,070 $292,205 $8,872 $283,333 4 $1,364,146 $123,109 $1,241,037 Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles Performance Characteristics Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) 145,012 696,058 18,572.3 337,034.0 355,849.0 18,923 90,830 6,912.1 165,555.0 173,479.0 8,605 41,305 3,386.0 94,301.0 98,238.0 5,028 24,134 1,988.6 52,582.0 53,558.0 63,111 848,500 12,751.0 343,950.0 352,253.0 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TiansTrack Manager*" 4/22/2019 $105.95 9.11% $12.33 $2.57 $96.29 $5.31 7.8 0.43 $142.46 4.55% $49.67 $10.35 $135.98 $5.68 2.7 0.11 $165.39 3.55% $62.76 $13.08 $159.50 $5.73 2.5 0.09 $146.94 3.04% $56.35 $11.74 $142.48 $5.39 2.5 0.10 $106.98 9.02% $19.66 $1.46 $97.33 $3.61 4.9 0.18 Pagel of RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2016/17 Audited FY 2017/18 Audited Table 2 -- Beaumont -BUS -- SRTP Service Summary FY 2019/20 Short Range Transit Plan Non -Excluded Routes FY 2018/19 Plan Fleet Characteristics FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Peak -Hour Fleet 60 10 Financial Data 48 7 Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) Operating Characteristics $278,211 $33,440 $244,771 $1,274,585 $170,562 $1,104,022 $1,856,000 $239,058 $1,616,942 $1,332,472 $157,040 $1,175,432 $1,016,084 $134,891 $881,193 Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles Performance Characteristics 39,238 188,342 3,534.2 47,544.0 51,871.0 168,566 809,117 14,694.0 215,159.0 230,826.0 225,255 1,081,219 22,872.0 402,893.0 424,534.0 133,163 639,182 14,195.2 257,852.0 271,948.2 93,076 539,841 8,115.0 102,652.0 113,493.0 Operating Cost per Revenue Hour Farebox Recovery Ratio Subsidy per Passenger Subsidy per Passenger Mile Subsidy per Revenue Hour (a) Subsidy per Revenue Mile (b) Passenger per Revenue Hour (a) Passenger per Revenue Mile (b) $78.72 12.02% $6.24 $1.30 $69.26 $5.15 11.1 0.83 $86.74 13.38% $6.55 $1.36 $75.13 $5.13 11.5 0.78 $81.15 12.88% $7.18 $1.50 $70.70 $4.01 9.8 0.56 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TiansTiact Manager.'' 4/22/2on $93.87 11.79% $8.83 $1.84 $82.80 $4.56 9.4 0.52 $125.21 13.27% $9.47 $1.63 $108.59 $8.58 11.5 0.91 Page I oft Table 2A- Excluded Routes Route 120 125 2 Mode FR FR FR Service Type Directly Operated Directly Operated Directly Operated City of Beaumont FY 2019/2020 - FY 2021/2022 Route Description Monday - Saturday Commuter Link Service Direct service from Beaumont Walmart to Calimesa, Mountain Grove Plaza, Kaiser Permanente Redlands Medical Offices and VA Ambulatory Care Center. Monday- Sunday Service. Trunk route servicing Cherry Valley to Walmart. Date of Implementation September 2018 September 2018 July 2019 Exemption End Date September 2021 September 2021 July 2022 Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. OEZ'6Z£'Z$ 000'18d OEZ'OT9'2$ 0-EZO'VOS 0'68Z'T86 OTZS'bZ O'ES9'EZ SZL'9Eb'T 9TE'S9T ZT slegolJORAO.Idaaleleg D00'LOZ$ 000'EZ$ 000'0EZ$ O'LLZ'8E O'L89'14 0'080'E O'L8L'Z b8E'8b 6Z1'6 I MeallV IIVa-V38 S9S'8TT$ LES'OZ$ ZOT'6EI$ O'EE9'9 O'8ZL'b O'OSS 0'906 6[5'89 bZB'TT I AemaaM 6-1/39 SWOTS ZE9'Tb$ I6Z'SbT$ 0'6L4'LT 0'989'ET Oliq'T O'OLO'T VI0'8LT Z69'0E E AeReam L-V38 98Z'69Z$ Z69'TE$ 8L6'00E$ 1:r6b9'04 0'86L'6E O'8T0'E O'SE6'Z 09E'DVI ZSVIZT$ 0S9'8$ ZOT'OET$ 0'95'1'6 O'TBL'8 O'TT9 O'OBS OOZ'T AePb-V38 £EL'9T S88'Z T AepnUBSyeg b/E-V38 TEZ'893 08E1E$ TT9'00E$ 0'9LS'6E 0'659'SE O'L9L'Z 03.Z9'Z SST'9ET SZV'EZ T AemaaM £-V3B LES'8E£$ 60T'OS$ 9179'88E$ O'ER'09 0'91,9'LS 0'E9S'E O'LT9'E LEVVZZ 969'8E T sAeaIIV Z-V38 990'IEE$ 96I'63 Z9Z'OSE$ O'SZS'S6 O'L601,6 O'BEE'E O'L8T'E L66'ZZT LSe'S T sAea IIV SZT-V38 b£b'TLS$ 408'ES$ 8EZ'SZ9$ O'S84'96T O'LOZ'Z6T O'ZSE'9 O'Lb6'S 990'TOS 8SS'8T Z Vera by OZT-V38 APIe9na enuenaa lea ■eGuessed 6upe▪ n• dp le�ol enuleeea 1e101 money aa6ualssed - sle6uessed 8010140A edAL Aea # eanoa Jived moo» IIV OZ/6TOZ Ad Z -- wowneae;o AID K!�7 /MS ahoy/ Wag - £ eme1 sluolu913 %e0 NOISSIWW00 NOI1V1B06Ntle1 A1N003 301511311111 Zja i ailed KT' 0'L b8'b$ 6Torta .„Ja6eue{y.yag+lsueu 86'86$ Z91$ 60173 %9L'OT 6L'ST$ Zb'S# 9Z'0 £'E L6'S$ LZ'bL# 9E'OIT$ slgolBaplwoBdeapuaS 8Z'b$ L97Z$ %00'0T 6I'SZ$ E9'9$ ES78$ sAe OS'Z T'£T 90'SZ$ L8'0ET# fC'T$ a Iltl atla-FI38 E0'0T$ %9L'bT 9L'TT$ Zb'6Z$ ES'EST$ AepaaM bZ'Z L'BZ LS'L$ 88'96$ 85'0$ 6-tl38 8va %59'8Z £L'b$ Z9'01$ 6L'SET$ T9'0 Z'8 LL'9$ SL'I6# Z6'I$ AeP�I�M L-tl38 £T'TT$ %ZS'OT bb'ZT$ 9S'L$ 5570T$ AeplaaM b-b'38 ££'0 0'S EB'ET$ Ob'603 9Z'L$ OI'M %69'9 OI'Sb$ arot$ Ivozz$ Ae 99'0 6'8 ZS'L$ ZZ'ZOT# L6'T# We1e5 WE-vasEb'IT$ %LL'OT 18'ZI$ Eb'8$ 9S'OTT$ AeppaM L9'0 L'OT L8'S$ 09'E6$ TS'T$ sce$ Mal 40'OT# bL'9$ Sb'LOI$ sAe011tl Z-F/38 90'0 8'T ZS'£$ 88'EOT$ 697$ ZS'9S$ %RFS OT'0 08'65$ ZL'£$ 06'60T$ sAe011tl SZI-b'38 T'E L6'Z$ 60'96$ tint 6L'OE$ %0911 69'££$ SZ'£$ bT'SOI$ sAed Iry OZT-tl39 allW Jed Bnop mid a11W Bno s�e8uassed sBe6eessdd anuaeoa anuaeaa Ba6u 1111 Babuessed aped nauassed sim onuaAau Bnop anus WA]. ilea #amid Jed APls9eS Jed APIs9eS Bed APlsgns Jed APIs9e5 ABeAoeea Bad isoJ Bad 1503 Bed 7so� xogaBed 6upeBadO 6u IwadO segnob iro OZ/6TOZ Ad Z--;uowneae 3o AID SWARM' a /1021 dla/S - £ owl sonempul eaueuuopod NOISSIWWOD N011V1l10aNtlN1 A1NI103 MISHNAH! Route 2 3 4 7 9 3/4 120 125 DAR City of Beaumont Pass Transit FY 2018/2019 Table 3A- Individual Route Descriptions and Area Serviced Description Trunk Route on major arterial roads of Beaumont Ave, 6th Street as well as Ramsey St into Cabazon Cherry Valley via Sundance to Walmart Downtown Beaumont via residential Northwest Beaumont South Beaumont Combination of Routes 3 and 4 Commuter Service to San Bernardino Commuter Service to VA Ambulatory Care Center Curb to Curb Direct Service for qualified residents of Beaumont and parts of Cherry Valley Area/Sites Serviced Areas of interest include Beaumont downtown commercial area and 2nd Street Marketplace, including banks and grocery stores. Also services Walmart transportation hub, San Gorgonio Hospital. Services schools such as elementary, middle and high school, deviations into rural Cherry Valley, 2nd Street Marketplace and connection opportunity with Walmart transportation hub Services community center, elementary, middle schools, high school, library, sports park, 2nd Street Marketplace and Walmart transportation hub Middle schools and high school, Fairway Canyon and Tournament Hills. Middle schools and high school, Seneca Springs Saturday only service servicing Cherry Valley, Sports Park, community center, and commercial areas of Beaumont. Direct service from Beaumont Walmart to Calimesa and San Bernardino Transit Center. Direct service from Beaumont Walmart to Calimesa, Mountain Grove Plaza, Kaiser Permanente Redlands Medical Offices and VA Ambulatory Care Center. Citywide service for those qualified passengers living 3/4 of a mile of fixed route service in Beaumont and Cherry Valley to Beaumont, Cherry Valley and parts of Banning. City of Beaumont FY 2019/2020 Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2019/2020 Project Description Total Amount of Funds Operating Expenses FR & Admin Commuter 120 & 125 Operating & Admin FY 16/17 LCTOP Commuter 125 Operations DAR Operating Expenses Interest & Other Income Comprehensive Operations Analysis Subtotal: Operating Project Description $ 1,589,730 $ 1,048,500 $ 16,899 $ 253,000 $ 6,200 $ 125,000 AM CNG Station Administrative, Fleet Maintenance & Operations Facility Brand and Logo Update Passenger Amenities Shop Tools 3 - Ford F550 Entourage Type E for Replacement Subtotal: Capital Total: Operating & Capital Capital Project Number (1) 20-01 20-02 20-03 20-04 20-05 20-06 $ 3,039,329 Total Amount of Funds $ 1,500,000 $ 500,000 $ 100,000 $ 71,246 $ 40,000 $ 700,000 $ 2,911,246 $ 5,950,575 LTF STA I LCTOP Fare Box Interest $ 1,404,730 $ 975,500 $ 16,899 $ 230,000 $ 125,000 $ 185,000 $ 73,000 $ 23,000 $ 6,200 $ 2,735,230 LTF $ - $ 16,899 $ 281,000 $ 6,200 STA I LCTOP I Fare Box I Interest $ $ 2,735,230 $ 1,500,000 $ 500,000 $ 100,000 $ 40,000 $ 700,000 $ 2,840,000 $ 71,246 $ 71,246 $ $ $ 2,840,000 $ 88,145 $ 281,000 $ 6,200 Table 4A- Capital Project Justification PROJECT NUMBER [If existing project in FTIP, indicate FTIP ID Number]: SRTP Project No: 2020-01 FTIP No: PROJECT NAME: CNG Station PROJECT DESCRIPTION: CNG Station to be built at a location closing sale at 4th and Veile Ave in Beaumont. This will also be a location where transit administration, fleet maintenance and operations will be located. The requested funding will be used to build the station infrastructure. PROJECT JUSTIFICATION: There are no other CNG fuel stations available to the public in the Pass Area. To be in the industrial area of Beaumont, the station will be accessible to Interstate 10, Highway 60 and 79, and conducive to fueling commercial vehicles. Currently, Beaumont operates 10 CNG buses and does not have a reliable place to fuel them. Daily, a single mechanic is charged with fueling buses by driving outside of the Pass Area to fuel (Hemet, Moreno Valley and Redlands). This request will be used for the building of the station. Prior year allocations will be used, in part, for the purchase of property on 4th and Veile Ave. PROJECT SCHEDULE: Start Date Completion Date Current June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type STA Fiscal Year 19-20 Amount Total $1,500,000 $1,500,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # N/A N/A RCTC/SRTP Project # Description 15-3 Unexpended Balance (as of 5/1/19) CNG Station Improvements 199,095.90 16-1 CNG Station Improvements 300,000 18-1 CNG Station Improvements 300,000 19-1 CNG Station Improvements 300,000 Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2020-02 FTIP No: PROJECT NAME: Administrative, Fleet Maintenance & Operations Facility PROJECT DESCRIPTION: Construction of administration, fleet maintenance and operations Facility located in the industrial area of Beaumont. PROJECT JUSTIFICATION: Currently, administrative, operations and fleet maintenance are in two different locations and have outgrown their facilities. Buses are parked in both locations because all buses do not fit entirely at either location. The separation of the department is creating increased operational expenses. Administration and operations are located at City Hall campus while maintenance is located on California Ave & 5th Street. Both locations are in a downtown specific area and have updated uses in the general plan. It is necessary to consolidate transit in one location, outside of the downtown area, and into an area conducive to the business of transit. Building will be located in the same location as CNG Station at 4th & Veile Ave. PROJECT SCHEDULE: Start Date Completion Date December 2019 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type 1 Fiscal Year STA 1 19-20 Total Amount $5,00,000 , $5,00,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTCS SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # 1 RCTC/SRTP 1 Project # Description Unexpended Balance (as of 5/1/19) 0 Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2020-03 FTIP No: PROJECT NAME: Brand and Logo Update PROJECT DESCRIPTION: Wrap buses and produce bus stop signage with new design. PROJECT JUSTIFICATION: Bus wraps and bus stop signage are faded, deteriorated and vandalized. A new logo, including color scheme and graphics will be placed on buses and bus stop signs produced to distinguish Beaumont Transit system from other transit systems in the area. PROJECT SCHEDULE: Start Date Completion Date December 2019 June 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA Total 19-20 $100,000 $100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT*, FTIP ID# AND RCTCS SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP I Description Project # i Unexpended Balance (as of 5/1/19) 0 Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2020-04 FTIP No: PROJECT NAME: Passenger Amenities PROJECT DESCRIPTION: Install passenger amenities including bus shelters, benches, lighting, trashcans and landscaping at 3 locations. PROJECT JUSTIFICATION: Funded by LCTOP grant, passenger amenities will be installed in two locations of disadvantaged community as well as improving Walmart regional connection area. PROJECT SCHEDULE: September 2019 { June 2020 Start Date Completion Date PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount LCTOP 18-19 $71,246 Total $71,246 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTCS SRTP CAPITAL GRANT #i FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 5/1/19) 0 Table 4A- Capital Project Justification PROJECT NUMBER (If existing proiect in FTIP, indicate FTIP ID Number): SRTP Project No: 2020-05 FTIP No: PROJECT NAME: Shop Tools PROJECT DESCRIPTION: Purchase of vehicle lift, heavy duty tire machine and tire balancer. PROJECT JUSTIFICATION: Vehicle maintenance department is responsible for the repair and maintenance of all transit fleet. To complete work, mechanics need basic tools to increase safety and avoid injury. Heavy duty tire machine will remove the physical activity of removing large tires and relocating to a different area of the shop. Additionally, shuttle vehicles are being repaired on floor stands, a vehicle lift is necessary for proper maintenance of the vehicles. PROJECT SCHEDULE: Start Date July 2019 Completion Date November 2019 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 19-20 $40,000 Total $40,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 5/1/19) 17-2 Mobile Bus Lift, Jack Stands & Tools $ 4,742.59 Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2020-06 FTIP No: PROJECT NAME: 3- CNG Ford F 550 Entourage Type E for Replacement PROJECT DESCRIPTION: Purchase of three new CNG fueled cutaway buses for replacement with video camera and GPS system. PROJECT JUSTIFICATION: Five of Beaumont's nineteen bus fleet has mileage of over 10-year life expectancy. These new vehicles will replace retiring vehicles. PROJECT SCHEDULE: Start Date Completion Date July 2019 June 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 19-20 $700,000 Total $700,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # N/A Description Unexpended Balance (as of 5/1/19) 12-01 GPS System $ 4,117.75 N/A 15-1 2 Type 7 Bus for Replacement/Expansion $29,725.82 19-02 Type H EZ Rider II $18,417.50 City of Beaumont FY 2020/2021 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2020/2021 Project Description Total Amount of Funds Operating Expenses FR and Admin Commuter 120 & 125 Operating Expenses DAR Operating Expenses Interest & Other Income Subtotal: Operating Project Description CNG Station Administrative, Maintenance and Operations Facility Subtotal: Capital Capital Project Number to 21-01 21-02 $ 1,884,730 $ 827,685 $ 253,000 $ 6,200 $ 2,971,615 Total Amount of Funds 200,000 5,000,000 STA 1 LCTOP I Fare Box I Interest $ 1,695,730 $ 748,685 $ 230,000 $ 189,000 $ 79,000 $ 23,000 $ 6,200 $ 2,674,415 LTF $ STA $ LCTOP $ 291,000 Fare Box $ 6,200 Interest 200,000 5,000,000 $ 5,200,000 $ Total: Operating & Capital 1 $ 8,171,615 $ 5,200,000 $ $ $ $ 2,674,415 1 $ 5,200,000 1 $ - I $ 291,000 1 $ 6,200 Table 5.1- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2021-01 FTIP No: PROJECT NAME: CNG Station PROJECT DESCRIPTION: Construction of CNG Station at 4th Street & Veile Ave. PROJECT JUSTIFICATION: CNG Station in the same location as administration, fleet maintenance and operations, this fueling station will be open to the public. There are no other CNG fueling stations in the Pass Area open to the public. Located in the industrial area with access to Interstate 10, Highway 60 and 79, this fueling site location will be conducive to fueling commercial vehicles. Beaumont transit does not have a reliable CNG fueling location in the Pass Area. The construction of a station will eliminate the need for additional staff time and vehicle miles to travel out of the Pass Area to fuel. PROJECT SCHEDULE: Start Date Completion Date Current ' June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type STA 1 Fiscal Year 20-21 Amount 200,000 Total $200,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 4/1/19) MSRC 200,000 Table 5.1- Capital Project Justification PROJECT NUMBER {If existing proiect in FTIP, indicate FTIP ID Number}: SRTP Project No: 2021-02 FTIP No: PROJECT NAME: Administrative, Maintenance and Operations Facility PROJECT DESCRIPTION: Construction of administration, fleet maintenance and operations Facility located in the industrial area of 4th St and Veile Ave. PROJECT JUSTIFICATION: Currently, administrative, operations and fleet maintenance are in two different locations and have outgrown their facilities. Buses are parked in both locations because all buses do not fit entirely at either location. Administration and operations are located at City Hall campus while maintenance is located on California Ave & 5th Street. Both locations are in a downtown specific area and have updated uses in the general plan. It is necessary to consolidate transit in one location, outside of the downtown area, and into an area conducive to the business of transit. Building will be located in the same location as CNG Station. PROJECT SCHEDULE: Start Date r Completion Date December 2019 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 20-21 Total $5,000,000 $5,000,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # 1 FTIP ID # RCTC/SRTP 1 Description i Unexpended Project # Balance (as of 4/1/19) City of Beaumont FY 2021 /2022 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY-2021/2022 Project Description Total Amount of Funds Operating Expenses FR and Admin Commuter 120 & 125 Operating Expenses DAR Operating Expenses Interest & Other Income $ 1,884,730 $ 829,185 $ 253,000 $ 4,500 LTF STA I LCTOP 1 Fare Box I Interest $ 1,695,730 $ 748,685 $ 230,000 Subtotal: Operating 2,971,415 2,674,415 $ 189,000 $ 80,500 $ 23,000 Project Description Electric Vehicles, Buses & Infrastructure Capital Project Number el) 22-01 Total Amount of Funds 5,000,000 Subtotal: Capital 1 $ 5.000.000 Total: Operating & Capital 7,971,415 LTF STA 5,000,000 LCTOP 292,500 4,500 4,500 Fare Box Interest 1 $ 5,000,000 $ 2,674,415 $ 5,000,000 292,500 4,500 Table 5.2- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: 2022-01 FTIP No: PROJECT NAME: Electric Vehicles, Buses and Infrastructure PROJECT DESCRIPTION: Construct electric vehicle charging station at operations facility, located at 4th St & Viele Ave. Procure electric shuttle vehicles and buses for the replacement of gas vehicles currently in the fleet. PROJECT JUSTIFICATION: Existing gas vehicles are aging and reaching life expectancy. In coordination with the mandates of the State of California and their emissions goal, Beaumont Transit intends to retiring gas vehicles and buses with electric vehicles and buses. PROJECT SCHEDULE: Start Date September 2021 Completion Date June 2023 PROJECT FUNDING SOURCES [REQUESTED]: Fund Type Fiscal Year Amount STA 22-01 $5,000,000 Total $5,000,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED {INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance as of 4/1/19) City of Beaumont Pass Transit FY 2019/2020 - FY 2021/2022 Table 6- Progress to Implement Triennial Performance Audit Audit Recommendations (Covering FY 2012/13-2014/15) Continue to ensure the timely completion and submittal of the annual State Controller Transit Operators Financial Transactions Reports. Prepare and submit separate State Controller Transit Operators Financial Transactions Reports for general public transit and specialized service. Work with Riverside Transit Agency and Mt San Jacinto College on fare revenue reimbursement from the college GoPass Revenue Agreement. Track ridership trends for those using mobility devices. Action(s) Taken and Results Beaumont continues to strive for timely completion of SCO reports. New software has been purchased and migration into it complete. Additional staff in the Finance Department has been added to prevent delays. Separate documents have been prepared and submited. Mt San Jacinto and RTA were approached. With no solution available to share fare revenue, Beaumont Pass Transit has applied for a grant to transport college students aside from the Go Pass program Passengers using mobility devices are being tracked. RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 7 -- Service Provider Performance Targets Report FY 2018/19 Short Range Transit Plan Review City of Beaumont Data Elements Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours Total Actual Vehicle Revenue Miles Total Actual Vehicle Miles Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses FY 2018/19 Plan 242,743 1,161,519 28,749.0 528,135.0 556,675.0 $2,670,933 $268,724 $2,402,209 FY 2018/19 Target FY 2018/19 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Performance Indicators Mandatory: 1. Farebox Recovery Ratio Discretionary: 1. Operating Cost Per Revenue Hour 2. Subsidy Per Passenger 3. Subsidy Per Passenger Mile 4. Subsidy Per Hour 5. Subsidy Per Mile 6. Passengers Per Revenue Hour 7. Passengers Per Revenue Mile 1 Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: 'Service Provider Comments: Transhack Manager"" 4/22/2019 10.06%1 $92.91 $9.90 $2.07 $83.56 $4.55 8.40 0.46 >= 10.00% 1 <= $91.10 >= $9.10 and <= $12.32 >= $1.90 and <= $2.58 >= $72.33 and <= $97.85 >= $4.27 and <= $5.77 >= 6.72 and <= 9.09 >= 0.40 and <= 0.54 10.10% 1 Meets Target $92.91 Fails to Meet Target $10.43 Meets Target $2.18 Meets Target $83.53 Meets Target $4.52 Meets Target 8.00 Meets Target 0.43 Meets Target i I Page 1 oft RIVERSIDE COUNTY TRANSPORTATION COMMISSION Performance Indicators Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Costs Passenger Revenue Operating Subsidy Operating Costs Per Revenue Hour Operating Cost Per Revenue Mile Operating Costs Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Revenue Hour Passengers Per Revenue Mile FY 2016/17 End of Year Actual 194,129 927,769 25,253.5 28,008.7 424,978.0 453,177.0 $2,385,210 $233,847 $2,151,364 $94.45 $5.61 $12.29 9.80% $11.08 $2.32 $85.19 $5.06 7.70 i FY 2017/ 18 3rd Quarter Year -to -Date 148,468 709,343 18,682.1 20,372.7 316,605.0 336,634.0 $1,876,763 $179,891 $1,696,872 FY 2018/19 Plan 242,743 1,161,519 28,749.0 31,148.0 528,135.0 556,675.0 $2,670,933 $268,724 $2,402,209 $100.46 $5.93 $12.64 9.59% $11.43 $2.39 $90.83 $5.36 7.90 0.47 a) The Plan Performance Scorecard column is the result of comparing the FY 2018/19 Plan to the FY 2018/19 Primary Target. TiansTrack Manager"' 4/22/2019 0.46 $92.91 $5.06 $11.00 10.06% $9.90 $2.07 $83.56 $4.55 8.40 0.46 FY 2018/19 - Table 8 -- SRTP Performance Report Service Provider: City of Beaumont All Routes FY 2018/19 Target None None None None None None None None None <= $91.10 None None >= 10.0°/a >= $9.10 and <= $12.32 >_ $1.90 and <= $2.58 >= $72.33 and <= $97.85 >= $4.27 and <= $5.77 >= 6.72 and <= 9.09 >= 0.40 and <= 0.54 Plan Performance Scorecard (a) Fails to Meet Target Meets Target Meets Target Meets Target Meets Target Meets Target Meets Target Meets Target Page 1 of Beaumont Transit FY 2019/2020- FY 2021/2022 Short Range Transit Plan Table 9 Highlights of SRTP • Adopt Interagency Service Agreement with City of Banning for transfer of passengers to Banning buses at connecting points for the intent of eliminating operations in City of Banning. • Eliminate one bus on Route 2. • Add one bus on Commuter Link 120 to increase service and frequency. • Conduct a Comprehensive Operations Analysis to determine demographics and needs of residents of Beaumont as well as connecting passengers traveling on commuter links. • Acquire land in industrial area of Beaumont to build CNG station and administration, maintenance and operations facility. • Procure 3 cutaway vehicles for replacement. • Brand and logo update. • Install passenger amenities with LCTOP grant funding • Continue Travel Training program to encourage the use of public transportation. Table 9A-Operating and Capital Data Operating and Financial Date FY 16/17 System wide Ridership 196,377 Operating Costs per Revenue Hour $94.45 Table 9B- Fare Revenue Calculation FY 17/18 FY 18/19 FY 19/20 Estimate based Planned from 3Q actuals 196,430 191,811 165,316 $96.37 $92.91 $110.36 (Consistent with Commission Recovery Policy) Revenue Source included in Farebox Calculation FY 16/17 Audited FY 17/18 Audited FY 18/19 Estimate based from 3Q actuals FY 19/20 Planned 1. Passenger Fares 219,522 234,182 225,345 281,000 2. Interest 4,475 4,984 2,811 6,200 3. General Fund Supplement 0 0 0 0 4. Measure A 0 0 0 0 5. Advertising Revenue 0 0 0 0 6. Gain on Sale of Capital Assets 0 0 0 0 7. CNG Revenue 0 0 0 0 8. Lease/Other Revenue 0 0 0 0 9. Federal Excise Tax Refund 0 0 0 0 10. Investment Income 0 0 0 0 11. CalPers CERBT 0 0 0 0 12. Fare Revenue from Exempt Routes 0 32,371 15,537 123,109 13. Other Revenues 0 0 5,363 16,899 TOTAL REVENUE 224,665 206,795 217,982 164,091 Calculation (1-13) TOTAL OPERATING EXPENSES For Farebox Calculation 2,406,572 2,221,266 2,183,963 1,658,284 Farebox Recovery Ratio 10.72 9.09 10.00% 10.1% ATTACHMENT 3 Draft 5/8/19 Short Range Transit Plan Fiscal Year. 2019/20 m) 2021/22 City of Corona Draft 5/8/19 Table of Contents CHAPTER 1— SYSTEM OVERVIEW 3 1.0 INTRODUCTION 3 1.1 DESCRIPTION OF SERVICE AREA 3 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 6 1.3 FIXED ROUTE TRANSIT SERVICES AND PARATRANSIT SERVICE 7 1.4 CURRENT FARE STRUCTURE AND PROPOSED FARE STRUCTURE 9 1.5 REVENUE FLEET 10 1.6 EXISTING FACILITY/PLANNED FACILITIES 10 1.7 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES 10 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 10 2.1 FIXED ROUTE SERVICE — ROUTE BY ROUTE ANALYSIS 10 2.2 DIAL -A -RIDE SERVICE — SYSTEM PERFORMANCE 12 2.3 KEY PERFORMANCE INDICATORS 12 2.4 PRODUCTIVITY IMPROVEMENT EFFORTS 14 2.5 MAJOR TRIP GENERATORS AND PROJECTED GROWTH 14 2.6 EQUIPMENT, PASSENGER AMENITIES, AND FACILITY NEEDS 15 CHAPTER 3 — PLANNED SERVICE CHANGES AND IMPLEMENTATION 15 3.1 RECENT SERVICE CHANGES 15 3.2 RECOMMENDED LOCAL & EXPRESS ROUTE MODIFICATIONS 15 3.3 MARKETING PLANS AND PROMOTION 16 3.4 BUDGET IMPACT AND PROPOSED CHANGES 17 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 17 4.1 OPERATING AND CAPITAL BUDGET 17 4.2 FUNDING PLANS TO SUPPORT PROPOSED OPERATING AND CAPITAL PROGRAM 18 4.3 REGULATORY AND COMPLIANCE REQUIREMENTS 18 TABLES 22 TABLE 1 — FIXED ROUTE FLEET INVENTORY 23 TABLE 1 — DAR FLEET INVENTORY 24 TABLE 2 — SERVICE SUMMARY 25 TABLE 3 — ROUTE STATISTICS: DATA ELEMENTS 26 TABLE 3 — ROUTE STATISTICS: PERFORMANCE INDICATORS 27 City of Corona Transit Service Page 1 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 TABLE 3A — INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED 28 TABLE 4 — SUMMARY OF FUNDS REQUESTED FOR FY 2019/20 29 TABLE 4A — CAPITAL PROJECT JUSTIFICATION 30 TABLE 5.1 — SUMMARY OF FUNDS REQUESTED FOR FY 2020/21 34 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION 35 TABLE 5.2 — SUMMARY OF FUNDS REQUESTED FOR FY 2021/22 36 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION 37 TABLE 6 — PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT RECOMMENDATIONS* 38 TABLE 7 — FY 2018/19 PERFORMANCE TARGET REPORT 40 TABLE 8 — FY 2019/20 SRTP PERFORMANCE REPORT 41 TABLE 9 — CCTS HIGHLIGHTS FY 2019/20-FY 2021/22 42 TABLE 9A — OPERATING AND FINANCIAL DATA 42 TABLE 98 — FAREBOX REVENUE CALCULATION 43 City of Corona Transit Service Page 2 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 Chapter 1— System Overview 1.0 INTRODUCTION The Short Range Transit Plan (SRTP) sets the objectives and strategies for Fiscal Year (FY) 2019/20 for the City of Corona Transit Service (CCTS) by evaluating current transit system performance, projected demographic changes, operating and capital funding needs, anticipated funding from federal, state and local sources, and other factors to create a reasonable projection of conditions over the next three years (FY 2019/20 — 2021/22). 1.1 DESCRIPTION OFSERVICE AREA CCTS operates demand response Dial -A -Ride (DAR) and fixed route service dubbed the Corona Cruiser. DAR service commenced in 1977 and available to the general public throughout Corona service area until January 2, 2018. The service is now available only to the following rider groups: Seniors 60 and older; Persons with Disabilities; and Persons certified under Americans with Disability Act (ADA). DAR provides curb -to -curb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services, and Norco College). The complementary paratransit Dial -A -Ride service area extends beyond city limits to ensure compliance with the Americans with Disabilities Act %-mile corridor from a Corona Cruiser fixed route. Door-to-door service is available upon request for Dial -A -Ride patrons certified under the ADA. Corona Cruiser fixed route began operating in 2001 and serves the city -center as well as commercial, retail, and residential areas on the eastern and southern portion of the city. See service maps on the following pages. City of Corona Transit Service Page 3 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 City of fRE9na C+,RONA CRUISER SERVICE AREA MAP LEGEND CORONA DIAL -A -RIDE POPULAR DESTINATIONS: DIAL-A-ROL TO NORCO COLLEGE 3 NORCO SATELLITE LOCATIONS CIIY OF CORONA BOUNDAR4 COUNTY AREAS OF 5FRVIGF �i SATURDAY SERVICE TO DOS LAGOS CORONA CRUISER RED LINE elCORONA CRUISER REID LINE =MI CORONA CRUISER BLUE LINE ]r41lILE CORRIDOR OUTSIDE CORONA DIALA.RIDE SERVICE AREA CITY HALL POST OFFICE VIETROIINN 1111 HTERII PILTE SC•IOOL ■ FLAK 8 MDT agalPFAL H n16+I coROIIA SCHOOL LECICAOi NEHASILRATION RppH"S� F4C 5C LIBRARY L OOFTON4 AL4:Ir ct=y-sn 6., RTA's fixed Routes 1720.1110kGrltl L Ina i Route T e� RRUN 9 ■• CdnhnulurLU+F 2D5 . CommumrLIRK204 0 1.351.101.111. MIT Y +alrrmaa: H� Draft 5/8/19 City of Crona rrlE oetRCLe ❑T* CORONA DIAL -A -RIDE SERVICE AREA MAP LEGEND CORONA DIAL -A -RIDE POPULAR DESTINATIONS: DIAL-Aa OL YO NORC.O COLLEGE 3 RAM NORCO SATELLITE LOCATIONS CIirOF cORONA DOUNDARY COUNTY AREAS OF SFFNICF SATURDAY SERVICE TO DOS LAGOS CORONA CRUISER RED LINE =le CORONA CRUISER RED LINE pCORONA CRUISER BLUE LINE MILE CORRIDOR OUTSIDE CORONA DIALAARIDE SERVICE AREA 1• PARK NTER11E0tlTE e2NOOL 111111. NOW OFFICE PARK A AIDE nlon sWOOL ■E ROUNK GOPRAL H [4.40 REENNAe RENPEILITATCN aPpo -"--liTA's Fixed Routes SATELLITE POINTS Norcc Satente PoFns+Pantos sateltes en Norco • Department of Public 8 Social Services • Norco College MCC) • IllepQRmend of MCAT' VETIICIES (WV) • BniNEWICk Classic La cs • Target Draft 5/8/19 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS Based on the 2013-2017 American Community Survey 5-year Estimate, CCTS serves a diverse population of 163,585 city residents. The city encompasses 39 square miles. That diversity is reflected in the table below. City Population and Diversity Demographic Population Estimate Percent Race Total population 163,585 100.0% One race 156,414 95.6% Two or more races 7,171 4.4% One race 156,414 95.6% White 108,425 66.3% Black or African American 8,480 5.2% American Indian and Alaska Native 594 0.4% Asian 18,940 11.6% Native Hawaiian and Other Pacific Islander 753 0.5% Some other race 19,222 11.8% Two or more races 7,171 4.4% White and Black or African American 956 0.6% White and American Indian and Alaska Native 880 0.5% White and Asian 2,083 1.3% Black or African American and American Indian and Alaska Native 62 0.0% Hispanic or Latino and Race Total population 163,585 100.0% Hispanic or Latino (of any race) 71,506 43.7% Mexican 62,249 38.1% Puerto Rican 778 0.5% Cuban 770 0.5% Other Hispanic or Latino 7,709 4.7% Not Hispanic or Latino 92,079 56.3% White alone 59,770 36.5% Black or African American along 8,133 5.0% American Indian and Alaska Native alone 207 0.1% Asian alone 18,709 11.4% Native Hawaiian and Other Pacific Islander alone 711 0.4% Some other race alone 442 0.3% Two or more races 4,107 2.5% Source: U.S. Census Bureau, 2013-2017American Community Survey 5-Year Estimate City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 6 of 43 Draft 5/8/19 The table below lists passenger characteristics for Dial -A -Ride and Cruiser service. Passenger characteristic estimates are based on derived data compiled over the first nine months of FY 2018/19. Passenger Characteristics Dial -A -Ride Corona Cruiser 30.7% Seniors/Persons with Disabilities 14.1 % General Public Persons with Disabilities 55.4% Students 27.4% ADA Certified 28.7% Seniors/Persons with Disabilities 33.5% Personal Care Attendants 1.1 % RTA Transfers 24.2% Metrolink Transfers 0.4% Children 1.9% Children 0.3% Metrolink Transfers 0.9% 1.3 FIXED ROUTE TRANSIT SERVICES AND PARATRANSIT SERVICE City of Corona Transit Service (CCTS) provides both fixed route (Corona Cruiser) and Dial -A - Ride (DAR) services. DAR service began in 1977, while the Corona Cruiser commenced in 2001. CCTS serves local business, retail stores, parks, school and entertainment venues. The City contracts with the private sector to provide a turn -key transit operation. Using passenger trips from the first nine months of FY 2018/19 as a basis for estimating fiscal year-end totals, system wide passenger trips are expected to decrease by 10.7 percent to 169,828 total passenger trips compared to 188,061 passenger trips in FY 2017/18. While it is difficult to pinpoint with certainty the cause of declining passenger trips, increased congestion throughout CCTS' service area is a factor in challenging buses to remain on schedule especially during peak service hours. When buses are less reliable, passengers will find better alternatives. However, the cause of the majority of the decline in ridership for FY 2018/19 is due to the change from General Public to Specialized Dial -A -Ride Services whereas general public Dial -A -Ride services had accounted for 10 percent of the riders. CCTS staff is optimistic that the decrease in passenger trips will bottom -out and is projecting a 4.8% increase for overall system -wide passenger trips to 178,300 for FY 2019/20. Staff will focus on efficiencies and additional marketing efforts which includes working with the school district and senior housing in the area to promote the use of public transportation. Corona Cruiser — Blue and Red Lines The Blue Line serves the McKinley Street retail area, then travels on to Magnolia Avenue and Main Street to the River Road area. This route passes by many trip generators such as hospitals, medical facilities, schools, public service agencies, library, civic center, and commercial/retail areas. This route also serves the unincorporated area of Home Gardens. The Blue Line operates every 60-67 minutes. The Red Line connects the residential areas of central Corona with commercial areas along Sixth Street and the Ontario Avenue/California Avenue retail area. The Red Line also covers South Corona along Ontario Avenue/Temescal Canyon Road to serve the county area of El Cerrito, City of Corona Transit Service Page 7 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 The Crossings shopping complex at Cajalco Road/Temescal Canyon Road, and The Shops at Dos Lagos on Saturdays. The Red Line operates every 50-66 minutes. The Cruiser schedule is as follows: Blue Line Red Line Monday — Friday 6:30 a.m. — 7:09 p.m. 6:30 a.m. — 7:05 p.m. Saturday 8:52 a.m. — 3:50 p.m. 9:00 a.m. — 5:09 p.m. Sunday no service no service The Cruiser does not operate on the following holidays: New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day. The Cruiser also serves the Corona Transit Center, owned and operated by the Riverside Transit Agency (RTA). The Corona Transit Center provides a safe and efficient transfer point between local and regional bus lines as well as regional commuter trains serving Los Angeles, Orange, Riverside, and San Bernardino counties. Trains are accessible via a pedestrian bridge to the adjacent North Main Corona Metrolink commuter rail station. To incentivize multimodal transportation, valid Metrolink pass -holders ride at no charge on Cruiser Blue and Red Lines to and from the Corona Transit Center/North Main Metrolink Station. CCTS and RTA have a reciprocal agreement that allows valid pass -holders a no cost, one-way transfer between the Cruiser and RTA buses at bus stops served by both Cruiser and RTA buses. Transfers between bus systems are an effective way to promote public transit as a low cost, eco- friendly, and stress -free alternative to automobile trips. Corona Dial -A -Ride Dial -A -Ride provided service to seniors (60 and older), persons with disabilities, and individuals certified for complementary paratransit service under the Americans with Disabilities Act (ADA). Reservations for DAR service can be made from one to fourteen days in advance; however, same day service may be accommodated if space is available. Dial -A -Ride provides curb -to - curb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services and Norco College). Door-to-door assistance for ADA certified passengers is available upon request. Door-to-door service is available when: • Drivers can see the bus at all times; • The outermost door is within 150 feet from the bus; • Driver safety and security is maintained; and • Where a safe parking area is available. The ADA certification process in western Riverside County is administered by the Riverside Transit Agency (RTA). Additional information and application is available online at www.riversidetransit.com or by calling RTA at (951) 795-7887. For individuals certified for ADA complementary service, service hours are expanded to match Cruiser hours. Passengers certified under the ADA receive priority service. Voicemail message reservations are accepted for ADA clients on Sundays and Holidays for next day service. City of Corona Transit Service Page 8 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 The Dial -A -Ride schedule is as follows: Non-ADA Complementary ADA Complementary Paratransit Paratransit Monday — Friday 6:42 a.m. — 6:00 p.m. 6:30 a.m. — 7:09 p.m. Saturday 8:52 a.m. — 5:09 p.m. 8:52 a.m. — 5:09 p.m. Sunday no service no service Dial -A -Ride service does not operate on the following holidays: New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day. CURRENT FARE STRUCTURE AND PROPOSED FARE STRUCTURE The below table depicts the current fare structure: Fare Structure Fare ype Fare Price Corona Cruiser Cash - General Public $1.50 Cash - Seniors / Persons with Disabilities / Medicare Card Holders $0.70 Cash - Children (46" tall or under) $0.25 Day Pass - General Public $4.00 Day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $2.00 15-day Pass - General Public $17.50 15-day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $8.05 15-day Pass - Students $12.25 31-day Pass - General Public $35.00 31-day Pass - Seniors / Persons with Disabilities / Medicare Card Holders $16.10 31-day Pass - Students $24.50 Dial -A -Ride Seniors / Persons with Disabilities / Medicare Card Holders $2.50 Buddy Fare $1.25 Children $0.50 Note: Fixed Route fare structure effective July 5, 2010; Dial -A -Ride fare structure effective January 2, 2018. To incentivize the use of public transit as a viable alternative to automobile trips, CCTS is using Air Quality Management District (AQMD) funds to subsidize multi -day passes (15-day and 31- day passes) on the Cruiser. The use of these funds allows CCTS to reduce the cost of multi - day passes by 30 percent for Cruiser riders but enables CCTS to recover an adequate fare. City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 9 of 43 Draft 5/8/19 1.5 REVENUE FLEET The CCTS active fleet consists of 20 transit buses. All CCTS buses are compliant with the Americans with Disabilities Act (ADA) requirement for accessibility and wheelchair securement. The Fixed Route fleet consists of seven (7) 2015 ElDorado National EZ Rider II heavy-duty/low- floor buses. EZ Rider II buses are powered with Compressed Natural Gas (CNG) and were placed into Corona Cruiser service in February 2016. The Dial -A -Ride fleet consists of eleven (11) 2017 Glaval Universal E450 and two (2) 2012 El Dorado Aerotech 240 cutaway vehicles. These buses are also powered with Compressed Natural Gas (CNG). The 2017 buses were placed in service July 2018. 1.6 EXISTING FACILITY/PLANNED FACILITIES CCTS operates from facility located at 735 Public Safety Way. MV Transportation, the vendor retained to operate transit service, provides administrative and dispatching service from this location, as well as fueling and vehicle parking. Maintenance is performed by the vendor at an off -site garage; they currently use subcontractors to perform the preventive maintenance and repairs while pursuing a maintenance facility of their own. 1.7 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES CCTS staff and Riverside Transit Agency (RTA) planning and operations staff work together to coordinate bus stop location/re-location, bus routing, layover areas/facilities, and transfer points where Cruiser and RTA passengers possessing valid day or multi -day passes can ride for free with a one-way transfer between systems. Chapter 2 — Existing Service and Route Performance 2.1 FIXED ROUTE SERVICE — ROUTE BY ROUTE ANALYSIS CCTS operates the Cruiser along two fixed routes — the Blue Line and Red Line. Passenger trips on the Cruiser totaled 129,972 in FY 2017/18. Using the number of passenger trips recorded during the first nine months of FY 2018/19 as a basis for estimating year-end totals, passenger trips on the Corona Cruiser are projected to decline by 10.3 percent, or 12,135 trips, compared to the previous fiscal year for a total of approximately 117,850. Based on improving conditions outlined below, CCTS staff is cautiously projecting a 4.8 percent increase, or 5,900 more trips, in year -over -year passenger trips for a total of 123,750 passenger trips for FY 2019/20. See graphs on the following page of passenger trends by route. City of Corona Transit Service Page 10 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 Passenger Trips 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 Corona Cruiser Passenger Trips FY 15/16 FY 16/17 FY 17/18 FY 18/19* FY 19/20* * FY 2018/19 year-end estimate is based on data collected from July 2018-March 2019. ** FY 2019/20 projections are based on a 4.8 percent increase over estimated FY 2018/19 year-end totals. Passenger trips on the Blue Line are expected to decrease by 2.2 percent or 1,375 trips in FY 2018/19 when compared to the previous year. Passenger trips on the Red Line are estimated to decrease by 19.5 percent or 10,760 trips when compared to the same period. The decrease in passengers on the Red Line may be due to the Cajalco Road/I-15 Interchange Improvement project which started in June 2018. This project is causing a trickling effect whereas people are utilizing alternative routes (i.e. Temescal Canyon, path of travel for the Red Line). The increased congestion may cause the buses to slow down and making them unreliable. Majority of the riders in the project location are students. Passenger Tri ps 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 Corona Cruiser Passenger Trips by Route FY 15/16 FY 16/17 FY 17/18 FY 18/19* FY 19/20* Blue Line Red Line * FY 2018/19 year-end estimate is based on data collected from July 2018-March 2019. ** FY 2019/20 projections are based on a 4.8 percent increase over estimated FY 2018/19 year-end totals. City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 11 of 43 Draft 5/8/19 2.2 DIAL -A -RIDE SERVICE — SYSTEM PERFORMANCE Dial -A -Ride provided 58,089 passenger trips in FY 2017/18. Using data collected from the first nine months of FY 2018/19 as a basis for estimating year-end totals, passenger trips may decrease by 11.7 percent, or 6,100 trips, as compared to FY 2017/18. The decrease in FY 2018/19 passenger trips may be attributed to the elimination of general -public DAR. General public accounted for about 10 percent of the riders; students account for many of the general public riders on DAR. While staff is projecting a decline in ridership for FY 2018/19, FY 2019/20 is expected to see an increase of 4.8 percent, or 2,600 in year -over -year passenger trips through more marketing efforts such as working with the senior center, the various apartment complexes and through social media. Passenger Trips 70,000 60,000 50,000 40,000 30,000 20,000 10,000 DAR Passenger Trips FY 15/16 FY 16/17 FY 17/18 FY 18/19* FY 19/20* * FY 2018/19 year-end estimate is based on data collected from July 2018-March 2019. ** FY 2019/20 projections are based on a 4.8 percent increase over estimated FY 2018/19 year-end totals. 2.3 KEY PERFORMANCE INDICATORS The Riverside County Transportation Commission (RCTC) is the designated Regional Transportation Planning Agency (RTPA) with fiduciary and administrative oversight of transit operators in Riverside County. Each year, RCTC reviews and approves the Short Range Transit Plan (SRTP) and allocates local, state and federal funding. RCTC developed and monitors eight performance indicators that measure productivity — these indicators and year-to-date performance are listed in the table on the next page. By statute, transit operators serving urban areas must recover a minimum of 20 percent of operating cost through fare revenue for fixed route and 10 percent for Dial -A -Ride Specialized Service with combined system -wide blended farebox recovery of 15 percent. Fare revenue includes passenger fares, interest on investments, advertising revenue, local contributions, and the proceeds from the sale of surplus vehicles. A farebox recovery ratio below the system -wide 15 percent endangers the receipt of state funding. The farebox recovery ratio is a mandatory performance indicator. City of Corona Transit Service Page 12 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 Performance Indicators Combined Corona Cruiser fixed route and Dial -A -Ride Performance Based on data from RCTC TransTrack Table 7 for the period Jul v 2018-March 2019 Performance Indicators FY 2017/18 Target FY 2018/19 3rd Qtr. Performance Ye. - - Performance Scorecard Mandatory: 1. Farebox recovery ratio* >_ 15.0% 14.82% Fails to Meet Target Discretionary 1. Operating cost per revenue hour <_ $75.05 $76.48 Fails to Meet Target 2. Subsidy per passenger >_ $8.47 and <_ $11.47 $11.06 Meets Target 3. Subsidy per passenger mile >_ $1.98 and <_ $2.68 $2.58 Meets Target 4. Subsidy per hour >_ $53.87 and <_ $72.89 $65.14 Meets Target 5. Subsidy per mile >_ $4.34 and <_ $5.88 $5.47 Meets Target 6. Passenger per revenue hour >_ 5.44 and <_ 7.36 5.90 Meets Target 7. Passengers per revenue mile >_ 0.43 and < 0.59 0.49 Meets Target Through the third quarter of this fiscal year (July 2018-March 2019), CCTS has recorded a farebox recovery of 14.82 percent. A farebox recovery ratio in this range is anticipated at this point in the fiscal year. At the close of each fiscal year, the City contributes a sufficient amount of funding to bridge the gap between fare revenue received throughout the year and the amount required to meet the 15 percent farebox recover ratio. The contribution of funds is made only after all revenues and expenses are finalized following the close of the fiscal year. The size of the contribution varies each year depending on the final amount of revenues and expenses; however, the City's year-end contribution has always ensured CCTS meets the mandatory farebox recovery ratio. In addition, CCTS expects to meet the target for Subsidy per Passenger upon close of the fiscal year as final revenues are recognized and subsidy is decreased. Table 7, Service Provider Performance Targets Report, appearing on page 40 of this plan, shows in greater detail on FY 2018/19 performance targets and actual performance by indicator. Table 8, SRTP Performance Report, appearing on page 41 of this plan, lists performance targets set by RCTC for FY 2019/20. Table 8 indicates CCTS meets the mandatory farebox recovery ratio and six of seven discretionary targets. The target for farebox recovery ratio is set for 15 percent. The target for operating costs per revenue hour for FY 2019/20 is calculated using operating costs accumulated during the first nine months of the current fiscal year (July 2018-March 2019 in this case), increase in revenue hour cost for transit operating contract and adjustment by the Consumer Price Index (CPI). Currently, CPI is 3.48 percent. City of Corona Transit Service Page 13 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 While the cost of contracting services has increased by over 20%, overall FY 19-20 budget FY is showing a decrease of 4 percent when compared to FY 18-19 budget. FY 18-19 budget had included costs for consulting services for vehicle maintenance oversight program and fixed route planning, scheduling and run -cutting project which were not implemented. In addition, FY 18-19 budget had also included costs for increased revenue hours for service improvements which were not implemented as a comprehensive operations analysis had not been completed. FY 19-20 also show a decrease in fuel costs attributed to all vehicles using CNG fuel. 2.4 PRODUCTIVITY IMPROVEMENT EFFORTS Productivity decreased between FY 2014/15 and FY 2018/19 on the Corona Cruiser and Dial -A - Ride as measured by the number of passengers per revenue hour and revenue miles showed year -over -year. Productivity continue to drop through the current year. Productivity for Dial -A - Ride, however, showed an improvement between FY 2015/16 and FY 2016/17, but showed similar declines in productivity for FY 2017/18. Along with all other vehicles, bicycles, and pedestrians, Corona Cruiser and Dial -A -Ride buses are impacted by increased traffic congestion resulting from construction work throughout City of Corona. Freeway lane reductions and ramp closures, local street and lane closures, detours, and the movement of heavy equipment all increase congestion and impact traffic flow, which slows buses. Slower speeds result in longer duration trips, thereby impacting productivity. As related previously in this plan, CCTS staff is optimistic that the decline in productivity, as well as the decrease in passenger trips, will start to bottom -out and begin to slowly improve throughout FY 2019/20. Productivity Measures ill Mode ill Productivity Measure Y 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19* J Corona Cruiser Passengers per revenue hour 11.50 10.42 9.06 8.93 8.16 Passengers per revenue mile 0.97 0.89 0.77 0.75 0.69 Dial -A -Ride Passengers per revenue hour 3.90 3.65 3.92 3.79 3.61 Passengers per revenue mile 0.29 0.28 0.30 0.30 0.30 *FY 2018/19 performance is measured covering the period July 2018 through March 2019. 2.5 MAJOR TRIP GENERATORS AND PROJECTED GROWTH Major trip destinations within the city are the commercial/retail areas along McKinley Street and Sixth Street, The Crossings shopping area on Cajalco Road and Temescal Canyon, medical facilities along Magnolia Avenue, regional transit facilities off Main Street, the Corona Public Library, the Senior Center, and the Civic Center. El Cerrito Middle School and Centennial High are also major trip generators. City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 14 of 43 Draft 5/8/19 Cruiser patrons use the service for work, shopping trips, making stops at pharmacies and grocery stores, and accessing restaurants and movie theaters. Over the past three years, students have made up an increasing share of Corona Cruiser and Dial -A -Ride passengers. Many Dial -A -Ride passengers use the service to get to work and care centers, doctor visits, and Corona's two Metrolink Stations. CCTS staff is cautiously optimistic that the decrease in passenger trips experienced in the current Fiscal Year (July 2018 - June 2019) will start to bottom -out, and slowly improve throughout FY 2019/20 through more marketing efforts outlined in section 3.3. As such, a 4.8 percent increase in passenger trips — to 178,319, or 8,491 more passenger trips (made up of 5,892 more passenger trips on the Corona Cruiser and 2,600 passenger trips on Dial -A -Ride) - is projected for FY 2019/20. 2.6 EQUIPMENT, PASSENGER AMENITIES, AND FACILITY NEEDS CCTS plans to continue upgrading bus stop accessibility and passenger amenities; planned improvements are as follows: • Replace existing passenger shelters that display advertising with new shelters. The design of the new shelters will be based on the existing design, but re -worked to include two panels for advertising; and, • Replace older blue fiberglass bus benches with metal benches. • Add, expand, and/or replace damaged concrete at bus stops to improve accessibility. Recently, CCTS completed the following upgrades: • Battery replacement on solar -powered lighting at various bus passenger shelters. • Relocate passenger shelter from Fullerton (adjacent to Centennial High School) to the corner of Magnolia and Fullerton to serve the Blue Line WB bus stop. Chapter 3 — Planned Service Changes and Implementation 3.1 RECENT SERVICE CHANGES There have been no service changes during FY 2018-19 as most of the efforts were put towards transitioning of the new transit operations contractor. 3.2 RECOMMENDED LOCAL & EXPRESS ROUTE MODIFICATIONS CCTS staff is proposing the following service enhancements in FY 2019/20 through FY 2021/22: • New weekday schedule — To be an effective and useful transportation option, buses need to consistently operate according to the published schedule. Bus passengers need to be able to rely on the bus to pick them up on schedule and deliver them to their destination on schedule. An unreliable transit system will lose riders. Passenger trips peaked for the Corona Cruiser and Dial -A -Ride in FY 2013/14 and have declined since. Increased City of Corona Transit Service Page 15 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 traffic congestion from a growing local and regional population, delays related to a myriad of construction projects, operational challenges, and a slow response by CCTS to adjust published schedules addressing these challenges have contributed to declining passenger trips. • CCTS staff will release solicitation for a Comprehensive Operations Analysis (COA) to examine service delivery and efficiency. The COA will be used to formulate recommendations for service improvements that maximize ridership and service performance effectiveness in meeting the needs of the patrons. Service improvements will include: o Increase weekday bus frequency during morning peak hours by adding an additional bus on the Blue Line and the Red Line. This will reduce headway by 30 minutes, thereby improving transit service and opportunity to increase ridership. This will provide patrons with options to utilize Corona Cruiser with additional time intervals. o Add additional routes as needed pursuant to the recommendation from the COA. 3.3 MARKETING PLANS AND PROMOTION Marketing strategies include: • Bus Shelter Program — CCTS plans to replace existing advertising shelters at 20-25 bus stops. Shelters provide bus patrons with relief from the sun during hot days, and protection from rain during inclement weather. These shelters will feature two -panels for advertising, a bench, an area for a person with a mobility device/wheelchair, and solar - powered security lighting. These new shelters will act as a destination for bus passengers, and as an ambassador as to how public transit can beautify a neighborhood and itself function as marketing tool inviting motorist to try public transit. • Poetry and Art on the Bus Program — in cooperation with Centennial High and Corona High, CCTS continues to conduct poetry and art contest inviting students to submit original poetry and artwork to be displayed on the interior of Cruiser buses. Selected poems and artwork are rotated each month. The program works as an outreach effort and marketing campaign at high schools while providing a creative outlet for students. Cruiser patrons are rewarded with expressive, introspective, and entertaining poems to read and artwork to ponder during their time on the bus. The program is in its eleventh year with artwork and poetry totaling 293 entries in 2019. • Free Fare Program — Implement a free fare program which will include the following programs: special free fare days, such as Bike to Work Day, Dump the Pump Day, days for targeted passengers; Fixed Route Training Program; and Summer Student Program. Offering various free fare programs allows the riders to experience the service with little to no cost to them with the intent the rider will continue to use the service. Low Carbon Transit Operations Program Funds will be utilized to offset the costs for this project. • Updated Schedule — A new, reliable schedule, combined the completion of constructions projects, and upgrades in passenger amenities should go a long way in gaining back passengers that may have left the system for more reliable transportation alternatives. • Social Media — Use of social media such as Facebook, Twitter etc. to market transit services available and to update the public with ongoing changes. City of Corona Transit Service Page 16 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 .3.4 BUDGET IMPACT AND PROPOSED CHANGES CCTS relies on a contribution from the City's general fund to meet the mandatory farebox recovery ratio (mandated to recover blended rate of 15 percent of operating costs through fare revenue). However, the City's general fund continues to reflect a sluggish regional economy so CCTS is incrementally increasing service next Fiscal Year to not overburden the general fund. In addition, during FY 2017/18, CCTS eliminated general use Dial -A -Ride service to reduce the farebox recovery ratio requirement from 20% to a blended rate of 15% (for both Fixed Route & DAR) and introduced federal funds for operating in an effort to reduce the general fund contribution. In July 2018, the City awarded new contract for transit operations with a contract start date of September 1, 2018. The cost per revenue hour will increase by 21 percent from prior year's contract rate. This increase in revenue hour cost is anticipated due to additional requirements set forth in the scope of work, including: increased data collection, reporting and monitoring requirements for both operations and maintenance; additional staffing requirements to include dedicated staff for road supervision; video surveillance for money counting area; and conducting oil sampling/analysis as a quality assurance measure for revenue vehicles. The additional requirements were necessary in monitoring the No-shows, ADA requirements (phone statistics), on -time performance, and ensure state of good repair of revenue vehicles by conducting oil sampling and using a Computerized Maintenance Management System that analyzes the trends of maintenance operation. Chapter 4 — Financial and Capital Plans 4.1 OPERATING AND CAPITAL BUDGET To continue to provide Corona Cruiser fixed route and Dial -A -Ride service, CCTS is proposing a budget of $2.77 million for FY 2019/20, representing a 4 percent decrease ($115,437) over the current year FY 18-19 budget. Year -over -year decrease in operating costs are due to FY 2018/19 budget including costs for Vehicle Maintenance Oversight Project and Fixed Route Planning, Scheduling and Run -cutting projects that were not implemented. In addition, FY 18/19 budget had also reflected increased costs of operating more service in order to update the fixed route bus schedule. Due to competing priorities, the changes to the bus schedule did not materialize. FY 19-20 budget does not reflect costs for increased revenue hour service until an analysis is performed of the current system; however, the budget does reflect costs for a Vehicle Maintenance Oversight and a Comprehensive Operations Analysis. FY 19-20 budget reflects a 2.5 percent decrease in the cost of marketing, materials, and utilities and 7.4 percent decrease in fuel. Decrease in fuel cost is due to the system using all CNG fueled vehicles. However, these costs are offset with increase to Salaries and Benefits due to increased costs in PERS benefits. See Budget by Category and Mode on the following page: City of Corona Transit Service Page 17 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 Budget by Category and Mode Category e FY 2018 19 SRTP FY 2019 20 Plan Variance Salaries & Benefits Dial -A -Ride $ 190,000 $ 238,420 $ 48,420 25.5% Fixed Route $ 223,000 $ 293,166 $ 70,166 31.5% Subtotal $ 413,000 $ 531,586 $ 118,586 28.7% Materials, Marketing and Utilities Dial -A -Ride $ 41,201 $ 40,795 $ (406) -1.0% Fixed Route $ 31,172 $ 29,775 $ (1,397) -4.5% Subtotal $ 72,373 $ 70,570 $ (1,803) -2.5% Fuel Dial -A -Ride $ 90,000 $ 90,000 $ - 0.0% Fixed Route $ 126,000 $ 110,000 $ (16,000) -12.7% Subtotal $ 216,000 $ 200,000 $ (16,000) -7.4% Contracted Services Dial -A -Ride $ 995,449 $ 979,000 $ (16,449) -1.7% Fixed Route $ 1,187,772 $ 988,000 $ (199,772) -16.8% Subtotal $ 2,183,221 $ 1,967,000 $ (216,221) -9.9% Total Dial -A -Ride $ 1,316,650 $ 1,348,215 $ 31,565 2.4% Fixed Route $ 1,567,944 $ 1,420,941 $ (147,003) -9.4% Total $ 2,884,594 $ 2,769,156 $ (115,438) -4.0% 4.2 FUNDING PLANS TO SUPPORT PROPOSED OPERATING AND CAPITAL PROGRAM CCTS is proposing a funding plan that includes state funding (Local Transportation Fund), Federal Transit Administration (FTA) funds and Low Carbon Transportation Operations Program) to support more than 80 percent of operating costs. The remaining 20 percent will be generated by passenger fares, bus shelter advertising, and local funds. CCTS will use State Transit Assistance and FTA funding to cover proposed capital purchases in FY 2019/20. 4.3 REGULATORY AND COMPLIANCE REQUIREMENTS Half Fare During Non -Peak Hours According to federal statute, transit operators must allow 1) elderly persons, 2) persons with disabilities, and 3) Medicare card holders to ride fixed route service during off-peak hours for a fare that is not more than one-half the base fare charged to other persons during peak hours. City of Corona transit Service iJagc 18 of 4� FY 2019-20 Short Range Transit Plan Draft 5/8/19 The base fare for Cruiser service is $1.50 during peak and non -peak hours. The fare for an elderly person (60+), a person with disabilities, and Medicare cardholders is $0.70 throughout the service day. Americans with Disabilities Act (ADA) The ADA requires that complementary paratransit service be available to ADA certified persons during the same hours and days of operation available to Cruiser (fixed route) passengers. Complementary paratransit service must be provided within 3/4 of a mile corridor from each side of a fixed route. CCTS operates Dial -A -Ride service that extends beyond the 3/4 mile corridor to the city limits, into the county areas of Coronita, El Cerrito, and Home Gardens, as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services and Norco College). When demand exceeds capacity, requests for service from ADA certified passengers receive priority. As such, CCTS maintains zero denials for ADA certified passengers. Provision of Service - ADA complementary paratransit must be provided to an ADA eligible individual, including those with temporary eligibility, a personal care attendant (PCA) if necessary, and one other individual accompanying the ADA-eligible individual, if requested. Additional companions may be provided service, if space is available. Service also must be provided to visitors. Any visitor who presents ADA eligibility documentation from another jurisdiction must be provided service. Type of Service — The ADA specifies "origin to destination" service. In certain instances, this might require service beyond strict curb -to -curb. Door-to-door assistance for ADA certified passengers is available upon request. Door-to-door service is available when: • Drivers can see the bus at all times; • The outermost door is within 150 feet from the bus; • Driver safety and security is maintained; and • Where a safe parking area is available. Fares — The ADA complementary paratransit fare cannot exceed twice the fare for a trip of similar length, at a similar time of day, on the Cruiser (fixed route system). No fares may be charged for Personal Care Attendants (PCAs). ADA certified individuals are charged $2.50 per trip which is less than twice the fare for a trip on the Cruiser ($1.50 x 2 = $3.00). A companion is charged $2.50 per trip as well. Disadvantaged Business Enterprise Pursuant to Federal Regulation 49 CFR Part 26 - Disadvantaged Business Enterprise (DBE); all public agencies receiving U.S. Department of Transportation (USDOT) funds, that anticipate awarding $250,000 or more in USDOT-assisted contracts, must establish a three-year (3) overall DBE goal for potential contracting opportunities for certified Suppliers. CCTS will continue using federal section FTA 5307 funds for future projects including the use of these funds for operating and capital projects. The City submitted its' first DBE program and DBE triennial goal and methodology on December 12, 2017. The DBE goal & methodology is City of Corona Transit Service Page 19 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 for federal Fiscal Years 2018-2020 (October 1, 2017 through September 30, 2020) and has received FTA concurrence on January 10, 2018. Title VI In compliance with Title VI of the Civil Rights Act of 1964, no person on the basis of race, color, or national origin, is excluded from participation in, or is denied the benefits of, or is subjected to discrimination within the scope of services offered by CCTS. The following notification to passengers of their right to file a complaint is included on the City of Corona website, service brochures, and posted on -board CCTS buses. No person shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity of the City of Corona Transit Service (CCTS). The Public Works Director is the CCTS Title VI Compliance Officer. For more information, or to file a Title VI Civil Rights complaint, contact the Corona Public Works Department by telephone at (951) 736-2266, by email at publwks@ci. corona. ca. us, or by visiting the Public Works Department at 400 S. Vicentia Avenue, Suite 210, Corona, CA 92882. The current CCTS 2018-2020 Title VI program received FTA concurrence on September 21, 2017. The next program is due on June 1, 2020. Transportation Development Act Triennial Audit CCTS underwent a Transportation Development Act (TDA) Triennial Performance Audit document review in September 2015 and site visit in October 2015 covering Fiscal Years 2012/13 through 2014/15. The triennial performance audits are administered and coordinated by RCTC. While the audit results reveal CCTS operations meeting the major goals and objectives of the TDA program, room for improvement is always paramount with the audit which suggests improvements in three areas as summarized in Table 6 Progress Implementing Triennial Performance Audit Recommendations. Federal Transit Administration Triennial Review A Federal Transit Administration (FTA) Triennial Review field review for the period of 2014-2016 was completed in March 2017. The table on the following page describes the deficiencies and FTA's recommended corrective action. CCTS staff has responded to and corrected all deficiencies mentioned on the following page. City received closeout letter dated April 9, 2018. City of Corona Transit Service Page 20 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 Federal Transit Administration (FTA) Triennial Review FY 2014-2016 Review Area Deficiency Corrective Action Technical Capacity Late MPRs/FFRs Submit to the FTA Region IX Office procedures for submitting Milestone Progress Reports (MPRs) and Federal Financial Reports (FFRs) on time Title VI Title VI program not submitted or expired Upload the required Title VI program to the TrAMS and notify the FTA Region IX RCRO Satisfactory Continuing Control Real property use issues Submit to FTA Region IX Office the following items: • Excess Real Property Inventory and Utilization Plan for the FTA-funded contribution to the facility that is no longer needed for transit purposes, as stated in the City's Grant Agreement, and that states how the recipient plans to use or dispose of the excess real property. • Identify which disposition method the City will pursue, along with a timeline, in compliance with FTA Circular 5010.1 E, Chapter IV: Real Property, Section 2.j, "Real Estate Disposition" and Section 2.j. (2), "Disposition". National Transit Database The National Transit Database (NTD) approved CCTS' request to submit transit financial and performance data through a Small Systems Waiver starting in report year 2011; the waiver is available to transit providers operating 30 or fewer buses. The submission date for Report Year 2018 was October 30, 2018. CCTS staff provided responses and clarification to NTD reviewers following the initial review. The annual NTD report for 2018 is still under review. Alternative Fueled Vehicles (RCTC Policy) The Riverside County Transportation Commission (RCTC) encourages all Riverside County transit operators to transition from diesel -powered transit buses to alternative fuel buses. Compressed Natural Gas (CNG) and liquefied natural gas (LNG) are recognized as preferred options. CCTS operates using CNG-powered buses. City of Corona Transit Service Page 21 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 TABLES City of Corona Transit Service Page 22 of 43 FY 2019-20 Short Range Transit Plan PFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Purchased Transportation Table Z -D6ilkantory FY 2019/20 Short Range Transit Plan City of Corona Year Built Mfg. Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active # of Vehicles Contingency FY 2018/ Vehicles 19 FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2015 EDN EZ RiderII 30 7 32 CN 7 0 422,067 556,007 79,429 Totals: 30 7 7 0 422,067 556,007 79,430 TransTrack Manager'' Page 1 of 2 4/26/2019 PFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Demand Response / Purchased Transportation Table 1 -DfrAilliantory FY 2019/20 Short Range Transit Plan City of Corona Year Built Mfg. Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active # of Vehicles Contingency FY 2018/ Vehicles 19 FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2017 E-450 2012 EDN AEROTECH 18 20 11 2 25 26 CN CN 11 2 0 0 591,499 148,492 304,450 13,499 152,225 Totals: 38 13 13 0 591,499 452,942 34,842 TransTrack Manager'"' Page 2 of 2 4/26/2019 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2 -- City of Corona -- SRTP gggiaPSa unary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 36 14 27 14 Financial Data Total Operating Expenses $2,196,757 $2,299,524 $2,884,594 $1,654,152 $2,769,156 Total Passenger Fare Revenue $444,547 $312,647 $422,153 $245,125 $415,750 Net Operating Expenses (Subsidies) $1,752,211 $1,986,876 $2,462,441 $1,409,027 $2,353,406 Operating Characteristics Unlinked Passenger Trips 198,049 188,061 200,305 127,371 180,018 Passenger Miles 853,120 805,577 858,360 545,228 778,228 Total Actual Vehicle Revenue Hours (a) 31,358.0 29,898.0 32,456.0 21,629.6 29,445.0 Total Actual Vehicle Revenue Miles (b) 392,383.0 368,853.0 381,425.0 257,379.0 346,342.0 Total Actual Vehicle Miles 439,496.0 412,713.0 425,811.0 295,638.0 397,910.0 Performance Characteristics Operating Cost per Revenue Hour $70.05 $76.91 $88.88 $76.48 $94.05 Farebox Recovery Ratio 20.24% 13.60% 14.63% 14.82% 15.01% Subsidy per Passenger $8.85 $10.57 $12.29 $11.06 $13.07 Subsidy per Passenger Mile $2.05 $2.47 $2.87 $2.58 $3.02 Subsidy per Revenue Hour (a) $55.88 $66.46 $75.87 $65.14 $79.93 Subsidy per Revenue Mile (b) $4.47 $5.39 $6.46 $5.47 $6.80 Passenger per Revenue Hour (a) 6.3 6.3 6.2 5.9 6.1 Passenger per Revenue Mile (b) 0.50 0.51 0.53 0.49 0.52 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 4/26/2019 Page 1 of 1 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements Table 3 - SRTP9i6iW W9tistics City of Corona -- 3 FY 2019/20 All Routes Peak Route # Day Type Vehicles Passengers Passenger Revenue Total Revenue Total Operating Passenger Net Miles Hours Hours Miles Miles Cost Revenue Subsidy COR-BLUE All Days 3 62,729 247,781 7,124.0 8,549.0 80,420.0 85,420.0 $693,965 $103,756 $590,209 COR-DAR All Days 9 62,181 312,770 14,858.0 17,727.0 175,033.0 209,869.0 $1,348,215 $203,303 $1,144,912 COR-RED All Days 2 55,108 217,677 7,463.0 9,041.0 90,889.0 102,621.0 $726,976 $108,691 $618,285 Service Provider Totals 14 180,018 778,228 29,445.0 35,317.0 346,342.0 397,910.0 $2,769,156 $415,750 $2,353,406 TransTrack Manager"' 4/26/2019 Page 1 of 2 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Performance Indicators Table 3 - SRTP9i6iW W9tistics City of Corona -- 3 FY 2019/20 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile COR-BLUE All Days $97.41 $8.63 $11.06 14.95% $9.41 $2.38 $82.85 $7.34 8.8 0.78 COR-DAR All Days $90.74 $7.70 $21.68 15.07% $18.41 $3.66 $77.06 $6.54 4.2 0.36 COR-RED All Days $97.41 $8.00 $13.19 14.95% $11.22 $2.84 $82.85 $6.80 7.4 0.61 Service Provider Totals $94.05 $8.00 $15.38 15.01% $13.07 $3.02 $79.93 $6.80 6.1 0.52 TransTrack Manager"' 4/26/2019 Page 2 of 2 Draft 5/8/19 TABLE 3A — INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED Mode Route Description Service Area/Sites Corona Cruiser Blue Line WalMart at McKinley Street West to River Run Apartments via Mountain Gate Park and downtown/Civic Center McKinley Street shopping areas, Magnolia Avenue, Centennial High, Medical Facilities, Senior Center, Corona Library, Corona Transit Center/North Main Corona Metrolink Station, Circle City Center (Community Center), North Main Street shopping area and restaurants Red Line The Crossings shopping area at Cajalco Road and Temescal Canyon Road to the Walmart at Neighborhood Market at West Sixth Street via downtown/Civic Center The Crossings shopping area, Walmart, California Avenue Post Office, Centennial High, Corona Transit Center/North Main Corona Metrolink Station (selected AM & PM trip), Corona Library, Senior Center, Civic Center, Corona High and Walmart Neighborhood Market on West Sixth Street near Smith Avenue. Service is extended to The Shops at Dos Lagos on Saturdays. Dial -A -Ride City -Wide Demand Response / Reservation based service City-wide, neighboring county areas of Coronita, El Cerrito and Home Gardens as well as the following statellite locations in the City of Norco: Department of Motor Vehicles, Department of Public Social Services, Brunswick Classic Lanes, Target and Norco College City of Corona Transit Service Page 28 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 TABLE 4 - SUMMARY OF FUNDS REQUESTED FOR FY 2019/20 City of Corona Transit System FY 2019/20 SUMMARY OF FUNDS REQUESTED Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2019/20 Project Description Total Amount of Funds LTF STA Federal Section 5307 Federal Section 5339^ Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 Subvention Funds* Fare Box Other ** ( FY 18 - Operating Revenues Capital Cost of Operating for Fixed Route & Dial -A -Ride Vehicle Maintenance Oversight Project Comprehensive Operations Analysis (programmed in CA- 2018-080-00) $ 1,929,156 $ 742,000 $ 50,000 $ 48,000 $ 1,513,406 $ 148,400 $ 593,600 $ 48,000 $ 50,000 $ 11,000 $ 290,750 $ 114,000 Subtotal: Operating $ 2,769,156 $ 1,661,806 $ - $ 641,600 $ - $ - $ 50,000 $ - $ 11,000 $ 290,750 $ 114,000 Project Description Capital Project No. Total Amount of Funds LTF STA Federal Section 5307 Federal Section 5339^ Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 Subvention Funds* Fare Box Other ** Intelligent Transportation System - update project to include advanced fare payment system Digital Land Mobile Radio System Purchase ADA accessible van 20-1 20-2 20-3 $ 50,000 $ 135,000 $ 48,198 $ 10,000 $ 29,674 $ 40,000 $ 105,326 $ 48,198 Subtotal: Capital $ 233,198 $ - $ 39,674 $ - $ 145,326 $ - $ 48,298 $ - $ - $ - $ - Total: Operating & Capital $ 3,002,354 $ 1,661,806 $ 39,674 M. $ 641,600 $ 145,326 $ - $ 98,198 $ - $ 11,000 $ 290,750 $ 114,000 ^Section 5339 Fund includes FY 16/17 ($60,947) and FY 17/18 funds ($84,379). *AB 2766 congestion and emission reduction funds to incentivize Cruiser mult -day passes $11,000. **Other revenues include City contribution $99,000; Bus Shelter Advertising $2,000; and local contribution $10,000. Fare Box $ 290,750 Pax Fares 11,000 AB 2766 Subsidy Other $ 301,750 $ 7,000 Shelter advertising $ 97,000 Gen'I Fund $ 10,000 Local contribution $ 114,000 Total $ 415,750 City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 29 of 43 Draft 5/8/19 TABLE 4A — CAPITAL PROJECT JUSTIFICATION City of Corona Transit Service Page 30 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER: SRTP Project No: 20-01 FTIP No: RIV190603 PROJECT NAME: Intelligent Transportation System (ITS)) PROJECT DESCRIPTION: Add an advanced fare payment system to the ITS project (19-01). Including an advanced fare payment system will provide customers with convenience for paying fares and will improve bus efficiency by simplifying fare collection for the operators. PROJECT JUSTIFICATION: The ITS is necessary as an effort to ensure customers are receiving the highest quality information on time as well as ensuring that CCTS is operating at optimal efficiency. PROJECT SCHEDULE: Start Date Completion Date July 2019 Dec 2021 PROJECT FUNDING SOURCES (REQUESTED): CCTS is requesting Federal Transit Administration (FTA) funds with State Transit Assistance (STA) as match funds. (STA) capital funds. Fund Type Fiscal Year Amount FTA 5339 FY 2016/17 $40,000 STA FY 2019/20 $10,000 Total $50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED FTA Grant No. FTIP ID No. RCTC/SRTP Project No. Description Unexpended Balance (as of 6/30/17) To be programmed RIV190603 19-01 ITS $500,000 City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 31 of 43 Draft 5/8/19 FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER: SRTP Project No: 20-02 FTIP No: not assigned — new project PROJECT NAME: Digital Mobile Land Communication System PROJECT DESCRIPTION: Purchase and install a new digital land mobile communications system to replace the current system in place. The replacement communication system will include a remote base station, remote controller, on -board radio equipment and hand-held radios. The system will continue to provide enhanced safety and security of passengers, drivers and buses by providing a reliable link between the buses, transit dispatch and first responders. PROJECT JUSTIFICATION.: The current communication system was installed in 2014 and the equipment is starting to show wear and tear. PROJECT SCHEDULE: Start Date Completion Date July 2020 December 2021 PROJECT FUNDING SOURCES (REQUESTED): CCTS is requesting Federal Transit Administration (FTA) funds with State Transit Assistance (STA) as match funds. (STA) capital funds. Fund Type Fiscal Year Amount FTA 5339 FY 2016/17 $ 20,947 FTA 5339 FY 2017/18 $ 84,379 STA FY 2019/20 $30,124 Total $135,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED FTA Grant No. FTIP ID No. RCTC/SRTP Project No. Description Unexpended Balance (as of 6/30/17) Not applicable City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 32 of 43 Draft 5/8/19 FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER: SRTP Project No: 20-03 PROJECT NAME: Purchase ADA accessible van FTIP No: not applicable PROJECT DESCRIPTION: Purchase an ADA accessible van to transport passengers/wheelchair to support the current Dial -A -Ride Program. PROJECT JUSTIFICATION: Transporting few passengers (or one wheelchair) may be more efficient using a smaller vehicle rather than a larger vehicle such as a cutaway. PROJECT SCHEDULE: Start Date Completion Date Jan 2019 June 2020 PROJECT FUNDING SOURCES (REQUESTED): CCTS is requesting State of Good Repair Funds. Fund Type Fiscal Year Amount SGR FY 2018/19 $48,198 Total $48,198 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED FTA Grant No. FTIP ID No. RCTC/SRTP Project No. Description Unexpended Balance (as of 6/30/17) Not applicable Not applicable 19-03 Purchase ADA van $48,039 City of Corona Transit Service Page 33 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 TABLE 5.1 —SUMMARY OF FUNDS REQUESTED FOR FY 2020/21 City of Corona Transit System FY 2020/21 SUMMARY OF FUNDS REQUESTED Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2020/21 Project Description Total Amount of Funds LTF STA Federal Section 5307 Federal Section 5339 Toll Credits State of Good Repair (SGR) i LCTOP AQMD AB 2766 Subvention Funds* Fare Box Other ** FY 18 - Operating Revenues Capital Cost of Operating for Fixed Route & Dial -A -Ride Vehicle Maintenance Oversight Project $ 1,983,361 $ 748,000 $ 50,000 $ 1,555,174 $ 149,600 $ 598,400 $ 50,000 $ 11,000 $ 305,188 $ 112,000 Subtotal: Operating $ 2,781,361 $ 1,704,774 $ - $ 598,400 $ - $ - $ 50,000 $ - $ 11,000 $ 305,188 $ 112,000 Project Description Capital Project No. Total Amount of Funds LTF STA Federal Section 5307 Federal Section 5339 Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 Subvention Funds* Fare Box Other ** Subtotal: Capital $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 2,781,361 $ $ - $ - $ 50,000 $ - $ 11,000 $ 305,188 $ 112,000 *AB 2766 congestion and emission reduction funds to incentivize Cruiser mult -day passes $11,000. **Other revenues include City contribution $95,000; Bus Shelter Advertising $7,000; and local contribution $10,000. $ 305,188 Pax Fares Fare Box $ 11,000 AB 2766 Subsidy Other 316,188 $ 7,000 Shelter advertising $ 95,000 Gen'I Fund $ 10,000 Local contribution 112,000 Total $ 428,188 City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 34 of 43 Draft 5/8/19 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION No Projects City of Corona Transit Service Page 35 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 TABLE 5.2 —SUMMARY OF FUNDS REQUESTED FOR FY 2021/22 City of Corona Transit System FY 2021/22 SUMMARY OF FUNDS REQUESTED Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2021/22 Project Description Total Amount of Funds LTF dilli STA Federal Section 5307 Federal Section 5339 Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 Subvention Funds* Ai- Fare Box Other FY 18 - Operating Revenues Capital Cost of Operating for Fixed Route & Dial -A -Ride Vehicle Maintenance Oversight Project $ 2,016,183 $ 748,400 $ 50,000 $ 1,579,183 $ 149,680.0 $ 598,720 $ 50,000 $ 11,000 $ 309,000 $ 117,000 Subtotal: Operating $ 2,814,583 $ 1,728,863 $ - $ 598,720 $ - $ - $ 50,000 $ - $ 11,000 $ 309,000 $ 117,000 Project Description Capital Project No. Total Amount of Funds LTF STA Federal Section 5307 Federal Section 5339 Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 Subvention Funds* Fare Box Other ** Subtotal: Capital $ - $ - $ - $ - $ - $ - $ - $ - $ - Total: Operating & Capit 2,814,583 $ 1,728,863 $ - $ 598,720 $ - $ - $ 50,000 $ - $ 11,000 $ 309,000 $ 117,000 *AB 2766 congestion and emission reduction funds to incentivize Cruiser mult -day passes $11,000. **Other revenues include City contribution $95,000; Bus Shelter Advertising $7,000; and local contribution $10,000. $ 309,000 Pax Fares Fare Box $ 11,000 AB 2766 Subsidy Other $ 320,000 $ 7,000 Shelter advertising $ 100,000 Gen'I Fund $ 10,000 Local contribution $ 117,000 Total $ 437,000 City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 36 of 43 Draft 5/8/19 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION No Projects City of Corona Transit Service Page 37 of 43 FY 2019-20 Short Range Transit Plan Draft 5/8/19 TABLE 6 — PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT RECOMMENDATIONS* Audit Recommendations (Covering FY 2012/13 to FY 2014/15) Action/Remedy The rate of no-shows has averaged over 8 percent on the Dial -A -Ride service which is above general industry norms (generally below 5 percent). The City's Dial -A -Ride is open to the general public; general public rides comprise close to 20 percent and seniors and disabled individuals comprise slightly over 80 percent. No-shows affect the timeliness and efficiency of service delivery in the areas of service hours and on -time performance. The City and the FTA agreed that any future no-show policy would not take into account no-shows caused by reasons beyond the rider's control, and would only suspend riders who truly had established a pattern or practice of no-shows. A pattern or practice involves intentional, repeated, or regular actions, not isolated, accidental, or Revise the no-show policy in singular incidents. conformance with FTA The City should continue efforts to revise its no-show policy, which provides a findings deterrent for repeat violators. The City and the contract operator should take the necessary steps to revise the no-show policy in a way that addresses the FTA's concern, and include the policy in transit brochures and on the website. The RTA no-show policy outlines example steps for evaluating patterns and the process for violations of the policy: It considers a customer's overall frequency of use, and establishes "a pattern of practice of abuse" that is relative to how often a person travels. The overall no-show rate for all customers is considered so that customers with average no-show records are not penalized. CCTS staff rolled out the No -Show policy and procedure during FY 2017/18. The policy was vetted through FTA Civil Rights Office. Review alternative farebox The current farebox standard for Corona Transit is a 20 percent ratio system - standards under the TDA wide. This ratio is met by the combination of both fixed route and Dial -A -Ride services. Other local contributions from the City have made up the difference between passenger fares and revenue needed to meet the required ratio. The local contributions have a cap on how much can be provided to transit. TDA allows alternative farebox recovery ratios for urban systems. One alternative is a split farebox standard: one for fixed route, and another for Dial - A -Ride. The fixed -route standard would still be 20 percent; however, the Dial - A -Ride standard could be reduced to 10 percent. The caveat with the alternative lower Dial -A -Ride standard is that it applies only to service for seniors and disabled. This means the Dial -A -Ride would need to switch from general public to a specialized service. As noted above, seniors and disabled individuals currently comprise slightly over 80 percent of the Dial -A -Ride ridership. By complying with a lower farebox standard for Dial -A -Ride, the City might be able to reallocate its transit funds to support enhanced and more City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 38 of 43 Draft 5/8/19 productive service and/or possibly reduce its reliance on the local contribution. The alternative farebox standard and the change from general public to specialized Dial -A -Ride should be evaluated by the City as a means to further strengthen its ability to maintain the farebox recovery. Any change to the farebox would need to be formally approved by RCTC as required by TDA. On August 17, 2017 City Council approved the transition of General Public Dial -A -Ride to Specialized Dial -A -Ride in an effort to reduce the farebox recovery ratio to a blended rate of 15 percent. The Specialize Service went into effect January 2, 2018. Passengers certified under the Americans with Disabilities Act (ADA) currently comprise about 25 percent of all Corona Dial -A -Ride passengers. Another 40 percent of riders are disabled but are not ADA-certified. A call must be made to schedule each ride on Corona Dial -A -Ride. Subscription service is a convenience offered to ADA paratransit passengers who take the same trip on a regular basis, as it reduces the need to make repeated calls for each ride. Many agencies have subscription service trips (i.e., having a standing reservation scheduled) that make up a portion of their trip requests. Subscription service trips generally are trips that a patron makes multiple times per month, often multiple times per week, and have a specific origin and destination that do not change. Most often, these types of trips are for employment, medical, and/or educational purposes. These trips can be prescheduled, thus reducing the burden on the scheduler/dispatcher and call Review feasibility of implementing ADA in -take system. ADA subscription service is generally on a space -available basis, and scheduled on a first -come, first -served basis for a given time period (e.g., 14 or 30 days of subscription service). Federal ADA law permits the use of subscription service as long as it does not absorb more than 50 percent of the available trips at a given time of day, and does not result in next -day ADA trip denials. Subscription service is discretionary and not mandated under ADA, which allows the City to investigate its feasibility through a demonstration period to determine whether additional scheduling efficiencies through the new scheduling software can be made, as well as whether there is some reduced staff and cost burden from the number of calls for reservations. CCTS staff work with current contractor (provider of transportation services) and review feasibility of establishing an ADA Subscription Services Policy. After review and consideration, City will proceed with adopting the policy. *Recommendations from the FY 2013-FY 2015 Transportation Development Act (TDA) Triennial Performance Audit. City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 39 of 43 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/8/19 Table 7 -- Service Provider Performance Targets Report FY 2018/19 Short Range Transit Plan Review City of Corona Data Elements FY 2018/19 Plan FY 2018/19 Target FY 2018/19 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 200,305 Passenger Miles 858,360 Total Actual Vehicle Revenue Hours 32,456.0 Total Actual Vehicle Revenue Miles 381,425.0 Total Actual Vehicle Miles 425,811.0 Total Operating Expenses $2,884,594 Total Passenger Fare Revenue $422,153 Net Operating Expenses $2,462,441 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 14.63% I >= 15.00% I 14.82% I Fails to Meet Target Discretionary: 1. Operating Cost Per Revenue Hour $88.88 <= $75.05 $76.48 Fails to Meet Target 2. Subsidy Per Passenger $12.29 >= $8.47 and <= $11.47 $11.06 Meets Target 3. Subsidy Per Passenger Mile $2.87 >= $1.98 and <= $2.68 $2.58 Meets Target 4. Subsidy Per Hour $75.87 >= $53.87 and <= $72.89 $65.14 Meets Target 5. Subsidy Per Mile $6.46 >= $4.34 and <= $5.88 $5.47 Meets Target 6. Passengers Per Revenue Hour 6.20 >= 5.44 and <= 7.36 5.90 Meets Target 7. Passengers Per Revenue Mile 0.53 >= 0.43 and <= 0.59 0.49 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: A farebox recovery ratio in this range is anticipated at this point in the fiscal year. At the close of each fiscal year, the City contributes a sufficient amount of funding to bridge the gap required to meet the farebox recovery ratio. TransTrack Manager'"' 5/6/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2019/20 - Table 8 -- SRTP Perlii441.1Mteport Service Provider; City of Corona All Routes Performance Indicators FY 2017/18 End of Year Actual FY 2018/19 3rd Quarter Year -to -Date FY 2019/20 Plan FY 2019/20 Target Plan Performance Scorecard (a) Passengers 188,061 127,371 180,018 None Passenger Miles 805,577 545,228 778,228 None Revenue Hours 29,898.0 21,629.6 29,445.0 None Total Hours 32,712.0 24,994.9 35,317.0 None Revenue Miles 368,853.0 257,379.0 346,342.0 None Total Miles 412,713.0 295,638.0 397,910.0 None Operating Costs $2,299,524 $1,654,152 $2,769,156 None Passenger Revenue $312,647 $245,125 $415,750 None Operating Subsidy $1,986,876 $1,409,027 $2,353,406 None Operating Costs Per Revenue Hour $76.91 $76.48 $94.05 <= $79.16 Fails to Meet Target Operating Cost Per Revenue Mile $6.23 $6.43 $8.00 None Operating Costs Per Passenger $12.23 $12.99 $15.38 None Farebox Recovery Ratio 13.60% 14.82% 15.01% >= 15.0% Meets Target Subsidy Per Passenger $10.57 $11.06 $13.07 >= $9.40 and <= $12.72 Better Than Target Subsidy Per Passenger Mile $2.47 $2.58 $3.02 >= $2.19 and <= $2.97 Better Than Target Subsidy Per Revenue Hour $66.46 $65.14 $79.93 >= $55.37 and <= $74.91 Better Than Target Subsidy Per Revenue Mile $5.39 $5.47 $6.80 >= $4.65 and <= $6.29 Better Than Target Passengers Per Revenue Hour 6.30 5.90 6.10 >= 5.02 and <= 6.79 Meets Target Passengers Per Revenue Mile 0.51 0.49 0.52 >= 0.42 and <= 0.56 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2019/20 Plan to the FY 2019/20 Primary Target. TransTrack Manager'"' 5/6/2019 Page 1 of 1 Draft 5/8/19 TABLE 9 — CCTS HIGHLIGHTS FY 2019/20-FY 2021/22 Operations • Improve Fixed Route Service O Adjust Corona Cruiser bus schedule to reflect actual trip times. O Introduce additional morning peak service O Implement a Free Fare Program O Increase Ridership • Improve Dial -A -Ride Services O Review feasibility of establishing an ADA Subscription Services Policy • New contract for transit operations O Awarded three-year contact with two one-year options • Work with the City's contract transportation operator to improve: O Operations of Corona Cruiser and Dial -A -Ride service; O Bus maintenance and cleanliness/maintenance of bus stops; and O Monitoring and verifying contractor performance. O Improve On -Time Performance • Conduct a Comprehensive Operational Analysis to identify strengths as well as opportunities for improvements • Seek services for fixed route planning, scheduling and run -cutting • Seek services for quarterly inspection of the buses to ensure state of good repair Capital Projects • Intelligent Transportation System • Bus Stop Improvement Project • Purchase of ADA Accessible Van • Digital Mobile Land Communication System TABLE 9A — OPERATING AND FINANCIAL DAT,, FY 2018/19 3rd Qtr Actual* FY 2019/20 Planned Performance Measure FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 System -wide Passenger Trips 234,318 215,890 198,049 188,061 169,828 178,319 Cost per Service Hour $68.55 $70.13 $70.07 $77.24 $76.48 $94.05 *All expenses (including operations contract cost and fuel) for quarter ending March 2019 have not been posted City of Corona Transit Service FY 2019-20 Short Range Transit Plan Page 42 of 43 Draft 5/8/19 TABLE 98 — FAREBOX REVENUE CALCULATION (Consistent with Riverside County Transportation Commission Farebox Recovery Policy) Farebox Recovery Ratio Revenues FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 Est. FY 2019/20 Plan Passenger Fares $338,282 $323,593 $295,338 $298,700 $290,750 Interest Income $27,627 $0 $0 $0 $0 General Fund Contribution $54,001 $78,000 $45,600 $91,453 $97,000 Measure A $0 $0 $0 $0 $0 Passenger Shelter Advertising Revenue $7,977 $7,421 $9,929 $7,000 $7,000 Gain on Sale of Capital Assets $0 $0 $0 $0 $0 CNG Revenues $0 $0 $0 $0 $0 Lease / Other Revenue $0 $0 $0 $0 $0 Federal Excise Tax Refund $0 $0 $0 $0 $0 Investment Income $0 $0 $0 $0 $0 CalPers CERBT $0 $0 $0 $0 $0 Fare Revenues from Exempt Routes $0 $0 $0 $0 $0 Other Revenues $27,008 $35,534 $17,167.12 $25,000 $21,000 Total Farebox Revenues $454,895 $444,548 $368,034 $422,153 $415,750 Total Operating Expense $2,242,025 $2,196,759 $2,309,337 $2,884,594 $2,769,156 Farebox Recovery Ratio* 20% 20% 16% 15% 15% *On August 17, 2017, City Council approved transition of General Public Dial -A -Ride to Specialized Service; Farebox recover ratio decreased from 20% to system wide blended rate of 15%. City of Corona Transit Service Page 43 of 43 FY 2019-20 Short Range Transit Plan ATTACHMENT 4 FY 2019/20-FY 2021/22 SHORT RANGE TRANSIT PLAN City of Riverside, PRCSD - Special Transportation Division 4th DRAFT TABLE OF CONTENTS I. System Overview 1 1.1 Service Area 1 1.2 Population Profile 2 1.3 Paratransit Services 2 1.4 Fare Structure 3 1.5 Revenue Fleet 3 1.6 Existing Facility 3 II. Existing Service and Route Performance 4 2.1 Dial -A -Ride Services -System Performance 4 2.2 Key Performance Indicators 5 2.3 Productivity Improvement Efforts 5 2.4 Major Trip Generators 6 III. Planned Service Changes and Implementation 7 3.1 Recent Service Changes 7 3.2 Recommended Modifications to Paratransit Services 8 3.3 Marketing Plans and Promotion 8 3.4 Budget Impact on Proposed Changes 9 IV. Financial and Capital Plans 9 4.1 Operating and Capital Budget 9 4.2 Funding Plans to Support Operating and Capital Program 10 4.3 Regulatory and Compliance Requirements 10 Tables Table 1— Fleet Inventory 12 Table 2 — City of Riverside SRTP Service Summary 13 Table 3 —SRTP Route Statistics 14 Table 4 — Summary of Funds Requested for FY 2018/19 16 Table 4A — Capital Projects Justification 17 Table 5.1— Summary of Funds Requested for FY 2019/20 18 Table 5.1A — Capital Justification of 5.1 19 Table 5.2 — Summary of Funds Requested for FY 2020/21 20 Table 5.2A — Capital Justification of 5.2 21 Table 6 — Progress to Implement TDA Triennial Performance Audit 22 Table 7 — Service Provider FY 2017/18 Performance Target Report 25 Table 8 — FY 2018/19 SRTP Performance Report 26 Table 9 — Highlights of 2018/19 — 2020/21 Short Range Transit Plan 27 Table 9A — Operating and Financial Data for Previous Four Years 28 Table 9B — Fare Revenue Calculation 29 i SYSTEMOVERVIEW 1.1 Service Area Special Transportation /ST\ is a division within the City of Riverside's Parks Recreation and Community Services Department that has been offering transportation services to seniors and disabled residents in the Riverside community since 1975. This paratransit transportation service is provided within the 81.54 square mile incorporated city limits ofthe City ofRiverside, shown below in Figure 1. Figure l La Sierra ,; La Sierra La Sierra LsDuth Mbod Streets Magnolia Eastaide Cosa Bianco �,*mwmrdon Hills Adinglon Heights *~~—*~~.f°m— .i --' °""-�, . ji _� ' 'Park ° University Canyon Crest Ahissamciffo Heights 1 1.2 Population Profile The American Community Survey (ACS) data is a source of demographic information which is part of the 2010 Decennial Census Program. The ACS is a nationwide survey designed to provide communities with reliable and timely demographic, social, economic and housing data every year. Because the ACS is conducted annually, it serves as an interim source of up-to-date demographic data through the decade, until the next Census is conducted. According to the US Census Bureau, as of 2017, the population of the City of Riverside is 324,727 residents. The senior population within the City of Riverside (those 60 years of age and over) accounts for approximately 14.2% of the population. Riverside is below the national average of seniors age 60 and over which is 21.8%, however, due to the Baby Boomer generation aging into their sixties, the senior population will continue to rise. Ridership has been trending upward for the past several years and continues to increase. 1.3 Paratransit Services Owned and operated by the City of Riverside, Special Transportation is an origin -to - destination rideshare transportation service. The service is limited to senior citizens (60 years of age and older) and persons with disabilities (disabilities require a physician documentation). Special Transportation operates 362 days per year, only suspending service on Thanksgiving Day, Christmas Day and New Year's Day. Operating hours for ST are Monday through Friday, from 8:00 a.m. - 5:30 p.m. and on weekends and holidays from 9:00 a.m. — 4:00 p.m. In order to reserve a ride, passengers must call ST's reservation telephone number, during the business hours of 8:00 a.m. - 5:00 p.m., Monday through Friday, and 9:00 a.m. - 3:00 p.m. on weekends and holidays. An answering machine is available before and after business hours for cancellations. 2 1.4 Fare Structure and New Fare Type The ST fare structure for a one-way trip is $3.00 per passenger for a General Fare and $2.00 per passenger for a Medical Fare. Clients may pay their fare in cash at boarding time or with pre -purchased tickets. General Fare and Medical Fare Ticket booklets can also be purchased in advance which contain 10 single trip tickets. On August 8, 2017, Special Transit received approval by the City Council to increase its fare increase from $2.00 per trip to $3.00 for General Fares. A new fare type, Medical Fares, was created for individuals using our service for "medical related trips" such as doctors appointments, physical therapy, pharmacy visits, etc. Medical Fares would remain at $2.00 per trip so that the general fare increase would not be a barrier to wellness for our customers on a fixed income. 1.5 Revenue Fleet Special Transportation has been operating with a fleet of 35 paratransit compressed natural gas (CNG), alternative fuel, Type III vehicles. Special Transportation also owns one paratransit van equipped to hold six passengers and one wheelchair and a hybrid Honda Civic that is used by administrative staff in supervising routes and responding to accidents. These vehicles are not assigned to routes but are used as backups for special services. 1.6 Existing Facility Special Transportation Offices are located at 8095 Lincoln Avenue within the City of Riverside Corporation Yard. Included in the facilities are an administration building consisting of administrative offices, a dispatch center, restrooms and a break room. Special 3 Transportation's facility also includes a parking lot for the transit buses with each space equipped with a CNG slow fill station, and a CNG Maintenance Bay for maintenance and repair of the fleet. The facility includes five maintenance bays, an administrative office, and multiple storage compartments for vehicle parts and equipment. The facility is outfitted with state of the art safety equipment and machinery to maintain the CNG fueled vehicles. II. EXISTING SERVICES AND ROUTE PERFORMANCE 2.1 Dial -A -Ride Service -System Performance ST served approximately 153,559 passengers during the 2017/18 fiscal year. ST averages between 500-600 riders per day and had traveled 697,437 miles in FY2017/18. ST will embark in a rebranding campaign in the next fiscal year in the hopes of informing the residents of Riverside of the service and increasing the number of riders. We will continue to advertise in places such as Riverside's senior centers and through the City of Riverside's Activity Guide publication. We will also continue to market the programs at various Senior Fairs and events throughout the city. 2.2 Key Performance Indicators During fiscal year 2017/18, Special Transportation met its mandatory farebox recovery ratio target and met four of the seven discretionary performance indicators, as shown in Figure 2 below: Key Performance Indicators Targets Scorecard Mandatory: 1. Farebox Recovery Ratio >=10% 11.22% Discretionary: 1. Operating Cost Per Revenue Hour <=$66.81 $71.63 2. Subsidy Per Passenger >=$13.74 and <=$18.58 $22.19 3. Subsidy Per Passenger Mile >=$2.64 and <=$3.58 $3.19 4. Subsidy Per Revenue Hour >=$47.32 and <=$64.02 $63.59 5. Subsidy Per Revenue Mile >=$3.46 and <=$4.68 $5.12 6. Passengers Per Revenue Hour >=$2.89 and <=3.91 2.90 7. Passengers Per Revenue Mile >=0.21 and <=0.29 .23 Figure 2 4 2.3 Productivity Improvement Efforts ST strives to operate an efficient service and continues to seek ways to decrease costs while maintaining high productivity. ST Staff has been working on examining different staffing scenario's to maximize route efficiency will meeting customer demands. The Operation Supervisor is constantly examining the route efficiencies of each driver and then meeting with them to provide constructive feedback to improve how each driver conducts his/her assigned reservations for that day. ST was successful in recruiting a second Operations Supervisor and convert a vacant Senior Office Specialist position to a Management Analyst position and fill that vacant position. ST was also able to convert three vacant full time drivers' positions to split shift positions allowing ST to meet the service demands early in the morning and in the afternoon. For FY 2019/20, ST will continue to recruit to fill vacancies for full time and part time drivers to help meet the current service demands as well as add a Lead Dispatcher/Scheduler to the Operations staff. Implementation of an electronic fare collection system and mobile application will allow riders to pay for fares using a smart card and also reserve rides via a web portal or mobile application. 5 2.4 Major Trip Generators and Projected Growth Over Next Several Years Several factors will lead to growth of ST operations over the next several years. The Baby Boomer generation, the largest generation in the last century, is aging and becoming eligible to use our services as senior citizens. This element alone makes growth virtually unavoidable. The seniors, age 60+ makes up approximately 14% of the total population of the City of Riverside. Currently, 85% of the residents of Riverside are 59 years old or younger as shown in Figure3, leading staff to anticipate a higher demand for Special Transportation services in the near future. Special Transportation falls under the auspices of the City of Riverside Parks, Recreation, and Community Service Department (PRCSD). PRCSD is also responsible for senior programs, three senior centers, as well as the Friendly Stars program for developmentally disabled adults. This relationship and the connection amongst department staff in these three areas make it possible to connect resources and advertise by word of mouth to their program participants. Figure3 CITY OF RIVERSIDE AGE DEMOGRAPHICS US Census Bureau, ACS DEMOGRAPHIC AND HOUSING ESTIMATES 2017 6 Major trip generators for the ST operations includes the various workshops around Riverside ST transport clients to and from and the Friendly Stars program on Friday evenings. During the week, a few primary locations ST frequents daily are workshops for mentally and physically disabled passengers that teach them to live independently. These passengers look forward to attending their workshops (work/school) to attain a sense of independence. Special Transportation transports over 170 passengers per day to their workshops, along with weekly transportation to Friendly Stars, which include holiday and unique programming. III. PLANNED SERVICE CHANGES AND IMPLEMENTATION 3.1 Recent Service Changes No service changes have been made this year. 3.1 Recommended Modifications to Paratransit Services No modification to the present routes are needed. 7 3.2 Marketing Plans and Promotion In FY 2019/20, we will continue our concerted effort to create a marketing plan for Special Transportation. Special Transportation has been working with the City of Riverside's Marketing team to help develop a brand identity for the City's paratransit service. This "Rebranding" effo rt will have a drastic new look to our fleet of Minibuses that will not only see a change in design but also colors used to identify our program. More importantly, this effort will also see a change in the name of our service that will better capture what we do for the senior and disabled residents of Riverside. ST will continue with its advertisements on the back of the minibuses to help promote the service. ST will prints out flyers and brochures to distribute to the City's Community Centers and Senior Centers and also includes ads in other city publications such as the Activity Guide and Senior Guide. The Activity Guide is published three times per year, is mailed to over 55,000 residents and is available online at the city's website. Special Transportation Staff will continue to be present at special events (wellness fairs, grand openings, concerts, etc.) to conduct outreach to the public and distribute promotional products. For 2019/20, ST will continue it outreach efforts by presenting at various city wide events such as Senior Day to help promote the services and answer any questions residents may have. We will also increase our presence at senior living facilities resident meetings within the city and the various ADA workshops that take place in Riverside. ST has also launched a new website for the Special Transportation Services Program which will give the residents of Riverside all of the information needed to sign up and use our services. 8 3.3 Budget Impact on Proposed Changes The largest budget impact to the program continues to be the cost of sustaining operations to meet service demands and the services rendered to ST by the City. These services include administrative oversight, procurement, human resources, payroll, etc. Increase in the cost of benefits and the costs for preventative maintenance has contributed to higher expenditures. The operational expense of running the program has increased over the past 10 years. Additional buses and increases in maintenance costs have contributed to the increase in operational expense. Also the increase of minimum wages in California has and will have lasting effects on the programs budget. Although ST has been able to maintain its farebox recovery ratio above the minimum 10%, the growing operational expense has forced the program to increase the fare from its current rate of $2.00 per ride to $3.00 per ride for General Fares and $2.00 per ride for Medical Fares. This increase has allowed the program to maintain a greater than 10% fare box recovery ratio. IV. FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget Special Transportation relies on Local Transportation Funds (LTF) to support its operating budget including 20% of the preventative maintenance funds needed for the fleet. The remaining 80% comes from federal section 5307 funds. ST's overall operating budget for the 2019/20 fiscal year has increased 4.65% in comparison to the 2018/19 fiscal year as shown in Figure A. This increase can be attributed to the rate of inflation for operating cost as well as the additional staff positions that were added this year. 9 Figure A Budget Item FY 2018/19 Plan FY 2019/20 Plan Variance Percentage Salaries & Benefits $3,003,849 $3,195,314 6.37% Materials & Supplies $39,000 $35,085 -10.04% Fuel $225,000 $225,000 Maintenance $400,000 $400,000 Contract Services $197,000 $126,263 -35.91% Non -Personnel Costs $633,548 $726,038 14.60% Total $4,498,397 $4,707,700 4.65% For FY 2019/20, Special Transportation will be requesting Preventative Maintenance funds to help maintain our fleet of 35 buses. ST is continuing to partially fund a contracted security guard for the FY 2019/20 in order to continue the security of the parking lot and CNG Vehicle Maintenance facilities. ST will continue to work on various projects from previous year's funds that have been approved but not completed in this fiscal year. 4.2 Funding Plans to Support Proposed Operating and Capital Program ST will continue to take advantage of available grant opportunities as they come available through the State of California in order to support its capital programs. 4.3 Regulatory and Compliance Requirements Special Transportation strives to remain compliant with all local, state and federal regulations. Staff stays abreast of legislative information and developments by attending workshops, trainings, and conferences which are frequently offered free of charge to transit operators. ST complies with FTA reporting requirements such as the submission of monthly and annual National Transit Database (NTD) reports. ST recently underwent an FTA Triennial Review on March 27 — 28, 2018. The Final report has been presented and only 1 audit find was noted in Technical Capacity - Award Management due to a progress report that was submitted one day late. 10 There were no violations noted during the California Highway Patrol (CHP) Safety Compliance Terminal Inspection in the areas of maintenance, driver records or driver hours of services during this year's CHP inspection that was conducted on April 3 — 5, 2019. ST received a "satisfactory" rating in all areas. 11 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Demand Response / Directly Operated Table 1 - Fleet Inventory FY 2019/20 Short Range Transit Plan City of Riverside Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 2018/ 19 # of Contingency Vehicles FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2010 2011 2013 2014 2017 FRD FRD GLV GLV GLV BU BU BU BU BU 16 16 16 16 16 7 4 7 9 8 25 25 25 25 25 CN CN CN CN CN 3 3 7 9 8 4 1 1,278,683 561,976 863,588 914,954 216,384 1,096,201 601,058 844,815 1,061,267 344,173 365,400 200,352 120,687 117,918 43,021 Totals: 80 35 30 5 3,835,585 3,947,514 131,584 TransTrack Manager'"' Page 1 of I 4/25/2019 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2 -- City of Riverside -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 12 27 9 27 Financial Data Total Operating Expenses $3,453,446 $2,179,850 $4,498,397 $320,453 $4,307,700 Total Passenger Fare Revenue $359,596 $363,145 $504,990 $65,555 $475,500 Net Operating Expenses (Subsidies) $3,093,850 $1,816,705 $3,993,407 $254,898 $3,832,200 Operating Characteristics Unlinked Passenger Trips 161,552 153,559 180,000 92,762 160,000 Passenger Miles 1,195,485 798,507 1,250,500 482,362 645,000 Total Actual Vehicle Revenue Hours (a) 45,462.0 45,475.0 62,800.0 28,157.0 61,500.0 Total Actual Vehicle Revenue Miles (b) 640,085.0 615,121.0 780,100.0 382,482.0 645,000.0 Total Actual Vehicle Miles 712,547.0 697,449.0 801,500.0 429,867.0 700,500.0 Performance Characteristics Operating Cost per Revenue Hour $75.96 $47.94 $71.63 $11.38 $70.04 Farebox Recovery Ratio 10.41% 16.66% 11.22% 20.46% 11.03% Subsidy per Passenger $19.15 $11.83 $22.19 $2.75 $23.95 Subsidy per Passenger Mile $2.59 $2.28 $3.19 $0.53 $5.94 Subsidy per Revenue Hour (a) $68.05 $39.95 $63.59 $9.05 $62.31 Subsidy per Revenue Mile (b) $4.83 $2.95 $5.12 $0.67 $5.94 Passenger per Revenue Hour (a) 3.6 3.4 2.9 3.3 2.6 Passenger per Revenue Mile (b) 0.25 0.25 0.23 0.24 0.25 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 4/25/2019 Page 1 of I PFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements Table 3 - SRTP Route Statistics City of Riverside -- 4 FY 2019/20 All Routes Route # Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Net Subsidy RSS-DAR All Days 27 160,000 645,000 61,500.0 63,200.0 645,000.0 700,500.0 $4,307,700 $475,500 $3,832,200 Service Provider Totals 27 160,000 645,000 61,500.0 63,200.0 645,000.0 700,500.0 $4,307,700 $475,500 $3,832,200 TransTrack Manager"' 4/25/2019 Page 1 of 2 PFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Performance Indicators Table 3 - SRTP Route Statistics City of Riverside -- 4 FY 2019/20 All Routes Route # Day Type Operating Operating Cost Per Cost Per Revenue Hour Revenue Mile Cost Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Hour Passengers Per Mile RSS-DAR All Days $70.04 $6.68 $26.92 11.03% $23.95 $5.94 $62.31 $5.94 2.6 0.25 Service Provider Totals $70.04 $6.68 $26.92 11.03% $23.95 $5.94 $62.31 $5.94 2.6 0.25 TransTrack Manager"' 4/25/2019 Page 2 of 2 City of Rverside FY 2019/ 20 aloft Range Transit Plan Table 4 - Summa ry of Funds Requested for 2019/ 20 Project Description I Capital Project Number (1) Total Amount of Funds OF STA State of Good Repair Section 5339 Section 5307 - Fly - San. Bndo Fare Box Other Operating Assistance $4,307,700 $3,832,200 $475,500 Capitalized Preventative Maintenance $400,000 $80,000 $320,000 Subtotal: Operating $4,707,700 $3,912,200 $320,000 $475,500 1 CNG MinibusReplacement(2) FY20-1 $248,096 $49,619 $198,477 CNG Sensor Replacement FY20-2 $96,914 $96,914 Subtotal Capital $345,010 $0 $49,619 $96,914 $198,477 $0 $0 $0 Tota I: Operating & Capita l $5,052,710 $3,912,200 $49,619 $96,914 $198,477 $320,000 $475,500 $0 Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: FY 20-1 FTIP No: PROJECT NAME: CNG Minibus Replacement (2) PROJECT DESCRIPTION: To replace 1 CNG Mini Buses that have accrued 150,000 miles or more. PROJECT JUSTIFICATION: Special Transportation replaces vehicles that have reached 5 Years or 150,000 miles, in accordance with Federal Transit Administration (FTA) guidelines. PROJECT SCHEDULE: Start Date Completion Date September 2019 June 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY19/20 $49,619 Section 5339 FY 19/20 $198,477 Total $248,096 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/17) N/A N/A N/A N/A N/A Table 4A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: FY 20-2 FTIP No: PROJECT NAME: SGR - CNG Detection System Replacement PROJECT DESCRIPTION: Replace CNG Detection System in the CNG Bay to prevent false alarms and mechanical failures. Add additional cameras on the exterior of the Transit Office, CNG Bay, and Bus Yard. PROJECT JUSTIFICATION: The Special Transportation CNG Bay has experienced multiple issues with the originally installed CNG detection system currently in place. These issues has caused multiple false alarms resulting in City staff and City Police to respond several times throughout all hours of the day and night because of the faulty system. Additional cost have been incurred in the attempts to repair the current system with no resolution. PROJECT SCHEDULE: Start Date Completion Date July 1, 2019 December 31, 2019 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR 99313 FY 18/19 $93,392 SGR 99314 FY 18/19 $3,522 Total $96,914 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/17) N/A N/A N/A N/A N/A City of Rive rsid e FY 2020/ 21 9iort Range Transit Plan Table 5.1 - Summary of Funds Requested for 2020/21 Project Description Capital Project Number (1) Total Amount of Funds OF STA State of Good Repair Section 5339 Section 5307 - Fly - San. Bndo Fare Box Other Operating Assistance $4,436,931 $3,947,166 $489,765 Capitalized Preventative Maintenance $400,000 $80,000 $320,000 Subtotal: Operating $4,836,931 $4,027,166 $320,000 $489,765 CNG Minibus Replacement (1) FY21-01 $124,048 $24,810 $99,238 Subtotal Capital $124,048 $0 $24,810 $0 $99,238 I $0 $0 $0 I Total: Operating & Capital $4,960,979 $4,027,166 $24,810 $0 $99,238 $320,000 $489,765 $0 I Table 5.1A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: FY 21-01 FTIP No: PROJECT NAME: CNG Minibus Replacement (1) PROJECT DESCRIPTION: To replace 1 CNG Mini Buses that have accrued 150,000 miles or more. PROJECT JUSTIFICATION: Special Transportation replaces vehicles that have reached 5 Years or 150,000 miles, in accordance with Federal Transit Administration (FTA) guidelines. PROJECT SCHEDULE: Start Date Completion Date August 2020 May 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 20/21 $24,810 Sec 5339 20/21 $99,238 Total $124,048 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/19) N/A N/A N/A N/A N/A City of Rverside FY 2021 / 22 aloft Range Transit Plan Table 5.2- Summary of Funds Requested for2021/22 Project Description Capital Project Number (1) Total Amount of Funds I L7F STA State of Good Repair Section 5339 Section 5307 - R iv - San. Bndo Fare Box Other Operating Assistance $4,570,039 $4,065,581 $504,458 Capitalized Preventative Maintenance $400,000 $80,000 $320,000 Subtotal: Operating $4,970,039 $4,145,581 $320,000 $504,458 I CNG MinibusReplacement(1) FY22-01 $124,048 $24,810 $99,238 Subtotal Capital $124,048 $0 $24,810 $0 $99,238 $0 $0 $0 Total: Operating &Capital $5,094,087 $4,145,581 $24,810 $0 $99,238 $320,000 $504,458 $0 Table 5.2A- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, indicate FTIP ID Number): SRTP Project No: FY 22-01 FTIP No: PROJECT NAME: CNG Minibus Replacement (1) PROJECT DESCRIPTION: To replace CNG Mini Buses that have accrued 150,000 miles or more. PROJECT JUSTIFICATION: Special Transportation replaces vehicles that have reached 5 Years or 150,000 miles, in accordance with Federal Transit Administration (FTA) guidelines. PROJECT SCHEDULE: Start Date Completion Date August 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA 21/22 $24,810 Sec 5339 21/22 $99,238 Total $124,048 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT#, FTIP ID# AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/20) N/A N/A N/A N/A N/A FY 19/20 - FY 2021 /22 TABLE 6- PROGRESS TO IMPLEMENT TDA TRIENNIAL PERFORMANCE AUDIT Recent Audit Recommendation (Covering FY 2013-2015) Action (s) Taken and Results to Date 1. Implement the planned fare increase. Special Transportation received approval and The fare structure remained unchanged during the audit period with no adopted fare has implemented a rate increase effective increases. The last fare increase was implemented in April 2005. STS analyzed its fare structure in order to sustain its required farebox recovery ratio, and cover increased operating and sick leave costs. One consideration in the analysis is to raise the one- way fare to $3.00, which is comparable to September 1, 2017. General transit fares are $3.00 and Medical fares are $2.00 per trip. Completed RTA's Dial -A -Ride fare. Special Transportation has looked into and 2. Include additional locally generated revenue in the farebox recovery. the possibility of advertising on our buses. After consulting with other transit agencies STS's current farebox ratio is slightly above the and looking into what resources are needed TDA standard of 10 percent. The revenues in the farebox ratio are composed primarily of passenger fares. New state legislation (SB 508) reinforces current RCTC practice of allowing other locally generated revenues in the farebox to start a program such as this it was determined that cost of administering and maintaining this type of program far exceeded the monetary benefit it would ratio. These other revenues could include generate. We will continue to look for and advertising generated by the transit system, bus wraps on the vehicles, and other local examine alternative revenues to enhance the farebox revenues. contributions from the City to the transit On going program. The annual TDA fiscal audit should calculate the farebox ratio inclusive of these additional revenue. STS should work with the City finance department to ensure other local transit revenues are included in the farebox ratio in the TDA fiscal audit for STS. 3. Track ridership trends for those using mobility devices. Special Transportation implemented a Industry trends show that passengers using monthly report that tracks the number of mobility devices such as wheelchairs, mobility wheelchair passengers we transport for that aids, and other mobility devices are on the rise. given month. This data will be used to With growth in wheelchair -bound riders and provide a yearly analysis on the different those using mobility devices on transit, active types of riders for a given year to determine tracking of ridership trends for these types of trends and also help STS in future project passengers will help with dispatching and proper deployment of vehicles. On monthly and annual performance reports, STS should add a column to include number of passengers using mobility devices. Daily trip sheets might also be able to identify wheelchair riders by vehicle by day so that trends can be developed on the impact of mobility devices on transit productivity. This information could be part of the statistics being developed by STS management. proposals. Completed 4. Provide Title VI Policy documentation in Spanish and on the STS brochure. Pursuant to the federal Civil Rights Act of 1964, the City of Riverside adopted a Title VI Program in July 2014. Title VI of the Civil Rights Act of 1964 requires that no person in the United States, on the grounds of race, color, or national origin be excluded from, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federal financial assistance. Program compliance includes a link on the STS web page that is directed to the Title VI policy on the General Services page along with a complaint form in English. A Spanish language form is still under development. Also, the auditor could not find Title VI information on the printed STS brochure. Special Transportation is currently revising its webpage and a link to Title VI information will be included on the new page in both English and Spanish. The Special Transit Brochures are also currently being revised and will also have Title VI information printed on the brochure as well as a web address where customers can find the Title VI information. Completed ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 7 -- Service Provider Performance Targets Report FY 2018/19 Short Range Transit Plan Review City of Riverside Data Elements FY 2018/19 Plan FY 2018/19 Target FY 2018/19 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 180,000 Passenger Miles 1,250,500 Total Actual Vehicle Revenue Hours 62,800.0 Total Actual Vehicle Revenue Miles 780,100.0 Total Actual Vehicle Miles 801,500.0 Total Operating Expenses $4,498,397 Total Passenger Fare Revenue $504,990 Net Operating Expenses $3,993,407 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 11.22% I >= 10.00% I 20.46% I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $71.63 <= $66.81 $11.38 Meets Target 2. Subsidy Per Passenger $22.19 >= $13.74 and <= $18.58 $2.75 Better Than Target 3. Subsidy Per Passenger Mile $3.19 >= $2.64 and <= $3.58 $0.53 Better Than Target 4. Subsidy Per Hour $63.59 >= $47.32 and <= $64.02 $9.05 Better Than Target 5. Subsidy Per Mile $5.12 >= $3.46 and <= $4.68 $0.67 Better Than Target 6. Passengers Per Revenue Hour 2.90 >= 2.89 and <= 3.91 3.30 Meets Target 7. Passengers Per Revenue Mile 0.23 >= 0.21 and <= 0.29 0.24 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager'"' 4/25/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2019/20 - Table 8 -- SRTP Performance Report Service Provider; City of Riverside All Routes Performance Indicators FY 2017/18 End of Year Actual FY 2018/19 3rd Quarter Year -to -Date FY 2019/20 Plan FY 2019/20 Target Plan Performance Scorecard (a) Passengers 153,559 105,102 160,000 None Passenger Miles 798,507 546,530 645,000 None Revenue Hours 45,475.0 32,052.0 61,500.0 None Total Hours 61,826.0 43,624.0 63,200.0 None Revenue Miles 615,121.0 433,851.0 645,000.0 None Total Miles 697,449.0 487,724.0 700,500.0 None Operating Costs $2,179,850 $2,733,333 $4,307,700 None Passenger Revenue $363,145 $294,913 $475,500 None Operating Subsidy $1,816,705 $2,438,420 $3,832,200 None Operating Costs Per Revenue Hour $47.94 $85.28 $70.04 <= $88.26 Meets Target Operating Cost Per Revenue Mile $3.54 $6.30 $6.68 None Operating Costs Per Passenger $14.20 $26.01 $26.92 None Farebox Recovery Ratio 16.66% 10.79% 11.03% >= 10.0% Meets Target Subsidy Per Passenger $11.83 $23.20 $23.95 >= $19.72 and <= $26.68 Meets Target Subsidy Per Passenger Mile $2.28 $4.46 $5.94 >= $3.79 and <= $5.13 Better Than Target Subsidy Per Revenue Hour $39.95 $76.08 $62.31 >= $64.67 and <= $87.49 Fails to Meet Target Subsidy Per Revenue Mile $2.95 $5.62 $5.94 >= $4.78 and <= $6.46 Meets Target Passengers Per Revenue Hour 3.40 3.30 2.60 >= 2.81 and <= 3.80 Fails to Meet Target Passengers Per Revenue Mile 0.25 0.24 0.25 >= 0.20 and <= 0.28 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2019/20 Plan to the FY 2019/20 Primary Target. TransTrack Manager'"' 5/6/2019 Page 1 of 1 Table 9 - HIGHLIGHTS OF 2019/20 SHORT RANGE TRANSIT PLAN • Electronic Fare Collection/Online Reservations — In an effort to provide better service to our senior and ADA riders, Special Transportation has procured and begun implantation of and electronic payment method that would allow riders and caregivers the ability to preload rider accounts with funds so that riders may electronically pay for transit fares. Along with an electronic fare collection, a mobile application will be made available to all riders that will allow them to manage their account, view scheduled trips and the status of their scheduled pickup. The application once fully implemented will also allow riders to self -schedule future rides. • Procurement of 2 — 8 Passenger Transit Vans with lift. These smaller vehicles will be used to navigate more efficiently throughout the City of Riverside allowing our service to pick up and drop off in locations our current fleet of mini -buses may have difficulty maneuvering in and out of. Capital Projects: • For 2019/20, Special Transportation will replace 2 CNG Mini -Buses that have met it useful life threshold. Operating and Financial Data for the past four years and for the 2019/20 Fiscal Year are shown below. Table 9A Operating & Financial Data FY2015/16 FY2016/17 FY 2017/18 FY 2018/19 (Projected) FY 2019/20 (Planned) System Wide Ridership 188,480 161,552 153,559 150,827 160,000 Operating Cost per Revenue Hours $65.74 $75.96 $47.94 $71.63 $70.04 Farebox is the only source of revenue for Special Transportation. Figure 9B below reflects the farebox revue and the operating costs since FY 2014/15. Table 96 Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources FY2015/16 FY2016/17 FY 2017/18 FY 2018/19 (Estimate) FY 2019/20 (Plan) Passenger Fares $376,960 $359,596 $443,070 $ 426,494 $ 475,500 Total Revenue $376,960 $359,596 $443,070 $426,494 $475,500 Total Operating Expenses $3,323,668 $3,453,446 $4,053,083 $3,396,138 $4,307,700 Farebox Recovery Ratio 11.34% 10.41% 10.93% 12.56% 11.04% ATTACHMENT 5 PALD VERDE VALLEY TRANSIT AGENCY (PVVTA) BLYTHE, CALIFORNIA SHORT RANGE TRANSIT PLAN FISCAL YEAR 2019/20 - 2021/22 FINAL DRAFT 05/07/2019 Table of Contents System Overview Page 3 Service Area Demographics Profile of Services System Map Page 4 Fare Schedule Page 5 Maintenance & Facilities Page b Emergency Reserve Fleet Facilities Coordination Page 7 Services & Performance Blue Route 1 - City of Blythe Circulator Gold Route 2 - Palo Verde College Crosstown Red Route 3 - CA Prisons Express Green Route 4 - Rural Rider Silver Route 5 - Saturday Service Premier Route 6 - Blythe Wellness Express Desert Road TRIP - Trip Reimbursement PVVTA X-Tend-A-Ride Page 8 Performance Page 18 Planning Page 18 Service Changes Page 19 Route Changes and Modifications Community Engagement Page 24 Financial & Capital Plans Operating Budget Capital Budget Page 22 Regulatory and Compliance Page 22 2 System Overview Service Area Geographically, the Palo Verde Valley is located approximately 170 miles east of Riverside along Interstate 10 at the Colorado River. The service area is primarily based within the City of Blythe, and the unincorporated Riverside County areas of Mesa Verde and Ripley. Also, part ❑f the greater area is the California State prison facilities of Ironwood and Chuckawalla, approximately 20 miles west of the valley along Interstate 10. Also, PVVTA provides premier service to and from Coachella Valley. Demographics The valley's population is approximately 18,565 residents. Population growth in the valley decreased at an average of about two percent per year but this trend is slowing over the last year. The valley is agriculturally diverse providing many outdoor jobs and direct support to the local community. Major employers include; the Ironwood State Prison, Chuckawalla Valley State Prison, the Palo Verde College and the Palo Verde Hospital. Profile of Services The Palo Verde Valley Transit Agency [PVVTA] provides many transit options to serve senior citizens, persons with disabilities, and the general public. PVVTA services are known to the general public under the marketing name "Desert Roadrunner". PVVTA provides five deviated fixed routes in the Palo Verde Valley, which serve Blythe, Ripley, Mesa Verde, Pal❑ Verde College, California Department of Corrections facilities, and limited service to Ehrenberg, Arizona. ADA Para -transit is also provided after hours on the Fixed Routes through route deviation requests. The routes can deviate up to 3/4 of a mile away from the actual mapped routes. Hours of operation for the Fixed Route system are Monday through Friday from 5:00 am to 6:45 pm, and 8:00 am to 12 noon on Saturdays and limited holidays. PVVTA operates a non -emergency medical service t❑ the Coachella Valley from Blythe called the Blythe Wellness Express (BWF.). The Transportation Reimbursement and Information Project provides transportation reimbursement to individuals unable to access PVVTA Fixed Route services. The PVVTA's transit services are contracted with Transportation Concepts ❑f Irvine, California. Transportation Concepts has been providing transit service for PVVTA since October of 2003. PVVTA also has an agreement with the Independent Diving Partnership to administer the (Desert RoadTRIP) that has been in place since 1995. 3 dew weisfig aauunapeob 4.4asad 3 Olt a 7nC4. AZ"ff 7f ti.A 604) 9a313N3Ha3 3A11K1 z V/z13IA1111 SVN13N3 0 1 dw �m 1 1)111t1'd ra�rl NtlN33n❑ 311N3AV qua 7S-3 C:73ZA A 45Nh055Cti laa�5 y]L s �u AVPA/101S NVH3 x 311 N3AV y i-0T 3nN3AV t{t9 woO•e}nnd 3. 1.Y`NC1.7.0,t X :7- 1' i7 SSd a 3931103 31:1133A OlVd a3Lti3] ALALIVISIOD Ix ainaAt1S3A 31V3S 01ION s itls ..14. A311VA V113 F13d03 SS d 3rV I Zaii1 Fare Schedule PVVTA's fare structure is sensitive to the local economy while attempting to maintain the mandated 10 percent. Farebox Recovery Ratio. The schedule includes full fare and discounted ride tickets. PVVTA's fare schedule increased by six percent (010), effective FY19. In the upcoming fiscal year, staff will analyze the farebox recovery ratio and fare structure to determine if any further fare change is necessary. PVVTA Fare & Pass Schedule Fixed Route Cash Fare - Routes 1, 2, 4, 5 General Public (ages 5-59 years old) $ 1.75 Seniors (ages 60 years or older) $ 0.85 Persons with Disabilities (with ADA Card) $ 0.85 Children ages 5 and under* (First boarding with full fare adult) Free Children ages 5 and under* (second & third boarding with full fare adult) $ 0.85 x First (1) child Free, $0.85 For child 2 & 3 boarding with a fare paying adult; Full Fare for all other accompanying children. Arizona Zone Fare for travel to and from Ehrenberg, Arizona General Public, Seniors, & Persons with Disabilities Fixed Route Cash Fare - Route 3 Express General Public, Seniors, & Persons with Disabilities Route Deviations (one way to or from route) Route Deviations - All Fixed Routes Route Deviations (one way to or From route) DV8 Card (8 one way deviation faresr** ***Not valid for initial passenger fare, only For payment of route deviation fee. Fixed Route Go Passes 10-Ride Punch Pass S/D 10-Ride Punch Pass General Public 31-Day Pass Seniors 31-Day Pass Persons with Disabilities Summer Youth Pass 10-Ride Punch Pass 10-Ride Punch Pass 20-Ride Punch Pass General Public 31-Day Pass (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Routes 1, 2, 3 Local, 4 & 5) (Ehrenberg, Arizona) (Route 3 Express) (Route 3 Express) (Route 3 Express) Other Cash Fare - X-Tend-A-Ride & Blythe Wellness Express (BWE) X-Tend-A-Ride General Public, Seniors, & Persons with Disabilities BWE General Public, Seniors, & Persons with Disabilities One -Way BWE General Public, Seniors, & Persons with Disabilities Roundtrip $ 5.00 $ 3.50 $ 0.85 $ 0'.85 $ 6.80 $ 17.50 $ 8.50 $ 45.00 $ 30.00 $ 30.00 $ 4.0.00 $ 50.00 $ 35.00 $ 70.00 $125.00 $ 5.00 $ 10.00 $ 15.00 5 Maintenance & Facilities PVVTA operates vehicles using Compressed Natural Gas (CNG) and gasoline. The fleet consists ❑f eight active revenue generating transit buses and five support vehicles. Most of the buses are interchangeable between routes. When vehicles are retired, they are declared surplus property and sold by way ❑f auction. PVVTA adheres to all Federal Transit Administration (FTA) and California Highway Patrol (CHP) mandated Preventive Maintenance Inspection criteria and is very proactive in maintenance efforts. Vehicle maintenance is provided under contract with Transportation Concepts. Facilities PVVTA continues to improve the Operations Center and the Main Street Park N Ride (PNR). This facility allows users the comfort of a "one stop" shop for all their transportation needs. Over the last few years, Low Carbon Transit Operations Program funds are being used to improve the PNR lot to improve passenger safety and comfort. Most recently, PVVTA submitted a project application for State of Good Repair (SGR) grant funds for installation ❑f an ❑utdoor shade structure for use to maintain alternative fleet vehicles. A shade structure would allow for fleet vehicles t❑ be maintained in a safe, secure shaded area adjacent to the current maintenance facility. The Blythe CNG Station has proven to be a great resource to local and regional fuel needs for Compressed Natural Gas. Since the station opened in 2014, a steady increase in the number ❑f vehicles especially commercial fleets has been seen monthly. Currently, PVVTA staff is working with the Palo Verde Unified School District (PVUSD) on expanding the station to accommodate the ever-growing demand for CNG locally and along the Interstate 10 corridor_ PVVTA has seen vehicles use the station from travelers as far away as Canada wh❑ use this strategic route due to the reliability in CNG fuel availability. Expansion of the station is planned by early 2020 with an investment of $500,000 committed by the CA Energy Commission to PVUSD for this project. The expansion provides for maximum capacity of the station and further reliability through better redundancy in equipment. Emergency Reserve Fleet As PVVTA adds new vehicles into service, older units are rotated into an emergency contingency fleet that would be implemented ❑nly as needed for emergency and public safety use. With extreme heat conditions and remote location in the Pal❑ Verde Valley, a reserve fleet would better prepare the community in times of power outages where these vehicles would be used to transport affected residents to cooling centers within the area. For ❑ther emergency events such as floods or the breakdown of larger passenger buses on Interstate 10, this fleet would be able to assist with a large movement of passengers to safety, freeing up local law enforcement to better deal with the situation at hand. 6 Coordination PVVTA actively coordinates service with Quartzsite Transit (QTS) who operates the Camel Express providing one fixed route in the PVVTA Service Area. QTS provides service from Quartzsite Arizona three times a week and connects with the PVVTA system at the DPSS Transfer Center. QTS and PVVTA meet on occasion to address any operational issues and to provide joint training exercises to staff. These exercises include emergency training, operations and administration support development. Active coordination with Sunline was achieved for the success with the Blythe Wellness Express (BWE). Sunline provides operational emergency support for the BWE when the bus operates in the Sunline services area. During a potential incident, Sunline seamlessly assisted with bringing the BWE service back to normal and safe. With the 100+ mile one- way trip, the BWE requires extra support to ensure the most safe, comfortable and reliable service for the riders from the Palo Verde Valley. PVVTA is a member of CaIACT a statewide, non-profit organization that has represented the interests of small, rural, and specialized transportation providers since 1984. Membership is comprised of individuals and agencies from diverse facets of transportation, including operators of small and large systems, planning and government agencies, social service agencies, suppliers and consultants. PVVTA participates actively with CaIACT members and has been part of conference panels promoting concerns of extremely rural transit operators. Other member agencies frequently interact with PVVTA on regional and State issues facing public transit. SIM!Mg TRANSIT AGENCY 4rATAC T 7 Services & Performance PVVTA strives to be a community -based transit provider taking into consideration the needs and concerns of locals and stakeholders who serve the Palo Verde Valley. PVVTA participates in several local advocacy committees from all aspects of community service. PVVTA is active in Homeless support, community safety, the Blythe Area Chamber of Commerce and numerous civic groups. The best way to serve the community is to be side by side through all the ups and downs of the folks who ride the bus, count on services and support the Agency in turn. BPhil EMPOWER VALIDATE . 8 Slue Route 1- Deviated Fixed Route City of Blythe Circulator Blue Route 1 serves the growing community of Blythe providing riders access to many civic, educational and county sponsored public social service offices within the City of Blythe. Destinations on Blue Route 1 include: Blythe City Hall, County offices, Albertsons, Rite Aid, Palo Verde Hospital, Palo Verde Unified School District schools, Employment Development Department, Department of Motor Vehicles, Post Office, Blythe Central Garage and Public Works Department, California Highway Patrol, Senior Nutrition Program, Palo Verde Valley District Library, and various other shopping locations within the community. The route can deviate for passengers up to 34 of mile with a 30-minute advance reservation or upon boarding. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, DPSS Transfer Center and Social Security (SSA) Transfer Center. Blue Route 1 operates deviated service in a clockwise loop type of route providing a 60- minute frequency with one bus, five days a week. Blue Route 1 operates from 6:25 am to 5:40 pm Monday through Friday. Services are not provided on the following days: Weekends and all Agency observed holidays. RECOMMENDATIONS: 2019 No proposed changes this fiscal year; staff will continue to monitor service. 2020 No proposed changes this fiscal year; staff will continue to monitor service. 2021 Implement an opposite bus on the same route with 30-minute headways during peak hours. mml 10th Ave 1N. BROADWAY 9 Gold Route 2 - Deviated Fixed Route Palo Verde College Crosstown Gold Route 2 provides riders access between the city of Blythe and Palo Verde College. This feeder route provides connections to many civic, educational, and county sponsored public social service offices, Blythe City Hall, County offices, Albertsons, Rite Aid, Palo Verde Hospital, Colorado River Fair, Employment Development Department, Blythe Recreation Center, Palo Verde Valley District Library, Palo Verde College main campus, and various other shopping locations within the community. The route can deviate for passengers up to 3A of mile with a 30-minute advance reservation or upon boarding. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, DPSS Transfer Center and other major trip generators. Gold Route 2 operates on a two-way route providing a 60-minute frequency with one bus, five days a week. Gold Route 2 operates from 6:45 am to 6:40 pm Monday through Friday. Services are not provided on: weekends and all Agency -observed holidays. This route does not operate when the college is not in session. RECOMMENDATIONS: 2019 Reduce evening service to 4:30pm, by request up to 6:40pm based on current class schedule and usage. 2020 No proposed changes this fiscal year; staff will continue to monitor service. 2021 No proposed changes this fiscal year; staff will continue to monitor service. PV College Ern Ave DPSS a a Barnard 2 Murphy 7th INTAKE Hohsonway 10 Red Route 3 - Deviated Fixed. Route CA Prisons Express The Red Route 3 provides premium commuter service between Blythe and Chuckawalla Valley & Ironwood State Prisons, Monday through Friday with three AM and three PM trips. This route serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive, then travels via Interstate 10 to the prisons. The Red Route 3 operates from 5:15 am to 7:30 am and again from 2:00 pm to 5:00 pm, Monday through Friday. Services are not provided on the following days: Weekends and all Agency or State observed holidays. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, ❑PSS Transfer Center and Social Security (SSA) Transfer Center. Special fares are charged on this route. All passengers pay $3.30 one way. There are 10 and 20 ride GoPasses available, as well as a $120.00, 31-Day GoPass which gives unlimited rides on all Desert Roadrunner buses for the month. RECOMMENDATIONS: 2019 No proposed changes this fiscal year; staff will continue to monitor service. 2020 No proposed changes this fiscal year: staff will continue to monitor service. 2021 Look at the feasibility of implementing different modes of transportation for servicing the Prison facilities. PN R MESA SR-78 KMART.4Dm � 71.0 Hobsonway 41; PRISONS 11 Green Route 4 -- Deviated Fixed Route Rural Rider The Green Route 4 provides deviated fixed route service between Blythe, Ripley, Mesa Verde, and Ehrenberg, Arizona. This route serves four Park-N-Ride lots, travels down Hobsonway to State Route 78, then travels South to Ripley, West to Mesa Verde vita Interstate 10 and services Ehrenberg, Arizona. The Green Route 4 operates four round trips 6:30 am to 6:55 pm Monday through Friday. Services are not provided on: weekends and all Agency or State observed holidays. Connections to all other deviated fixed routes can be made at various locations within Blythe and at two major transfer points, DPSS Transfer Center and other major trip generators. RECOMMENDATIONS: 2019 Add 3 additional roundtrips to Ripley and Mesa Verde with a total of 6 trips daily, Ehrenberg service on request only via Xtend-A-Ride. 2020 Expand evening service if feasible. 2021 N❑ proposed changes this fiscal year; staff will continue to monitor service. MESA SR-78 DPSS Hobsonway RIPLEYl 12 Silver Route 5 -- Deviated Fixed Route Saturday Service The Silver Route 5 provides system -wide deviated fixed route service within the city of Blythe, Ripley, Mesa Verde, and selected trips to Ehrenberg, Arizona. This route serves all major trip -generating areas within the system on 90-minute headways. The Silver Route 5 operates 8:00 am to 12:10 pm Saturday and Agency observed holiday operating days. Services are not provided on: Monday through Friday and all Agency - observed non -operating holidays. RECOMMENDATIONS: 2019 Deviation Fee will be applied, Ehrenberg service by request only. 2020 No proposed changes; continue to monitor service. 2021 Look at subsidizing trips on other transportation modes such as taxi and ride sharing. MESA DPSS 7th INTAKE SR78 Hobsonway RIPLEY♦ 13 Premier Route 6 - Blythe Wellness Express Nun -Emergency Medical Service to the Coachella Valley The Blythe Wellness Express fixed route will provide service fixed route/point deviation service between the City of Blythe and medical facilities in the Coachella Valley. The service includes one morning trip leaving the Main Street Park -and -Ride in Blythe at 6:30 am, Monday, Wednesday and Friday, and arriving back in Blythe at 4:00 pm. This route will provide services to Desert Center [upon request] for pick up and drop ❑ff of passengers, with a rest stop at Chiriaco Summit. Continue to Sunline Division 2, Indio; John F. Kennedy Memorial Hospital, Indio; Westfield Palm Desert; Eisenhower Medical Center, Ranch❑ Mirage; and Desert Regional Medical Center, Palm Springs. After the last drop off at Desert Regional Medical Center, the bus will deadhead to Sunline Division 2 in Indio and run the route for pickup ❑f passengers and head back to Blythe. This service is not provided on weekends and Agency and State observed holidays. RECOMMENDATIONS: 2019 Continue 2 day a week service with an extra trip ❑n the 1st and 3rd Friday of the month. 2020 No proposed changes this fiscal year; staff will continue to monitor service. 2021 No proposed changes this fiscal year; staff will continue to monitor service. 14 WELLNESS EXPRESS Reservation and Advance Fare Payment required. Please call at least i days in advance of your trip date.760.922.V i40 Palm Springs Palm Springs UIE id a Rancho Mirage India Ramon Cathedral City Coachella Valley Destinations 1111( Rancho Mirage SCHEDULE: Mend+y. Wednesday iwa Friday Gram Merning: Welbouod Ta r^-•refl^ VQ11q* . myth.. huh, se...Park &. Ride d;7oakt Mem.Valle 640 AM Der C P.�t77m 7:I1.AM Chiriaro Srmmie Rat SS* 7;35 AM Indio: Highway 111 al Flower 8.05AM sueureTransfix can Indio: Mr rloapirsi 8:10 AM Randle nrepc: 840 AM Fannhomer Md. Canner Pike Spring. T.30 ADS Desert Regional Mod. Gluier Maranon: Fambenad7b ligthe India: Highway lr l w intro ]dp Pi.1 Staa;p='Premier Center India II+K iioaphe] Rancho Mirage: Eisenhower, Sind. Canto Orman negirnal Med. Coder 1 rad PM 1:a5 PM GPM ChSeiere 3.._ _.. er,4 swe ?PO 114 Down Ruler Poe QIF 3:20 PM WM Verde 3:70 AM Illytke: Maio ffie. Park R Ride 4,00 PM &opr male 6, requere ears I Des er Cninace Canter Snm nll , Sasalalaa Slaps . Swer oa& br mta�l cmlr Palm Desert If you need to go somewhere we don't serve, you can conned from our bus to the Sunt ine system at one of three transfer points - Indio, Rancho Mirage and Palm Springs. D La Gluinta * & lum elNhe FARE • ilonl0 - PamdTtip (a+w'+ day) 313.00 Where Cen the We[hless Express Take You? Scheduled Stops lrt Coachella Volley Q SunLine Indio Transfer Center O JFX Medical Center, Indio Eisenhower Medical Center, Rancho Mirage p Desert Regional Medical Center, Palm Springs Medkal Destinations Served by Request 0 21st Century 0ncology, Pa[m Desert and Rancho Mirage © Desert heart Physicians, Palm Springs © Desert MedicaE Imaging, Indian Wells © Desert Pathology Medical Group, Palm Springs Q Dr. Drisbach Oncology Center, Rancho Mirage 0 Kaiser Puranente Medical offices, Indio 113 Kaiser Permanente Medical Offices, Palm Springs © Lucy Curd Cancer Center, Rancho Mirage 0 VA Clinic, Palm Desert 15 Desert Road TRIP Trip Reimbursement PVVTA's Desert RoadTRIP program currently provides reimbursement to individuals who do not have access to local transportation. Desert RoadTRIP will be marketed and promoted in conjunction with Independent Living Partnership to seniors (age 60 years or older), persons with disabilities and truly needy persons who live outside the service area, such as Lost Lake, resort communities along U.S. Highway 95, and Desert Center. Desert RoadTRIP participants can travel up to 460 miles a month, including using Greyhound (690 miles for a family). This equals $147.20 per month ($220.80 for a family per month). In Fiscal Year 2017/18, the TRIP program provided 20 valley residents with mileage reimbursement support for 231 one-way trips and 28,236 miles of escort assisted transportation to distant medical services for a total service cost of $7,790. This breaks down to a one-way trip cost of $33.72 per trip and a .27 cents per mile subsidy. Since the implementation of the Blythe Wellness Express, which provides trips to the Coachella Valley for medical appointments, the number of TRIP clients has decreased by 20%. The fare for the Desert RoadTrip service is currently at $5 per one-way trip or $10 per round trip. The TRIP program is currently meeting the required farehox requirement, therefore, no need for increasing the fares in FY19/20. Staff will continue to analyze the program to ensure that the farehox requirement is being met. Volunteer drivers will continue to be recruited in order to guarantee Desert RoadTRIP users have escort transportation. PVVTA is also a partner in the Volunteer Driver Corps program. Desert RoadTRIP is available 24 hours a day, 365 days a year. RECOMMENDATIONS: 2019 No proposed changes this fiscal year; staff will continue to monitor service. 2020 No proposed changes this fiscal year; staff will continue to monitor service. 2021 No proposed changes this fiscal year; staff will continue to monitor service. 16 PV'VTA X-Tend-A.-Ride Community -Based Service Link PVVTA X-Tend-A-Ride is a demand responsive service to address special areas in time where community events require general public transit service that may not be available on the Fixed route system. Events in the evening, on no service days, and beyond fixed route hours would be the primary focus of this service. X-Tend-A-Ride will provide curb - to -curb service with an exclusive fare targeted to meet farebox performance requirements. During a pre -planned community event, riders would be directed to during regular operating hours. X-Tend-A-Ride would be available beyond regular operating hours. Similar trial service has been utilized for Sober Driver needs, added fair, and special community events needing public awareness. PVVTA X-Tend-A-Ride will not operate in place of fixed route services. fixed route service to provide service service to the local RECOMMENDATIONS: 2019 Add service to Ehrenberg A2 specifically by an on -request basis. 2020 Look at providing service for more community events and times where rides are needed. 2021 No proposed changes this fiscal year; staff will continue to monitor service. 17 Performance Over the last few years, PVVTA has seen a cooling in increased ridership system -wide. Service performance is flat at best with increases seen in cost due to the State increase in minimum wage and fuel tax. PVVTA has seen a nominal growth in ridership from the Unincorporated Riverside County area of Ripley. This is specifically attributed to the utilization of subsidized housing for Families from western county. Trip generators such as the Palo Verde College have more vacation time which directly impacts transit performance. When such designations are not operating service is reduced to maintain cost control. Efforts have been made to have College directly contribute to transit service due to such impact. Red Route 3 has continued to show a decline in service due to the expanded vanpool options and reduction in staff at the Prison facilities. PVVTA continues to engage Prison staff to promote and market services to employees. Due to the continued concern PVVTA is eliminating another 2 trips on the Red Route in hopes to bring performance measure back in line with the other fixed route service. Planning ❑ver the last two year, PVVTA has been working with both city and county planning departments to include conditions for transit usage ❑n all major projects in the area. With those conditions PVVTA is also carefully planning the implementation or addition ❑f services in the affected project areas. PVVTA continues to see improvement on performance goals with the BWE. The Blythe Wellness Express [BWE] utilizes a shuttle bus to the Coachella Valley for medical trips, the TRIP program for medical trips further into Western Riverside County. Taking aspects of local medical needs, community partnerships and the overwhelming need to link Eastern Riverside County the BWE has shaped out to be a much needed program for residents of the Pal❑ Verde Valley. Planning for the BWE includes expanding the scope ❑f rides and marketing towards a larger population for civic and social service trips. With the local services, PVVTA has seen challenges with service to the CA State Prisons and the increase in vanpool ❑ptions for riders. Ridership has greatly diminished due to the appeal of lower ride cost and selectivity on the vanpools. For the Green Route 4 service, local riders have asked for more service to Ripley. This addition would provide more access to transit for the growing community. Silver Route 5 varies in ridership throughout the different months mainly due to the climate and times when shopping is needed. Staff continues to factor in these specific operational characteristics when planning service. 18 Service Changes Route Changes and Modifications PVVTA Blue Route 1- will continue to run the existing route with no changes in routing. PVVTA Gold Route 2 - will reduce line service to 4:30pm Monday -Thursday, with an on - request service from 4:30pm to 6:45pm. PVVTA Red Route 3 - will continue to run the existing route with no changes in routing. PVVTA Green Route 4 - will add an additional three roundtrips daily, with Ehrenberg AZ service strictly by request only. PVVTA Silver Route 5 - will continue to run the existing route with deviation fees reinstated. PVVTA will continue the Blythe Wellness Express; two day a week and every Ist and 3rd Friday to the Coachella Valley for non -emergency medical access. PVVTA will continue to operate XTend-A-Ride service which is a demand responsive service that addresses special areas in time where community require general public transit service that may not be available on the fixed route system. PVVTA will continue to offer the Desert RoadTRIP program as well as promote use of services such as the BWE and Xtend-A-Ride. 19 Community Engagement The following community engagement activities as well as marketing efforts will be utilized to promote ridership growth in FY 2019 f 20. 1. Continuation of the marketing program, which includes brochures, flyers, advertisements in local newspapers, community transit fairs, participation in community events, and promotional materials. 2. Continuation of public outreach program, which includes meetings with schools, employers, senior service programs, persons with disabilities programs, social service agencies, the general public, city departments, and other organizations that benefit from public transportation in the Palo Verde Valley. 3. Continuing the Mobility Training program to teach the public about mass transit including those with disabilities. 4. Continue to offer information on Rideshare programs available to residents and visitors of the Palo Verde Valley. S. Continue to foster new partnerships with Palo Verde College Association of Student Governments, and new businesses coming to the city through the Shop, Save and Get Home Free Program. 20 6. Continue to work with marketing consultants to improve the Blythe Wellness Express and the Agency website pvvta.com. 7 Continue to co-sponsor and stay involved in community events such as Run for the Wall, Summer Safety Event, Cleanup Day and local community events. 21 Financial & Capital Plans Operating Budget The proposed Palo Verde Valley Transit Agency's operating budget for fiscal year 2019/20 is $1,526,160 which includes $89,000 in operating expenses for the Blythe Wellness Express (BWE), which began as a pilot program in 2017 and is now a regular PVVTA route. The Agency's regular operating budget for FY2019/20 is 9.8 percent over Iast year's operating budget. The increase is primarily due to an increase in operating and maintenance costs of the CNG Station, regular routes, and increase in fuel costs. The Agency's budget includes only those expenses for the day-to-day operations of the Transit Agency. Expenses are closely monitored to assure the Agency continues to operate within its budget and is compliant with the mandatory 10 percent farebox recovery ratio. Capital Budget The Agency's capital budget for FY 2019/20 is $273,758 which includes, STA funding for the purchase and replacement of a fixed route bus, support vehicle, shop maintenance truck, bus stop amenities, solar parking light and bulk purchase of tires, filters, etc., and State of Good Repair (SGR) funds for maintenance shop equipment. Regulatory and Compliance PVVTA adheres to all regulatory and compliance requirements as mandated by the Riverside County Transportation Commission and/or other regulatory agencies, as it pertains to ADA, DBE, EEO, etc. A TDA Triennial Performance Audit was performed for the period of July 1, 2013, through June 30, 2015, in which there were four recommendations for improvements made by the auditor. Pursuant to the audit performed, the recommendations were: J Continue to pursue a succession plan for the Finance Manager position. Continue to pursue a fare revenue sharing agreement with Palo Verde College. I Include Desert RoadTRIP financial and operations data in the PVVTA State Controllers Report. � Provide Title VI Policy documentation in Spanish. PVVTA has already addressed all four recommendations outlined in the Triennial Audit. 22 IFRIVERSIDE COUNTY TRANSPORTATION COMMISSIDN Bus (Motorbus) / Purchased Transportation Table I - Fleet Inventory FY 2019/20 Short Range Transit Plan Pala Verde Valley Transit Agency Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 2018/ 19 # of Contingency Vehicles FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2014 2010 2011 2012 2013 2013 2013 2016 2016 2018 2019 CND FRO FRO FRO FRO FRO FRO FRO FRO FRO FRO 18 18 18 18 26 26 26 18 18 18 18 1 A GA GA GA CN CN CN CN GA GA GA GA 1 1 1 1 1 1 i 1 1 1 1 45,835 233,759 232,825 166,863 114,742 112,230 139,123 88,007 79,246 0 69,421 237,349 232,825 170,063 115,215 117,902 147,752 119,232 110,397 30,125 0 69,421 170,063 115,215 117,902 147,752 119,232 110,397 30,125 0 Totals: 222 1. 9 2 1,212,630 1,350,281 150,031 TransTrark Managerro Page I of 1 4l16l2019 PALO VERDE VALLEY TRANSIT AGENCY FY 2019/20 - 2021/22 SHORT RANGE TRANSIT PLAN Table 2A - Excluded Routes Route # Mode (FR/DR) Service Type (DO/CO) Route Description Date of Implementation Exemption End Date Blythe Wellness Express (BWE) FR CO Provides transportation services to hospitals, medical offices, pharmades, and medical equipment suppliers located in Riveride county 7/1/2017 6/30/2020 Note: Excluded routes are new routes or new service extensions that are eligible For exemption from the farehox recovery requirements. 24 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/1.9 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics Peak -Hour Fleet 60 6 45 6 Financial Data + Total Operating Expenses $868,249 $865,873 $1,390,714 $886,952 $1,526,160 Total Passenger fare Revenue $125,735 $90,161 $139,924 $84,800 $391,553 Net Operating Expenses (Subsidies) $742,515 $775,712 $1,250,790 $802,153 $1,134,607 operating Characteristics Unlinked Passenger Trips 45,807 44,047 46,052 35,759 50,161 Passenger Miles 641,298 616,658 762,082 500,626 894,477 Total Actual Vehicle Revenue Hours (a) 8,293.0 7,956.6 7,909.0 5,401.0 7,996.0 Total Actual Vehide Revenue Miles (b) 153,869.0 182,286.0 184,733.0 130,868.0 189,808.0 Total Actual Vehide Miles 'Performance 186,618.0 216,411.E 214,055.E 151,040.0 219,008.0 Characteristics Operating Cost per Revenue Hour $104,70 $108,83 $175.84 $164.22 $190.87 Farebox Recovery Ratio 14,48% 10,41% 10.06% 9.56% 25.65% Subsidy per Passenger $16.21 $17.61 $27.16 $22,43 $22.52 Subsidy per Passenger Mile $1.16 $1.26 $1,64 $1.60 $1.27 Subsidy per Revenue Hour (a) $89.54 $97.50 $158,15 $148.52 $141.90 Subsidy per Revenue Mife (b) $4.83 S4.26 $6.77 $6.13 $5.98 Passenger per Revenue Hour (a) 5.5 5.5 5.8 6.6 6.3 Passenger per Revenue Mile (b) 0.30 0.24 0.25 0.27 0,26 (a) Train !lours for Rail Modes. (h) Car Miles for Rail Modes. w TransTrack Manager"" 4r16/2fl19 Page 1 of I rifRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2 -- PVVTA-BUS -- SRTP Service Summary FY 2019 j 20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics a Peak -Hour Fleet 60 5 45 5 Financial Data Total Operating Expenses $856,804 $728,235 $1,094,270 $778,563 $1,428,160 Total Passenger Fare Revenue $124,235 $84,166 $114,439 $76,700 $357,468 Net Operating Expenses (Subsidies) $732,570 $644,070 $979,831 $701,864 $1,070,692 Operating Characteristics Unlinked Passenger Trips 45,807 43,569 45,575 35,202 49,380 Passenger Miles 641,298 609,966 638,062 492,828 691,327 Total Actual Vehicle Revenue Hours (a) 8,293.0 7,181.0 7,137,0 4,820.0 7,136.0 Total Actual Vehicle Revenue Miles (b) 153,869.0 148,617.0 151,885.0 106,034.0 153,219.0 Total Actual Vehicle Miles 186,618.0 178,935.0 177,576.0 124,394.0 179,750,0 Performance Characteristics Operating Cost per Revenue Hour $103.32 $101,41 $153,32 $161.53 $200.13 Farebox Recovery Ratio 14.50% 11,56% 10,45% 9.85% 25.02❑/❑ Subsidy per Passenger $15.99 $14.78 $21,50 $19,94 $21.68 Subsidy per Passenger Mile $1,14 $1.06 $1.54 $1,42 $1.55 Subsidy per Revenue Hour (a) $88.34 $89.69 $137.29 $145.61 $150.04 Subsidy per Revenue Mile (b) $4.76 $4.33 $6.45 $6.62 $6.99 Passenger per Revenue Hour (a) 5.5 6.1 6.4 7,3 6.9 Passenger per Revenue Mile (b) 0.30 0,29 0.30 0.33 0.32 (a) Train Hours For Rail Modes. (b) Car Miles for Rail Modes. N CT1 TransTrack Manager'"' 4/16)2019 Page I of I OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2 -- PVNTA-BWE -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics A Peak -Hour Fleet 12 1 9 1 Financial data Total Operating Expenses $133,442 $283,944 $104,092 $89,000 Total Passenger Fare Revenue $5,195 $21,785 $7,520 $31,285 Net Operating Expenses (Subsidies) $128,247 $262,159 $96,572 $57,715 Operating Characteristics Unlinked Passenger Trips 478 477 557 781 Passenger Miles 6,692 124,020 7,798 203,150 Total Actual Vehicle Revenue Hours (a) 775.0 772.0 581.0 860.0 Total Actual Vehicle Revenue Miles (b) 33,669.0 32,848.0 24,834.0 36,589.0 Total Actual Vehicle Miles 37,476.0 36,479.0 26,646.0 39,258.0 Performance Characteristics Operating Cost per Revenue Hour $172.18 $367.80 $179,16 $103.49 Farebox Recovery Ratio 3.89% 7.67% 7.22% 35.15% Subsidy per Passenger $268,30 $549.60 $173.38 573.90 Subsidy per Passenger Mile $19,16 $2.11 $12.38 $0,28 Subsidy per Revenue Hour (a) $165.48 $339.58 $166.22 $67,11 Subsidy per Revenue Mile (b) $3.81 $7.98 $3,89 $1.58 Passenger per Revenue Hour (a) 0.6 0,6 1.0 0.9 Passenger per Revenue Mile (h) 0,01 0,01 0.02 0.02 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"' 4/16j2019 Page Y of 1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2019/2O Short Range Transit Plan Excluded Routes FY 2015/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics Peak -Hour Fleet 12 3 18 1 Financial Data Total Operating Expenses $244,150 8133,442 $426,221 $231,695 $89,000 Total Passenger Fare Revenue $19,251 $5,195 536,563 $20,042 $31,285 Net Operating Expenses (Subsidies) $224,899 $128,247 $389,558 $211,653 $57,715 Operating Characteristics Unlinked Passenger Trips 7,267 478 6,611 6,358 781 Passenger Miles 101,738 6,692 209,902 89,012 203,150 Total Actual Vehicle Revenue Hours (a) 2,149.0 775.0 2,004.0 1,350.0 860,0 Total Actual Vehicle Revenue Mites (b) 41,510.0 33,669.0 66,446.0 49,189.0 36,589.0 Total Actual Vehicle Miles 69,612.0 37,476,0 90,836.0 66,007.0 39,258.0 Performance Characteristics Operating Cost per Revenue Hour $99.69 $172.18 $212.69 $171.63 $103.49 Farebox Recovery Ratio 7,89% 3.89% 8.60% 8.65% 35.15% Subsidy per Passenger $30.95 $268.30 $58.93 $33,29 $73.90 Subsidy per Passenger Mile $2.21 819.16 $1.86 $2,38 $0.28 Subsidy per Revenue Hour (a) 591.83 $165.48 $194.39 $156,78 $67.11 Subsidy per Revenue Mile (b) $5.42 $3,81 $5.86 54.30 $1.58 Passenger per Revenue Hour (a) 3.0 0,6 3.3 4,7 0,9 Passenger per Revenue Mile (b) 0.18 0,01 t 0.10 0.13 0,02� (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. r.s 00 TransTrack Manager"" 4/10019 Page I of RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2019/20 Short Range Transit Plan Non -Excluded Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics h Peak -Hour Fleet 60 3 27 5 Financial Data Total Operating Expenses $624,099 $732,431 $464,493 $655,257 $1,437,160 Total Passenger Fare Revenue $106,483 $84,966 $103,261 $64,758 $360,268 Net Operating Expenses (Subsidies) $517,616 $647,465 $861,232 $590,499 $1,076,892 Operating Characteristics Unlinked Passenger Trips 38,540 43,569 39,441 29,401 49,380 Passenger Miles 539,560 609,966 552,180 411,614 691,327 Total Actual Vehicle Revenue Hours (a) 5,844.0 7,181,0 5,905.0 4,051,0 7,136.0 Total Actual Vehicle Revenue Miles (b) 112,359.0 148,617.0 118,287.0 81,679.0 153,219.0 Total Actual Vehicle Miles 117,006.0 178,935,0 123,219,0 85,033.0 179,750.0 Performance Characteristics Operating Cast per Revenue Hour $106.79 $102.00 $163.33 5161.75 $201.40 Farebax Recovery Ratio 17.066/0 11.60% 10,70% 9,88% 25,06% Subsidy per Passenger $13.43 $14,86 $21,84 $20,08 $21 81 Subsidy per Passenger Mile $0,96 $1,06 $1,56 $1,43 $1,56 Subsidy per Revenue Hour (a) $88.57 $90.16 $145.85 $145.77 $150.91 Subsidy per Revenue Mile (b) $4.61 $4.36 $7,28 $7.23 $7,03 Passenger per Revenue Hour (a) 6.6 6,1 6.7 7,3 6,9 Passenger per Revenue Mile (h) 0.34 0,29 0.33 0,36 0.32 (a) Train Hours for Rail Modes, (b) Car Miles for Rail Modes, N UJ TransTrack Manager" 4/ 16/2019 Page 2 of I TABLE 3-A INDIVIDUAL ROUTE DESCRIPTIONS LINE ROUTE DESCRIPTION AREAS/SiTES SERVICED FIXED ROUTE: Blue Route 1 Provides riders access to many civic locations within the City of Blythe. Blue Route 1 operates deviated service in a clockwise loop type of route providing a 60 minute frequency with one bus five days a week. Blue Route 1 operates from 6:25 am to 5:40 pm Monday through Friday. Destinations on Blue Route 1 inciude: City Hall, Big K-Mart, Palo Verde Hospital, Employment Development Department, Palo Verde Unified School District, California Highway Patrol, DMV, Albertsons, Rite -Aid, Senior Nutrition Program, etc. Gold Route 2 Provides riders access between the City of Blythe 8 Palo Verde College. Gold Route 2 operates on a two way route providing a 60 minute frequency with one bus, five days a week. Gold Route 2 operates from 6:45 am to 4:30 pm and up to 6:40 pm upon request, Monday through Friday Destinations on Gold Route 2 Include: Blythe City Hall, Big K-Mart, Albertsons, Colorado River Fair, Blythe Recreation Center, Palo Verde Hospital, Palo Verde Valley District Library, Employment Development Department, etc. Red Route 3 Provides premium commuter service between City of Blythe and the California State Prisons. Red Route 3 serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive then travels via 1-10 to the prisons. This route operates Monday through Friday from 5:15 am to 5:00 pm. This route serves four Park-N-Ride lots, travels down Hobsonway to Mesa Drive, then travels to the State Prisons, via Interstate 10. Connections to all other deviated fixed routes can be made at various locations within Blythe at two major transfer points. Green Route 4 Green Route 4 provides deviated fixed route service between Blythe, Ripley, and Mesa Verde. Ehrenberg Arizona, upon request only via Xtend-A-Ride. This route operates six (6) round trips from 6:30 am to 6:55 pm, Monday through Friday. This route will service four Park-N-Ride lots, travels down Hobsonway to SR78 then South to Ripley and West to Mesa Verde via I•10_ Connections to all other deviated fixed routes can be made at various locations within Blythe at two major transfer points. Silver Route 5 The Silver Route 5 provides system -wide deviated fixed route service within the City of Blythe, Ripley, Mesa Verde and selected trips to Ehrenberg, Arizona. This route serves all major trip generating areas within the system on 90-minute headways. Operates from 8:00 am to 12:10 pm. This route will service the City of Blythe, Ripley, Mesa Verde and selected trips to Ehrenberg, Arizona and will operate on Saturdays and on service holidays only. Blythe Wellness Express (BWE) The Blythe Wellness Express fixed route will provide service fixed-routelpoint deviation service between the City of Blythe and medical facilities in the Coachella Valley. This service includes one morning trip leaving the Main Street Park -and -Ride in Blythe, with a return trip in the afternoon. This fixed route service will run three days a week, leaving the Park-n-Ride on 1Vlain Street at 6:30 am and returning to Blythe at 4:00 pm. This route will provide services to Desert Center, for pick up and drop off of passengers, with a nest stop at Chiriaco Summit. Continue to Sunline Division 2, Indio, John F Kennedy Memorial Hospital, Indio, Westfield palm Desert, Eisenhower Medical Center, Rancho Mirage and Desert Regional Medical Center in Palm Springs. The service will run 2 days a week with an extra trip on the 1st and 3rd Friday of the month Palo Verde Valley Traniagency Short Range Transit Plan Fiscal Year 20 7 9/20 rot F aged m EI0;19ijb w+elieuo y veusuarl LO9'4ET'TS i55'T6E$ 091`925'i$ 0'800'612 O'ROW6BI 037L5% 0'966'i L21,1469 I9I'O5 9 sIRol+aplA ald eoim6S 002'9$ omen40O'6# ReP�I�M tPdO V1Md STL'LS$ S82'IE5 OO4'68$ 0'852'6E 0'685'9E 01411E`T 0'09R 0ST'€02 TR/ T oTeMeM 3M9-V1 M 508`92$ 05e0t$ 55O'C£$ O'8C4'B 0106'L Mi. 0'0» 825'9€ 609'2 T Aepr 4e5 5-V1/U1d /IVILI$ L45'85$ 1.26'622R 0'2(7•E'9E 4'I80,2 VST5`T 0'20Z'T E£0'SW 09E'OI I ReP)PeM b-V1INd S45'IT1$ E82`ZER SZB'EbTB 0'662'0 4'682'L2 0'69E'T 0'9E4 geLC en'S T Replaem 2-V1Md 68T16E$ 0641CI$ 6C6'2253 0'202'54 0'029'24 O'aq O'LL81 4601,E1 9C5'6 T Repxaem 2.tlIMd 9EL'69£$ 8E9'bZT$ 4LE'4645 W62211, 0'92e0b O'6961 O'SI6'2 SL2'ee SOE'I2 T RAM T•ViAM Ames enuemrd sanoN snraH �IIW ;aN .06uassed Supeiado 1,21,01 anuDAGiy Fa101 anuawn aebvassed saa6vassed svP14aA edAl Red # a4n�U 3leed sxuawaR epee sa;noli IN 006TOZ Ad S -- A3uafivvsuei; AalleA aPlaA sled KIPS 7IS aln021 &MS - E �►9�1 NOISSINIM NolialsOdsriva Ammo., gMS8M10 rssrgeee Cr) 6102,9I/1 .1dbpus►q We!,G sue-il 9r0 £'9 86'S$ 061153 LZ'r$ 797Z$ °Ia59'SZ EvaEl 1,0"8$ L8'O6T$ slgloi Japinad irc!Asas %trzE AepTaw dva-vJ.Md ZO'0 WO 851$ Tra$ 9Z'O$ 06'EG$ 465T'SE 96'E11$ a'2$ 6VEOT$ AePPIIM 3M9-V AAd En 5'9 6r£$ TS'99$ FL'04 LZ'OI$ 9699'CZ Oriiji 69%1 5616$ Ammes 5•VJNW pro 9V L63,$ T9'Zi,I$ 8I'I$ 5513 imvst 6T'ZZi L9'95 82'T6T$ AelaIaeM b-VIAM OZ'0 5'L 601$ 95'TST$ IA,'I$ BI'OZ$ 96b4'ZZ Ne9Z3 LVSS Z1.'563 AeP1DiPM £-VJ.Md ZZ'O IV VT'6$ i4'SOZ$ Z67$ 58'Oi+$ %6I'SZ 093it T22I5 29'BCZ$ +eWI20M Z-VIAM ZS'0 £'L 90'6$ TC'9Z1$ I,Z'TS SECT$ %I!VZ OrEZ$ I,T'ZT$ Wort AeRaDM 1Ail4Md aIIW 1110H aad ably MON aNW Jag gassed w14!! BaaBuaesed saaevassed anuanary anuaAay aa6uassed Jed ApcsgnS Alanwaa aad Apsgns aad Ap!sgng aad Ap!sgnS xogaaed aaauarsed ably anuanay anoH anuanaa adAi lea # agnotl rad 1soJ rad;so" sad 3So3 Ensamada 6ugaladp sapaea!pui a]tleluaojiad saTnob Iftl OZI6TOZ A.4 s Aauafiv a!sueil AalleA oiled 534s►.Iea d1215 - a19e_L NO15501140) 11011V1N041SNYM unn03 7a1sa3A PALO VERDE VALLEY TRANSIT AGENCY FY 2019/20 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 4 - Summary of Funds Requested for FY 2019/20 Project Description Operating Assistance Operating Assistance (5311 Funds) (FY 18119) Blythe Wellness Express Operating LCTOP Free Ride Vouchers (FY 18/19) Subtotal: Operating Capital Project Number tit Total Amount of Funds $ 1,184,575 $ 191,289 $ 100,285 $ 50,011 $ 1,526,150 LTF 3 1,055,805 $ 1,065,605 STA $ 5311 Funds $ 191,289 5 191,289 $ State Of Goad Repair Low Carbon Transit Operations Program $ 50,011 5 50,01t Fare Box $ 75,000 $ 11,285 5 90,285 Other Funds $ 39,970 $ 89,000 5 128,970 Replacement of Fixed Route Bus (CNG) Replace Support Vehicle Purchase ShoplMafntenance Truck Bulk Transit Bus Tires, Filters, etc. Bus Stop Amenities Solar Parking Light SGR/ Maintenance Shop Equipment FY18119 Subtotal: Capital Total: Operating S Capital FY20-1 FY20-2 FY20-3 FY20-4 FY20-5 FY20-8 FY20-7 $ 120,000 38,000 45,000 15,000 10,000 10,000 $ 35,758 $ 273,758 120,000 $ 38,000 5 45,600 3 15,000 $ 10,000 $ 10,000 $ 238,000 s 5 35,758 5 35,758 5 $ (1) Number should tie to Table 4A - Capital Project Justification Other Funds Include: $ 1,799,918 CNG Fuel Sales $ 27,000 T,R,I,P. Revenue $ 800 RTAP Grant $ 2,000 Special Services $ 10,000 Misc. Revenues/Interest $ 170 MDAO.MD Operating Funds 3 89,000 $ 128,970 $ 1,065,605 $ 238,000 $ 191,289 $ 35,758 $ 50,011 $ 90,285 S 128,970 Revised 5/7/2019 Summary of FY 2019/20 Funds Requested.xls FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY20-1 FTIP No: PROJECT NAME: Replacement of one (1) Fixed Route Bus (CNG) PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace one (1) CNG fixed route bus, with seating capacity of 16 passengers/2 wheelchairs., PROJECT JUSTIFICATION The Palo Verde Valley Transit Agency has several buses that have either met their useful life or are very close and need to be replaced in order to continue to provide reliable fixed route service to the community. Therefore, PVVTA is looking to purchase and replace one (1) CNG bus with seating capacity of 16 passengers/2 wheelchairs. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2019t20 $120,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/20) 34 FY 2m/2o SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No FY20-2 FM' No: PROJECT NAME: Replace Support Vehicle. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace a support vehicle which has met its useful life. PROJECT JUSTIFICATION PWTA is currently operating a 2012 support vehicle which has met its useful life and is requiring a significant amount of repairs. The cost of the repairs are not feasible and therefore, PWTA is looking to replace the 2012 support vehicle. PROJECT SCHEDULE (If existing project in FT1P, indicate original start date and new completion date): Start Date Completion Date 7/01/2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY2019/20 $38,000 PRIOR YEAR PROJECTS OF A SIlVIILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED {INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #} FTA Grant # FT1P ID # RCTCISRTP Project # Description Unexpended Balance (as of 6130/20) 35 FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY20-3 FTIP No; PROJECT NAME: Replace Support Vehicle. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace a shop maintenance truck which has met its useful life. PROJECT JUSTIFICATION PVVTA is currently operating a 2012 support vehicle that has been used by the mechanic as a shop truck. This vehicle has met its useful life and is requiring a significant amount of repairs, plus it sloes not meet the needs of the mechanic. PVVTA is looking to replace the 2012 support vehicle with an actual shop maintenance trucks which will be more reliable when a bus goes down on the road. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01/2019 6/30/2020 PROJECT FUNDING SOURCES {REQUESTED}: Fund Type Fiscal Year Amount STA FY 2019/20 $45,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED {INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #} FTA Grant # FTIP ID # RCTCISRTP Project # Description Unexpended Balance (as of 6/30/20) 36 FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY20-4 FTIP No: PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase in bulk transit bus tires, filters, coolants, etc. PROJECT JUSTIFICATION Sus tires, filters, oil, coolants, brake kits, etc. will be purchased in bulk for the year. This will allow quicker repair of the buses with the supplies already on hand. In addition, it will allow the buses to be put back in service much quicker. PROJECT SCHEDULE (If existing project in FTA, indicate original start date and new completion date): Start Date Completion Date 7/01/2019 00/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year .Amount STA FY 2019/20 $15,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTCISRTP Project # Description Unexpended Balance (as of 00/20) 37 FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY20-5 FTIP No: PROJECT NAME: Bus Stop Amenities. PROJECT DESCRIPTION {For bus purchase projects, indicate fuel type} Purchase bus benches and shelters to be placed at bus stop locations in the valley. PROJECT JUSTIFICATION This project has been an ongoing project but halted for a few years due to limited resources. PVVTA would like to continue with the purchase of bus shelters, benches and where necessary construction of concrete pads for the shelters and benches. The summer weather in Blythe is extremely hot and bus shelters would benefit passengers waiting for the bus by giving them a place to wait, out of the direct hot sun. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 20I 9120 $10,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE --- INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED {INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #} FTA Grant # FTIP ID # RCTCISRTP Project # Description Unexpended Balance (as of 6/30/20) 38 FY 2019/20 SRTP Table 4A --- Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY20-6 FTIP No: PROJECT NAME: Solar Lighting PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and install solar lighting for the PVVTA parking lot. PROJECT JUSTIFICATION PVVTA purchased and installed one solar light for its parking lot under LCTOP and needs to install another solar light for safety and security purposes. Lighting of the parking lot which also serves as a Park-N-Ride lot wiII secure the safety of transit riders catching the bus. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Stark Date Completion Date 7/01 /2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2019/20 $10,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED {INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #y FTA Grant # FTIP ID # RCTCISRTP Project # Description Unexpended Balance (as of 6/30/20) 39 FY 2019/20 SRTP Table 4A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY20-7 FTIP No: PROJECT NAME: Shop Equipment Improvement Project. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Upgrade/update heavy duty maintenance equipment. PROJECT JUSTIFICATION The maintenance equipment in the maintenance shop is old and needs to be upgraded/updated. This purchase will provide more efficient and safe equipment for the maintenance mechanic to use for repairs of the transit buses. With more efficient maintenance equipment, the buses will be in service much quicker. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01/2019 6/30/2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR FY 2019/20 $35,758 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTCISRTP Project # Description Unexpended Balance (as of 6/30/20) 40 PALO VERDE VALLEY TRANSIT AGENCY FY 202oai SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table Si - Summary of Funds Requested for FY 2020/21 Project description Operating Assistance Operating Assistants (5311 Funds) BWE Subtotal: Operating Replacement of Fixed Route Bus (Gas) Bulk Transit Bus Tires, Filters, etc. Bus Stop Amenities Maintenance Shop Equipment SSW Maintenance Facility Improvements FY19/20 Subtotal: Capital 'fatal: Operating & Capital Capital Project Number (il FY21-1 FY21-2 FY21-3 FY21-4 FY21.5 (1) Number should tie to Table 4A - Capital Project Justification Other Funds Include: Total Amount of Funds $ 1,220,352 $ 223,138 $ 1,443,491 $ 110,000 20,000 10,000 75,000 36,605 $ 251,505 $ 1,695,096 CNG Fuel Sales $ 27,810 T.R.I.P, Revenue $ 624 RTAP Grant $ 2,300 Special Services $ 10,300 Misc. Revenues/Interest $ 175 MDAOMD Operating Funds $ 20,000 i� $ 61,409 LTF $ 1,097,573 $ 1,097,573 5 $ 1,097,573 STA $ $ 110,000 $ 20,000 & 10,000 $ 75,000 $ 215,000 $ 215,000 5311 Funds $ 191,289 191,289 $ 191,289 $ State Of Good Repair 36,605 $ 36,805 $ 36,605 S a Lew Carbon Transit Operations Program Fare Box $ 81,370 S 11,849 $ 93,219 $ Other Funds 41,409 $ 20,000 $ 61,409 $ 93,219 $ 61,409 Revised 5/7/2019 Summary of FY 2020/21 Funds Requested,xls FY 2020121 SRTP Table 5.1 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY21-1 FTIP No: PROJECT NAME: Replacement of one (1) Fixed Route Bus (Gas) PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace one (1) Gas fixed route bus, with seating capacity of 16 passengers/2 wheelchairs. PROJECT J[ISTIFICATION The Palo Verde Valley Transit Agency has several buses that have either met their useful life or are very close and need to be replaced in order to continue to provide reliable fixed route service to the community. Therefore, PVVTA is looking to purchase and replace one (1) gas bus with seating capacity of 16 passengers/2 wheelchairs. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2020 6/30/2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2020/21 $110,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED [INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #] FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 00/21) 42 FY 2020/21 SRTP Table 5,1 A — Capital Protect Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY21-2 FTIP No: PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase in bulls transit bus tires, filters, coolants, etc. PROJECT JUSTIFICATION Bus tires, filters, oil, coolants, brake kits, etc. will be purchased in bulk for the year. This will allow quicker repair of the buses with the supplies already on hand. In addition, it will allow the buses to be put back in service much quicker. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2020 b130/2021 PROJECT FUNDING SOURCES (REOUESTED): Fund Type Fiscal Year Amount STA FY 2020/21 $20,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTCISRTP Project # Description [Unexpended Balance (as of5130/21) 43 PAW VERDE VALLEY TRANSIT AGENCY FY 2R21122 SUMMARY OF FUNDS REQUESTED SHORT RANGE TRANSIT PLAN Table 5.2 - Summary of Funds Requested for FY 2021/22 Project Description Capital Project Number tV Total Amount of Funds LTF STA 5311 Funds State Of Good Repair Law Carlton Transit Operations Program Fare Box Other Funds Operating Assistance $ 1,256,894 $ 1,130,500 $ 83,811 $ 42,582 Operating Assistance (5311 Funds) BVVE $ 223,730 $ 191,269 $ 12,441 $ 20,000 — Subtotal: Operating $ 1,480,524 $ 1,130,$00 $ - $ 191,289 $ - $ - $ 95,253 $ 62,582 Replacement of CNG Fixed Route Bus FY22-1 $ 130,000 $ 130,000 Replace Support Vehicle {Truck} FY22-2 $ 40,000 $ 40,000 Bulk Transit Bus Tires, Filters, etc, FY22-3 $ 10,000 $ 10,000 Bus Stop Amenities FY22-4 $ 12,000 $ 12,000 Subtotal: Capital $ 192,000 $ $ 192,000 $ $ _ $ $ g Total: Operating & Capital $ 1,672,624 $ 1,130,500 $ 192.000 ,$ 191,289 $ - $ - $ 96,253 $ 62,582 (1) Number should tie to Table 4A - Capital Project Justification Other Funds Include: CNG Fuel Sales T.R.I.P. Revenue RTAP Grant Special Services Misc. Revenues/Interest MDAQMD Dperating Funds A A $ 28,644 $ 849 $ 2,300 $ 10,600 $ 180 $ 20,000 $ 62,582 Revised 517l2019 Summary of FY 2021/22 Funds Requestedxls FY 2021/22 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY22-1 FTIP No: PROJECT NAME: Replacement of one (1) Fixed Route Bus (CNG) PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace one (1 ) CNG fixed route bus, with seating capacity of 16 passengers/2 wheelchairs. PROJECT JUSTIFICATION The Palo Verde Valley Transit Agency has several buses that have either met their useful life or are very close and need to be replaced in order to continue to provide reliable fixed route service to the community. Therefore, PVVTA is looking to purchase and replace one (1) CNG bus with seating capacity of 16 passengers/2 wheelchairs. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date —Completion Date 7/01/2021 6/30/2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amoumt STA FY 2021/22 $130,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTCISRTP Project # Description Unexpended Balance (as of 6/30/22) 45 FY 2021 /22 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No:_FY22-2 FTIP No: PROJECT NAME: Replace Support Vehicle (CNG Truck). PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase and replace a CNG support vehicle which has met its useful life. PROJECT JUSTIFICATION PVVTA is currently operating a 2014 CNG support vehicle which has met its useful life and is requiring a significant amount of repairs. The cost of the repairs are not feasible and therefore, PVVTA is looking to replace the 2014 support vehicle. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2021 6/30/2022 PROJECT FUNDING SOURCES SREQUESTEDI: Fund Type Fiscal Year Amount STA FY 2021/22 $40,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTCISRTP Project # Description Unexpended Balance (as of 6/30/22) 46 FY 2021/22 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER Of existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY22-3 FTIP No: PROJECT NAME: Bulk Tires, Filters, etc. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase in bulk transit bus tires, filters, coolants, etc. PROJECT JUSTIFICATION Bus tires, filters, oil, coolants, brake kits, etc. will be purchased in bulk for the year. This will allow quicker repair of the buses with the supplies already on hand. In addition, it will allow the buses to be put back in service much quicker. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2021 6/30/2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2021/22 $10,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTTP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/22) 47 FY 2021t22 SRTP Table 5.2 A — Capital Project Justification PROJECT NUMBER (If existing project in FTIP, Indicate FTIP ID number): SRTP Project No: FY22-4 FTIP No: PROJECT NAME: Bus Stop Amenities. PROJECT DESCRIPTION (For bus purchase projects, indicate fuel type) Purchase bus benches and shelters to be placed at bus stop locations in the valley. PROJECT JUSTIFICATION This project has been an ongoing project but halted for a few years due to limited resources. PVVTA would like to continue with the purchase of bus shelters, benches and where necessary construction of concrete pads for the shelters and benches. The summer weather in Blythe is extremely hot and bus shelters would benefit passengers waiting for the bus by giving them a place to wait, out of the direct hot sun. PROJECT SCHEDULE (If existing project in FTIP, indicate original start date and new completion date): Start Date Completion Date 7/01 /2021 6/30/2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA FY 2021/22 $12,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE — INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE ETA GRANT #, FTIP ID # AND RCTC'S SRTP CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC/SRTP Project # Description Unexpended Balance (as of 6/30/22) 48 TABLE 6—PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT Prior Audit Recommendation (Covering FY 2013 — FY 2015) Action(s) Taken And Results Continue to pursue and implement a succession plan for the Finance Manager position. Steps have been taken to document and archive key functions of the Finance position. The Board has taken action to allow transfer of such duties to become easier if necessary. Continue to pursue a fare revenue sharing agreement with Palo Verde College. PVVTA has multiple meetings yearly about service revenue and coordination. Palo Verde College has implemented services paying the full cost for transportation. This item is an ongoing discussion. Include Desert RoadTRIP financial and operations data in the PVVTA State Controllers Report. The Desert RoadTRIP data has now been incorporated into the State Controllers Report. Effective with the FY2015/16 report. Provide Title VI Policy documentation in Spanish. Title VI Policy documentation was translated to Spanish and approved by the PVVTA Board on June 21, 2017. ( i ) If no action taken, provide schedule for implementation or explanation of why the recommendation is no longer relevant. 49 INFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 7 - Service Provider Performance Targets Report FY 2018/19 Short Range Transit Plan Review Pala Verde Valley Transit Agency Data Elements FY 2018/19 Plan FY 2018/19 Target FY 2018/19 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 46,052 Passenger Miles 762,082 Total Actual Vehicle Revenue Hours 7,909.0 Total Actual Vehicle Revenue Miles 184,733.0 Totai Actual Vehicle Miles 214,055.0 Total Operating Expenses $1,390,714 Total Passenger Fare Revenue $139,924 Net Operating Expenses $1,2so,no Performance Indicators Mandatory: 1. Farebox Recovery Ratio 1 10.06%1 >= 10.00% I 9.56% I Fails to Meet Target Discretionary: 1, Operating Cost Per Revenue Hour $175.84 ¢= $145.56 $164.22 Fails to Meet Target 2, Subsidy Per Passenger $27.16 >= $19.27 and <= $26.07 $22.43 Meets Target 3. Subsidy Per Passenger Mile $1.64 >= $1.38 and ¢= $1.86 $1.60 Meets Target 4. Subsidy Per Hour $158,15 >_ $110.94 and <= $156.10 $148.52 Meets Target 5. Subsidy Per Mile $6.77 a= $4.73 and <= $6.39 $6.13 Meets Target 6. Passengers Per Revenue Hour 5.80 >= 4.93 and ¢= 6.67 6,60 Meets Target 7. Passengers Per Revenue Mile 0.25 >= 0.21 and <= 0,29 0.27 Meets Target ate: Must meet at least 4 out aF 7 Discretionary f erfarmanoe IndKators Productivity Performance Summary: Service Provider Comments: trI a TransTrack Manager"' 4/ 16) 2019 Page I of 5/1/2014 IFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2019/20 - Table S -- SRTP Performance Report Service Provider- Pala Verde Valley Transit Agency All Routes Performance Indicators FY 2017/18 End of Year Actual Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Costs Passenger Revenue Operating Subsidy 'Operating Casts Per Revenue Hour Operating Cost Per Revenue Mlle Operating Costs Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mlle Passengers Per Revenue Hour Passengers Per Revenue Mile 44,047 616,658 7,956.0 9,786.0 182,286,0 216,411.0 5865,873 $90,161 $775,712 $108.83 $4,75 $19.66 10.41 % $$17.61 81.26 $97.50 $4,26 5.50 0.24 FY 2018/19 3rd Quarter Year -to -Date FY 2019/20 Plan 35,759 500,626 5,401.0 6,466.0 130,868,0 151,040.0 $886,952 584,800 S802,153 $164.22 $6.78 $24.80 9,56% $22.43 $1.60 $148.52 $6.13 6.60 0,27 50,161 894,477 7,996.0 9,574.0 189,808.0 219,008.0 $1,526,160 $391,553 $1,134,607 $190.87 58.04 $30.43 25.65% $22,62 $1.27 $141.90 $5.98 6.30 0.26 FY 2019/20 Target None None None None None None None None None r = $169.97 None None 10.0% >= $19.07 and r= $25.79 >= $1.36 and r= $1.84 5= $126.24 and r= $170.80 >= $5.21 and r= .$7,05 >= 5.61 and r= 7.59 >= 0.23 and re- 0,31 Plan Performance Scorecard (a) Fails to Meet Target Meets Target Meets Target Fails to Meet Target Meets Target Meets Target Meets Target Meets Target a} The Plan Performance Scorecard column is the result of comparing the FY 7019/20 Plan to the FY 2019/20 Primary Target. TransTrack Manager"' Page x aP 1 TABLE 9 — HIGHLIGHTS OF SRTP PRESENTATION ■ Transit service continues to be provided by contract with Transportation Concepts and will continue through June 30, 2020, with an option to extend the agreement two (2) additional one-year periods. ■ For FY 2019/20 PVVTA fare structure for route services will remain the same. Staff will continue to monitor fare performance for future recommendation. ■ PVVTA's CNG Station has been in operation for several years now and the demand for CNG fuel increased tremendously during the first year of operation but declined in the second year due to the drop in fuel prices. The demand for CNG has slowly been on the rise again. PVVTA will continue to monitor the CNG Station for efficiency. ■ PVVTA Blue Route 1 will continue to run the existing route with no changes to routing. ■ PVVTA Gold Route 2 will reduce evening service to 4:30 pm, by request up to 6:40 pm, based on cuxrent class schedule and usage. ■ PVVTA Red Route 3 will continue to run the existing route with no changes to routing. ■ PVVTA Green Route 4 will be modified by adding 3 additional roundtrips to Ripley and Mesa Verde with a total of 6 trips daily, Ehrenberg service on request only via Xtend-A-Ride. ■ PVVTA Silver Route 5 will be modified by applying the deviation fee and Ehrenberg service will be by request only. ■ PVVTA will continue to operate XTend-A-Ride service which is a demand responsive service that addresses special areas in time where community require general public transit service that may not be available on the fixed route system. Service to Ehrenberg AZ will be added, specifically by an on - request basis. ■ PVVTA will continue the Blythe Wellness Express with 2 day a week service and an extra trip on the 1st and 3rd Friday of the month_ ■ The Agency will continue to place passenger amenities (e.g. benches, shelters) at strategic locations that promote new ridership through target marketing and partnerships. ■ Agency management will continue to focus on system productivity, mindful of TDA and RC'FC Performance Improvement Plan requirements relative to the Farebox Recovery Ratio. Operating and Financial Data FY15-16 FY16-17 FY17-18 FY18-19 Projected FY19-20 Planned System -wide Ridership 45,227 45,807 44,047 46,052 50,161 Cost Per Revenue Hour $114.51 $104.70 $108.83 $175.84 $190.87 Productivity Performance Summary: The proposed PVVTA FY19120 SRTP, meets one of one mandatory indicator and meets 5 of 7 52 discretionary indicators. Table 9B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY 2017/18 Audit FY 18/19 (Estimate) FY 19/20 (Plan) 1. Passenger Fares 41,796 75,000 79,000 2.Interest 33 40 70 3. General Fund Supplement _ 4. Measure A _ 5. Advertising Revenue - 6. Gain an Sale of Capital Assets - 7. CNG Revenue 24,606 17,900 27,000 8. Lease/ Other Revenue - 9. Federal Excise Tax Refund _ 10. investment Income - 11. CalPers CERBT _ 12. Fare Revenues from Exempt Routes 29,700 32,885 11,285 13. Other Revenues 23,726 14,100 274,200 TOTAL REVENUE 119,861 139,925 391,555 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 1,124,884 1,390,714 1,526,160 for Farebox Calculation FAREBOX RECOVERY RATIO 10.66% 10.06% 25.66% Other Revenues include: T.R.I.P. Revenue RTAP Grant Special Services Misc. Revenues/Interest MDAOMQ Operating Funds LCTOP 5311 Funds $ 800 $ 2,000 $ 10,000 $ 100 S 20.000 $ 50,011 $ 191,289 $ 274,200 53 ATTACHMENT 6 F ""f 2 Cl F ""'f 2 2 Draft 5/10/19 Table of Contents EXECUTIVE SUMMARY 1 CHAPTER 1: SYSTEM OVERVIEW 8 1.1 JURISDICTION 8 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 9 Population Profile — Rider Characteristics 9 Population Profile 10 1.3 FIXED -ROUTE AND PARATRANSIT SERVICES 11 Fixed -route Services 11 Paratransit Services 11 1.4 CURRENT FARE STRUCTURE 12 Cooperative Fare and Subsidy Programs 12 1.5 REVENUE FLEET 13 1.6 EXISTING AND PLANNED FACILITIES 13 Existing Facilities 13 Planned Facilities 14 1.7 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES 14 Regional Coordination 14 Interregional Coordination and Transfer Agreements 15 CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE 17 2.1 KEY PERFORMANCE INDICATORS 17 Service Standards and Warrants 17 Productivity vs. Coverage Target 18 2.2 EXISTING FIXED -ROUTE AND DIAL -A -RIDE SERVICE 18 2.3 PRODUCTIVITY IMPROVEMENT EFFORTS 19 2.4 POTENTIAL GROWTH MARKETS 19 2.5 PASSENGER TRANSIT FACILITIES, EQUIPMENT AND PASSENGER AMENITIES 20 Existing Passenger Transit Facilities 20 Planned Passenger Transit Facilities 22 Equipment and Passenger Amenities 25 CHAPTER 3: RECENT AND PLANNED SERVICE CHANGES 26 3.1 RECENT SERVICE CHANGES 26 3.2 PLANNED SERVICE CHANGES 27 3.3 MODIFICATIONS TO PARATRANSIT SERVICE 28 3.4 MARKETING PLANS AND PROMOTION 29 3.5 BUDGET IMPACT ON PROPOSED CHANGES 31 CHAPTER 4: FINANCIAL AND CAPITAL PLANS 33 4.1 OPERATING AND CAPITAL BUDGET 33 4.2 FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS 36 4.3 TUMF PROGRAM 37 4.4 REGULATORY AND COMPLIANCE REQUIREMENTS 37 Draft 5/10/19 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 9A Table 98 Table 10 Appendix A Tables 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: Excluded Routes 3) Routes: Non -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 FY19/20 Individual Route Descriptions Summary of Funds Requested for FY19/20 Capital Project Justification for FY19/20 Summary of Funds Requested for FY20/21 Capital Project Justification for FY20/21 Summary of Funds Requested for FY21/22 Capital Project Justification for FY21/22 FY16 FTA Triennial Review — Summary of Findings Service Provider Performance Targets Report FY19/20 SRTP Performance Report Highlights of SRTP / Operating and Financial Data Farebox Recovery Ratio RTA FY20 — FY24 TUMF Transportation Improvement Program RTA System Map and Fixed -Route Maps Draft 5/10/19 Glossary of Acronyms 5304 Discretionary grants for statewide and non -metropolitan 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 5337 State of Good Repair 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 CARB California Air Resources Board CMAQ Congestion Mitigation and Air Quality Improvement Program CNG Compressed Natural Gas COA Comprehensive Operational Analysis CPUC California Public Utilities Code CTAF-CTSGP California Transit Assistance Fund — California Transit Security Grant Program CTSA Consolidated Transportation Services Agency DAR Dial -A -Ride paratransit services DBE Disadvantaged Business Enterprise EEO Equal Employment Opportunity EV Electric Vehicle FTA Federal Transit Administration FTIP Federal Transportation Improvement Program FY Fiscal Year GASB Government Accounting Standards Board GGRF Greenhouse Gas Reduction Fund Go -Pass Community College Pass HSR California High -Speed Rail ICT Innovative Clean Transit ITS Intelligent Transportation System JARC Job Access and Reverse Commute Program, also known as FTA § 5316 LCFS Low -Carbon Fuel Standard 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 § 5317 OCTA Orange County Transportation Authority Draft 5/10/19 OPEB Other Post -Employment Benefits PEPRA Public Employees' Pension Reform Act of 2012 PPP Public Private Partnership PTMISEA Public Transportation Modernization, Improvement, and Service Enhancement Account PVL Perris Valley Line RCC Riverside City College RCTC Riverside County Transportation Commission RINs Renewable Identification Numbers RTA Riverside Transit Agency RTPA Regional Transportation Planning Agency § Section SB1 Senate Bill 1 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 TMC Travel Management Company TNC Transportation Network Company 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 ZEB Zero -Emission Bus ZEV Zero -Emission Vehicle Draft 5/10/19 EXECUTIVE SUMMARY The adoption of the 10-Year Network Plan (10-Year Plan) in January 2015 that resulted from the Comprehensive Operational Analysis (COA) charted an ambitious and strategic path forward for Riverside Transit Agency (RTA). The findings from the market and service assessments, survey results, analysis of data, passenger comments and policy guidance from the RTA Board of Directors contributed to the development of service and capital improvement recommendations in the 10-Year Plan. The key focuses of the plan were to improve service frequencies, improve connectivity and reduce travel times with the introduction of timed transfer connections, more late -night services and improved passenger amenities. The annual Short Range Transit Plan (SRTP) covers a three-year span and serves as the actual implementation and financial plan. The FY20 — FY22 SRTP marks the mid -point or fifth implementation year of the 10-Year Plan. During the four years, not counting the FY20 implementation year, RTA managed to implement service frequency improvements --- the most requested form of improvement from our customers --- on 10 routes. This included an increase from one to three routes offering 15-minute service on weekdays, serving the highest travel demand areas of Corona, Riverside, Moreno Valley and Perris. Seven new routes were added, including RTA's first arterial limited -stop RapidLink (Gold Line) service between Corona and UC Riverside, a new CommuterLink freeway express route linking Riverside to San Bernardino and Orange County/Disneyland utilizing the new toll lanes on State Route 91 (SR-91), plus three new routes feeding the newly implemented Perris Valley Metrolink rail service. Local service now runs 365 days a year on all routes (except special shuttles). Chapter 3 of the SRTP provides a detailed list of service improvements planned for next fiscal year (FY20). The following is a summary: Weekend 15-minute service will be added to RTA's busiest three routes (1, 16 and 19) between Corona, Riverside, Moreno Valley and Perris complementing their 15-minute weekday service; four more local routes will receive weekday frequency improvements; four CommuterLink routes will have expanded weekday service; a new local route will be added to serve the west side of Eastvale, Norco and Corona; service frequency will be improved between Winchester, Hemet and San Jacinto and three routes will be extended to serve the new Promenade Mall Mobility Hub. This growth has been made possible through new state funding (Low Carbon Transit Operations Program and Senate Bill 1, the Road Repair and Accountability Act of 2017) as well as reallocation of resources from the elimination of underperforming trips. In addition to the above service improvements, RTA is making significant investments in capital improvements. The following is a high-level summary of the most significant capital projects completed or progressing in response to the recommendations of the 10-Year Plan: Draft 5/10/19 • University of California Riverside (UCR) Mobility Hub Project. The project objectives are to increase transit usage at UCR from the current 30 percent to 50 percent by 2030, reduce future demand for on -campus parking, mitigate congestion, implement sustainability elements and increase operating efficiency. Construction is scheduled to start in late 2019. The project is delivered through a public -public partnership. UCR will operate and maintain the facility, including the provision of security by the campus police department and provide 24/7 access to a restroom facility for coach operators. • Promenade Mall Mobility Hub Project. The project was completed in January 2019 and was delivered through a public -private partnership (PPP). The Promenade Mall in Temecula will own, operate and maintain the facility. The mall will also handle security, provide coach operators with 24/7 access to a restroom and designate park -and -ride amenities for RTA passengers. • Hemet Mobility Hub. The Hemet City Council approved the conceptual plan in January 2019 and the project will be delivered through a PPP with provisions made to accommodate possible future rail service. Additionally, the city will contribute five acres of city -owned land toward this project. • Preparation and Implementation of Bus Stop Improvement Plan. Over 75 bus shelters with benches and trash receptacles have been installed at bus stops throughout the RTA service area since this plan was adopted in 2015. The plan calls for improving 25 bus stops in FY20. • The Vine Street Mobility Hub. Upon completion of coordination efforts between RTA, the City of Riverside and Riverside County Transportation Commission (RCTC), RTA will initiate the architectural and engineering efforts for the Vine Street Mobility Hub adjacent to the Riverside -Downtown Metrolink Station. Draft 5/10/19 • Amazon Eastvale Mobility Hub. RTA worked in partnership with the City of Eastvale and the developers of the Goodman Commercial Center at Eastvale to incorporate a transit element to this significant development. The result of this partnership was a new transit hub for the northwest section of the RTA network at no capital cost to the Agency. The hub serves two Amazon fulfillment centers and other warehouses and retail outlets such as Costco, with possible future additions such as a medical center. The hub includes three bus bays and a dedicated restroom for coach operators. In January 2018, RTA extended two existing routes to terminate at this new hub and these routes link to Eastvale, Jurupa Valley, Norco, Corona and Riverside. A third RTA route is planned to be added in January 2020. Omnitrans (transit operator for San Bernardino Valley) is also evaluating options to serve the hub, as there is strong travel demand between western Riverside and western San Bernardino counties that the hub can help facilitate. • La Sierra Metrolink Station Expansion. This project was completed in January 2019 and was delivered through a public -public partnership with RCTC. The La Sierra Metrolink Station is emerging as a major intermodal mobility hub that brings together Metrolink, RTA and Orange County Transportation Authority (OCTA) transit services, first -mile -last - mile solutions including bikeways, pedestrian walkways and market rate housing. RCTC provides security, a restroom facility for coach operators, and owns, operates and maintains the station. • General Improvements. Upgrades were completed between 2014 and 2017 at mobility hubs at Galleria at Tyler Mall, Moreno Valley Mall and Riverside -Downtown Metrolink Station/Vine Street. • First -Mile -Last -Mile Program for Western Riverside County. In partnership with 18 member cities, the County of Riverside, Southern California Association of Governments (SCAG), California Department of Transportation (Caltrans), RCTC and Western Riverside Council of Governments (WRCOG), RTA developed uniform guidelines and strategies to address first -mile -last -mile challenges. The strategies have already been put into effect in designing and delivering a multitude of capital improvement projects, resulting in value added returns on this investment. Collectively, these capital and operating investments have improved our customers' travel experience. According to RTA's 2018 Market Assessment and Strategic Direction Study (Market Assessment Study), RTA currently has a 96 percent overall satisfaction rating, as shown in the graph below. Due to rounding of numbers, the total will exceed 100 percent on the graph. Draft 5/10/19 2 0 % NEUTRAL 3% DISSATISFIED 2% VERY DISSATISFIED 9 6 % OVERALL SATISFACTION 4 5 % VERY SATISFIED 31% SATISFIED Since the current fiscal year (FY19) ends in June 2019, data from calendar years 2017 and 2018 are used to look at the most recent regional fixed route ridership trends among RTA's regional peers: Omnitrans from San Bernardino County, North County Transit District (NCTD) from San Diego County, and Foothill Transit from San Gabriel Valley. In reference to the table below, RTA showed a ridership gain of 1.69 percent from calendar year 2017 to 2018 while the others show a negative ridership trend, which suggests RTA's continuous improvement strategies are beginning to take root. Calendar Year to Calendar Year Fixed Route Comparison CY 2017 CY 2013 Agency Ridership Ridership Net Difference Percent Change Riverside Transit Agency ;P.iversideCouny,CA: 8,149,731 8,287,164 137,433 1.69% North County Transit District (San Diego Counw, CA: 6,557,310 6,495,343 -61,967 -0,95% Omnitrans Or 3err=_rdinoCcurtw, CA) 11,043,721 10,605,688 -438,033 -3,97 Foothill Transit (San.3abrie Va ley,. CA: 12,887,639 12,452,677 -434,952 -3,38% Source, FTA National Transit Database [Unlinked Motor Bus & Commuter Bus Passenger Trips) Similarly, long-term comparisons also suggest that RTA has consistently bucked the regional fixed -route ridership trends. While the fixed -route ridership of the four regional peers fell below the calendar year 2010 baseline, RTA shows a 10.17 percent ridership gain over the same period as noted in the graph and the supporting data tables on pages five and six. 30% 20% 10% 0% -10% -20 % -30 2010 Percent Change in Fixed Route Ridership Relative to Calendar Year 2010 s Foothill -9-ainLine National Total 2011 2012 2013 2014 2015 2016 2017 Spurce: FTANational Transit Database(Unlinked MotorBus& Commuter BusPaswngerTrip0 2018 Draft 5/10/19 Calendar Year (CY) to Calendar Year (CY) Fixed Route Unlinked Passenger Trips Agency 2010 2011 2012 2013 2014 2015 2016 2017 2018 RTA NCTD Omnitrans SunLine Foothill National Total 7,522,296 8,088,468 8,717,711 8,959,299 9,286,584 9,149,610 8,512,760 7,626,585 7,814,669 8,060,890 8,363,039 8,147,895 7,821,113 7,144,265 14,231,408 15,190,922 15,795,184 15,413,985 14,733,581 13,105,501 11,620,694 3,775,678 4,287,978 4,524,834 4,564,667 4,777,304 4,526,442 4,242,481 12,861,767 14,052,742 13,902,047 14,257,099 14,766,378 14,170,727 13,584,934 5,084,112,443 5,143,733,046 5,149,256,736 5,121,951,463 5,070,142,995 4,933,214,156 4,733,125,066 8,149,731 6,557,310 11,043,721 4,047,368 12,887,639 4,525,563,097 8,287,164 6,495,343 10,605,688 3,959,472 12,452,677 4,434,010,149 Percentage Change in Fixed Route Iadership Relative to Calendar Year (CY) 2010 Agency 2010 2011 2012 2013 2014 2015 2016 2017 2018 RTA NCTD Omnitrans SunLine Foothill 0.00% 0.00% 0.00% 0.00% 0.00% 7.53% 2.47% 6.74% 13.57% 9.26% 15.89% 5.69% 10.99% 19.84% 8.09% 19.10% 9.66% 8.31 % 20.90% 10.85% 23.45% 6.84% 3.53% 26.53% 14.81 % 21.63% 2.55% -7.91 % 19.88% 10.18% 13.17% -6.32% -18.34% 12.36% 5.62% 8.34% -14.02% -22.40% 7.20% 0.20% 10.17% -14.83% -25.48% 4.87% -3.18% National Total 0.00% 1.17% 1.28% 0.74% -0.27% -2.97% -6.90% -10.99% -12.79% Source: FTA National Transit Database (Unlinked Motor Bus & Commuter Bus Passenger Trips) With the aggressive implementation of the recommendations of the 10-Year Plan and the pending completion of the Vine Street, UCR and Hemet Mobility hubs, RTA is poised to fully implement a systemwide Timed Transfer System (TTS) and streamline the route network that would further reduce travel times and improve service reliability and efficiency. However, RTA, along with all transit agencies in California, is challenged with a new mandate from California Air Resources Board (CARB) of incorporating zero -emission 40' buses; this was not anticipated at the time of preparing the 10-Year Plan in 2015. Hence, moving forward beyond the FY20 - FY22 SRTP, there is a necessity for RTA to pause further implementation of recommendations in the 10-Year Plan. This is because of the financial and operational constraints that will result from the CARB's adoption of the Innovative Clean Transit (ICT) regulations in December 2018. The ICT initiative mandates public transit agencies transition entirely to a zero -emission bus (ZEB) fleet by 2040. This results in significant associated operating and capital cost impacts and calls for a complete evaluation at how RTA delivers service. To meet the ICT mandate, each transit agency is required to submit a rollout plan (implementation plan) by mid-2020. The plan needs to demonstrate how the agency intends to comply with the mandate and when it plans to purchase 40' ZEBs and build the necessary support infrastructure to reach the 2040 ZEB target. RTA's implementation planning for ZEBs will be reflected in a ZEB Infrastructure Plan/Facilities Masterplan that is slated for completion by December 2021, as well as an update to RTA's 10-Year Plan that will act as a guide for future Draft 5/10/19 short range transit plans. Impacts will be captured in the FY21-23 and subsequent short range transit plans and the annual RTA operating and capital budgets. The ZEB rollout plan will include a comprehensive operational and financial analysis of the impacts on RTA's delivery model for transit services that would result from the cost of zero emission fuel. The plan will also identify potential limits on operating range for ZEB's between recharging/refueling, cost of elimination of current financial incentives to utilize compressed natural gas (CNG) and the capital cost of constructing support facilities and infrastructure. The purchase of more expensive ZEB's and the training needs for staff operating and maintaining a ZEB fleet will also be studied. Potential new financial resources and incentives that may become available to implement the ICT mandate will be identified. The FY20 — FY22 SRTP is organized as follows: Chapter 1 provides an overview of the system. Chapter 2 describes route performance and existing service. Chapter 3 details planned service changes during FY20. Chapter 4 covers the financial and capital plans. Draft 5/10/19 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 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, as well as the unincorporated areas of Riverside County supervisorial districts 1, 2, 3 and 5. RTA provides service in both urban and rural areas. Urbanized and rural areas are defined by the United States Census Bureau (US Census) based on population size and revised every 10 years with each new census. The urbanized zone 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 for RTA customers. The map below illustrates RTA's jurisdictional boundaries and highlights the portions of the region considered urbanized. rkna ronnrciair they Pomona Ontario lout 60 loud Bar Chino Hills hd Llnc d lacentia 91 Ila Fad,. )ge North Tustin na Tustin 26' vine Chino 83 518 ;,64I �, ,� Glen Avun Rubidoux w A Eastvale Valley Jurupa Riverside Norco Corona 131 Ranch Rancho Santa Lake Forest Maryan;a Mission Viejo Laguna Hies zar Laguna Niguel Laguna Beach San Juan Capistrano Dana Point Sart Clemente H;,,re Gardens Woodcrest lake El CLuito Mathews Sarrhano Peak. <Ia,Nla - a . 4P a MnY r O Moreno Valley Calimesa—" � Valley vo I Lake Perris State Recreation Area Lakeview Nuevo Perris Sun City Lake Elsinore Canyon Lake I Forest Wildomar Murrieta Homeland $e�tumr,r Morongo LR. -Banning Cabazu•, San Jacinto soboba k,R Hemet vane vista East Hemet Winchester iJmond VnNey 1i:ke Temecula T9 e. li Pectwnga A ua Rai ow o, 371 Sa, Wd Idvn, Rs': Draft 5/10/19 1.2 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 and financially sustainable. 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 RTA passenger characteristics were collected from on -board surveys conducted in spring 2018 as part of the RTA Market Assessment Study. A demographic summary of RTA riders offered the following characteristics: WHO RIDES RTA? Students Tel Length of Time Using RTA Bus Service 14% First < 6 Months Time Median Age 47% Female 4 1.11 53% Gender Male MEM 6 Months to 2 Years Source: RTA Market Assessment Study (2018) 3 to 4 Years Have a Vehicle Available for Trip J A. O O 5 Years or More Median Household Income Draft 5/10/19 Population Profile Deployment of future transit service will directly correspond to demographic and land use changes within the RTA service area, driven by population growth and buffered by the aforementioned ICT impacts. The table below shows population changes between 2010 and 2018 based on California Department of Finance data as of January 2018. Between 2012 (once Eastvale and Jurupa Valley were incorporated as cities) and 2018, population for the service area has grown by eight percent with growth experienced in most cities across this period. This growth provides potential future ridership possibilities for RTA. RIVERSIDE COUNTY Historical Population Estimates, with 2010 Census Counts City 2010 2011 2012 2013 2014 2015 2016 2017 2018 Change 2012- 2018 % Change Banning 29,603 29,818 30,132 30,327 30,489 30,668 30,836 31,170 31,282 1,150 3.8% Beaumont 36,877 38,201 39,317 40,472 41,659 43,370 44,821 46,730 48,237 8,920 22.7% Calimesa 7,879 7,923 7,968 7,988 8,107 8,214 8,378 8,567 8,876 908 11.4% Canyon Lake 10,561 10,623 10,646 10,620 10,654 10,709 10,799 10,882 11,018 372 3.5% Corona 152,374 153,665 156,065 158,944 161,472 162,746 163,931 166,819 168,574 12,509 8.0% Eastvale * 54,263 55,885 57,478 59,421 60,881 63,214 63,720 64,855 8,970 16.1% Hemet 78,657 79,412 79,642 79,523 79,969 80,433 81,109 82,417 83,166 3,524 4.4% Jurupa Valley 96,077 96,207 96,594 97,537 98,920 103,661 106,054 9,977 10.4% Lake Osinore 51,821 52,484 53,437 55,943 57,282 59,049 60,876 62,487 63,365 9,928 18.6% Menifee 77,519 79,472 81,469 83,553 85,114 86,910 88,524 89,552 91,902 10,433 12.8% Moreno Valley 193,365 195,200 198,246 200,389 201,713 203,183 204,712 204,285 207,629 9,383 4.7% Murrieta 103,466 104,636 106,978 109,112 110,073 111,298 112,232 111,793 113,541 6,563 6.1% Norco 27,063 27,062 27,295 26,962 26,950 26,297 26,776 26,799 26,761 -534 -2.0% Perris 68,386 69,693 70,346 70,870 71,963 72,726 74,005 77,311 77,837 7,491 10.6% Riverside 303,871 307,207 311,169 315,400 317,781 320,868 323,666 323,190 325,860 14,691 4.7% San Jacinto 44,199 44,616 45,338 45,999 46,424 46,841 47,348 47,560 48,146 2,808 6.2% Temecula 100,097 101,507 103,211 104,494 105,803 108,292 109,635 112,040 113,181 9,970 9.7% Wildomar 32,176 32,543 33,030 33,589 34,176 34,655 35,034 35,882 36,287 3,257 9.9% Total Incorportated 1,317,914 1,388,325 P 1,506,251 Pr 1,527,870 P 1,545,644 P 1,564,677 P 1,584,816 ' 1,604,865 r 1,626,571 120,320 8.0% Unincorporated** 378,294 339,447 266,871 266,466 269,564 272,231 275,675 284,439 289,465 22,594 8.5% Grand Total: 1,696,208 1,727,772 1,773,122 1,794,336 1,815,208 1,836,908 1,860,491 1,889,304 1,916,036 142,914 8.1% *Previously unincorporated area Source: California Department of Finance, Jan 2018 * Unincorporated is estimate based on 75 % of all of the County unicorporated, not just w estern Riverside County (as per WRCOG guidance) Riverside County Total Population 2010 2015 2020 2025 2,196,083 2,331,960 2,500,975 2,686,242 %Change 6.2% 7.2% 7.4% Across the RTA service area, the highest population and employment densities continue to be found in the corridor linking Corona, Riverside and Moreno Valley, encompassing more than one- third of the estimated 1.9 million residents in western Riverside County' and around half of the estimated 400,000 jobs in western Riverside County'. The population and employment densities of these cities make public transit a more viable option for travel. 1 California Department of Finance, Demographic Research Unit (January 1, 2019) 2 SCAG RTP 2016-2040 Growth Forecast. Draft 5/10/19 Most of the other cities and county unincorporated areas in western Riverside County, however, consist of lower density suburban single-family homes or rural living. This condition often results in lower transit usage. 1.3 FIXED -ROUTE AND PARATRANSIT SERVICES As of July 1, 2019, RTA will operate 47 fixed routes and complementary demand -response paratransit Dial -A -Ride service. Fixed -route Services RTA fixed -route services fall within three categories: • 38 local routes • One RapidLink limited stop route • Eight CommuterLink express routes See Table 3A for a complete listing of routes and the areas they serve. Paratransit Services RTA offers complementary demand -response paratransit Dial -A -Ride (DAR) service to persons with disabilities and seniors (age 65 and older). DAR is an advanced -reservation service: • DAR trips must begin/end within 0.75 miles of an RTA fixed -route (excluding express buses) • DAR service operates at times equivalent to the local fixed -route bus services RTA Has Three Types of DAR Services: • Americans with Disabilities Act (ADA) Priority DAR Service: RTA gives priority service to individuals who are certified under ADA law for trips throughout the RTA service area based on the above two criteria. • Senior and Disabled DAR Service: Seniors age 65 and older and persons with disabilities are eligible for local DAR service for trips that begin/end within a single city based on the above two criteria. • DAR Plus Service: In an effort to provide service to those who live in rural areas that have no access to public transportation, RTA began the DAR Plus Lifeline Service program in July 2015. This program extends the DAR service boundary around local fixed routes by an additional two miles (2.75-mile radius) to qualified applicants needing life -sustaining services. The program provides wheelchair accessible taxi service to seniors aged 65 and older and to persons with disabilities for lifeline services such as doctor's appointments, dialysis and chemotherapy treatments, trips to the pharmacy, trips to the grocery store for food and trips to the senior center to access hot meal service. Draft 5/10/19 1.4 CURRENT FARE STRUCTURE In October 2018, the Board authorized a contract award to conduct a current fare study. In April 2019, the Board approved a fare increase to be effective July 2019. In addition, the Board authorized a subsequent increase in fares effective July 2021. The table below shows the fare structure to be effective July 1, 2019. Prior to this increase, RTA had not increased fares for 10 years. FIXED -ROUTE FARES Fare Categories General Youth (grades 1-12)** Senior / Disabled** Medicare Card Holder Veteran** Child (46" tall or under) Base Fares $1.75 $1.75 $0.75 $0.75 $0.75 $0.50 Day Pass* $5.00 $5.00 $2.50 $2.50 $2.50 N/A 7-Day Pass* $20.00 $20.00 $20.00 $20.00 $20.00 N/A 30-Day Pass* $60.00 $45.00 $30.00 $30.00 $30.00 N/A COMMUTERLINK FARES COMMUTERLINK + LOCAL Fare Categories General Youth (grades 1-12)** Senior / Disabled** Medicare Card Holder Veteran** Child (46" tall or under) Base Fares $3.50 $3.50 $2.75 $2.75 $2.75 $2.75 Day Pass $10.00 $10.00 $7.00 $7.00 $7.00 N/A 30-Day Pass $95.00 $95.00 $70.00 $70.00 $70.00 N/A DAR FARES Not accepted on fixed -route buses Fare Categories Senior / Disabled Medicare Card Holder Child (46" tall or under) Base Fares $3.50 $3.50 $0.75 10-Ticket Books $35.00 $35.00 N/A *Accepted as base fare. CommuterLink trips require an additional $2.00 (Senior, Disabled, Medicare, and Veteran) or $1.75 (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 City Pass programs. Cardholders of these programs get unlimited rides on any fixed -route, including CommuterLink, in the RTA network by showing valid identification. 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 FY20, the following cooperative fare and subsidy programs are expected to continue: • California Baptist University- U-Pass Program • City of Riverside - City Pass for Employees Draft 5/10/19 • 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 • Norco College — Go -Pass Program • Riverside City College (RCC) — Go -Pass Program • UCR — U-Pass Program, Route 51 Crest Cruiser College and university programs allow students with valid identification 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 City Pass 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 to 30 percent off 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 31, 2019, the Riverside Transit Agency (RTA) has a total active fleet of 334 buses: • One hundred forty-five 40' buses, which run on compressed natural gas (CNG), for high ridership fixed -route services directly operated by RTA drivers • Seventy-nine 32' buses, which run on either gasoline or CNG, for lower ridership fixed - route services operated by contracted drivers • One hundred ten Dial -A -Ride buses, which run on gasoline, for paratransit services operated by contracted drivers See Table 1 for a complete inventory of the RTA fleet. 1.6 EXISTING AND PLANNED FACILITIES Existing Facilities RTA's primary facility is in the City of Riverside and RTA's secondary facility is in the City of Hemet. RTA's Riverside facility is utilized for directly operated routes in the northern portion of the system's network while RTA's Hemet facility is utilized for directly operated routes in the southern portion of the system's network. As an effort to better utilize the available office space at Riverside and Hemet, Contract Operations, Information Technology and Travel Training staff moved to Hemet in summer 2018. After this move, the Riverside facility has 370 active employees on site and the Hemet facility has 141 active employees on site. Draft 5/10/19 In FY20, RTA's contracted fixed -route service will continue to be provided by Empire Transportation, operating from a facility in Perris. DAR service is currently provided by Southland Transit, Inc. 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 a contract with Network Paratransit. Planned Facilities RTA's current operations and maintenance facility in Riverside is at capacity. This facility cannot accommodate additional vehicles, consequently prohibiting the Agency's ability to expand transit service efficiently. Similarly, the Hemet facility has limitations, and to support RTA's service expansion plans identified in the 10-Year Plan, additional maintenance infrastructure would be needed. The ZEB rollout plan and implementation strategy will determine RTA's future facility needs. 1.7 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 RTA's approximate 2,500-square-mile jurisdiction, support driver training and technical workshops and assist with preparing grant applications. Regional Coordination RTA coordinates regional services with the Corona Cruiser and Pass Transit systems in the cities of Corona, Beaumont and Banning. During FY20, RTA will coordinate with Corona Cruiser for the implementation of a new RTA Route 4 between Eastvale, Norco and Corona. 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 ADA meetings, Transportation NOW (T-NOW) chapters and surrounding regional transit operators. Additionally, RTA has provided administrative support to Pass Transit in their drafting of a Title VI report and to SunLine in their development of a college pass program and employee recognition program. RTA continues to share knowledge and lessons learned with other agencies to help other providers in the region. RTA also provides support in regards to subrecipient monitoring, workers compensation management and contract management for the cities of Corona and Riverside, who provide direct service through subcontractors. Draft 5/10/19 Collaboration often happens in grant partnerships as well. This year, RTA partnered with the City of Riverside, County of Riverside and Wakeland, LLC. on an Affordable Housing Sustainable Communities (AHSC) grant to fund an affordable housing development that includes transit passes and travel training for residents as well as a bus stop at the community, to encourage the use of public transit. RTA also advises private and non-profit agencies applying for Measure A funds such as Michelle's Place, a breast cancer resource center in Temecula, to help take the pressure off of Dial -a -Ride by helping agencies provide specialized transportation for those too ill to take public transit. As a CTSA, RTA continues to assist other agencies throughout western Riverside County by applying for federal funds such as the FTA § 5310 program. The Travel Training program funded with this money improves mobility for seniors and individuals with disabilities by removing barriers to transportation services and expanding the available transportation options. Participants of the travel training program get one-on-one training on how to use RTA's system, and if they have a need, how to transfer to other surrounding systems such as Omnitrans and Pass Transit. Additionally, Pass Transit in Beaumont started their own travel training program and RTA has assisted with training their passengers on how to travel throughout the region, such as on CommuterLink 200. Interregional Coordination and Transfer Agreements While most trips are completed within RTA's jurisdiction, there is a demand to provide connectivity to areas outside of Western Riverside County. As such, RTA has collaborated with other transit agencies on agreements for funding splits and/or jurisdictional overlap, to further interregional connectivity via public transportation. As a result of these collaborations, RTA has transfer agreements with the following agencies: Metrolink, Omnitrans, 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 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 is accepted at transfer locations and adjacent stops. OCTA fare media is accepted for base fare on CommuterLink routes 200 and 205 at transfer locations in Orange County as well as La Sierra Metrolink between RTA routes 15 and 200 and OCTA Route 794. Current and retired employees as well as dependents of Omnitrans and OCTA are eligible to ride at no cost on any local fixed - route or CommuterLink in the RTA service area. In FY18, as part of the introduction of new CommuterLink Route 200, RTA and Omnitrans reached an agreement to allow Route 200 to include a stop at Downtown San Bernardino Transit Center. RTA also reached agreement with OCTA and the City of Anaheim to allow Route 200 to serve stops in Anaheim including Harbor Blvd. at Disneyland. Draft 5/10/19 Omnitrans and RTA also coordinated on developing a new transfer point in South Fontana for RTA routes 21 and 49, and Omnitrans Route 82, as well as identified space for future Omnitrans service at the new Amazon Eastvale transit hub. In FY20, RTA will continue to collaborate with these agencies to continue to provide options for enhanced interregional connectivity via transfer and funding agreements and jurisdictional overlap. Draft 5/10/19 CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE 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 provide 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 three fixed -route service types: local, RapidLink limited stops and CommuterLink express. Complementary to the fixed -route service is DAR. 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 and Amenities 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 to 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. Bus stops with 10 or more average weekday boardings may qualify for a shelter, and stops with 5 or more boardings may qualify for a bench, subject to funding availability that is determined in the annual budget process. These standards were adopted in the Bus Stop Strategic Policy (2015) On -Time Performance RTA requires that no bus shall leave a time point early and should arrive at a 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. Draft 5/10/19 Headways (Frequency) 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 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 denser UZAs 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. Load Factor (Maximum Vehicle Loads) 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. DAR vehicles should not exceed 100 percent of the seated capacity. Source: RTA's Service Standards and Warrants (2012), Bus Stop Strategic Policy (2015) Productivity vs. Coverage Target The Transportation Development Act (TDA) of 1971 established fiscal performance requirements of 20 percent farebox recovery in urbanized areas and 10 percent in rural areas. To help remain in compliance with this state mandate, and to improve effectiveness and efficiency, RTA has adopted the following policy for service deployment: • Sixty percent of fixed -route service should be deployed in areas with higher population and employment densities where transit is able to meet productivity standards • Forty percent of fixed -route service should be to maintain coverage in areas where lower population and employment densities limit transit service productivity The 60/40 split establishes a benchmark for RTA to meet mandatory farebox recovery. By state mandate, new or significantly modified service is exempt from meeting the required criteria for up to two years plus the year of commencement. The objective is to give these routes time to perform up to standards. 2.2 EXISTING FIXED -ROUTE AND DIAL -A -RIDE SERVICE In FY19, RTA budgeted 890,739 revenue hours for the operation of 13,625,761 million revenue miles system -wide: • 684,063 revenue hours and 10,087,244 revenue miles budgeted for operation of 47 fixed - routes • 206,676 revenue hours and 3,538,517 revenue miles budgeted for operation of complementary DAR service In FY14, passenger growth exceeded projections due to factors such as significant increases in pass programs, customer satisfaction, high gasoline prices and a high unemployment rate. In Draft 5/10/19 FY15 through FY18, ridership declined due to continued improvements in the economy coupled with continued low gas prices and record automobile purchases. RTA appears on track to see ridership growth again in FY19, reversing the trend of the past four years. Contributing factors are likely the increased service RTA has deployed in FY18 and FY19 together with increasing gas prices. 2.3 PRODUCTIVITY IMPROVEMENT EFFORTS RTA continually monitors key service performance metrics such as farebox recovery and passengers per hour or trip. These metrics are key factors in evaluating the performance of individual routes and trips. In FY19, RTA completed a performance review of all fixed route trips. In order to identify underperforming trips and routes, the following metrics were used: • Trips (or sequence of trips) with less than or equal to six boardings were subject to discontinuation. • Peak trips (above base daytime frequency) with less than 20 boardings were subject to discontinuation. • Route service days with less than six passengers per revenue service hour were subject to reduction in frequency. This review resulted in the discontinuation of many under -performing trips across the RTA network. This process of review allows RTA to partially offset the costs of service improvements and make the RTA network more financially sustainable. In the last two years, RTA invested in higher productivity local Route 19 (Perris — Moreno Valley) and 28 (Perris — Hemet) as well as the popular new CommuterLink 200 to Disneyland, and RapidLink Gold Line service. Weekend service levels were also reallocated among coverage -based routes to allow for the implementation of weekend service on all local routes without the need for more overall service hours. This approach to service investment is intended to improve both ridership and productivity. 2.4 POTENTIAL GROWTH MARKETS The education -related, work -related and retail and recreational trips are RTA's largest trip purposes. Customer surveys conducted in 2018 for the Market Assessment Study indicated that: • 48 percent of riders are students • 31 percent of all trips were to/from college or school • 29 percent of trips were for work purposes • 26 percent of trips were for retail or recreational purposes Draft 5/10/19 These market segments will remain critical to ridership expansion. RTA's student pass programs with local colleges and universities have been a great source of ridership growth over the last decade and continue to be marketed heavily to the college populations. RTA continues to make every effort to coordinate transit service with school bell schedules and boundaries. The CommuterLink market has been hit the hardest by the low gas prices of the recent past. This service type will continue to be monitored and service levels adjusted in line with demand. The 10-Year Plan and the Market Assessment Study surveys point to the ongoing need for service improvements concentrated on four core themes: 1. Service Frequency: Key improvement required for RTA services to attract new ridership. 2. Connectivity: Better coordination between RTA services at key connection points. 3. Streamlining: Focus routes on major streets/corridors, reduce circuitous and overlapping routing of service, improve travel times and ease of understanding of network. 4. Span of Service: Add late night service for major employment centers, colleges and universities. RTA will continue to explore service changes that address these key service attributes to retain existing and attract new ridership. 2.5 PASSENGER TRANSIT FACILITIES, EQUIPMENT AND PASSENGER AMENITIES Existing Passenger Transit Facilities In addition to improvements to service frequency and expanding service, the 10-Year Plan recommends the creation of a Timed Transfer System (TTS) and improving support infrastructure such as transit hubs to meet the growing demand for transit service in the most efficient manner. It is neither feasible nor cost effective to run direct service from every trip origin to destination. Therefore, the only system that can meet the growing demand efficiently is one that enables timed transfer connections from one service or mode to another. Strategically placed transit hubs are essential to making a TTS work at its optimum. Furthermore, transit hubs are more than just a place to make bus connections. They can be community -centered, 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- Draft 5/10/19 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: This transit center is in the City of Perris at C Street and 4th Street (SR- 74) and has eight bus bays served by seven RTA routes. The facility handles multi -modal transfers between Metrolink; RTA local, regional, and express routes; and park -and -ride patrons in the southwest region. �jk Corona Transit Center: This transit center is in the City of Corona 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. 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 at Tyler Mall, which is served by 10 routes. The upgrade was completed in October 2014 and nearly doubled the size of the facility, which now includes six bus bays with new passenger shelters equipped with solar lighting. The facility also includes arrival and departure information and customer amenities that comply with ADA design standards. Reinforced concrete bus pads were installed to protect the roadway and increase the useful life of this facility. Further improvements were made in 2017 to add two additional stops on Magnolia Avenue to accommodate new RapidLink Gold Line service. In summer of 2019, RTA will complete construction of a new turnout for the westbound routes on Magnolia Avenue to avoid blocking the travel lanes. Moreno Valley Mall Transfer Station: Similar to the Galleria at Tyler, the transit facility at Moreno Valley Mall is an integral part of establishing transfers within RTA's network. Completed in March 2015, the upgraded facility, which is utilized by eight RTA bus routes, has tripled in size to include six upgraded bus bays with pedestrian amenities that comply with ADA design standards. New bus shelters with solar lighting, information kiosks, benches and trash receptacles were installed. Draft 5/10/19 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. Downtown Riverside Stop Improvements: This operating plan, which modernized the service in downtown Riverside by creating an on -street grid system, was a key recommendation in the 10- Year Plan and was necessary due to the closure of the Riverside Downtown Transit Terminal. The operating plan improved passenger transfers, consolidated routes to enhance service delivery and boost productivity and reduced the number of buses traveling to downtown thereby improving traffic circulation. This project was completed in December 2016. Rapidlink Gold Line (Corona to UCR Corridor): RTA identified the corridor between UCR and Corona primarily along University and Market/Magnolia avenues as a candidate for limited -stop service. More than 9,000 customers use bus services along this corridor on weekdays. Fifteen bus stops were upgraded to include bus shelters with solar lighting, benches and trash cans as well as new Rapidlink signage on the shelter roof. Rapidlink Gold Line service launched in August 2017. Promenade Mall Mobility Hub: RTA and the City of Temecula worked together to identify a project site located at Promenade Mall in Temecula, which is owned and operated by Temecula Towne Center Associates (TTCA). Promenade Mall had a single bus stop that was served by seven RTA bus routes. RTA had outgrown this facility and passengers were often left in the elements waiting for their bus due to the lack of an adequate shade structure and waiting area. RTA staff worked with TTCA on delivering this project as a PPP, with RTA providing construction funds and TTCA agreeing to own and maintain the hub. The project was completed in January 13, 2019 and placed into service. The new hub features five shelter areas/shade structures, nine benches, improved lighting, sidewalk upgrades, real-time passenger information and expanded room for up to five full-sized buses. La Sierra Metrolink Station Expansion: This project was completed in January 2019 and was delivered through a public -public partnership with RCTC. The La Sierra Metrolink Station is emerging as a major intermodal mobility hub that brings together rail, two RTA and one OCTA bus routes, last -mile -first -mile solutions including bikeways and pedestrian walkways and market rate housing. This station expansion project included six bus bays with passenger amenities, which support RTA's goal of implementing timed transfer connections and intermodal connectivity between rail and bus. Transit Enhancements: During FY19, 28 stops were enhanced which included adding or replacing shelters, benches and trash cans and improving the accessibility of the stops. These enhancements were made in accordance with the Board -adopted Bus Stop Strategic Policy. Planned Passenger Transit Facilities Draft 5/10/19 University of California, Riverside Mobility Hub: Currently, 31 percent of UCR's population use RTA's services. UCR is one of the busiest transit destinations in the Agency's transit network, with over 1,700 boardings and alightings reported on an average weekday. 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, 52, 204, and RapidLink Gold Line. This stop currently does not have the space, bus shelters or other amenities essential to effectively accommodate the current and planned service levels. The proposed UCR Mobility Hub would have an efficient bus turnaround to allow more direct routing, eliminating excess travel on local streets currently needed to turn the buses around. The proposed UCR Mobility Hub will have capacity for six buses and be utilized by all routes currently serving UCR. The project will also add amenities such as bus shelters, benches, trash receptacles, security features, drought -tolerant landscaping, traffic signalization, connectivity to UCR's bicycle amenities and better integration with the existing City of Riverside bike lanes and trails. This project reflects an ongoing partnership between UCR and RTA. These two agencies entered into a Memorandum of Understanding (MOU) in June 2017 to deliver the project. In addition to the mobility hub, UCR is going to improve bicycle and pedestrian connections throughout the campus, making it easier for students and faculty to access the hub. Conceptual Planning, A&E, construction bid documents and environmental clearance are completed. Construction bids were due in April and construction is slated for late 2019. A construction schedule will be determined by the awarded contractor. Hemet Mobility Hub: Today, about 150,000 people reside in the Hemet -San Jacinto Valley, a rapidly growing area in western Riverside County. The City of Hemet has a projected population of 126,500 in 20403, a 58 percent increase from 80,070 in 20164. Population growth will result in an increased demand for transit service in the area. The City of Hemet developed a Downtown Specific Plan in April 2017. The City's Downtown Specific Plan has identified a need for an intermodal mobility hub to meet the projected demand for local and regional transit services such as bus, rail, car, bike sharing and transportation network companies (TNCs) such as Uber and Lyft. The intermodal mobility hub will also serve as a park -and -ride facility and include solar power and electric vehicle (EV) charging stations to support emerging EV technologies. Furthermore, the potential extension of commuter rail service from the City of Perris to Hemet and San Jacinto (currently being studied by RCTC in their rail feasibility study) could also benefit from the intermodal mobility hub. 3 SCAG 2016-2040 RTP / SCS, Demographics and Growth Forecast 4 California Department of Finance, Report E-1 Draft 5/10/19 The plan identifies a city owned 14.5-acre site as the Transit Oriented District (TOD) and includes plans for a multi -modal mobility hub. The hub will be central to the Hemet Civic Center to the south, the County Administrative Center to the north and the Hemet Valley Hospital complex to the east. A substantial portion of this site will be available to transit supportive land uses that could be developed through PPP. The plan envisions a transit -oriented development that will include housing, retail, office, public spaces, and entertainment venues that will include energy - efficient sustainable design features to fully activate the mobility hub to be a thriving community activity center. The vision for the project creates an opportunity to use cap -and -trade funding. The proposed Hemet Mobility Hub will address current and future mobility, sustainability, and efficiency needs of the City of Hemet and RTA. It will have the capacity to anchor RTA routes 28, 31, 32, 33, 42, 74, 79, and 217 that currently serve the Hemet -San Jacinto Valley. RTA plans to construct a mobility hub in partnership with the City of Hemet. On October 27, 2016, the RTA Board of Directors approved staff's recommendation to enter into a MOU with the City of Hemet to prepare a conceptual plan. A contract was awarded for A&E in April 2017 to PSOMAS. Site selection, conceptual planning and initial design were completed in April 2018. In FY19, RTA had the project modeled by SCAG during the Federal Transportation Improvement Program (FTIP) update, programmed additional 5339 small urban funds for construction and submitted a grant for those funds. In January 2019, RTA received approval of the final conceptual report and direction to explore PPP options to deliver the project. RTA and City of Hemet staff are currently working on an MOU for project delivery and will be taking the item to RTA's Board of Directors in summer 2019. RTA is also currently working on the funding plan for the construction phase of the mobility hub component and intends to utilize a mix of funds from sources such as FTA 5339 and Transportation Uniform Mitigation Fee (TUMF). Vine Street Mobility Hub: The City of Riverside's General Plan 2025 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, UCR, Riverside Community College, the Convention Center, multiple entertainment venues and urban housing complexes. Thus, the Vine Street Mobility Hub will function as a regional multi -modal transportation hub that supports connectivity between multiple transit agencies such as RTA and SunLine Transit Agency in Riverside County; Omnitrans, the public transit provider in San Bernardino County; and Metrolink, the commuter rail service provider for Southern California. The Vine Street Mobility Hub is to be located on land across from the Riverside -Downtown Metrolink Station on Vine Street. The mobility hub would be designed and developed with emerging technologies, renewable energy sources and mobility solutions in mind. RTA has constructed an interim on -street layover facility at Vine Street to accommodate the buses operating throughout downtown Riverside. During FY19, RTA obtained ownership of the Vine Street property, and is currently in talks with the City of Riverside and RCTC on a project delivery strategy. Once funding is secured RTA will design and construct the hub in partnership with the City of Riverside, RCTC, downtown business owners, and various key stakeholder groups. Draft 5/10/19 Equipment and Passenger Amenities Scheduling and Operations Software Project: RTA plans to begin procurement of the Transit Scheduling and Operations software in May 2019. This software will allow RTA to create its own efficient schedules, vehicle blocking, run -cuts and rosters without relying on a vendor to provide such services. The procurement will include a new customer comment database and the option of a new customer trip planner. 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 LED signage, known as BusWatch, which relay real-time arrival information on display at major transfer points. As part of the ITS upgrade program, new BusWatch real-time displays were installed at mobility hubs in the cities of Perris, Corona and Temecula. Additional BusWatch real- time displays will be installed at the University of California, Riverside, Hemet Mobility Hub and Vine Street Mobility Hub. Passengers may also lookup real-time arrival information via RTA's BusWatch website, mobile application and SMS. The ATIS project included querying and alerting of bus arrivals via text messaging, which was recently completed with the upgraded ITS program. Mobile application development is also part of this project, which allows passengers to lookup real-time 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 other jurisdictions to deploy this technology to other corridors. Illuminated Bus Stops: In FY19, 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 in areas with limited or no lighting. The down -lighting safety feature and illuminated schedule provides bus scheduling information for easy visibility in a night time environment. Draft 5/10/19 CHAPTER 3: RECENT AND PLANNED SERVICE CHANGES 3.1 RECENT SERVICE CHANGES Key service expansions implemented in FY19 are listed below: • Routes 22 and 27, two of RTA's longest local bus routes (35 and 52 miles long, respectively) were each split into two separate routes at Perris to improve reliability: • Route 22 (Perris -Riverside Downtown) • New Route 9 (Lake Elsinore -Perris) • Route 27 (Perris -Riverside Galleria Mall) • New Route 28 (Hemet -Perris) • Route 61 was extended from Sun City to Perris to replace Route 27 at Sun City • Route 212 was discontinued to avoid unnecessary duplication of new Route 28 service • Route 33 now serves Tahquitz High School in Hemet three times daily weekdays • Route 40 was expanded to serve Mount San Jacinto College (MSJC) Menifee Campus and the Heritage Lakes area • RapidLink Gold Line span of service was changed to begin at 6:30 a.m. instead of 5:30 a.m. and 1:30 p.m. instead of 2:30 p.m. to better match peak demand times on Route 1 A comprehensive revision of weekend service in the RTA service area allowed seven-day service on all RTA local routes (excluding special weekday shuttle routes), adding Saturday and/or Sunday service on the following routes and route segments: • Route 30 Perris East loop • Route 31 Beaumont -Moreno Valley • Route 33 East Hemet • Route 40 Lake Elsinore-Menifee • Route 42 Hemet -San Jacinto-Soboba Casino • Route 61 Temecula-Murrieta-Menifee-Perris • Route 74 San Jacinto-Hemet-Winchester-Menifee-Perris • Route 79 Hemet -Winchester -Temecula This major initiative was sustainably implemented by adjusting service frequencies Saturdays and/or Sundays on other routes in line with their productivity. Draft 5/10/19 In FY19, RTA also reviewed ridership on all fixed -route trips. A small number of trips with low ridership were discontinued. This approach minimized the impact on existing riders while making the service more efficient and financially sustainable. 3.2 PLANNED SERVICE CHANGES In FY20, RTA will enjoy a full year of ridership from FY19 initiatives listed in section 3.1 above. The preparation of the FY20 service plan began with a performance review of all fixed -route bus service and the resulting findings influenced adjustments to service levels on selected RTA routes to improve service reliability, increase ridership, and improve efficiency. Additional funds were included in FY20 for the following service improvements: • September 2019: o Route 1 (Corona-UC Riverside): On Saturdays between 9 a.m. and 5 p.m. and Sundays between 10 a.m. and 5 p.m. the frequency will be increased from every 30 to every 15 minutes to boost capacity on the busiest RTA route. o Route 12 (Riverside): This route will be extended to Corona Hills (McKinley St.) retail area seven days a week, as well as improving its weekday frequency to every 55 minutes instead of the existing 70-minute service. o Route 13 (Riverside): Improve daytime weekday service frequency on this relatively higher productivity route from every 65 minutes to every 50 minutes. o Route 14 (Riverside -Loma Linda): Improve daytime weekday service frequency on this relatively higher productivity route from every 70 minutes to every 50 minutes. o Routes 19 (Moreno Valley -Perris) and 28 (Perris -Hemet): Add extra early morning and late evening trips to routes 19 and 28 weekdays, Saturday, and/or Sundays to better match warehouse shift times at Perris and Moreno Valley. o Route 22 (Riverside -Mead Valley -Perris): Improve daytime weekday service frequency on this relatively higher productivity route from every 60 minutes to every 45 minutes. o Routes 23 (Wildomar-Murrieta-Temecula), 24 (Temecula), and 61 (Perris-Menifee- Murrieta-Temecula): Reroute to terminate at the recently upgraded Promenade Mall bus stop instead of the County Center stop. o Route 31(Hemet-San Jacinto-Beaumont/Banning-Moreno Valley): Improve frequency weekdays and weekends from every 70 to every 55 minutes between Moreno Valley, Beaumont/Banning, San Jacinto and Hemet as well as address the impact of construction of truck lanes on the SR-60 freeway through the Badlands. o Route 79 (Temecula -French Valley -Winchester -Hemet): Extend this route weekdays and weekends from Hemet Valley Mall to MSJC San Jacinto via the same alignment as Route 74, providing a coordinated schedule between these two routes to maximize frequency between Winchester, Hemet, and San Jacinto. • January 2020: Draft 5/10/19 o New Route 4: This new route will link Eastvale, Norco and Corona via the west side of these cities on Archibald Ave. and River Rd. Weekday service will be provided every 50 minutes. o Routes 16 (UC Riverside -Moreno Valley) and 19 (Moreno Valley -Perris): On Saturdays between 9 a.m. and 5 p.m. and Sundays between 10 a.m. and 5 p.m. the frequency on these routes will be increased from every 30 to every 15 minutes to boost capacity on these second and third busiest of RTA routes. o CommuterLink Expansion: Additional weekday trips will be added through the midday period on the following CommuterLink Routes recognizing the demand for regional and intercounty trips and variable working hours of many riders, and to provide connectivity with all weekday Metrolink trains: ■ 204 (Montclair, Ontario, Jurupa Valley, Riverside) ■ 206 (Corona, Lake Elsinore, Murrieta, Temecula, Temescal Valley) ■ 208 (Murrieta, Perris, Riverside, Temecula) ■ 217 (Escondido, Temecula) In April 2019, RTA issued a booklet summarizing the above proposed changes (English and Spanish). The booklet was available to the public on all fixed -route buses as well as online at RTA's website. Customers were invited to comment on the proposals by phone, email, traditional mail or by attending any of the six community meetings conducted by RTA staff during the last week of April. Additionally, staff provided briefings to six T-NOW chapters. In partnership with Metrolink rail service, RTA plans to again operate Route 54 shuttle service for Riverside's Mission Inn Festival of Lights on four Friday and Saturday evenings in November and December 2019. This shuttle is well utilized and helps reduce traffic congestion at this popular event. This will be the fourth year RTA has provided such service. 3.3 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 and disabled Travel Training Program and the establishment of a Medi-Cal Reimbursement Program. The 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 customers and RTA. In FY18, more than 400 trainees actively participated in travel training. Program participants took nearly 92,000 trips on fixed -route buses. From July 1, 2018 to February 2019, more than 400 trainees actively participated in the program and have taken over 63,000 trips on fixed -route Draft 5/10/19 buses. Since the program's inception, travel training has served more than 2,100 seniors and persons with disabilities, resulting in more than 535,000 trips on fixed -route buses through February 2019. Based on FY18 actual performance, RTA can save an estimated $10,400 a year for every five -day - a -week rider who makes the switch from DAR to fixed -route service. During FY18, the program saved RTA almost $700,000, and since the program's inception it has saved over $2.2 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 facilities. 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. With the passage of Assembly Bill 2394 (AB2394), providers of State Medi-Cal insurance plans must now begin to provide their members with transportation services for qualified medical, dental, mental health or substance use disorder appointments, and, to pick-up prescriptions and other medical supplies. Prior to the passing of this bill, these transportation services were provided by the Agency and reimbursed through the State's Medi-Cal program. AB2394 will have a negative impact on the Agency as it will no longer be able to bill Medi-Cal for most of the medically purposed trips taken on DAR. The data is currently being analyzed to determine the future of this program as Medi-Cal reimbursement is expected to be reduced by more than 90 percent. The Agency is currently working with the Inland Empire Health Plan (IEHP), the managed care provider for Medi-Cal insurance plans in the Inland Empire, to finalize an Agreement for providing transportation services for its members with a new IEHP monthly pass program. The IEHP pass program is anticipated to launch in July 2019. 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 fixed -route ridership • Increasing awareness of RTA services • Encouraging trial and repeat use of non -riders • Enhancing the image of RTA • Coordinating timely updates on RTA's website and social media • Educating the public on the benefits of public transportation • Travel Training and ADA certification • Providing excellent customer service Draft 5/10/19 • Coordinating media and public relations • Enhancing government relations • Assisting with employee communications 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 information, brochures, 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 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. A 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. Draft 5/10/19 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 adequately meet its customers' needs. Various resources such as Google Transit trip planners and BusWatch real-time bus tracking allow customer representatives to quickly and accurately answer 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 provides interpretation and translation in more than 200 languages. Travel Training: The Freedom to Go Travel Training Program is for people with disabilities, veterans and older adults who want to learn to travel safely and independently using public transportation. Travel training is a free, self -paced process where an individual, regardless of ability or age, can learn to ride RTA's fixed -route system. Participants experience an increased sense of confidence and self-reliance as a result of learning to travel independently. Parents and care providers can benefit, too. Providing a child or aging parent with the knowledge to use RTA buses provides independence, saves time and lowers expenses. The community benefits too. With a newfound ability to travel with RTA, individuals will be able to visit family and friends, shop more often, and participate in recreational activities that enhance their quality of life. By transitioning from DAR to fixed -route bus service, both customers and RTA save money. Transportation 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 The Agency's FY20 budget reflects a strategy to grow current levels of safe, reliable and effective fixed -route services by four percent when compared to FY19 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 preserving and growing ridership through exploiting existing and emerging markets. 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. Draft 5/10/19 Planned service changes in FY20 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. To make the improvements more sustainable, RTA has also proposed rationalizing its lowest ridership trips network wide, resulting in the elimination of a small number of trips across all routes. This approach will minimize the overall inconvenience to RTA riders while making available a large number of service improvements. Any new service will also adhere to RTA's Sustainable Funding Source Policy that was approved in September 2010. 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 initial 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 time period. Draft 5/10/19 CHAPTER 4: FINANCIAL AND CAPITAL PLANS RTA's FY20 budget reflects a strategy to fit within current financial constraints. FY20 will feature six key service additions over the FY19 service offering. First, new Route 4 service will commence in January 2020. Second, routes 12 and 79 will be extended in September 2019. Third, routes 13, 14, 22 and 31 weekdays, and Route 1 weekend, will experience greater frequency commencing in September 2019. Fourth, routes 16 and 19 will experience greater frequency on weekends commencing in January 2020. Fifth, routes 19 and 28 will have extra late -night trips commencing in September 2019. Sixth and finally, CommuterLink routes 204, 206, 208 and 217 will have additional weekday trips commencing in January 2020. Beyond these additions, systemwide modifications will also be implemented to reduce under -performing trips across the RTA network commencing in September 2019. The Agency will continue its DAR Plus program which provides demand -response service for those DAR-eligible customers living up to two miles beyond the current three-quarter mile boundary of a fixed route. As always, service adjustments to all routes may be made to maintain or improve on -time performance and connections within the system throughout the fiscal year. 4.1 OPERATING AND CAPITAL BUDGET The total budget for FY20 is $134,519,062, with $92,435,032 projected for operating expenses and $42,084,030 projected for capital projects. As currently budgeted, total operating expenses for FY20 are $92,435,032, an increase of $4,768,123, or five percent, over the FY19 budget. It should be noted that RTA is planning for an increase of over four percent in fixed -route revenue service hours. Significant cost drivers are new service, purchased transportation costs including minimum wage impacts and fuel, and strategic staffing adjustments. The FY20 capital budget represents an increase of $5,991,079, or 17 percent, over FY19 budget levels. The increase in the capital budget request is attributable to increased vehicle replacement requirements and the programming of additional Senate Bill 1 (SB 1) State of Good Repair (SGR) funds. The capital budget includes a funds reprogramming, or swap, between the Central Operations & Maintenance Facility and the UCR Mobility Hub projects. Draft 5/10/19 Operating Budget Profile: Administration 17% Planning 1% Maintenance 14% Operations 68% The proposed operating budget totals $92,435,032. At 68 percent, Operations constitutes the largest component of the proposed budget while Maintenance makes up 14 percent of the total. Thus, combined Operations and Maintenance equate to 82 percent of the budget. Planning and Administration combined make up the remaining 18 percent of the budget. The operating budget contains five major cost elements. The elements are: • Salaries and benefits (50 percent), consists of salaries/wages and fringe benefits including medical, pension, worker's compensation, and other post -employment benefits (OPEB) • Purchased transportation (35 percent), represents the resources required for contracted transportation services for DAR / taxi overflow and certain fixed -route services • Materials and supplies (five percent), includes parts, fuel, lubricants, and supplies for the operation, repair, and maintenance of Agency vehicles and facilities • Services (four percent), includes but is not limited to, external auditing, legal counsel, marketing, outside maintenance and custodial services, armored transport, actuarial services, legislative consulting, and towing • Other expenses (six percent) includes, but is not limited to, insurance, utilities, printing and publications, advertising and promotion, dues and subscriptions, and other miscellaneous expenses Draft 5/10/19 6% Capital Budget Profile: ❑ Salaries & Benefits ■ Contracted Routes ❑ Services ❑Materials & Supplies ■ Other Expenses The proposed FY20 capital budget totals $42,084,030. Capital funding will be used for the purchase of critical items to maintain existing operations and service levels, while positioning the agency for the future. The capital budget is a component of the comprehensive five-year Capital Improvement Plan including equipment and upgrade of Agency infrastructure. FY20 capital budget profile by project element is shown below: $1,855,495 $200,000 $473,400 $394,411 iiilo $39,160,724 ❑ Tire Lease ■ Revenue Vehicles ■ Support Vehicles GSB 1 SGR ❑ Shelters & Stops Notable capital projects included in the proposed FY20 budget are: • Revenue vehicles (35 heavy-duty CNG, 41 mid -sized fixed -route, 29 DAR) • Non -revenue vehicles (17 cars, one truck) • Tire lease • SB 1 SGR projects • Improvements for bus stops, transfer points, and transit facilities Draft 5/10/19 4.2 FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS Funding for the operating and capital budgets are generated from state, federal, and local revenue sources. The chart shown below summarizes the allocation of each revenue source. Total Operating and Capital Revenues $134,519,062 Operating Revenues $92,435,032 Passenger Fares $12,345,994 LTF Operating Assistance $49,021,842 Federal Operating Assistance $20,965,238 FTA § 5307 $19,088,433 FTA § 5310 $398,584 FTA § 5311 $478,221 FTA CMAQ $1,000, 000 LCTOP $1,659,330 Measure A $3,263,300 SB 1 STA $2,880,000 Other Local Revenue $2,299,328 Capital Revenues $42,084,030 Federal $11, 524, 747 FTA § 5307 $5,397,133 FTA § 5339 $6,127,614 STA $28,703,788 SB1 SGR $1,855,495 Draft 5/10/19 4.3 TUMF PROGRAM The WRCOG TUMF Program ensures that a new development pays its fair share for the increased traffic that it creates. As identified in the WRCOG TUMF Administrative Plan, RTA is currently allocated three percent of every TUMF dollar collected for use on projects of regional significance located in the TUMF network. Below is the comprehensive list of RTA's projects included in the 2016 TUMF Nexus Study: PROJECT NAME CATEGORY UNIT COST U S COST TUMF SHARE Riverside Mobility Hub at Vine Street Transit Center 1 $6,000,000 1 $6,000,000 $3,630,000 Moreno Valley Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Jurupa Valley Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Banning Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Lake Elsinore /Canyon Lake Mobility Hub(s) Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Transit Enhancements in Temecula / Murrieta Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 Hemet Mobility Hub Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 San Jacinto Mobility Hub Transit Center 2 $9,000,000 1 $9,000,000 $5,445,000 MSJC Mobility Hub Transfer Facility $1,000,000 1 $1,000,000 $605,000 Regional Operations and Maintenance Facility 0 and M Facility $50,000,000 1 $50,000,000 $30,251,000 Annual Transit Enhancements Program Bus Stop $40,000 290 $11,600,000 $7,018,000 Central Corridor RapidLink Implementation BRT Service Capital $60,000 42 $2,520,000 $1,525,000 Vehicle Fleet Medium Buses Vehicle Fleet 1 $155,000 7 $1,085,000 $656,000 Vehicle Fleet Large Buses Vehicle Fleet 2 $585,000 29 $16,965,000 $10,264,000 COA Study TOTALS: COA Study $950,000 1 $950,000 $575,000 $153,120,000 $92,639,000 Source: TUMF Nexus Study— 2016 Program Update, Page 51. The Nexus Study is a planning document, and programming of TUMF funds is subject to funding availability and done through the TUMF Project Expenditure Plan. Table 10 contains RTA's FY20 — FY24 TUMF Expenditure Plan effective July 1, 2019. 4.4 REGULATORY AND COMPLIANCE REQUIREMENTS As a recipient of state and federal funding, RTA is required to comply with regulatory policies and procedures that are reviewed and audited regularly. Draft 5/10/19 SUMMARY OF REGULATORY AND COMPLIANCE REQUIREMENTS TDA Triennial Audit: Under the State of California, TDA provides two major sources of funding for public transportation: LTF and STA funds. These funds are for the development and support of public transportation needs that exist in California and are allocated to areas of each county based on population, taxable sales, and transit performance. See Table 6 for a summary of the recommendations and actions taken from the last Triennial in 2014. A new TDA Triennial Audit started in January 2019 and is currently underway. FTA Triennial Review: The triennial review is a comprehensive review of compliance with FTA requirements that is conducted of § 5307 grantees at least every three years. Even though the review is conducted of § 5307 grantees, it addresses all FTA programs for which the grantee is the direct recipient of funds, including § 5304, 5307, 5310, 5311, and 5339. It addresses the grantee's implementation of Federal requirements in 24 areas and its oversight of sub -recipients, operations contractors, or lessees funded by these programs. The last FTA Triennial Review was completed in April 2016 with three findings. RTA addressed and closed out all three findings in May 2016. RTA was notified of their next FTA Triennial in December 2018 and is awaiting further direction. ADA: The federal ADA Act of 1990 prohibits discrimination and ensures equal opportunity and access for persons with disabilities. Under the ADA Act, public transit operators are required to provide complementary paratransit service to persons who are ADA certified and are within three-quarters of a mile of a local fixed -route bus during the hours of bus service operation. RTA remains fully compliant with all Federal ADA regulations and has had no ADA customers denied service on DAR. Disadvantaged Business Enterprise (DBE) Program: The federal DBE Program seeks to ensure nondiscrimination in the award and administration of FTA's Department of Transportation -assisted contracts in the Department's highway, transit, and airport financial assistance programs and to create a level playing field on which DBEs can compete fairly for Department of Transportation - assisted contracts. In accordance with U.S. Department of Transportation regulations found at 49 C.F.R. § 26.45, a new 3- year DBE goal was submitted for review to the FTA and became effective on October 1, 2018. RTA's DBE program will remain in effect through September 30, 2021. Equal Employment Opportunity (EEO): The Federal Transit Laws, 49 U.S.C. § 5332 (b), provide that "no person in the United States shall on the grounds of race, color, religion, national origin, sex, or age be excluded from the participation in, be denied the benefits of, or be subjected to discrimination under any project, program or activity funded in whole or in part through financial assistance under this Act." This applies to employment and business opportunities and is considered to be in addition to the provisions of Title VI of the Civil Rights Act of 1964. The EEO Program is submitted to FTA every four years and RTA is in compliance. The last submission was March 2, 2018. Drug and Alcohol Testing: Per the Code of Federal Regulations (Title 49, Part 40 and 655), RTA established a Drug and Alcohol testing policy in an effort to deter drug and alcohol use in the workplace. The policy establishes the circumstances in which applicants and employees are tested for drugs and alcohol in the workplace and the consequences when they test positive. The purpose of the Draft 5/10/19 policy is to prevent accidents, injuries, and fatalities resulting from the misuse of alcohol and prohibited drugs by employees who perform safety -sensitive functions. The Drug and Alcohol Report is in compliance with FTA and was last updated on January 1, 2018. Title VI of the Civil Rights Act of 1964: Title VI of the Civil Rights Act of 1964 provides that "no person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance." (42 U.S.C. § 2000d). RTA submits Title VI Program to FTA every three years. The last report was submitted in October 2016. Limited English Proficiency (LEP): FTA issued regulations based on the Executive Order 13166 to all transit operators to establish LEP policies and procedures that ensures that RTA publications are issued in English and any other languages used by a significant number of the general population in the service area as determined by periodic demographic assessments. RTA's updated LEP policy and plan was submitted with the Title VI Program in October 2016. Public Hearing Policy: U.S. Code Title 49 § 5307 under the Urbanized Area Formula Grant Program requires that transit systems maintain a process to solicit and consider public comments before raising fares or implementing major reductions in service. RTA's Public Hearing Policy for Major Service and Fare Changes was last revised in October 2012. Alternative Fueled Vehicles: RCTC Resolution No. 00-018 established an emissions standards requirement for the acquisition of urban transit buses with federal, state, or local funds. All full-sized urban public transit buses purchased or leased with federal, state, or local funds granted or programmed by RCTC shall meet the urban bus optional, reduced -emissions standards set by the California Air Resources Board for oxides of nitrogen and non -methane hydrocarbons. RTA remains fully compliant with RCTC Resolution No. 00-0018 for vehicles purchased using federal, state, or local funds. Southern California Air Quality Management District — Rule 1192: This rule requires public transit fleets of 15 or more revenue vehicles and operating in SCAQMD's jurisdiction to acquire alternative fuel heavy duty vehicles when procuring revenue vehicles. The rule applies whether revenue vehicles are operated by government agencies or by private entities under contract to government agencies that provide passenger transportation services including intra- and inter -city shuttle services. Draft 5/10/19 Riverside Transit Agency FY 2019/20 - FY 2021/22 Short Range Transit Plan Summary Comparative Statistics: FY2O19 Budget vs. Proposed FY2O2O SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2019 I FY2020 FY2019 I FY2020 FY2019 I FY2020 FY2019 I FY2020 FY2019 I FY2020 Direct Operated Routes 1 1,921,643 1,841,432 77,437 81,287 868,915 877,320 $ 1,552,850 $ 2,073,821 $ 8,267,649 $ 8,929,444 1 RL 147,001 148,311 16,750 17,737 240,386 242,278 $ 106,000 $ 119,078 $ 1,788,375 $ 1,948,381 3 144,194 133,111 12,296 11,667 156,133 142,326 $ 110,222 $ 126,083 $ 1,312,759 $ 1,281,687 10 162,376 156,905 13,893 13,350 157,779 147,432 $ 146,398 $ 180,300 $ 1,483,351 $ 1,466,478 11 118,045 107,232 10,495 10,067 115,787 115,956 $ 108,743 $ 125,322 $ 1,120,525 $ 1,105,862 12 219,779 204,309 15,887 19,244 186,850 226,948 $ 191,691 $ 230,563 $ 1,696,237 $ 2,113,961 13 220,292 219,056 16,169 18,934 186,569 215,412 $ 184,769 $ 242,933 $ 1,726,353 $ 2,079,914 14 207,365 201,011 14,179 17,092 184,963 211,782 $ 180,864 $ 228,168 $ 1,513,871 $ 1,877,582 15 472,093 456,003 30,749 31,737 341,585 362,517 $ 401,013 $ 520,345 $ 3,282,951 $ 3,486,383 16 449,937 484,422 27,977 27,871 362,495 312,071 $ 378,964 $ 517,605 $ 2,987,007 $ 3,061,660 18 130,778 120,676 10,710 10,328 135,209 131,766 $ 111,501 $ 134,832 $ 1,143,508 $ 1,134,505 19 722,491 720,557 50,247 50,171 614,178 623,393 $ 628,800 $ 860,057 $ 5,364,653 $ 5,511,298 20 306,326 286,639 24,020 23,469 366,138 327,278 $ 270,182 $ 332,931 $ 2,564,507 $ 2,578,152 21 117,420 111,690 10,088 9,805 132,138 141,128 $ 113,921 $ 139,925 $ 1,077,093 $ 1,077,066 22 287,781 294,543 20,695 21,541 332,911 326,523 $ 276,385 $ 362,465 $ 2,209,498 $ 2,366,321 27 370,316 193,268 29,202 19,831 558,608 385,040 $ 368,797 $ 246,397 $ 3,117,809 $ 2,178,488 28 178,191 396,395 12,554 30,441 223,829 521,820 $ 179,866 $ 472,542 $ 1,340,364 $ 3,343,940 29 133,888 136,953 15,835 15,422 196,356 217,403 $ 120,962 $ 167,371 $ 1,690,696 $ 1,694,112 41D 46,760 32,899 2,678 2,133 41,892 33,947 $ 40,784 $ 36,557 $ 285,927 $ 234,297 49 227,122 224,426 15,654 14,930 165,900 182,447 $ 213,676 $ 269,670 $ 1,671,338 $ 1,640,032 54F 10,828 8,197 455 455 2,275 2,275 $ 74,757 $ 78,053 $ 48,579 $ 49,982 200 155,068 172,740 27,335 25,932 649,096 608,025 $ 325,000 $ 453,288 $ 2,918,461 $ 2,848,686 202D 3,574 3,063 594 615 6,047 19,830 $ 3,767 $ 5,833 $ 63,390 $ 67,515 204 42,999 61,883 6,367 8,429 133,852 177,755 $ 77,536 $ 132,553 $ 679,774 $ 925,900 205 20,320 21,737 4,517 4,471 107,404 111,659 $ 40,381 $ 66,721 $ 482,260 $ 491,196 206 36,830 47,313 5,046 6,368 124,070 130,876 $ 97,452 $ 161,201 $ 538,704 $ 699,565 208D 13,337 21,518 1,678 3,912 39,858 84,247 $ 19,344 $ 37,393 $ 179,110 $ 429,731 210D 2,339 1,886 389 367 4,405 4,824 $ 6,579 $ 7,667 $ 41,566 $ 40,308 217D 7,744 6,039 1,156 1,165 29,790 30,080 $ 16,468 $ 16,024 $ 123,390 $ 127,955 Total Directly Operated Routes 6,876,837 6,814,214 475,052 498,771 6,665,418 6,914,358 $ 6,347,672 $ 8,345,698 $ 50,719,705 $ 54,790,401 Change - FY20 vs. FY19 -0.91 % 4.99 % 3.73 % 31.5 % 8.0 Contracted Fixed Routes 3 9,360 8,838 1,667 1,502 22,334 19,131 $ 9,540 $ 11,600 $ 149,448 $ 138,158 4 32,863 3,388 56,568 $ 43,137 $ 311,742 8 213,108 180,705 19,747 17,042 279,730 245,214 $ 210,200 $ 233,308 $ 1,770,475 $ 1,568,075 9 66,669 61,534 5,164 6,643 113,325 118,530 $ 66,949 $ 79,858 $ 463,022 $ 611,243 19 6,604 2,559 508 257 5,047 3,457 $ 5,242 $ 2,494 $ 45,570 $ 23,692 23 94,084 91,996 14,221 14,403 207,819 207,785 $ 94,046 $ 114,121 $ 1,274,976 $ 1,325,230 24 64,456 60,788 11,061 12,085 149,318 144,876 $ 64,430 $ 75,487 $ 991,697 $ 1,111,967 26 24,250 8,798 7,946 4,331 106,771 57,318 $ 360,000 $ 9,528 $ 712,401 $ 398,504 30 62,671 61,057 8,228 7,610 102,353 92,371 $ 59,575 $ 69,904 $ 737,720 $ 700,182 31 146,401 148,146 19,496 22,913 390,288 548,582 $ 146,516 $ 197,552 $ 1,747,963 $ 2,108,329 32 120,022 108,510 10,162 9,721 106,755 105,630 $ 119,974 $ 137,276 $ 911,077 $ 894,480 33 54,406 38,177 6,047 6,986 72,214 86,963 $ 50,652 $ 45,552 $ 542,129 $ 642,791 40 29,688 31,335 6,217 9,017 112,286 154,733 $ 29,331 $ 46,022 $ 557,372 $ 829,688 41C 27,537 39,565 5,432 5,193 90,492 85,319 $ 24,018 $ 43,510 $ 487,051 $ 477,869 42 53,182 45,811 5,759 5,775 85,278 85,501 $ 45,991 $ 52,944 $ 516,362 $ 531,390 50 2,767 2,213 2,340 2,352 15,062 15,794 $ 202,499 $ 208,239 $ 209,767 $ 216,371 51 32,397 28,260 1,790 1,898 19,070 19,367 $ 153,072 $ 158,101 $ 160,513 $ 174,678 52 42,245 49,107 3,742 3,210 23,762 22,420 $ 642,000 $ 48,763 $ 335,515 $ 295,331 54 2,570 1,384 1,367 1,741 6,864 6,918 $ 85,000 $ 449 $ 122,592 $ 160,177 55 19,329 9,011 1,196 794 15,372 9,339 $ 20,332 $ 13,812 $ 107,213 $ 73,038 61 124,142 103,910 19,695 19,400 332,214 327,452 $ 124,475 $ 150,140 $ 1,765,758 $ 1,785,102 74 200,365 183,478 21,619 21,443 372,783 369,588 $ 200,957 $ 252,099 $ 1,938,275 $ 1,973,066 79 108,211 103,797 14,261 18,644 240,865 281,298 $ 108,168 $ 132,767 $ 1,278,546 $ 1,715,532 202 13,741 11,286 4,453 3,698 123,637 88,071 $ 25,451 $ 28,960 $ 399,256 $ 340,291 208 14,699 31,074 6,209 6,123 146,265 170,100 $ 31,259 $ 82,638 $ 556,681 $ 563,380 210 2,885 2,155 707 550 14,103 16,248 $ 6,983 $ 6,946 $ 63,384 $ 50,605 212 6,585 - 3,254 - 75,238 $ 11,874 $ - $ 291,713 $ - 217 32,979 45,439 6,723 8,182 192,581 231,848 $ 64,224 $ 126,717 $ 602,713 $ 752,887 Total Contracted Fixed Routes 1,575,353 1,491,796 209,011 214,901 3,421,826 3,570,421 $ 2,962,758 $ 2,371,924 $ 18,739,189 $ 19,773,798 Change - FY20 vs. FY19 -5.30 % 2.82 % 4.34 % -19.9 % 5.5 TOTAL FIXED ROUTES 8,452,190 8,306,010 684,063 713,672 10,087,244 10,484,779 $ 9,310,430 $ 10,717,622 $ 69,458,894 $ 74,564,199 Change - FY20 vs. FY19 -1.73 % 4.33 % 3.94 % 15.1 % 7.4 1:02 PM 5/10/2019 Draft 5/10/19 Riverside Transit Agency FY 2019/20 - FY 2021/22 Short Range Transit Plan Summary Comparative Statistics: FY2019 Budget vs. Proposed FY2020 SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2019 FY2020 FY2019 FY2020 FY2019 FY2020 FY2019 FY2020 FY2019 FY2020 Dial -a -ride Routes Riv-San UZA 261,183 250,957 126,489 123,744 2,134,861 2,037,861 $ 918,013 $ 1,041,846 $ 11,074,739 $ 10,855,166 Mum-Tem-Men UZA 78,146 82,994 39,816 40,923 683,502 673,938 $ 276,465 $ 344,548 $ 3,486,072 $ 3,589,898 Hemet UZA 67,555 58,293 29,184 28,744 448,777 473,361 $ 238,996 $ 242,004 $ 2,555,172 $ 2,521,475 Non-UZA 2,045 2,964 3,990 1,462 67,017 24,069 $ 7,235 $ 12,305 $ 349,306 $ 128,211 Total Dial -a -ride Routes 408,929 395,208 199,479 194,873 3,334,157 3,209,229 $ 1,440,709 1,640,703 $ 17,465,289 17,094,750 % Change-FY20 vs. FY19 -3.36% -2.31% -3.75% 13.9% -2.1% Taxi Program Riv-San UZA 7,860 8,633 4,383 5,024 125,681 128,979 $ 31,432 $ 40,303 $ 456,252 $ 479,435 Murr-Tem-Men UZA 3,093 3,046 1,319 1,551 33,571 38,662 $ 12,283 $ 14,034 $ 123,656 $ 144,231 Hemet UZA 1,646 2,246 1,351 1,509 41,021 39,838 $ 6,708 $ 10,657 $ 147,934 $ 147,594 Non-UZA 114 159 144 75 4,087 1,211 $ 448 $ 728 $ 14,884 $ 4,823 Total Taxi Routes 12,713 14,084 7,197 8,159 204,360 208,690 $ 50,871 65,722 $ 742,726 776,083 % Change -FY20vs. FY19 10.78% 13.37% 2.12% 29.2% 4.5% TOTAL DAR and TAXI SERVICE 421,642 409,292 206,676 203,032 3,538,517 3,417,919 $ 1,491,580 $ 1,706,425 $ 18,208,015 $ 17,870,833 % Change - FY20 vs. FY19 -2.93% -1.76% -3.41 % 14.4% -1.9% GRAND TOTAL 8,873,832 8,715,302 890,739 916,704 13,625,761 13,902,698 $ 10,802,010 $ 12,424,047 $ 87,666,909 $ 92,435,032 % Change - FY20 vs. FY19 -1.79% 2.91 % 2.03% 15.0% 5.4% ill Total Passenger Fare Revenue consists of cash fares, tickets, passes and subsidy agreements. It does not include other local revenues. 1:02 PM 5/10/2019 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Bus (Motorbus) / Directly Operated Table 1 - Fleet Inventory FY 2019/20 Short Range Transit Plan Riverside Transit Agency Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 2018/ 19 # of Contingency Vehicles FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2013 2014 2016 GIL GIL GIL G27D102N4 G27D102N4 G27D102N4 38 38 38 81 9 30 42 42 42 CN CN CN 81 9 30 22,258,933 1,791,267 1,803,862 25,836,757 2,168,655 2,983,593 318,972 240,961 99,453 Totals: 114 120 120 25,854,062 30,989,005 258,242 TransTrack Manager'"' Page 1 of 1 4/22/2019 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Bus (Motorbus) / Purchased Transportation Table 1 - Fleet Inventory FY 2019/20 Short Range Transit Plan Riverside Transit Agency Year Built Mfg. Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 2018/ 19 # of Contingency Vehicles FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 1994 2012 2012 2013 2013 2015 2016 2016 2009 2009 2018 2019 2018 2011 2018 CCI EDN EDN EDN EDN EDN EDN EDN EDN EDN GLV GLV SPC SPC ZZZ AH28 AerElit320 AerElit320 AerElit320 AerElit320 AerElit320 AerElit320 AerElit320 EnAeroElit EnAeroElit Entourage Entourage Senator II SN28PL0 Villager 25 28 28 28 28 26 26 26 26 26 28 28 12 21 28 2 5 5 2 9 1 10 25 3 1 10 13 4 13 5 29 33 33 33 33 33 33 33 29 29 33 33 32 28 32 CN CN CN CN CN CN GA GA GA GA CN CN CN GA CN 2 5 5 2 9 1 10 25 3 1 10 13 4 13 5 538,471 3,386,502 2,957,632 191,637 1,466,320 3,916,639 2,096,136 4,982,610 18,553 1,095,386 1,861,380 1,980,023 545,035 2,845,175 241,152 1,971,872 5,284,024 1,650,329 528,005 33,725 22,038 177,823 5,414,399 89,869 547,693 372,276 396,004 272,517 316,130 241,152 197,187 211,360 550,109 528,005 3,372 1,695 44,455 416,492 17,973 Totals: 384 108 108 19,554,500 23,740,235 219,817 TransTrack Manager'"' Page 1 of 1 4/22/2019 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Commuter Bus / Directly Operated Table 1 - Fleet Inventory FY 2019/20 Short Range Transit Plan Riverside Transit Agency Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 2018/ 19 # of Contingency Vehicles FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2013 2014 2016 GIL GIL GIL G27D102N4 G27D102N4 G27D102N4 38 38 38 16 2 7 42 42 42 CN CN CN 16 2 7 3,594,679 302,228 315,244 4,299,480 376,703 643,977 268,717 188,351 91,996 Totals: 114 25 25 4,212,151 5,320,160 212,806 TransTrack Manager'"' Page 1 of 1 4/22/2019 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Demand Response / Purchased Transportation Table 1 - Fleet Inventory FY 2019/20 Short Range Transit Plan Riverside Transit Agency Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Equipped Vehicle Length Fuel Type Code # of Active Vehicles FY 2018/ 19 # of Contingency Vehicles FY 2018/19 Life to Date Vehicle Miles Prior Year End FY 2017/18 Life to Date Vehicle Miles through March FY 2018/19 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2018/19 2009 2016 2013 2017 2018 EBC EDN GCC GLV SPC Aertech320 AeroTch220 GCII Universal Senator II 12 12 12 12 12 14 36 38 30 39 23 23 22 24 22 GA GA GA GA GA 14 36 38 30 39 2,026,689 3,465,748 8,893,724 1,449,201 4,498,660 4,394,119 9,180,941 2,371,361 786,101 321,332 122,058 241,603 79,045 20,156 Totals: 60 157 157 15,835,362 21,231,182 135,230 TransTrack Manager'"' Page 1 of I 4/22/2019 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/1g/ 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 709 190 554 184 Financial Data Total Operating Expenses $70,437,592 $76,320,585 $87,666,909 $63,198,746 $92,435,032 Total Passenger Fare Revenue $14,538,806 $16,551,836 $19,790,760 $15,560,463 $19,567,951 Net Operating Expenses (Subsidies) $55,898,786 $59,768,749 $67,876,149 $47,638,283 $72,867,081 Operating Characteristics Unlinked Passenger Trips 8,741,975 8,583,410 8,873,832 6,495,887 8,715,302 Passenger Miles 62,116,347 61,095,376 64,015,300 45,793,890 74,865,016 Total Actual Vehicle Revenue Hours (a) 833,488.7 871,285.7 890,739.0 657,729.3 916,704.0 Total Actual Vehicle Revenue Miles (b) 12,875,332.2 13,314,621.9 13,625,761.0 9,997,857.0 13,902,698.0 Total Actual Vehicle Miles 16,062,434.4 16,636,856.2 16,779,794.0 12,395,409.8 17,233,789.0 Performance Characteristics Operating Cost per Revenue Hour $84.51 $87.60 $98.42 $96.09 $100.83 Farebox Recovery Ratio 20.64% 21.69% 22.57% 24.62% 21.16% Subsidy per Passenger $6.39 $6.96 $7.65 $7.33 $8.36 Subsidy per Passenger Mile $0.90 $0.98 $1.06 $1.04 $0.97 Subsidy per Revenue Hour (a) $67.07 $68.60 $76.20 $72.43 $79.49 Subsidy per Revenue Mile (b) $4.34 $4.49 $4.98 $4.76 $5.24 Passenger per Revenue Hour (a) 10.5 9.9 10.0 9.9 9.5 Passenger per Revenue Mile (b) 0.68 0.64 0.65 0.65 0.63 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/1g/ 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2019/20 Short Range Transit Plan Excluded Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 99 67 152 73 Financial Data Total Operating Expenses $2,153,881 $14,458,642 $21,764,829 $17,141,501 $25,224,674 Total Passenger Fare Revenue $170,531 $1,505,152 $3,402,770 $2,586,697 $3,490,631 Net Operating Expenses (Subsidies) $1,983,350 $12,953,490 $18,362,059 $14,554,804 $21,734,043 Operating Characteristics Unlinked Passenger Trips 177,165 535,732 2,191,540 1,681,904 2,459,523 Passenger Miles 1,820,849 5,764,439 21,246,146 13,456,410 34,144,615 Total Actual Vehicle Revenue Hours (a) 38,927.5 226,289.6 210,606.0 176,227.7 233,578.0 Total Actual Vehicle Revenue Miles (b) 702,054.8 3,667,202.1 3,579,479.0 2,926,528.9 4,045,690.0 Total Actual Vehicle Miles 991,905.6 4,635,167.2 4,380,288.0 3,670,901.6 4,970,649.0 Performance Characteristics Operating Cost per Revenue Hour $55.33 $63.89 $103.34 $97.27 $107.99 Farebox Recovery Ratio 7.92% 10.41% 15.63% 15.09% 13.83% Subsidy per Passenger $11.19 $24.18 $8.38 $8.65 $8.84 Subsidy per Passenger Mile $1.09 $2.25 $0.86 $1.08 $0.64 Subsidy per Revenue Hour (a) $50.95 $57.24 $87.19 $82.59 $93.05 Subsidy per Revenue Mile (b) $2.83 $3.53 $5.13 $4.97 $5.37 Passenger per Revenue Hour (a) 4.6 2.4 10.4 9.5 10.5 Passenger per Revenue Mile (b) 0.25 0.15 0.61 0.57 0.61 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/1g/ 2 -- Riverside Transit Agency -- SRTP Service Summary FY 2019/20 Short Range Transit Plan Non -Excluded Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 610 123 402 111 Financial Data Total Operating Expenses $68,283,711 $61,861,943 $65,902,080 $46,057,245 $67,210,358 Total Passenger Fare Revenue $14,368,275 $15,046,684 $16,387,990 $12,973,766 $16,077,320 Net Operating Expenses (Subsidies) $53,915,436 $46,815,259 $49,514,090 $33,083,479 $51,133,038 Operating Characteristics Unlinked Passenger Trips 8,564,810 8,047,678 6,682,292 4,813,983 6,255,779 Passenger Miles 60,295,498 55,330,937 42,769,154 32,337,480 40,720,401 Total Actual Vehicle Revenue Hours (a) 794,561.2 644,996.1 680,133.0 481,501.6 683,126.0 Total Actual Vehicle Revenue Miles (b) 12,173,277.4 9,647,419.8 10,046,282.0 7,071,328.1 9,857,008.0 Total Actual Vehicle Miles 15,070,528.8 12,001,689.0 12,399,506.0 8,724,508.2 12,263,140.0 Performance Characteristics I Operating Cost per Revenue Hour $85.94 $95.91 $96.90 $95.65 $98.39 Farebox Recovery Ratio 21.04% 24.32% 24.86% 28.17% 23.92% Subsidy per Passenger $6.30 $5.82 $7.41 $6.87 $8.17 Subsidy per Passenger Mile $0.89 $0.85 $1.16 $1.02 $1.26 Subsidy per Revenue Hour (a) $67.86 $72.58 $72.80 $68.71 $74.85 Subsidy per Revenue Mile (b) $4.43 $4.85 $4.93 $4.68 $5.19 Passenger per Revenue Hour (a) 10.8 12.5 9.8 10.0 9.2 Passenger per Revenue Mile (b) 0.70 0.83 0.67 0.68 0.63 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Table 2 -- RTA-BUS -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 312 120 249 121 Financial Data Total Operating Expenses $42,923,360 $45,344,067 $50,719,705 $37,866,182 $54,790,401 Total Passenger Fare Revenue $10,829,740 $12,196,667 $15,335,461 $12,249,234 $15,489,603 Net Operating Expenses (Subsidies) $32,093,620 $33,147,400 $35,384,244 $25,616,948 $39,300,798 Operating Characteristics Unlinked Passenger Trips 6,835,911 6,733,159 6,876,837 5,094,739 6,814,214 Passenger Miles 45,966,334 45,420,633 46,640,668 34,146,337 55,325,782 Total Actual Vehicle Revenue Hours (a) 417,267.8 454,083.8 475,052.0 356,349.4 498,771.0 Total Actual Vehicle Revenue Miles (b) 5,877,796.2 6,414,366.3 6,665,418.0 4,960,410.3 6,914,358.0 Total Actual Vehicle Miles 6,759,506.1 7,439,877.6 7,668,505.0 5,801,176.7 8,022,582.0 Performance Characteristics Operating Cost per Revenue Hour $102.87 $99.86 $106.77 $106.26 $109.85 Farebox Recovery Ratio 25.23% 26.90% 30.23% 32.35% 28.27% Subsidy per Passenger $4.69 $4.92 $5.15 $5.03 $5.77 Subsidy per Passenger Mile $0.70 $0.73 $0.76 $0.75 $0.71 Subsidy per Revenue Hour (a) $76.91 $73.00 $74.48 $71.89 $78.80 Subsidy per Revenue Mile (b) $5.46 $5.17 $5.31 $5.16 $5.68 Passenger per Revenue Hour (a) 16.4 14.8 14.5 14.3 13.7 Passenger per Revenue Mile (b) 1.16 1.05 1.03 1.03 0.99 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2019 Page 1 of 1 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Table 2 -- RTA Bus (Contract) -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 309 70 237 63 Financial Data Total Operating Expenses $14,781,390 $16,517,876 $18,739,189 $13,266,742 $19,773,798 Total Passenger Fare Revenue $1,985,420 $2,850,017 $2,963,719 $2,189,512 $2,371,923 Net Operating Expenses (Subsidies) $12,795,970 $13,667,859 $15,775,470 $11,077,230 $17,401,875 Operating Characteristics Unlinked Passenger Trips 1,479,687 1,434,349 1,575,353 1,096,709 1,491,796 Passenger Miles 10,901,312 10,554,990 12,105,141 7,899,909 16,089,468 Total Actual Vehicle Revenue Hours (a) 205,842.0 206,028.0 209,011.0 156,054.6 214,901.0 Total Actual Vehicle Revenue Miles (b) 3,470,583.5 3,437,415.0 3,421,826.0 2,569,947.8 3,570,421.0 Total Actual Vehicle Miles 4,832,766.5 4,844,391.0 4,672,549.0 3,554,887.0 4,918,739.0 Performance Characteristics Operating Cost per Revenue Hour $71.81 $80.17 $89.66 $85.01 $92.01 Farebox Recovery Ratio 13.43% 17.25% 15.81% 16.50% 11.99% Subsidy per Passenger $8.65 $9.53 $10.01 $10.10 $11.67 Subsidy per Passenger Mile $1.17 $1.29 $1.30 $1.40 $1.08 Subsidy per Revenue Hour (a) $62.16 $66.34 $75.48 $70.98 $80.98 Subsidy per Revenue Mile (b) $3.69 $3.98 $4.61 $4.31 $4.87 Passenger per Revenue Hour (a) 7.2 7.0 7.5 7.0 6.9 Passenger per Revenue Mile (b) 0.43 0.42 0.46 0.43 0.42 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Table 2 -- RTA-DAR -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 48 36 Financial Data Total Operating Expenses $12,026,460 $13,847,982 $17,465,289 $11,583,592 $17,094,750 Total Passenger Fare Revenue $1,528,923 $1,451,606 $1,440,709 $1,081,917 $1,640,703 Net Operating Expenses (Subsidies) $10,497,537 $12,396,376 $16,024,580 $10,501,675 $15,454,047 Operating Characteristics Unlinked Passenger Trips 415,326 403,099 408,929 294,895 395,208 Passenger Miles 5,112,663 4,962,149 5,033,902 3,630,157 3,230,031 Total Actual Vehicle Revenue Hours (a) 203,726.3 204,026.7 199,479.0 140,074.3 194,873.0 Total Actual Vehicle Revenue Miles (b) 3,333,425.5 3,265,002.9 3,334,157.0 2,329,581.9 3,209,229.0 Total Actual Vehicle Miles 4,276,634.7 4,154,750.0 4,234,380.0 2,901,429.1 4,083,778.0 Performance Characteristics Operating Cost per Revenue Hour $59.03 $67.87 $87.55 $82.70 $87.72 Farebox Recovery Ratio 12.71% 10.48% 8.24% 9.34% 9.59% Subsidy per Passenger $25.28 $30.75 $39.19 $35.61 $39.10 Subsidy per Passenger Mile $2.05 $2.50 $3.18 $2.89 $4.78 Subsidy per Revenue Hour (a) $51.53 $60.76 $80.33 $74.97 $79.30 Subsidy per Revenue Mile (b) $3.15 $3.80 $4.81 $4.51 $4.82 Passenger per Revenue Hour (a) 2.0 2.0 2.0 2.1 2.0 Passenger per Revenue Mile (b) 0.12 0.12 0.12 0.13 0.12 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Table 2 -- RTA Taxi -- SRTP Service Summary FY 2019/20 Short Range Transit Plan All Routes FY 2016/17 Audited FY 2017/18 Audited FY 2018/19 Plan FY 2018/19 3rd Qtr Actual FY 2019/20 Plan Fleet Characteristics . Peak -Hour Fleet 40 32 Financial Data Total Operating Expenses $565,976 $610,660 $742,726 $482,230 $776,083 Total Passenger Fare Revenue $44,723 $53,546 $50,871 $39,800 $65,722 Net Operating Expenses (Subsidies) $521,253 $557,114 $691,855 $442,430 $710,361 Operating Characteristics Unlinked Passenger Trips 11,051 12,803 12,713 9,544 14,084 Passenger Miles 136,038 157,605 235,589 117,487 219,735 Total Actual Vehicle Revenue Hours (a) 6,652.5 7,147.3 7,197.0 5,251.0 8,159.0 Total Actual Vehicle Revenue Miles (b) 193,527.1 197,837.7 204,360.0 137,917.0 208,690.0 Total Actual Vehicle Miles 193,527.1 197,837.7 204,360.0 137,917.0 208,690.0 Performance Characteristics Operating Cost per Revenue Hour $85.08 $85.44 $103.20 $91.84 $95.12 Farebox Recovery Ratio 7.90% 8.77% 6.84% 8.25% 8.46% Subsidy per Passenger $47.17 $43.51 $54.42 $46.36 $50.44 Subsidy per Passenger Mile $3.83 $3.53 $2.94 $3.77 $3.23 Subsidy per Revenue Hour (a) $78.35 $77.95 $96.13 $84.26 $87.06 Subsidy per Revenue Mile (b) $2.69 $2.82 $3.39 $3.21 $3.40 Passenger per Revenue Hour (a) 1.7 1.8 1.8 1.8 1.7 Passenger per Revenue Mile (b) 0.06 0.06 0.06 0.07 0.07 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/8/2019 Page 1 of I Draft 5/10/19 RIVERSIDE TRANSIT AGENCY FY 2019/20 — FY 2021/22 Short Range Transit Plan Table 2A — Excluded Routes Route # Mode (FR/DR) Service Type (DO/CO) Route Description Date of Implementation Exemption End Date 101 FR DO New route. RapidLink GoldLine limited -stop service serving UCR, downtown Riverside, Galleria at Tyler and Corona primarily via University Ave and Magnolia Ave. August 27, 2017 June 30, 2020 4 FR DO New route. From Amazon Eastvale to Corona Transit Center via Archibald Ave and River Rd through Eastvale, Norco, and Corona January 12, 2020 June 30, 2022 9 FR CO New route. From the Lake Elsinore Outlet Mall to Perris Station Transit Center via Hwy 74. September 9, 2018 June 30, 2021 12 FR DO Riverside (La Cadena & Stephens) to Downtown Riverside, Galleria at Tyler Mall, and Corona Hills Plaza. September 8, 2019 June 30, 2022 19 FR DO From Moreno Valley Mall to the Perris Station Transit Center via Perris Blvd and Sunnymead Blvd. January 14, 2018 June 30, 2020 22 FR DO From Perris Station Transit Center to Downtown Riverside via Hwy 74, Old Elsinore Rd, and Alessandro Blvd. September 9, 2018 June 30, 2021 27 FR DO From Perris Station Transit Center to Galleria at Tyler in Riverside via Florida Ave, 215 Fwy, and Van Buren Blvd. January 13, 2019 June 30, 2021 28 FR DO New route. From Florida Ave and Lincoln Ave in East Hemet to Perris Station Transit Center. January 13, 2019 June 30, 2021 200 FR DO New route. From San Bernardino Transit Center to ARTIC via 91 and 55 Fwys with stops at Downtown Riverside and La Sierra Metrolink Stations, and Village at Orange. January 14, 2018 June 30, 2020 204 FR DO From UCR, Downtown Riverside, Jurupa Valley, to Ontario Mills Mall and Montclair Transcenter. January 12, 2020 June 30, 2022 205 FR DO New route. From the Promenade Mall in Temecula to Village at Orange via 15 and 91 Fwys with stops at Murrieta, Lake Elsinore Outlet Center, Temescal Valley, and Corona Transit Center. January 29, 2018 June 30, 2020 Draft 5/10/19 206 FR DO From the Promenade Mall in Temecula to Corona Transit Center via 15 Fwy with stops at Murrieta, Lake Elsinore Outlet Center, and Temescal Valley. January 12, 2020 June 30, 2022 208 FR CO/DO Serves the Promenade Mall in Temecula to the Riverside Downtown Metrolink Station and downtown area via I-215 with stops in Murrieta, Menifee, Perris, and Moreno Valley. January 12, 2020 June 30, 2022 217 FR CO/DO Serves Hemet and San Jacinto to Temecula and Escondido. January 12, 2020 June 30, 2022 Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. Please note routes 31, 33, 40, 42, 61, 74, and 79 included on last year's excluded routes list are not included this year. Their exclusion was based on weekend only service changes. ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2019/20 All Routes Peak Passenger Revenue Total Revenue Total Operating Passenger Net Route # Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Subsidy RTA-0 RTA-1 RTA-10 RTA-101 RTA-11 RTA-12 RTA-13 RTA-14 RTA-15 RTA-16/16E RTA-18 RTA-19 RTA-19C RTA-20 RTA-200 RTA-202 RTA-202D RTA-204D RTA-205 RTA-206D RTA-208 RTA-208D RTA-21 RTA-210 RTA-210D RTA-217 RTA-217D RTA-22 All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days $7,221,958 ($7,221,958) 16 1,841,432 8,465,961 81,287.0 85,964.0 877,320.0 1,022,159.0 $8,929,444 $2,073,821 $6,855,623 3 156,905 930,446 13,350.0 13,799.0 147,432.0 156,756.0 $1,466,478 $180,300 $1,286,178 12 148,311 1,235,294 17,737.0 21,764.0 242,278.0 352,007.0 $1,948,381 $119,078 $1,829,303 2 107,232 631,085 10,067.0 10,409.0 115,956.0 126,228.0 $1,105,862 $125,322 $980,540 4 204,309 976,381 19,244.0 20,062.0 226,948.0 247,004.0 $2,113,961 $230,563 $1,883,398 4 219,056 1,307,277 18,934.0 19,636.0 215,412.0 233,605.0 $2,079,914 $242,933 $1,836,981 4 201,011 1,336,556 17,092.0 17,955.0 211,782.0 235,803.0 $1,877,582 $228,168 $1,649,414 6 456,003 2,518,620 31,737.0 32,702.0 362,517.0 389,628.0 $3,486,383 $520,345 $2,966,038 6 484,422 2,698,180 27,871.0 28,711.0 312,071.0 335,806.0 $3,061,660 $517,605 $2,544,055 2 120,676 746,451 10,328.0 10,774.0 131,766.0 145,870.0 $1,134,505 $134,832 $999,673 12 720,557 4,883,309 50,171.0 53,497.0 623,393.0 732,841.0 $5,511,298 $860,057 $4,651,241 0 2,559 169,703 257.0 560.0 3,457.0 13,753.0 $23,692 $2,494 $21,198 4 286,639 2,555,735 23,469.0 24,728.0 327,278.0 363,553.0 $2,578,152 $332,931 $2,245,221 6 172,740 6,197,567 25,932.0 26,959.0 608,025.0 640,983.0 $2,848,686 $453,288 $2,395,398 3 11,286 493,073 3,698.0 4,959.0 88,071.0 125,335.0 $340,291 $28,960 $311,331 1 3,063 133,831 615.0 895.0 19,830.0 27,155.0 $67,515 $5,833 $61,682 3 61,883 1,436,508 8,429.0 9,119.0 177,755.0 196,736.0 $925,900 $132,553 $793,347 3 21,737 619,634 4,471.0 6,400.0 111,659.0 181,651.0 $491,196 $66,721 $424,475 5 47,313 1,416,822 6,368.0 9,150.0 130,876.0 226,718.0 $699,565 $161,201 $538,364 4 31,074 1,875,439 6,123.0 8,499.0 170,100.0 242,087.0 $563,380 $82,638 $480,742 1 21,518 389,823 3,912.0 5,015.0 84,247.0 123,257.0 $429,731 $37,393 $392,338 2 111,690 898,423 9,805.0 10,419.0 141,128.0 158,434.0 $1,077,066 $139,925 $937,141 1 2,155 81,939 550.0 1,028.0 16,248.0 32,268.0 $50,605 $6,946 $43,659 0 1,886 18,060 367.0 822.0 4,824.0 28,356.0 $40,308 $7,667 $32,641 4 45,439 1,929,375 8,182.0 11,800.0 231,848.0 367,453.0 $752,887 $126,717 $626,170 1 6,039 1,116,600 1,165.0 1,314.0 30,080.0 33,083.0 $127,955 $16,024 $111,931 5 294,543 3,045,354 21,541.0 23,868.0 326,523.0 387,799.0 $2,366,321 $362,465 $2,003,856 TransTrack Manager"' 5/8/2019 Page 1 of 6 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2019/20 All Routes Peak Passenger Revenue Total Revenue Total Operating Passenger Net Route # Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Subsidy RTA-23 RTA-24 RTA-26 RTA-27 RTA-28 RTA-29 RTA-3 RTA-30 RTA-31 RTA-32 RTA-33 RTA-3D RTA-4 RTA-40 RTA-41C RTA-41D RTA-42 RTA-49 RTA-50 RTA-51 RTA-52 RTA-54 RTA-54C RTA-55 RTA-61 RTA-74 RTA-79 RTA-8 All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days 4 91,996 793,597 14,403.0 18,342.0 207,785.0 333,963.0 $1,325,230 $114,121 $1,211,109 3 60,788 492,629 12,085.0 15,381.0 144,876.0 256,032.0 $1,111,967 $75,487 $1,036,480 1 8,798 79,475 4,331.0 5,077.0 57,318.0 77,286.0 $398,504 $9,528 $388,976 4 193,268 2,677,099 19,831.0 20,072.0 385,040.0 393,818.0 $2,178,488 $246,397 $1,932,091 6 396,395 5,490,760 30,441.0 33,776.0 521,820.0 606,800.0 $3,343,940 $472,542 $2,871,398 3 136,953 1,207,176 15,422.0 16,496.0 217,403.0 245,644.0 $1,694,112 $167,371 $1,526,741 1 8,838 58,746 1,502.0 1,997.0 19,131.0 33,112.0 $138,158 $11,600 $126,558 2 61,057 327,292 7,610.0 8,241.0 92,371.0 102,078.0 $700,182 $69,904 $630,278 6 148,146 1,771,411 22,913.0 27,356.0 548,582.0 656,704.0 $2,108,329 $197,552 $1,910,777 3 108,510 457,419 9,721.0 12,585.0 105,630.0 177,026.0 $894,480 $137,276 $757,204 2 38,177 161,252 6,986.0 8,270.0 86,963.0 132,045.0 $642,791 $45,552 $597,239 3 133,111 894,039 11,667.0 12,713.0 142,326.0 172,988.0 $1,281,687 $126,083 $1,155,604 2 32,863 218,439 3,388.0 4,679.0 56,568.0 87,350.0 $311,742 $43,137 $268,605 2 31,335 383,778 9,017.0 10,350.0 154,733.0 179,827.0 $829,688 $46,022 $783,666 1 39,565 576,644 5,193.0 6,307.0 85,319.0 111,956.0 $477,869 $43,510 $434,359 0 32,899 386,148 2,133.0 2,645.0 33,947.0 51,791.0 $234,297 $36,558 $197,740 2 45,811 308,560 5,775.0 7,300.0 85,501.0 124,078.0 $531,390 $52,944 $478,446 3 224,426 1,083,318 14,930.0 15,689.0 182,447.0 203,639.0 $1,640,032 $269,670 $1,370,362 1 2,213 27,399 2,352.0 3,134.0 15,794.0 35,594.0 $216,371 $208,239 $8,133 0 28,260 69,997 1,898.0 2,214.0 19,367.0 26,350.0 $174,678 $158,101 $16,577 0 49,107 73,580 3,210.0 3,956.0 22,420.0 37,831.0 $295,331 $48,763 $246,568 0 8,197 29,325 455.0 455.0 2,275.0 2,470.0 $49,982 $0 $49,982 1 1,384 4,952 1,741.0 2,654.0 6,918.0 30,419.0 $160,177 $449 $159,728 2 9,011 19,690 794.0 1,608.0 9,339.0 35,732.0 $73,038 $13,812 $59,226 4 103,910 1,136,528 19,400.0 22,182.0 327,452.0 387,120.0 $1,785,102 $150,140 $1,634,962 4 183,478 1,717,530 21,443.0 24,744.0 369,588.0 453,466.0 $1,973,066 $252,099 $1,720,967 5 103,797 1,231,441 18,644.0 22,084.0 281,298.0 389,685.0 $1,715,532 $132,767 $1,582,765 4 180,705 993,369 17,042.0 19,891.0 245,214.0 319,127.0 $1,568,075 $233,308 $1,334,767 TransTrack Manager"' 5/8/2019 Page 2 of 6 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Data Elements Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2019/20 All Routes Peak Route # Day Type Vehicles Passengers Passenger Revenue Total Revenue Total Operating Passenger Net Miles Hours Hours Miles Miles Cost Revenue Subsidy RTA-9 All Days RTA-HEMDAR All Days RTA-HemTax All Days RTA-MTMDAR All Days RTA-MTMTax All Days RTA-NonDAR All Days RTA-NonTax All Days RTA-RSBDAR All Days RTA-RSBTax All Days 1 61,534 636,211 6,643.0 8,121.0 118,530.0 151,062.0 $611,243 $79,858 $531,385 58,293 386,423 28,744.0 34,568.0 473,361.0 591,236.0 $2,521,475 $242,004 $2,279,471 2,246 45,756 1,509.0 1,509.0 39,838.0 39,838.0 $147,594 $10,657 $136,937 82,994 766,295 40,923.0 50,102.0 673,938.0 881,742.0 $3,589,898 $344,548 $3,245,350 3,046 41,944 1,551.0 1,551.0 38,662.0 38,662.0 $144,231 $14,034 $130,197 2,964 45,179 1,462.0 1,579.0 24,069.0 26,181.0 $128,211 $12,305 $115,906 159 1,333 75.0 75.0 1,211.0 1,211.0 $4,823 $728 $4,095 250,957 2,032,134 123,744.0 151,190.0 2,037,861.0 2,584,619.0 $10,855,166 $1,041,847 $9,813,319 8,633 130,702 5,024.0 5,024.0 128,979.0 128,979.0 $479,435 $40,303 $439,132 Service Provider Totals 184 8,715,302 74,865,016 916,704.0 1,044,725.0 13,902,698.0 17,233,789.0 $92,435,032 $19,567,951 $72,867,081 TransTrack Manager"' 5/8/2019 Page 3 of 6 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2019/20 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile RTA-0 RTA-1 RTA-10 RTA-101 RTA-11 RTA-12 RTA-13 RTA-14 RTA-15 RTA-16/16E RTA-18 RTA-19 RTA-19C RTA-20 RTA-200 RTA-202 RTA-202D RTA-204D RTA-205 RTA-206D RTA-208 RTA-208D RTA-21 RTA-210 RTA-210D RTA-217 RTA-217D RTA-22 All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days $109.85 $10.18 $4.85 23.22% $3.72 $0.81 $84.34 $7.81 22.7 2.10 $109.85 $9.95 $9.35 12.29% $8.20 $1.38 $96.34 $8.72 11.8 1.06 $109.85 $8.04 $13.14 6.110/0 $12.33 $1.48 $103.13 $7.55 8.4 0.61 $109.85 $9.54 $10.31 11.33% $9.14 $1.55 $97.40 $8.46 10.7 0.92 $109.85 $9.31 $10.35 10.90% $9.22 $1.93 $97.87 $8.30 10.6 0.90 $109.85 $9.66 $9.49 11.67% $8.39 $1.41 $97.02 $8.53 11.6 1.02 $109.85 $8.87 $9.34 12.15% $8.21 $1.23 $96.50 $7.79 11.8 0.95 $109.85 $9.62 $7.65 14.92% $6.50 $1.18 $93.46 $8.18 14.4 1.26 $109.85 $9.81 $6.32 16.90% $5.25 $0.94 $91.28 $8.15 17.4 1.55 $109.85 $8.61 $9.40 11.88% $8.28 $1.34 $96.79 $7.59 11.7 0.92 $109.85 $8.84 $7.65 15.60% $6.46 $0.95 $92.71 $7.46 14.4 1.16 $92.19 $6.85 $9.26 10.52% $8.28 $0.12 $82.48 $6.13 10.0 0.74 $109.85 $7.88 $8.99 12.91% $7.83 $0.88 $95.67 $6.86 12.2 0.88 $109.85 $4.69 $16.49 15.91% $13.87 $0.39 $92.37 $3.94 6.7 0.28 $92.02 $3.86 $30.15 8.51% $27.59 $0.63 $84.19 $3.53 3.1 0.13 $109.78 $3.40 $22.04 8.63% $20.14 $0.46 $100.30 $3.11 5.0 0.15 $109.85 $5.21 $14.96 14.31% $12.82 $0.55 $94.12 $4.46 7.3 0.35 $109.86 $4.40 $22.60 13.58% $19.53 $0.69 $94.94 $3.80 4.9 0.19 $109.86 $5.35 $14.79 23.04% $11.38 $0.38 $84.54 $4.11 7.4 0.36 $92.01 $3.31 $18.13 14.66% $15.47 $0.26 $78.51 $2.83 5.1 0.18 $109.85 $5.10 $19.97 8.70% $18.23 $1.01 $100.29 $4.66 5.5 0.26 $109.85 $7.63 $9.64 12.99% $8.39 $1.04 $95.58 $6.64 11.4 0.79 $92.01 $3.11 $23.48 13.72% $20.26 $0.53 $79.38 $2.69 3.9 0.13 $109.83 $8.36 $21.37 19.02% $17.31 $1.81 $88.94 $6.77 5.1 0.39 $92.02 $3.25 $16.57 16.83% $13.78 $0.32 $76.53 $2.70 5.6 0.20 $109.83 $4.25 $21.19 12.52% $18.53 $0.10 $96.08 $3.72 5.2 0.20 $109.85 $7.25 $8.03 15.31% $6.80 $0.66 $93.03 $6.14 13.7 0.90 TransTrack Manager"' 5/8/2019 Page 4 of 6 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2019/20 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile RTA-23 RTA-24 RTA-26 RTA-27 RTA-28 RTA-29 RTA-3 RTA-30 RTA-31 RTA-32 RTA-33 RTA-3D RTA-4 RTA-40 RTA-41C RTA-41D RTA-42 RTA-49 RTA-50 RTA-51 RTA-52 RTA-54 RTA-54C RTA-55 RTA-61 RTA-74 RTA-79 RTA-8 All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days All Days $92.01 $6.38 $14.41 8.61% $13.16 $1.53 $84.09 $5.83 6.4 0.44 $92.01 $7.68 $18.29 6.78% $17.05 $2.10 $85.77 $7.15 5.0 0.42 $92.01 $6.95 $45.29 2.39% $44.21 $4.89 $89.81 $6.79 2.0 0.15 $109.85 $5.66 $11.27 11.31% $10.00 $0.72 $97.43 $5.02 9.7 0.50 $109.85 $6.41 $8.44 14.13% $7.24 $0.52 $94.33 $5.50 13.0 0.76 $109.85 $7.79 $12.37 9.87% $11.15 $1.26 $99.00 $7.02 8.9 0.63 $91.98 $7.22 $15.63 8.39% $14.32 $2.15 $84.26 $6.62 5.9 0.46 $92.01 $7.58 $11.47 9.98% $10.32 $1.93 $82.82 $6.82 8.0 0.66 $92.01 $3.84 $14.23 9.37% $12.90 $1.08 $83.39 $3.48 6.5 0.27 $92.02 $8.47 $8.24 15.34% $6.98 $1.66 $77.89 $7.17 11.2 1.03 $92.01 $7.39 $16.84 7.08% $15.64 $3.70 $85.49 $6.87 5.5 0.44 $109.86 $9.01 $9.63 9.83% $8.68 $1.29 $99.05 $8.12 11.4 0.94 $92.01 $5.51 $9.49 13.83% $8.17 $1.23 $79.28 $4.75 9.7 0.58 $92.01 $5.36 $26.48 5.54% $25.01 $2.04 $86.91 $5.06 3.5 0.20 $92.02 $5.60 $12.08 9.10% $10.98 $0.75 $83.64 $5.09 7.6 0.46 $109.84 $6.90 $7.12 15.60% $6.01 $0.51 $92.70 $5.82 15.4 0.97 $92.02 $6.22 $11.60 9.96% $10.44 $1.55 $82.85 $5.60 7.9 0.54 $109.85 $8.99 $7.31 16.440/0 $6.11 $1.26 $91.79 $7.51 15.0 1.23 $91.99 $13.70 $97.77 96.24% $3.67 $0.30 $3.46 $0.51 0.9 0.14 $92.03 $9.02 $6.18 90.51% $0.59 $0.24 $8.73 $0.86 14.9 1.46 $92.00 $13.17 $6.01 16.51% $5.02 $3.35 $76.81 $11.00 15.3 2.19 $109.85 $21.97 $6.10 0.00% $6.10 $1.70 $109.85 $21.97 18.0 3.60 $92.00 $23.15 $115.73 0.28% $115.41 $32.26 $91.74 $23.09 0.8 0.20 $91.99 $7.82 $8.11 18.91% $6.57 $3.01 $74.59 $6.34 11.3 0.96 $92.02 $5.45 $17.18 8.410/0 $15.73 $1.44 $84.28 $4.99 5.4 0.32 $92.01 $5.34 $10.75 12.77% $9.38 $1.00 $80.26 $4.66 8.6 0.50 $92.02 $6.10 $16.53 7.73% $15.25 $1.29 $84.89 $5.63 5.6 0.37 $92.01 $6.39 $8.68 14.87% $7.39 $1.34 $78.32 $5.44 10.6 0.74 TransTrack Manager"' 5/8/2019 Page 5 of 6 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Performance Indicators Table 3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2019/20 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile RTA-9 All Days RTA-HEMDAR All Days RTA-HemTax All Days RTA-MTMDAR All Days RTA-MTMTax All Days RTA-NonDAR All Days RTA-NonTax All Days RTA-RSBDAR All Days RTA-RSBTax All Days $92.01 $5.16 $9.93 13.06% $8.64 $0.84 $79.99 $4.48 9.3 0.52 $87.72 $5.33 $43.26 9.59% $39.10 $5.90 $79.30 $4.82 2.0 0.12 $97.81 $3.70 $65.71 7.22% $60.97 $2.99 $90.75 $3.44 1.5 0.06 $87.72 $5.33 $43.25 9.59% $39.10 $4.24 $79.30 $4.82 2.0 0.12 $92.99 $3.73 $47.35 9.72% $42.74 $3.10 $83.94 $3.37 2.0 0.08 $87.70 $5.33 $43.26 9.59% $39.10 $2.57 $79.28 $4.82 2.0 0.12 $64.31 $3.98 $30.33 15.09% $25.76 $3.07 $54.60 $3.38 2.1 0.13 $87.72 $5.33 $43.26 9.59% $39.10 $4.83 $79.30 $4.82 2.0 0.12 $95.43 $3.72 $55.54 8.40% $50.87 $3.36 $87.41 $3.40 1.7 0.07 Service Provider Totals $100.83 $6.65 $10.61 21.16% $8.36 $0.97 $79.49 $5.24 9.5 0.63 TransTrack Manager"' 5/8/2019 Page 6 of 6 RIVERSIDE TRANSIT AGENCY C� SIDitg ig61 Short Range Transit Plan TABLE 3A: FY 2019/20 INDIVIDUAL ROUTE DESCRIPTIONS AS OF JULY 1, 2019 Route # Route Class Route Description Cities/Communities Served Connections Directly Operated Fixed Routes: 1 Regional From UCR and Downtown Riverside to Galleria at Tyler and Corona primarily via University Ave and Magnolia Ave Riverside, Home Gardens, Corona Metrolink, Corona Cruiser, Omnitrans, SunLine 101 Regional RapidLink limited stop service from UCR and Downtown Riverside to Galleria at Tyler and Corona primarily via University Ave and Magnolia Ave Riverside, Home Gardens, Corona Metrolink, Corona Cruiser, Omnitrans 3' Local loth St and Belle Ave in Corona via Main St and Grand Ave to the Corona Transit Center, Norco College, Jurupa Valley and Eastvale via Hamner Ave and Limonite Ayes to Amazon Eastvale Corona, Riverside, Eastvale, Jurupa Valley Metrolink, Corona Cruiser 10 Local From Big Springs St on Riverside's Northside to Galleria at Tyler primarily via Blaine St, Third St, Victoria Ave and Lincoln Ave Riverside Omnitrans 11 Local Circulator between Moreno Valley Mall and March Air Reserve Base primarily via Frederick St, Ironwood Ave, Heacock St and 1FK Dr Moreno Valley, March Joint Powers Authority SunLine 12 Local From Stephens Ave and Center St on Riverside's Northside, through Downtown, then to Merced Dr at Magnolia Ave via Magnolia Ave, California Ave, and Jurupa Ave Riverside Omnitrans 13 Local From Hunter Park Metrolink Station to Galleria at Tyler in Riverside via Chicago Ave, MLK Blvd, Magnolia Ave, Central Ave, Arlington Ave, Colorado Ave, and Tyler St Riverside Metrolink, Omnitrans 14 Regional From Galleria at Tyler to Downtown Riverside via Indiana Ave and Brockton Ave, then University Ave and Iowa Ave and Center St then to Loma Linda VA Hospital via Mount Vernon Ave and Barton Rd Riverside, Highgrove, Loma Linda Omnitrans 15 Local From Downtown Riverside to Galleria at Tyler to Magnolia Ave and Merced Dr via Magnolia Ave, Arlington Ave, La Sierra Ave, Tyler St, and Indiana Ave Riverside Metrolink, Omnitrans, SunLine, OCTA 16 Local From Moreno Valley Mall to UCR via Day St, Box Springs Rd, Sycamore Canyon Blvd, Central Ave, Canyon Crest Dr, Campus Dr, University Ave, Iowa Ave, and Blaine St Moreno Valley, Riverside SunLine 18 Local From Moreno Valley College to Moreno Valley Mall via Kitching St, Perris Blvd, Cottonwood St and Frederick St, then Pigeon Pass Rd to Sunnymead Ranch Moreno Valley SunLine 19' Regional From Moreno Valley Mall to Perris Station Transit Center via Sunnymead Blvd and Perris Blvd and Moreno Valley College with service to distribution centers at Indian St and Morgan St Moreno Valley, Perris Metrolink, SunLine 20 Regional From Magnolia Ave and Elizabeth Ln in Riverside to Moreno Valley College via Central Ave, Alessandro Blvd, Moreno Beach Dr, and Iris St with selected trips serving Moreno Valley March Field Metrolink Station weekdays Riverside, Moreno Valley 21 Local From Galleria at Tyler in Riverside to Fontana via Van Buren Blvd, Mission Blvd, and Country Village Jurupa Valley, Fontana, Riverside Omnitrans 22 Regional From Perris Station Transit Center to Downtown Riverside via Old Elsinore Rd, Clarke St, Wood Rd, Alessandro Blvd, Chicago Ave, and University Ave Riverside, Woodcrest, Mead Valley, Perris Metrolink, Omnitrans 27 Regional From Perris Station Transit Center to Galleria at Tyler in Riverside via I- 215 Fwy, and Van Buren Blvd Riverside, Woodcrest, March Joint Powers Authority, Perris Metrolink 28 Regional From Florida Ave and Lincoln Ave in East Hemet to Perris Station Transit Center Perris, Romoland, Homeland, Hemet, East Hemet, Valle Vista Metrolink 29 Regional From Downtown Riverside to Amazon Eastvale via Rubidoux Blvd and Limonite Ave. Selected trips deviate via Jurupa Valley/Pedley station weekdays. Eastvale, Jurupa Valley, Riverside Metrolink, Omnitrans, SunLine 411 Regional From the Mead Valley Community Center to Moreno Valley with stops at Moreno Valley College and Riverside University Medical Center Moreno Valley, Perris, Mead Valley 49 Regional From Downtown Riverside to Country Village and Fontana via Mission Blvd Jurupa Valley, Riverside, Fontana Omnitrans, SunLine 54F Local Local circulator serving the Riverside Downtown Metrolink Station and Downtown Riverside Riverside Metrolink, Omnitrans, SunLine 200 Express From San Bernardino Transit Center to Anaheim via SR-91 and SR-55 Freeways with stops at Downtown Riverside and La Sierra Metrolink Stations, Village at Orange, and Anaheim Resort district Riverside, Corona, Orange, Anaheim Omnitrans, Metrolink, OCTA, SunLine i 202 Express From Mulligans Murrieta and Promenade Mall Temecula to Oceanside Transit Center Murrieta, Temecula, Fallbrook, Bonsai!, Oceanside Metrolink, NCTD 204 Express From UCR to Montclair TransCenter via Downtown Riverside, Country Village, and Ontario Mills Mall Riverside, Jurupa Valley, Ontario, Montclair Metrolink, Omnitrans, Foothill Transit 205 Express From the Promenade Mall in Temecula to Village at Orange via 1-15 and SR-91 Fwys with stops in Murrieta, Lake Elsinore, Temescal Valley, Dos Lagos, and Corona Transit Center Temecula, Murrieta, Lake Elsinore, Temescal Valley, Corona, Orange Metrolink, Corona Cruiser, OCTA 206 Express From Promenade Mall Temecula to Corona Transit Center via I-15 Freeway with stops in Murrieta, Lake Elsinore, Temescal Valley, and Dos Lagos Temecula, Murrieta, Lake Elsinore, Temescal Valley, Corona Metrolink, Corona Cruiser 2081 Express From Promenade Mall Temecula to Riverside Downtown Metrolink Station via I-215 with stops in Murrieta, Perris, Moreno Valley, and downtown Riverside Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Omnitrans, SunLine 2101 Express From Beaumont to Riverside Downtown Metrolink Station with stops in Moreno Valley and downtown Riverside Beaumont, Moreno Valley, Riverside Metrolink, Pass Transit, Omnitrans, SunLine 2171 Express From San Jacinto and Hemet to Temecula and Escondido via Winchester Rd (State Hwy 79) and I-15 Hemet, San Jacinto, Temecula, Escondido NCTD, San Diego MTS 1 This route has selected trips that are/will be both directly operated and contract operated. RIVE�RS„I,DE TRANSSIT AGENCY V'IY7 t��1 ®/� Short Range Transit Plan TABLE 3A: FY 2019/20 INDIVIDUAL ROUTE DESCRIPTIONS AS OF JULY 1, 2019 Route # Route Class Route Description Cities/Communities Served Connections Contracted Fixed Routes: 3' Local loth St and Belle Ave in Corona via Main St and Grand Ave to the Corona Transit Center, Norco College, Jurupa Valley and Eastvale via Hamner Ave and Limonite Ayes to Amazon Eastvale Corona, Riverside, Eastvale, lurupa Valley Metrolink, Corona Cruiser 8 Local Serving Lake Elsinore Outlet Center, Walmart on Railroad Canyon Rd, and Lakeland Village via Lakeshore Dr, Mission Trail, Grand Ave and Riverside Dr Lake Elsinore, Lakeland Village, Wildomar 9 Local From Lake Elsinore OutLet Center to Perris Station Transit Center via Hwy 74, Theda St, Ellis Ave Perris, Good Hope, Meadowbrook, Lake Elsinore Metrolink 19' Regional From Perris Station Transit Center to Exceed Facility on Trumble Rd Perris Metrolink 23 Local From Central & Palomar Sts Wildomar through Murrieta to County Center Dr in Temecula Wildomar, Murrieta, Temecula 24 Local Temecula service with stops at County Center Dr, Old Town, Pechanga Resort, and Temecula Valley Hospital Temecula 26 Local Local circulator serving Moreno Valley March Field Metrolink Station and Moreno Valley Mall via Van Buren Blvd, Trautwein Rd, Alessandro Blvd, Sycamore Canyon Blvd, and Eucalyptus Ave Moreno Valley, March Joint Powers Authority, Riverside Metrolink 30 Local Perris local circulator serving the Perris Transit Center, Walmart, May Ranch, and Weston Rd & Carter Dr Perris Metrolink 31 Regional Service from Hemet Valley Mall to Moreno Valley Mall via Banning and Beaumont with stops at Mt San Jacinto Community College, Sun Lakes Village, Walmart on Moreno Beach Dr, Moreno Valley Senior Center, and Riverside University Medical Center Moreno Valley, Banning, Beaumont, San Jacinto, Hemet Pass Transit, SunLine 32 Local From Hemet Valley Mall to Mt. San Jacinto College via downtown San Jacinto and San Jacinto Ave San Jacinto, Hemet 33 Local From Super-Walmart on Sanderson Ave and the Hemet Valley Mall in west Hemet to Stanford St and Thornton Ave in east Hemet Hemet, East Hemet, Valle Vista 40 Regional From Walmart in Lake Elsinore to Cherry Hills Blvd in Menifee with stops in Canyon Lake, Quail Valley, MSJC Menifee Campus, Heritage Lake Menifee, Canyon Lake, Lake Elsinore 41' Regional From the Mead Valley Community Center to Moreno Valley with stops at Moreno Valley College and Riverside University Medical Center Moreno Valley, Perris, Mead Valley 42 Local From the Hemet Valley Mall to Soboba Casino in San Jacinto via Kirby St, Cottonwood Ave, Santa Fe Ave, and East Main St Hemet, San Jacinto 50 Trolley Riverside downtown Jury Trolley service Riverside 51 Local Crest Cruiser UCR circulator to Canyon Crest Dr, Central Ave, Chicago Ave, University Ave, Iowa Ave Spruce St and Watkins Dr Riverside SunLine 52 Local Local circulator serving Hunter Park Metrolink Station and UCR via Iowa Ave, Blaine St, and University Ave Riverside Metrolink 54 Local Local circulator linking Riverside Downtown Metrolink Station and downtown Riverside Riverside Metrolink, Omnitrans 55 Trolley Temecula Trolley route, connecting Harveston community to local middle and high schools, and Promenade Mall Temecula 61 Regional From the Perris Station Transit Center to Cherry Hills Blvd and Bradley Rd in Menifee and Temecula with stops at MSJC Menifee campus, Loma Linda University Medical Center- Murrieta, and County Center Dr Perris, Menifee, Murrieta, Temecula Metrolink 74 Regional From San Jacinto and Hemet to Menifee and Perris, serving MSJC San Jacinto campus, Hemet Valley Mall, Winchester, MSJC Menifee campus, and Perris Station Transit Center San Jacinto, Hemet, Winchester, Menifee, Perris Metrolink 79 Regional From the Hemet Valley Mall to Old Town Temecula via Winchester Rd (State Hwy 79). Also serves County Center Dr, Promenade Mall, Temecula City Hall, French Valley, and Southwest Justice Center Hemet, Winchester, French Valley, Murrieta, Temecula 2021 Express From Mulligans Murrieta and Promenade Mall Temecula to Oceanside Transit Center Murrieta, Temecula, Fallbrook, Bonsall, Oceanside Metrolink, NCTD 208' Express From Promenade Mall Temecula to Riverside Downtown Metrolink Station via I-215 with stops in Murrieta, Perris, Moreno Valley, and downtown Riverside Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Omnitrans, SunLine i 210 Express From Beaumont to Riverside Downtown Metrolink Station with stops in Moreno Valley and downtown Riverside Beaumont, Moreno Valley, Riverside Metrolink, Pass Transit, Omnitrans, SunLine 217' Express From San Jacinto and Hemet to Temecula and Escondido via Winchester Rd (State Hwy 79) and I-15 Hemet, San Jacinto, Temecula, Escondido NCTD, San Diego MTS ' This route has selected trips that are/will be both directly operated and contract operated. RIVERSIDE TRANSIT AGENCY #�'1 5�9 ®1 9 Short Range Transit Plan TABLE 3A: FY 2019/20 INDIVIDUAL ROUTE DESCRIPTIONS AS OF JULY 1, 2019 Route # Route Class Route Description Cities/Communities Served Connections Contracted Paratransit Routes: Riverside -San Bernadino UZA Origin -to -Destination Banning, Beaumont, Corona, Eastvale, Good Hope, Highgrove, Jurupa Valley, Loma Linda, Mead Valley, Meadowbrook, Moreno Valley, Norco, Perris, Quail Valley, Riverside, Woodcrest Hemet UZA Origin -to -Destination East Hemet, Gillman Springs, Green Acres, Hemet, Homeland, San Jacinto, Valle Vista, Winchester Murrieta-Temecula-Menifee UZA Origin -to -Destination Canyon Lake, French Valley, Lake Elsinore, Lakeland Village, Menifee, Murrieta, Temecula, Wildomar, Romoland Non-UZA Origin -to -Destination March Joint Powers Authority Riveur t2�O'q� s ncy Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2019/20 Project Description Capital Project Number Total Amount of Funds LTF ' STA/SB1 State of Good Repair (SGR) STA 2 Measure A Operating Assistance Section 5307 - Riv-San Bernardino Section 5307 - Murrieta/ Temecula/ Menifee Section 5307 - Hemet 3 Section 5307 - LA/LB/ Anaheim 8, 18 Section 5307 Carryover & Prior Year ° CMAQ 5 Section 5310 6 Section 5311 7' 17 Section 5339 Bus & Bus Facilities a LCTOP Farebox Other Revenue Operating Assistance - General 45,462,192 38,811,538 2,880,000 2,104,076 1,393 1,186,964 478,221 CTSA 856,800 856,800 Capitalized Preventive Maintenance 8,750,000 1,750,000 3,872,222 2,035,669 1,092,110 Capital Cost of Contracting 1° 8,750,000 1,750,000 3,172,222 2,135,669 600,000 1,092,110 ADA Complementary Paratransit Service 1° 2,175,000 435,000 870,000 870,000 Travel Training 5 398,584 398,584 CommuterLink Route 200 2,848,686 1,302,180 1,093,219 453,288 CommuterLink Route 202 407,805 186,414 186,598 34,793 CommuterLink Route 204 2'11 925,900 423,244 230,514 139,590 132,553 CommuterLink Route 205 491,196 224,534 199,942 66,721 CommuterLink Route 206 2'11 699,565 319,782 129,828 88,754 161,201 CommuterLink Route 208 2'11 993,111 453,967 291,509 127,604 120,031 CommuterLink Route 210 90,913 41,558 34,743 14,613 CommuterLink Route 217 2'11 880,842 402,647 240,147 95,307 142,741 RapidLink4 1,948,381 829,302 1,000,000 - 119,079 PVL Feeder Services (Rtes 26,52) 693,835 635,544 58,291 - PVL Feeder (Route 54) 12 160,177 159,728 449 - Route 54F: FOL Shuttle 13 78,053 78,053 Route 19 Frequency Expansion 14 1,200,000 387,405 650,076 162,519 Route 28 Frequency Expansion 15 625,000 480,000 145,000 Mobile Ticketing 16 78,000 - 78,000 Title VI Update 8 70,000 14,000 56,000 OPEB Expense 895,000 895,000 Farebox (Cash, Coin, Tickets, Passes) 10,734,717 10,734,717 Interest Income 700,000 700,000 Advertising Revenue 15,000 15,000 CNG Sales 100,000 100,000 LCFS Credits 700,000 700,000 RINs Credits 650,000 650,000 Wentworth Lease 56,275 56,275 Subtotal: Operating $92,435,032 $49,021,842 $2,880,000 $0 $3,263,300 $7,914,443 $5,041,337 $2,704,076 $1,393 $3,427,184 $1,000,000 $398,584 $478,221 $0 $1,659,330 $12,345,994 $2,299,328 H-D CNG Bus Replacement (35) FY20-1 27,019,076 26,219,076 800,000 COFR Bus Replacement (41)7 FY20-2 8,998,043 1,799,609 2,972,884 770,000 3,455,550 Revenue Vehicles - (29) DAR Replacements 7 FY20-3 3,143,605 471,541 2,672,064 Non -Revenue Vehicles - (18) Support Vehicles FY20-4 473,400 94,680 378,720 Associated Transit Improvements FY20-5 200,000 40,000 160,000 Capitalized Tire Lease FY20-6 394,411 78,882 315,529 Central Operations & Maintenance Facility 17 FY16-15 (1,920,006) (384,001) (1,536,005) UCR Mobility Hub 17 FY20-7 1,920,006 384,001 1,536,005 Facility, Fuel Stn, Vehicle Enhance/Upgrades FY20-8 1,855,495 1,855,495 Subtotal: Capital $42,084,030 $0 $28,703,788 $1,855,495 $0 $4,627,133 $0 $770,000 $0 $0 $0 $0 $0 $6,127,614 $0 $0 $0 Total: Operating & Capital $134,519,062 $49,021,842 $31,583,788 $1,855,495 $3,263,300 $12,541,576 $5,041,337 $3,474,076 $1,393 $3,427,184 $1,000,000 $398,584 $478,221 $6,127,614 $1,659,330 $12,345,994 $2,299,328i 1 Commencing use of STA/SB1 funds for Operating in FY20. Expectation is that the use of STA/SB1 funds for Operating will grow over the next 10 years. This will be disbursed on a regular monthly basis for 12 months. 2 CommuterLink Measure A Operating Assistance - Uses 100% of the Intercity Bus Measure A and $350K of the $1.6M FY19 funding swap. The remainder of the $1.6M is assumed to be designated for RTA purposes only. 3 Two years of apportionments in carryover - however, not expected to be a regular, consistent revenue source based on history. 4 Utilizes the remaining CMAQ funds in FY15 grant CA-95-X296 (FTIP No.: RIV151211). 5 Travel Training uses current 5310 grant. The current grant is expected to only fund FY19 and FY20 Travel Training. FY21 Travel Training funding is TBD. 6 FY19 5311 funds are already programmed in the FTIP. 7 Section 5339 Urban and Small Urban funding being utilized for COFR and DAR replacements: Urban - FY17 ($1.5M), FY18 ($2.1 M), FY19 ($1.7M) / Small Urban - FY18 (444K) and FY19 (388K) 8 Title VI update will use prior year 5307 funding. 9 All LCTOP funding used for operating is farebox allowable revenue. 1° Includes DAR Plus Costs. 11 Additional service for CommuterLink Routes 204, 206, 208, and 217 will use $1,841,289 of the FY19 LCTOP total $2,149,319. It will be utilized over 3 years, estimated as follows: FY20 (451 K), FY21 (939K), and FY22 (451 K) 12 Route 54 is funded by LTF and is no longer exempt. 13 Route 54F (FOL) is assumed to be funded 100% by Metrolink with a 100% farebox allowable funding source. 14 Route 19 Expansion is anticipated to consume the remainder of FY16 apportionment in August and use the entire FY17 apportionment (503K) by the end of FY20. 15 Route 28 will continue to use the FY18 LCTOP apportionment programmed for this service ($1.28M programmed; estimated utilization for FY20 is 625K). 16 Mobile Ticketing - remaining $11,827 of FY18 LCTOP programmed for RapidLink being reprogrammed to Mobile Ticketing. FY19 LCTOP funding of $308,303 is programmed for Mobile Ticketing. FY20 estimated utilization of $66,173. 17 FY16 Section 5339 amount ($1,536,005) and local match originally programmed for the Central Operations & Maintenance Facility being reprogrammed for UCR Mobility Hub in FY20 (FTIP No.: RIV140835). 18 Section 5307 Carryover- Riv/San FY19 ($1,255,557), Mur-Tem FY19 ($928,663), Hemet FY19 ($1,095,924), LA/LB FY18 ($45,363), and LA/LB FY19 ($45,677). Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-1 FTIP No: PROJECT NAME Heavy-duty CNG Bus Fleet Replacement PROJECT DESCRIPTION Replacement of (35) 40 ft CNG Buses PROJECT JUSTIFICATION 35 DO 40 ft CNG buses will reach end of their useful life and will need to be replaced by 2022. The procurement process for this vehicle is estimated to be 2 years. PROJECT SCHEDULE Start Date Completion Date Apr-20 Jun-22 PROJECT FUNDING SOURCEUREQUESTED) Funding Source FY 2020 STA $ 26, 219, 076 Sec 5307 $ 800,000 Total $ 27,019,076 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID #. AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-2 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Contract Operations PROJECT DESCRIPTION Purchase of (41) replacement Type VII revenue vehicles for use on contract operated fixed route service. PROJECT JUSTIFICATION Replace Type VII passenger vehicles used for contract operated fixed route service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Apr-20 Jun-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 STA $ 1,799,609 Sec 5307 $ 3,742,884 Sec 5339 $ 3.455.550 Total $ 8,998,043 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID #. AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) RI V 190616 FY19-1 STA (33) COFR Vehicles 7,239,953 Total 7,239,953 Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-3 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (29) replacement DAR Type ll revenue vehicles for use on demand response service. These vehicles will require a child seat. PROJECT JUSTIFICATION Replace vehicles used for demand response service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Apr-20 Jun-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5339 $ 2,672,064 STA/SB 1 $ 471,541 Total $ 3,143,605 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID #. AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2017-031 RIV170104 FY17-2 STA (33) DAR vehicles 1,442,240 CA-2018-027 RIV180705 FY18-2 STA (5) DAR vehicles 466,813 RIV190617 FY19-2 STA (29) DAR vehicles 3,029,005 Total 4,938,058 Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-4 FTIP No: PROJECT NAME Non -Revenue Vehicles PROJECT DESCRIPTION Purchase of replacement and expansion support vehicles. PROJECT JUSTIFICATION Replacement of (1) truck and (15) support cars that have met their useful life requirement. Expansion of (2) support cars. PROJECT SCHEDULE Start Date Completion Date Apr-20 Dec-20 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 378,720 STA $ 94,680 Total $ 473,400 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID #. AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2018-027 RIV180706 FY18-3 STA (6) support vehicles 175,278 RIV190618 FY19-3 STA (9) support vehicles 266,726 Total 442,004 Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-5 FTIP No: PROJECT NAME Associated Transit Improvements PROJECT DESCRIPTION The requested funds will support on -going associated transit improvements at bus stations/stops in the RTA service area. The project activities include installation of passenger shelters and related equipment, amenity improvements, infrastructure improvements for bus stops, and site upgrades in compliance with ADA requirements. PROJECT JUSTIFICATION Enhancement of transit facilities promotes safety and security and encourages residents to use transit due to improved convenience while waiting for bus. PROJECT SCHEDULE Start Date Completion Date Jul-20 Jun-21 PROJECT FUNDING SOURCES (REQUESTED Funding Source FY 2020 Sec 5307 $ 160,000 STA $ 40,000 Total $ 200,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) FY14-5 STA Assoc Transit Impr 124,065 CA-2016-023 R/V140830 FY16-5 STA Assoc Transit Impr 257,487 CA-2016-148 RIV140835 FY16-11 STA Assoc Transit Impr 412,912 CA-2017-031 R/V170105 FY17-3 STA Assoc Transit Impr 200,000 CA-2018-027 RIV180707 FY18-4 STA Assoc Transit Impr 50,000 RIV190620 FY19-5 STA Assoc Transit Impr 200,000 Total 1,244,464 Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-6 FTIP No: PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires. PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected and replaced based on tread wear and air pressure. PROJECT SCHEDULE Start Date Completion Date Jul-19 Jun-20 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5307 $ 315,529 STA/S81 $ 78,882 Total $ 394,411 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID #. AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended CA-2018-027 RIV180708 FY18-5 STA Capitalized Tire Lease 244,854 RIV190619 FY19-4 STA Capitalized Tire Lease 350,535 Total 595,389 Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY16-15 FTIP No: PROJECT NAME Central Operations & Maintenance Facility PROJECT DESCRIPTION Planning, design, land acquisition and construction of the new Operations and Maintenance Facility. PROJECT JUSTIFICATION The current base in Riverside is at capacity. The Agency needs to identify a new location to accommodate growth. PROJECT SCHEDULE Start Date Completion Date PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5339 $ (1,536,005) STA $ (384,001) Total $ (1,920,006) PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID #. AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) FY16 L TF 460,410 Prop 1B 12,771,512 FY13 L TF 2,400,000 FY19 STA 10, 000, 000 Total 25, 631, 922 Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-7 FTIP No: PROJECT NAME UCR Mobility Hub PROJECT DESCRIPTION Construction of a Mobility Hub at University of California, Riverside. PROJECT JUSTIFICATION UCR had over 23,000 students enrolled in Fall 2017 and expect that to increase to 29,900 by Fall 2024. Currently, 31 % of all UCR students ride RTA bus routes. The current bus stop on Canyon Crest can no longer support the number of student riders and RTA buses needed to provide transportation. This project will expand the loading/unloading zone for students and provide for off-street bus parking, improve the timed transfer connections, amenities such as shelters, benches, trash cans and real- time passenger information and will provide a connection between pedestrian, bicycles and bus transit, increasing mobility. This project also improves efficiency by eliminating the loop routes have to make on Iowa and Blaine so that they can serve the current stop at Canyon Crest. The Mobility Hub will allow for routes to stay on University and drive straight onto UCR campus, creating large cost savings valued at an estimated $600,000 per year. PROJECT SCHEDULE Start Date Completion Date May-19 Sep-20 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2020 Sec 5339 $ 1,536,005 STA $ 384,001 Total $ 1,920,006 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #. FTIP ID #. AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-34-0030 RIV140835 FY16-10 STA UCR Mobility 1,865,898 Total 1,865,898 Draft 5/10/19 Table 4A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY20-8 FTIP No: PROJECT NAME SB1 State of Good Repair Program PROJECT DESCRIPTION SB 1 State of Good Repair Program- Facility, Fuel Station and Vehicle Enhancements and Upgrades PROJECT JUSTIFICATION Rehabilitation projects including but not limited to: ADA & fuel station upgrades, safety & security enhancements for facilities/vehicles, facility expansion/rehab, IT upgrades, new vehicles and maintenance facilities/equipment upgrades. PROJECT SCHEDULE Start Date Completion Date Jul-20 Jun-22 PROJECT FUNDING SOURCES (REQUESTED Funding Source FY 2020 STA/SGR $ 1,855,495 Total $ 1,855,495 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) FY19-10 SB1/SGR 1,856,095 Total 1,856,095 Riverside Transit Agency FY 2020/21 Summary of Funds Requested Short Range Transit Plan Table 5.1 - Summary of Funds Requested for FY 2020/21 Project Description Capital Project Number Total Amount of Funds LTF 1 STA/SB1 2 Measure A Operating Assistance Section 5307 - Riv-San Bernardino Section 5307 Murrieta/ Temecula/ Menifee Section 5307 - Hemet Section 5307 - LA/LB/ Anaheim 3 Section 5310 Section 5311 Section 5339 Bus & Bus Facilities ° LCTOP Farebox Other Revenue Operating Assistance - General 48,679,665 40,877,095 4,320,000 - - 3,000,000 47,824 434,746 CTSA 882,504 882,504 - - - Capitalized Preventive Maintenance 10,750,000 2,150,000 6,000,000 2,600,000 - Capital Cost of Contracting' 10,317,500 2,063,500 5,200,000 2,500,000 554,000 ADA Complementary Paratransit Service 6 2,000,000 400,000 1,600,000 - - Travel Training 3 410,542 410,542 - CommuterLink Route 200 2,990,801 1,217,246 1,306,668 466,886 CommuterLink Route 202 427,449 173,852 217,760 35,837 CommuterLink Route 204 2'6 972,091 395,137 150,525 289,900 136,529 CommuterLink Route 205 515,701 209,929 237,049 68,722 CommuterLink Route 206 2'6 734,465 299,367 83,334 185,727 166,037 CommuterLink Route 208 2'6 1,041,495 424,197 229,107 264,558 123,632 CommuterLink Route 210 95,344 38,956 41,337 15,051 CommuterLink Route 217 2.6 923,234 375,203 202,413 198,595 147,023 PVL Feeder Services (Rtes 26,52) 787,059 727,020 60,040 - PVL Feeder (Route 54) ' 167,838 167,375 463 - Route 54F: FOL Shuttle 6 81,956 - 81,956 Route 28 Frequency Expansion 9 644,550 495,200 149,350 0 Mobile Ticketing 1° 126,000 126,000 OPEB Expense 895,000 895.000 = Farebox (Cash, Coin, Tickets, Passes) 11,448,590 11,448,590 Cs Interest Income 700,000 700,W) Advertising Revenue 15,000 15, c• • CNG Sales 100,000 100, m LCFS Credits 700,000 700,910 RINs Credits 650,000 650, Wentworth Lease - - Subtotal: Operating $97,056,784 $50,824,419 $4,320,000 $3,350,699 $12,800,000 $5,100,000 $3,554,000 $47,824 $0 $434,746 $0 $1,559,980 $12,818,160 $2,246,956 COFR Bus Replacement (33) FY21-1 7,467,975 6,467,975 1,000,000 DAR Replacements (29) FY21-2 3,241,452 2,266,452 975,000 Non -Revenue Vehicles - (12) Support Vehicles FY21-3 417,984 417,984 Associated Transit Improvements FY21-4 200,000 200,000 Capitalized Tire Lease FY21-5 460,669 460,669 Support / Maintenance Equipment FY21-6 50,000 50,000 Miscellaneous IT Equipment FY21-7 100,000 100,000 Subtotal: Capital $11,938,080 $0 $9,963,080 $0 $0 $0 $0 $0 $0 $0 $1,975,000 $0 $0 $0 Total: Operating & Capital $108,994,864 $50,824,419 $14,283,080 $3,350,699 $12,800,000 $5,100,000 $3,554,000 $47,824 $0 $434,746 $1,975,000 $1,559,980 $12,818,160 $2,246,956 1 Use of STA/SB1 funds for Operating commenced in FY20. Expectation is that the use of STA/SB1 funds for Operating wil grow over the next 10 years. 2 CommuterLink Measure A Operating Assistance - Uses 100% of the Intercity Bus Measure A and $350K of the $1.6M FY19 funding swap. The remainder of the $1.6M is assumed to be designated for RTA purposes only. 3 FY21 Travel Training funding is TBD. ° All LCTOP funding used for operating is farebox allowable revenue. 6 Includes DAR Plus Costs. 6 Additional service for CommuterLink Routes 204, 206, 208, and 217 will use $1,841,289 of the FY19 LCTOP total $2,149,319. It will be utilized over 3 years, estimated as follows: FY20 (451 K), FY21 (939K), and FY22 (451 K)' Route 54 is funded by LTF and is a candidate for elimination. 6 Route 54F (FOL) is assumed to be funded 100% by Metrolink with a 100% farebox allowable funding source. 9 Route 28 will continue to use the FY18 LCTOP apportionment programmed for this service ($1.28M programmed; estimated utilization for FY21 is 495K). 1° Mobile Ticketing - FY19 LCTOP funding of $308,303 is programmed for Mobile Ticketing. FY21 estimated utilization of $126K. Draft 5/10/19 Table 5.1A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY21-1 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Contract Operations PROJECT DESCRIPTION Purchase of (33) replacement Type VII revenue vehicles for use on contract operated fixed route service. PROJECT JUSTIFICATION Replace vehicles used for contract operated fixed route service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE 7 Start Date Apr-21 Completion Date Jun-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2021 Sec 5307 $ 6,467,975 STA $ 1,000,000 Total $ 7,467,975 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) RI V 190616 FY19-1 STA (33) COFR Vehicles 7,239,953 Total 7,239,953 Draft 5/10/19 Table 5.1A— Capital Project Justification PROJECT NUMBER SRTP Project No: FY21-2 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (29) replacement DAR Type ll revenue vehicles for use on demand response service. These vehicles will require a child seat. PROJECT JUSTIFICATION Replace vehicles used for demand response service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Apr-21 Jun-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2021 Sec 5339 $ 975, 000 STA/SB 1 $ 2,266,452 Total $ 3,241,452 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2017-031 RIV170104 FY17-2 STA (33) DAR vehicles 1,442,240 CA-2018-027 RIV180705 FY18-2 STA (5) DAR vehicles 466,813 RI V 190617 FY19-2 STA (29) DAR vehicles 3,029,005 Total 4,938,058 Draft 5/10/19 Table 5.1A— Capital Project Justification PROJECT NUMBER SRTP Project No: FY21-3 FTIP No: PROJECT NAME Non -Revenue Vehicles PROJECT DESCRIPTION Purchase of (12) replacement support vehicles. PROJECT JUSTIFICATION Replacement of (10) support cars and (2) trucks that have met their useful life requirement. PROJECT SCHEDULE Start Date Completion Date Apr-21 Jun-22 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2021 STA $ 417,984 Total $ 417,984 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2018-027 RIV180706 FY18-3 STA (6) support vehicles 175,278 RIV190618 FY19-3 STA (9) support vehicles 266,726 Total 442,004 Draft 5/10/19 Table 5.1A— Capital Project Justification PROJECT NUMBER SRTP Project No: FY21-4 FTIP No: PROJECT NAME Associated Transit Improvements PROJECT DESCRIPTION The requested funds will support on -going associated transit improvements at bus stations/stops in the RTA service area. The project activities include installation of passenger shelters and related equipment, amenity improvements, infrastructure improvements for bus stops, and site upgrades in compliance with ADA requirements. PROJECT JUSTIFICATION Enhancement of transit facilities promotes safety and security and encourages residents to use transit due to improved convenience while waiting for bus. PROJECT SCHEDULE Start Date Completion Date Jul-21 Jun-22 PROJECT FUNDING SOURCES (REQUESTE Funding Source FY 2021 STA $ 200,000 Total $ 200,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #1 FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) FY14-5 STA Assoc Transit Impr 124,065 CA-2016-023 RIV140830 FY16-5 STA Assoc Transit Impr 257,487 CA-2016-048 RIV140835 FY16-11 STA Assoc Transit Impr 412,912 CA-2017-031 RIV170105 FY17-3 STA Assoc Transit Impr 200,000 CA-2018-027 RIV180707 FY18-4 STA Assoc Transit Impr 50,000 RIV190620 FY19-5 STA Assoc Transit Impr 200,000 Total 1,244,464 Draft 5/10/19 Table 5.1A— Capital Project Justification PROJECT NUMBER SRTP Project No: FY21-5 FTIP No: PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires. PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected sand replaced based on tread wear and air pressure. PROJECT SCHEDULE Start Date Completion Date Jul-20 Jun-21 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2021 STA $ 460,669 Total $ 460,669 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2018-027 RIV180708 FY18-5 STA Capitalized Tire Lease 244,854 RIV190619 FY19-4 STA Capitalized Tire Lease 350,535 Total 595,389 Draft 5/10/19 Table 5.1A— Capital Project Justification PROJECT NUMBER SRTP Project No: FY21-6 FTIP No: PROJECT NAME Maintenance/Support Equipment PROJECT DESCRIPTION Purchase of support equipment items including, but not limited to, office equipment, shop air compressors, scissors lift, portable cranes, hand jacks, drill breaker and pressure washers. PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations. PROJECT SCHEDULE Start Date Completion Date Apr-21 Jun-22 PROJECT FUNDING SOURCES (REQUESTED Funding Source FY 2021 STA $ 50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2016-023 RIV150609 FY16-7 STA Support Equipment 23,763 CA-2017-031 RIV170108 FY17-6 STA Support Equipment 72,888 CA-2018-027 RIV180709 FY18-6 STA Support Equipment 4,361 Total 101,012 Draft 5/10/19 Table 5.1A— Capital Project Justification PROJECT NUMBER SRTP Project No: FY21-7 FTIP No: PROJECT NAME Information Systems PROJECT DESCRIPTION Project includes but is not limited to the purchase of computers, printers, servers, audio-visual equipment, copiers, software, and mobile data terminals. PROJECT JUSTIFICATION Computers and software to improve Agency efficiency and technology. PROJECT SCHEDULE Start Date Completion Date Jan-21 Dec-24 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2021 STA $ 100,000 Total $ 100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2016-023 RIV150611 F16-9 STA Information System 10,583 CA-2017-031 RIV170110 FY17-8 STA Information System 90,000 CA-2018-027 R/V180711 FY18-8 STA Information System 1,100,000 RIV190622 FY19-7 STA Information System 83,613 Total 1,284,196 Riverside Transit Agency FY 2021 /22 Summary of Funds Requested Short Range Transit Plan Table 5.2 - Summary of Funds Requested for FY 2021/22 Project Description Capital Project Number Total Amount of Funds LTF 1 STA/SB1 2 Measure A Operating Assistance Section 5307 - Riv-San Bernardino Section 5307 Murrieta/ Temecula/ Menifee Section 5307 - Hemet Section 5307 - LA/LB/ Anaheim 3 Section 5310 Section 5311 Section 5339 Bus & Bus Facilities ° LCTOP Farebox Other Revenue Operating Assistance - General 51,874,339 41,550,187 6,480,000 - - 3,400,000 48,928 395,224 CTSA 908,979 908,979 - - - Capitalized Preventive Maintenance 11,250,000 2,250,000 6,300,000 2,700,000 - Capital Cost of Contracting' 9,625,000 1,925,000 5,000,000 2,500,000 200,000 ADA Complementary Paratransit Service 6 2,250,000 450,000 1,800,000 - - Travel Training 3 426,964 426,964 CommuterLink Route 200 3,110,433 1,438,346 1,154,384 517,703 CommuterLink Route 202 444,547 205,570 199,579 39,398 CommuterLink Route 204 2'6 1,010,975 467,502 242,274 150,471 150,728 CommuterLink Route 205 536,329 248,013 212,148 76,168 CommuterLink Route 206 2'6 763,844 353,222 128,584 97,096 184,942 CommuterLink Route 208 2'6 1,083,155 500,879 308,005 137,095 137,176 CommuterLink Route 210 99,158 45,853 36,447 16,858 CommuterLink Route 217 2'6 960,163 444,005 250,321 103,408 162,429 PVL Feeder Services (Rtes 26,52) 756,100 691,545 64,555 PVL Feeder (Route 54) ' 174,551 174,057 494 - Route 54F: FOL Shuttle 6 86,054 86,054 Route 28 Frequency Expansion 9 213,480 56,662 156,818 0 Mobile Ticketing 1° 93,858 93,858 OPEB Expense 895,000 895,000 = Farebox (Cash, Coin, Tickets, Passes) 12,211,128 12,211,128 Cs Interest Income 700,000 700,W) Advertising Revenue 15,000 15, c• • CNG Sales 100,000 100, m LCFS Credits 700,000 700,910 RINs Credits 650,000 6501 Wentworth Lease - Subtotal: Operating $100,939,055 $52,066,142 $6,480,000 $3,440,721 $13,100,000 $5,200,000 $3,600,000 $48,928 $0 $395,224 $0 $638,590 $13,718,396 $2,251,054 H-D CNG Bus Replacement (35) FY22-1 28,661,910 27,661,910 1,000,000 COFR Bus Replacement (41) FY22-2 9,559,188 8,659,188 900,000 DAR Replacements (34) FY22-3 3,914,382 3,914,382 Associated Transit Improvements FY22-4 200,000 200,000 Capitalized Tire Lease FY22-5 512,725 512,725 Support / Maintenance Equipment FY22-6 50,000 50,000 Miscellaneous IT Equipment FY22-7 100,000 100,000 Subtotal: Capital $42,998,205 $0 $41,098,205 $0 $0 $0 $0 $0 $0 $0 $1,900,000 $0 $0 $0 Total: Operating & Capital $143,937,260 $52,066,142 $47,578,205 $3,440,721 $13,100,000 $5,200,000 $3,600,000 $48,928 $0 $395,224 $1,900,000 $638,590 $13,718,396 $2,251,054 1 Use of STA/SB1 funds for Operating commenced in FY20. Expectation is that the use of STA/SB1 funds for Operating will grow over the next 10 years. 2 CommuterLink Measure A Operating Assistance - Uses 100% of the Intercity Bus Measure A and $350K of the $1.6M FY19 funding swap. The remainder of the $1.6M is assumed to be designated for RTA purposes only. 3 FY22 Travel Training funding is TBD. ° All LCTOP funding used for operating is farebox allowable revenue. 6 Includes DAR Plus Costs. 6 Additional service for CommuterLink Routes 204, 206, 208, and 217 will use $1,841,289 of the FY19 LCTOP total $2,149,319. It will be utilized over 3 years, estimated as follows: FY20 (451 K), FY21 (939K), and FY22 (451 K)' Route 54 is funded by LTF and is a candidate for elimination. 6 Route 54F (FOL) is assumed to be funded 100% by Metrolink with a 100% farebox allowable funding source. 9 Route 28 will continue to use the FY18 LCTOP apportionment programmed for this service ($1.28M programmed; estimated utilization for FY22 is 57K). 1° Mobile Ticketing - FY19 LCTOP funding of $308,303 is programmed for Mobile Ticketing. FY22 estimated utilization of $94K. Draft 5/10/19 Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY22-1 FTIP No: PROJECT NAME Heavy-duty CNG Bus Fleet Replacement PROJECT DESCRIPTION Purchase of (35) 40 ft CNG Buses PROJECT JUSTIFICATION 35 DO 40 ft CNG buses will reach end of their useful life and will need to be replaced by 2022. The procurement process for this vehicle is estimated to be 2 years. PROJECT SCHEDULE 7Start Date Apr-22 Completion Date Jun-24 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2022 Sec 5339 $ 1, 000, 000 STA $ 27, 661, 910 Total $ 28,661,910 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) Draft 5/10/19 Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY22-2 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Contract Operations PROJECT DESCRIPTION Purchase of (41) replacement Type VII revenue vehicles for use on contract operated fixed route service. PROJECT JUSTIFICATION Replace vehicles used for contract operated fixed route service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE 7Start Date Apr-22 Completion Date Jun-23 PROJECT FUNDING SOURCES (REQUESTED Funding Source FY 2022 Sec 5339 $ 900,000 STA $ 8,659,188 Total $ 9,559,188 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) RIV190616 FY19-1 STA (33) COFR Vehicles 7,239,953 Total 7,239,953 Draft 5/10/19 Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY22-3 FTIP No: PROJECT NAME Replacement Revenue Vehicles for Demand Response Operations PROJECT DESCRIPTION Purchase of (34) replacement DAR Type 11 revenue vehicles for use on demand response service. These vehicles will require a child seat. PROJECT JUSTIFICATION Replace vehicles used for demand response service that have reached the end of their service life per FTA guidelines. PROJECT SCHEDULE Start Date Completion Date Apr-22 Jun-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2022 STA/SB 1 $ 3,914,382 Total $ 3,914,382 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2017-031 RIV170104 FY17-2 STA (33) DAR vehicles 1,442,240 CA-2018-027 RIV180705 FY18-2 STA (5) DAR vehicles 466,813 RI V 190617 FY19-2 STA (29) DAR vehicles 3,029,005 Total 4,938,058 Draft 5/10/19 Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY22-4 FTIP No: PROJECT NAME Associated Transit Improvements PROJECT DESCRIPTION The requested funds will support on -going associated transit improvements at bus stations/stops in the RTA service area. The project activities include installation of passenger shelters and related equipment, amenity improvements, infrastructure improvements for bus stops, and site upgrades in compliance with ADA requirements. PROJECT JUSTIFICATION Enhancement of transit facilities promotes safety and security and encourages residents to use transit due to improved convenience while waiting for bus. PROJECT SCHEDULE Start Date Completion Date Jul-22 Jun-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2022 STA $ 200,000 Total $ 200,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) FY14-5 STA Assoc Transit Impr 124,065 CA-2016-023 RIV140830 FY16-5 STA Assoc Transit Impr 257,487 CA-2016-148 RIV140835 FY16-11 STA Assoc Transit Impr 412,912 CA-2017-031 RIV170105 FY17-3 STA Assoc Transit Impr 200,000 CA-2018-027 RIV180707 FY18-4 STA Assoc Transit Impr 50,000 RIV190620 FY19-5 STA Assoc Transit Impr 200,000 Total 1,244,464 Draft 5/10/19 Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY22-5 FTIP No: PROJECT NAME Capitalized Tire Lease PROJECT DESCRIPTION Capital cost of leasing bus tires. PROJECT JUSTIFICATION As part of the Agency's maintenance program, tires are inspected sand replaced based on tread wear and air pressure. PROJECT SCHEDULE Start Date Completion Date Jul-21 Jun-22 PROJECT FUNDING SOURCES (REQUESTE Funding Source FY 2022 STA $ 512,725 Total $ 512,725 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2018-027 RIV180708 FY18-5 STA Capitalized Tire Lease 244,854 RIV190619 FY19-4 STA Capitalized Tire Lease 350,535 Total 595,389 Draft 5/10/19 Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY22-6 FTIP No: PROJECT NAME Maintenance/Support Equipment PROJECT DESCRIPTION Purchase of support equipment items including, but not limited to, office equipment, shop air compressors, scissors lift, portable cranes, hand jacks, drill breaker and pressure washers. PROJECT JUSTIFICATION Miscellaneous maintenance and support equipment and improvements to support ongoing operations. PROJECT SCHEDULE Start Date Completion Date Apr-22 Jun-23 PROJECT FUNDING SOURCES (REQUESTED) Funding Source FY 2022 STA $ 50,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP /D #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2016-023 RIV150609 FY16-7 STA Support Equipment 23,763 CA-2017-031 RIV170108 FY17-6 STA Support Equipment 72,888 CA-2018-027 RIV180709 FY18-6 STA Support Equipment 4,361 Total 101,012 Draft 5/10/19 Table 5.2A — Capital Project Justification PROJECT NUMBER SRTP Project No: FY22-7 FTIP No: PROJECT NAME Information Systems PROJECT DESCRIPTION Project includes but is not limited to the purchase of computers, printers, servers, audio-visual equipment, copiers, software, and mobile data terminals. PROJECT JUSTIFICATION Computers and software to improve Agency efficiency and technology. PROJECT SCHEDULE Start Date Completion Date Jan-22 Dec-25 PROJECT FUNDING SOURCES (REQUESTED Funding Source FY 2022 STA $ 100,000 Total $ 100,000 PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS APPROVED BUT NOT YET ORDERED (INCLUDE FTA GRANT #, FTIP ID #, AND RCTC'S CAPITAL GRANT #) FTA Grant # FTIP ID # RCTC Grant # Project Description Unexpended Balance (as of 3/22/19) CA-2016-023 RIV150611 F16-9 STA Information System 10,583 CA-2017-031 RIV170110 FY17-8 STA Information System 90,000 CA-2018-027 RIV180711 FY18-8 STA Information System 1,100,000 RIV190622 FY19-7 STA Information System 83,613 Total 1,284,196 Draft 5/10/19 Audit Recommendations (covering FY 2012/13 — 2014/15) Actions Taken and Results Inadequate oversight of subrecipient / third- party contractor / lessees. The grantee must submit approved procedures to the FTA regional office to monitor other entities with responsibility for meeting FTA requirements. The grantee must provide evidence of staff training. Closed:5/17/2016 Lacking a language assistance plan. The grantee must provide the FTA RCRO with evidence of RTA and contractor staff training as outlined in the LAP as well as evidence that LAP training will be conducted in accordance with RTA's Title VI program in the future. Closed:5/17/2016 No contract administration system. The grantee must provide the FTA regional office with documentation of an adequate contract administration system. The grantee must submit to the FTA regional office revised contract administration procedures, evidence of board approval and documentation of staff training. Closed: 4/20/2016 ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 Table 7 -- Service Provider Performance Targets Report FY 2018/19 Short Range Transit Plan Review Riverside Transit Agency Data Elements FY 2018/19 Plan FY 2018/19 Target FY 2018/19 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 8,873,832 Passenger Miles 64,015,300 Total Actual Vehicle Revenue Hours 890,739.0 Total Actual Vehicle Revenue Miles 13,625,761.0 Total Actual Vehicle Miles 16,779,794.0 Total Operating Expenses $87,666,909 Total Passenger Fare Revenue $19,790,760 Net Operating Expenses $67,876,149 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 22.57% I >= 16.72% I 24.62% 'Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $98.42 <= $90.62 $96.09 Fails to Meet Target 2. Subsidy Per Passenger $7.65 >= $5.98 and <= $8.10 $7.33 Meets Target 3. Subsidy Per Passenger Mile $1.06 >= $0.84 and <= $1.14 $1.04 Meets Target 4. Subsidy Per Hour $76.20 >= $59.27 and <= $80.19 $72.43 Meets Target 5. Subsidy Per Mile $4.98 >= $3.88 and <= $5.24 $4.76 Meets Target 6. Passengers Per Revenue Hour 10.00 >= 8.42 and <= 11.39 9.90 Meets Target 7. Passengers Per Revenue Mile 0.65 >= 0.55 and <= 0.75 0.65 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager'"' 5/8/2019 Page 1 of I ligRIVERSIDE COUNTY TRANSPORTATION COMMISSION Draft 5/10/19 FY 2019/20 - Table 8 -- SRTP Performance Report Service Provider; Riverside Transit Agency All Routes Performance Indicators FY 2017/18 End of Year Actual FY 2018/19 3rd Quarter Year -to -Date FY 2019/20 Plan FY 2019/20 Target Plan Performance Scorecard (a) Passengers 8,583,410 6,495,887 8,715,302 None Passenger Miles 61,095,376 45,793,890 74,865,016 None Revenue Hours 871,285.7 657,729.3 916,704.0 None Total Hours 1,001,218.7 752,763.3 1,044,725.0 None Revenue Miles 13,314,621.9 9,997,857.0 13,902,698.0 None Total Miles 16,636,856.2 12,395,409.8 17,233,789.0 None Operating Costs $76,320,585 $63,198,746 $92,435,032 None Passenger Revenue $16,551,836 $15,560,463 $19,567,951 None Operating Subsidy $59,768,749 $47,638,283 $72,867,081 None Operating Costs Per Revenue Hour $87.60 $96.09 $100.83 <= $99.45 Fails to Meet Target Operating Cost Per Revenue Mile $5.73 $6.32 $6.65 None Operating Costs Per Passenger $8.89 $9.73 $10.61 None Farebox Recovery Ratio 21.69% 24.62% 21.16% >= 16.8% Meets Target Subsidy Per Passenger $6.96 $7.33 $8.36 >= $6.23 and <= $8.43 Meets Target Subsidy Per Passenger Mile $0.98 $1.04 $0.97 >= $0.88 and <= $1.20 Meets Target Subsidy Per Revenue Hour $68.60 $72.43 $79.49 >= $61.57 and <= $83.29 Meets Target Subsidy Per Revenue Mile $4.49 $4.76 $5.24 >= $4.05 and <= $5.47 Meets Target Passengers Per Revenue Hour 9.90 9.90 9.50 >= 8.42 and <= 11.39 Meets Target Passengers Per Revenue Mile 0.64 0.65 0.63 >= 0.55 and <= 0.75 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2019/20 Plan to the FY 2019/20 Primary Target. Service Provider Comments: In Table 8, the true farebox recovery ratio is .21169 or 21.17%. Per TransTrack IT staff, TransTrack is limited to four decimals and therefore displays 21.16%. TransTrack Manager'"' 5/8/2019 Page 1 of 1 Draft 5/10/19 TABLE 9A — HIGHLIGHTS OF FY 19/20 SRTP Operating & Financial Data FY 15/16 Audited FY 16/17 Audited FY 17/18 Audited FY 18/19 Budget FY 19/20 Planned Systemwide Ridership 9,238,265 8,741,975 8,583,410 8,873,832 8,715,302 Operating Costs Per Revenue Hour $80.73 $88.99 $87.60 $98.42 $100.83 Recent Trends: The trend in 2016-2018 has been downward for ridership as gas prices and car ownership costs have remained relatively low and the economy continues to create more jobs leading to more people opting to purchase cars and lesser use of transit. In FY2019, RTA began to see an upward trend in ridership largely due to new service as well as increased gas prices. FY19 saw the following service improvements: • Routes 22 and 27, two of RTA's longest local bus routes (35 and 52 miles long, respectively) were each split into two separate routes at Perris to improve reliability: a. Route 22 (Perris -Riverside Downtown) b. New Route 9 (Lake Elsinore -Perris) c. Route 27 (Perris -Riverside Galleria Mall) d. New Route 28 (Hemet -Perris) • Route 61 was extended from Sun City to Perris to replace Route 27 at Sun City • Route 212 was discontinued to avoid unnecessary duplication of new Route 28 service • Route 33 now serves Tahquitz High School in Hemet three times daily weekdays • Route 40 was expanded to serve Mount San Jacinto College (MSJC) Menifee Campus and the Heritage Lakes area • RapidLink Gold Line span of service was changed to begin at 6:30 a.m. instead of 5:30 a.m. and 1:30 p.m. instead of 2:30 p.m. to better match peak demand times on Route 1 Proposed Service Changes for FY 2020: • September 2019: o Route 1 (Corona-UC Riverside): On Saturdays between 9 a.m. and 5 p.m. and Sundays between 10 a.m. and 5 p.m. the frequency will be increased from every 30 to every 15 min. o Route 12 (Riverside): This route will be extended to Corona Hills (McKinley St.) retail area seven days a week, as well as improving its weekday frequency to every 55 minutes instead of the existing 70-minute service. o Route 13 (Riverside): Improve daytime weekday service frequency on this relatively higher productivity route from every 65 minutes to every 50 minutes. o Route 14 (Riverside -Loma Linda): Improve daytime weekday service frequency on this relatively higher productivity route from every 70 minutes to every 50 minutes. o Routes 19 (Moreno Valley -Perris) and 28 (Perris -Hemet): Add extra early morning and late evening trips to routes 19 and 28 weekdays, Saturday, and/or Sundays to better match warehouse shift times at Perris and Moreno Valley. o Route 22 (Riverside -Mead Valley -Perris): Improve daytime weekday service frequency on this relatively higher productivity route from every 60 minutes to every 45 minutes. o Routes 23 (Wildomar-Murrieta-Temecula), 24 (Temecula), and 61 (Perris-Menifee-Murrieta- Temecula): Reroute to terminate at the recently upgraded Promenade Mall bus stop instead of the County Center stop. Draft 5/10/19 o Route 31 (Hemet -San Jacinto-Beaumont/Banning-Moreno Valley): Improve frequency weekdays and weekends from every 70 to every 55 minutes between Moreno Valley, Beaumont/Banning, San Jacinto and Hemet as well as address the impact of construction of truck lanes on the SR-60 freeway through the Badlands. o Route 79 (Temecula -French Valley -Winchester -Hemet): Extend this route weekdays and weekends from Hemet Valley Mall to MSJC San Jacinto via the same alignment as Route 74, providing a coordinated schedule between these two routes to maximize frequency between Winchester, Hemet, and San Jacinto. • January 2020: o New Route 4: This new route will link Eastvale, Norco and Corona via the west side of these cities on Archibald Ave. and River Rd. Weekday service will be provided every 50 minutes. o Routes 16 (UC Riverside -Moreno Valley) and 19 (Moreno Valley -Perris): On Saturdays between 9 a.m. and 5 p.m. and Sundays between 10 a.m. and 5 p.m. the frequency on these routes will be increased from every 30 to every 15 minutes to boost capacity on these second and third busiest of RTA routes. o CommuterLink Expansion: Additional weekday trips will be added through the midday period on the following CommuterLink Routes recognizing the demand for regional and intercounty trips and variable working hours of many riders, and to provide connectivity with all weekday Metrolink trains: ■ 204 (Montclair, Ontario, Jurupa Valley, Riverside) ■ 206 (Corona, Lake Elsinore, Murrieta, Temecula, Temescal Valley) ■ 208 (Murrieta, Perris, Riverside, Temecula) ■ 217 (Escondido, Temecula) Operating Budget ($92,435,032): • Increase of 5% over FY19 budget. Variance analysis by cost element is provided below: o Salaries —10% increase due to headcount growth from service increases and administrative need, as well as negotiated and performance -based increases. o Benefits — 1% decrease due to reductions in pension and OPEB costs greater than growth in medical. o Purchased Transportation — 5% increase due to contracted rates and fuel. o Services — 2% decrease due less than anticipated use from the prior year. o Materials & Supplies — 19% increase due to fuel and parts expense. Capital Budget ($42,084,030): • RTA's 3-Year Capital Improvement Plan (CIP) is updated to reflect the current economic outlook and service needs with a focus on items which are mandatory to support our current service offering while positioning the Agency future operations. Increase of 17% over FY19 budget. FY20 CIP projects are funded with Federal Sections 5307 and 5339, State Transit Assistance (STA), and SB 1 SGR funds. A summary by project element for FY20 is shown below: o Revenue Vehicles - $39.1 million for (35) heavy-duty CNG, (41) Contracted Fixed Route, and (29) DAR vehicles o Non -Revenue Vehicles - $0.5 million for (17) cars and (1) truck o Tire Lease - $0.4 million o Central Operations & Maintenance Facility funds re -programming to UCR Mobility Hub - $0.0 million o Facility Maintenance - $1.9 million for operations and facilities maintenance projects o Associated Transit Improvements - $0.2 million for bus stop enhancements. Draft 5/10/19 Table 9B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY 2017/18 Audit FY 18/19 Budget FY 19/20 (Plan) 1. Passenger Fares 10,712,941 10,802,010 12,345,994 2.Interest - 3. General Fund Supplement - 4. Measure A 3,395,333 4,033,457 3,263,300 5. Advertising Revenue 14,910 15,000 15,000 6. Gain on Sale of Capital Assets 3,833 - - 7. CNG Revenue 1,500,808 1,500,000 1,450,000 8. Lease/ Other Revenue 63,972 65,840 56,275 9. Federal Excise Tax Refund - 10. Investment Income 472,563 300,000 700,000 11. CalPers CERBT - - 12. Fare Revenues from Exempt Routes (87,497) 13. Other Revenues 474,974 1,474,453 1,737,383 TOTAL REVENUE 16,551,837 18,190,760 19,567,952 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 76,320,585 87,666,909 92,435,032 for Farebox Calculation FAREBOX RECOVERY RATIO 21.69% 20.75% 21.17% Draft 5/10/19 Table 10 Riverside Transit Agency FY 2020-2024 TUMF Expenditure Plan Fiscal Year .L.(estimate) Prior Years Expenditures FY 18-19 Expenditures through 6/30 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Current Programmed Phase Balance Total Programmed Payments/Exp Original Programmed Phase Cost Forecast Revenues' Estimated Carryover (as of 6/30) $ 2,269,155 $ 15,914,745 $ 1,500,000 $ 17,444,600 $ 1,500,000 $ 15,341,503 $ 1,500,000 $ 12,110,358 $ 1,500,000 $ 4,960,358 $ 1,500,000 $ (0) $ 25,683,901 $ 1,568,366 $ 46,599,330 TIP Amended June 20 5-Year Avail 5-Year Forecast/Cash Programmed Available Revenues Funded Expenditures Phase Project $ 18,183,901 $ 18,944,600 $ 16,841,503 $ 13,610,358 $ 6,460,358 I $ 1,500,000 $ 25,683,901 $ 24,944,600 $ 739,301 RTA-0001 Hemet Mobility Hub ALL $4,275,988 $178,161 $ 6,795 $ 500,000 $ 1,500,000 $ 1,500,000 $ 591,033 $ - $ 4,091,033 $ (184,955) $ 4,275,988 RTA-0002 UCR Mobility Hub2 ALL $5,445,000 $137,855 $ 604,371 $ 2,853,097 $ 1,849,677 $ - $ - $ - $ 4,702,774 $ (742,226) $ 5,445,000 RTA-0004 Associated Transit Enhancements Program ENH $1,940,437 $172,654 $ - $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 300,000 $ 1,767,783 $ (172,654) $ 1,940,437 RTA-0005 Long Range Planning ENH $600,000 $340,396 $ 128,136 $ 100,000 $ 31,468 $ 131,468 $ (468,532) $ 600,000 RTA-0007 Vine Street Mobility Hub ALL $3,886,905 $0 $ - $ - $ 500,000 $ 2,000,000 $ 1,386,905 $ 3,886,905 $ - $ 3,886,905 RTA-0010 Regional Operations & Maintenance Facility' ALL $30,251,000 $0 $ - $ - $ 500,000 $ 5,000,000 $ 4,332,420 $ 1,200,000 $ 30,251,000 $ - $ 30,251,000 RTA-0011 San Jacinto Mobility Hub' ALL $200,000 $0 $ - $ - $ 200,000 $ 200,000 $ - $ 200,000 Total Programmed Capital Improvements $ 45,030,964 $ (1,568,366) $ 46,599,330 Annual Capital Funded Expenditure $46,599,330 $829,065 $ 739,301 $ 3,603,097 $ 4,731,145 $ 8,650,000 $ 6,460,358 $ 1,500,000 Projected Funded Balance carryover $ 17,444,600 $ 15,341,503 $ 12,110,358 $ 4,960,358 $ (0) $ (0) Fiscal Year FY 17-18 FY 18-19 FY 19-20 Summary Table FY 20-21 FY 21-22 Available Available Revenue Revenue $ 18,183,901 $ 18,944,600 5 16,841,503 $ 13,610,358 $ 6,460,358 Programmed Programmed Phases Phases $ 739,301 Carryover Carryover $ Balance Balance Notes: 1) Inflated Revenue in FY19 due to WRCOG v. Beaumont settlement payment 2) Project amount increased to maximum TUMF share due to increased construction costs and projected revenues. 3) Project added from approved 2016 TUMF Nexus Study and will cost more than max TUMF share. 4) Project added from approved 2016 TUMF Nexus Study, starting with Initial Project cost for PA&ED. $ 3,603,097 17,444,600 $ $ 4,731,145 $ 8,650,000 $ 6,460,358 15,341,503 $ 12,110,358 $ 4,960,358 $ (0) FY 22-23 $ 1,500,000 $ 1,500,000 $ (0) 5-Year Avail15 Year Forecast/Cas rammed 5-Year Balance 525,683,901 525,683,901 Draft 5/10/19 APPENDIX A: RTA SYSTEM MAP AND FIXED -ROUTE MAPS «Route 200 to Anaheim «R. ute205to Village at Orange «OCTA 794 to South Coast Metro ONTARIO 7 Route 204 continues to Montclair Transit Center. JURUPA ®" MARLAY cc m CHERRY �I Country Village MISSION BLVD CANTU-GALLEANO RANCH Amazon g � sEastvale 1�n MIRA LOMA 68TH ST Norco City Hall MARKET Norco 5 Senior Center LAMPTON Norco 0... College 3RD 6TH ST CORONA GOODMAN ` LIMONITE LIMONITE ARLINGTON NnRt-n CORONA TRANSIT CENTER GOLD LINE•1.3.205.206 CORONA CRUISER BLUE, RED METROLINK Boarding diagram pg 27 HIDDEN VALLEY Corona z Transit • Center . LOTH Corona Regional Medical Center 6TH ST Vintage Terrace Senior Community Canyon Community Church Park and Ride 205 206 JURUPA VALLEY The Pedley Metrolink Station W 0 a_ METROLINK y � �G ARLINGTON GOULD» qFs�\,\5 13 County COUNTY Mental FARM �y ealth Galleria at Tyler oexA E Kaiser Hospi HOME GARDENS Tom's Farms DOWNTOWN RIVERSIDE DETAIL 31 If 1- FOURTH ST SIXTH ST NINTH ST Fox Performing Arts Center N H w Y cc Q 2 White Park THIRTEENTH ST lig FOURTEENTH ST Riverside Community Hospital Convention Center -1448 Main Library Mission Inn MISSION INN AV Omnitrans 215 .ami IMF. 3490= 41331 ■ GOLD LINE City Hall Court- house Detention ® Center Hall of Justice = =1092 1199 I _ 460B 1081= I 1150 - COLD LINE FIFTEENTH ST •• 1495 00 7O��P�P La Sierra Metrolink Station METROLINK �P x CENTRAL GpDUNE iew Hospi GALLERIA AT TYLER GOLD LINE• 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 18 Lake Mathews JURUPA ARLINGTON GO NNE Brock SEE DOWNTOWN RIVERSIDE DETAIL BOROUG GAONNE ArF/ UNIVERSITY MLK nArcade ARLINGTON RIVERSIDE TEMESCAL CANYON Omnitrans 215 Omnitrans 215 B 3493 Omnitrans 215 ML KING « MAS 3RD CENTER Route 200 to San Bernardino Transit Center Loma Linda University Medical Center HIGHGROVE Hunter Park MetrolinkStation METROLINK HUNTER PARK/UCR METROLINK STATION 13.52•METROLINK BLAINE 208 210 MLK High VAN BUREN School WOODCREST CAJALCO LAKE ELSINORE OUTLET . CENTER PARK & RIDE 8.9.205.206 210/SunLine 2 UNIVERSITY AV 210/SunLine 220 SunLine 220 LEGEND 0 Stop Location Number m Route Numbers NB=Northbound 1 SB=Southbound EB=Eastbound 1 WB=Westbound CW=Clockwise 47A� �P��yo9F L Outlet Center BUS STOP NUMBER ® Brockton & 14th Brockton & 14th Brockton & 10th Brockton & University University & Brockton UCR & BANNOCKBURN GOLD LINE • 1 •16.51 52.204 _ F2 PROSPECT O Loma Linda VA BARTON m Hospital LOMA LINDA OLD LAKE RD MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 19 p ALESSANDRO «MISSION METROUNK GROVE Moreno Valley March Field Social Metrolink Station Security Office Moreno : Valle y • Mall ' LYPTUS TOWNGATE MARCH JPA ORANGETERRACE MARIPOSA OLEANDER OAKLAND RIDER MEAD VALLEY MEADOWBROOK Mission Inn & Brockton Mission Inn & Brockton Magnolia & 14th Magnolia & 15th Market & 12th Market & 12th Market & 12th Market & 11th ® Market & 10th Market & 10th ® Market & University Market & 6th Market & 6th Market & 4th Market & 3rd ® university &Market University & Market Orange & 12th Orange & 10th Orange & University Main & 10th 14th & Orange Grove ® Lemon & 14th Lemon & 12th University & Lemon University & Lemon Lemon & University 205 206 s MANZANITA MORENO IRONWOOD m VALLEY HEMLOCK CENTERPOINT TOWNGATE o City . Hall CACTUS c MEYE March • ARB MORENO VALLEY/ MARCH FIELD METROLINK STATION 20.26•METROLINK SUNNYMEAD o COTTONWOOD CAJALCO Mead Valley Library WESTON sIn- 3 SAN JACINTO LAKE ELSINORE ROUTES SERVED & DIRECTION 14EB 14WB 14WB 14WB 14EB,22NB/S6 1WB, 13WB, 15WB, 50WB 1 EB,13EB,15EB, 50E6 1WB, 13WB, 15WB 1EB, 13EB, 15EB Gold Line EB Gold LineWB 1WB, 13WB, 15WB 13EB,15EB 12EB,204NB 12WB, 29E6 12EB, 29WB 12EB, 29WB 1 EB,12WB,13E6,14E6,15EB, 22SB, 29E6, 49E6, 54CW, 204S6 1WB, 13WB, 14WB, 15WB, 22NB, 29WB, 49W6 I0WB,I2WB,13EB, 50WB 10WB, 12WB, 13E6 10WB, 12WB, 13EB 50EB/WB 10WB, 12WB, 13EB 10EB, 12EB, 13WB, 54CW, 208NB/SB, 210EB/W6 10EB, 12EB, 13WB, 54CW, 200EB/ B, 208NB/SB, 210EB/WB Gold Line EB,1 EB,14EB,15EB, 22SB, 29EB, 49EB, 54CW, 204SB, Omnitrans 215 10WB, 14WB, 12EB, 15WB, 22NB, 29WB, 49WB, 204NB 10EB, 208NB/SB, 200EB/WB, 210EB/WB Canyon Lake Imart ELLIS University & Lemon ALESSANDRO EUCALYPTUS Riverside niversity Medical Centetl JFK w CACTUSCD RAMONA EXPWY Star- z Crest MORGAN 4TH ST ORANGE NUEVO C L `- 11TH ELLIS» Moreno Valley() Colleg • SYSTEM MAP MAP NOT TO SCALE Welcome aboard the Riverside Transit Agency (RTA), your community transportation provider. The RTA operates 47 bus routes to provide you with safe, cost-effective and reliable service in western Riverside County. We hope that this System Map is useful to you in planning your trip. Should you need additional information, please call the Customer Information Center at (951) 565-5002. Route Number Route Path 3:13:13 Commuter Routing =cc Alternate Routing OPoint of Interest O Medical Facility (951) 565-5002 I www.RiversideTransit.com « EUCALYPTUS Walmart RIVERSIDE UNIVERSITY MEDICAL CENTER 20.31.41 Kaiser Permanente Medical Center �/ IRIS MORENO VALLEY COLLEGE a 18.19.20.41 a PERRIS FAIRGROUND WALNUT m J o CITRUS AVE 0 PL------ PERRIS STATION TRANSIT CENTER •• 9.19.22.27.28.30.61 74.208•METROLINK Boarding diagram pg 30 South Perris Metrolink Station METROLINK SOUTH PERRIS METROLINK STATION 61.74.208•METROLINK CHERRY HILLS & BRADLEY 40.61.74 QUAIL VALLEY Fire Station ANYONcoe LAKE Inside Metrolink Station Board at Bay G Inside Metrolink Station Board at Bay H Vine & Metrolink Station Board at Bay D ® Vine & Metrolink Station Board at Bay C Vine & Metrolink Station Board at Bay F Vine & Metrolink Station Board at Bay E Vine & Metrolink Station Board at Bay A Vine & Metrolink Station Board at Bay B Market & 4th Market & 10th 10th & Main Inside Metrolink Station Board at Bay ® 14th & Lime NEWPORT RD RAILROAD CYN RD Canyon Lake City Hall - Wildomar z City Hall a Inland Valley K Medical Center PRIELIPP 205 206 WILDOMAR Gold Line WB,1W6 29WB, 49WB, 54CW 1 EB/WB,15W6 29EB/WB, 49EB/W6 15EB/WB 200EB/WB Omnitrans 215 208NB/SB,210EB/WB 1 EB/WB 208NB/SB, 210EB/WB, SunLine 220EB/W6 10EB,13WB, 54CW THANACRD CHAMBERS AVE MCCALL r- ._ NEWPORT RD z w LA PIEDRA RD SCOTT RD ROUTE 51 Crest Cruiser UNIVERSITY VILLAGE & VILLAGE TOWERS APTS 1.14.16.51.52 Un/vers/• 0,4 IOWA AT UNIVERSITY. GOLD LINE • 1.14.16.51 52.204 Post Office • IOWA & BLAINE University 1.10.14.51.52 Village Blaine Univers/0,4 UCR AT BANNOCKBURN GOLD LINE• 1.16.51 52.204 Crest Dr. UCR LOT30 16.51.208.210 SUNLINE 220 RIVERSIDE CHICAGO . & CENTRAL 22.51 Legend I Map not to scale OTransfer Point and Information O Trolley Stops EXCEED MATTHEWS SUN CITY Menifee Valley Medical Center ti z 40 MCCALL �e; yc SIMPSON TRAILHEAD» Menifee City Hall ROHRABACHER, MURRIETA CLINTON KEITH ��-PQo`. •' I, Muffle a City Hall & Senior Center ' MULLIGAN FAMILY FUN CENTER 23.202.205.206 Walmart EQUITY & YNEZ 23.24.55.61.79.217 =.VIENIFEE rn Jacinto ge-Menifee Loma Linda University Medical Center «LINNEL COUNTY CENTER 23.24.55.61.79.217 Temecula City Hall CANYON CREST TOWNE CENTRE 16.51 HEMET VALLEY MALL ' 28.31.32.33.42.74.79.217 DEVONSHIRE» Transfer Point Metrolink Station Interstate e State Highway Main Road Water © 2019 Riverside Transit Agency. Effective Date: May 12, 2019 10 BEAUMONT BANNING 210 City STAGECOACH Hall PLAZA 2ND Walmar SAN JACINTO EATON x S\os• =STETSON o ■ THORNTO MUSTANG SIMPSON WINCHESTER THOMPSON» FRENCH VP' « SKY VIEW ALGRAVE BENTON MAGDAS COLORADOS AULD Southwest Justice Center French Valley Airport TECHNOLOGY TEMECULA Promenade Mall PROMENADE MALL Community Center IA/ Temecula Valley Hospital Pechanga Resort COTTONWOOD FRUITVALE OAKLAND DEVONSHIR STETSON ROUTE 55 Temecula Trolley COUNTY CENTER 23.24.55.61.79.217 THORNTON HARVESTON s Extended Stay America Legend I Map not to scale OTransfer Point and Information OTrolley Stops REDHAWK 9rQ Al-4L9'4 PEPPERCORN » \E)Rt 217 continues to Escondido Transit Center lip • • Sunline 220 MT. SAN JACINTO COLLEGE 31.32.74.217 City Hall MAIN 7TH I: EVANS Walmart FLORIDA z z MAYBERR The Promenade at Temecula e �o Palm Plaza Shopping Center Best Abbott Western 15 1 x S 0 a THORNTON Soboba Casino z PALM 0 VALLE VISTA EAST HEMET Sunline 220 continues to Palm Desert PROMENADE MALL 55.79.202.205.206 208.217 TEMECUL,, Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O RAPI DLI N K G0[1'3Ifltl EE/CD10110 - DOWNTOWN RIVERSIDE - UCR Information Center (951)565-5002 RiversideTransit.com RTABus.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. CHICAGO & UNIVERSITY GOLD LINE• 1.13 14.22 UNIVERSITY & LEMON GOLD LINE • 1 •10.12 200.204?208.210 4 0SSION/04v OMNITRANS 215 Legend I Map not to scale OStop Location NOTE: RapidLink buses serve these stops only. RIVERSIDE Hours of Service: BUSES DEPART EVERY 15 MINUTES. Monday — Friday only. 6:30-8:30 a.m. and 1:30-5:30 p.m. ADAMssT VAN81808/1,0 GALLERIA AT TYLER GOLD LINE • 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 18 IA SIERRA AVE CORONA TRANSIT CENTER GOLD LINE•1.3.205.206 CORONA CRUISER BLUE, RED METROLINK Boarding diagram pg 17 Co m ClCorona City Hall Corona Park - And -Ride S�s'�S� plg6/57 6TH & BELLE GOLD LINE• 1 CORONA CRUISER BLUE. RED ‘00' 11THSr 12TH ST 14TH ST Riverside Community Hospital Kaiser Medical Center California Baptist University 91 TYLERsT Riverside City College Riverside Plaza UCR AT BANNOCKBURN GOLD LINE• 1 •16.51 52.204 LINDEN University Village 2 klitny UfR IOWA AT UNIVERSITY GOLD LINE•1.14.16.51 52.204 CENTRAL AVE ARLINGTON AVE MAGNOLIA & LA SIERRA GOLD LINE• 1.15 MAGNOLIA & MCKINLEY GOLD LINE• 1 CORONA CRUISER BLUE MCKINLEYST CORONA 34I RIVERSIDETRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O UCR - DOWNTOONMUER51100 CORONA Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. UNIVERSITY & LEMON GOLD LINE • 1 •10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 IOWA & UNIVERSITY GOLD LINE•1.14.16.51 52.204 MISSION INNAVE UNIVERSITY gVE MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54.204 Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing • Transfer Point a® Long-term Detour Routing RIVERSIDE - DOWNTOWN METROLINK STATION 210.0MNITRANS 215 14THST 1.15.29.49.54.200.208Boarding METROLINK•AMTRAK SUNLINE 220 Riverside diagram pg 32 Community . Hospital ' RIVERSIDE BROCKTON ARCADE 1.10.14.15 MAGNOLIA & 15TH Central M.S. 1.13.15.50 CENTRAL AVE Marcy ARLINGTON AVE Library 3RDSr.. Ramona H.S. ADgMSST VANBDRENB(VDCopmmuor y Hospital R S No\ VE GALLERIA AT TYLER GOLD LINE• 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 28 CORONA TRANSIT CENTER GOLD LINE• 1.3.205.206 CORONA CRUISER BLUE, RED METROLINK Boarding diagram pg 27 _ GRANDB(VD 91 MAD/SpNST California Baptist University ChemawaM.S. Sherman Indian H.S. Arlington Libmry tyiERST Kaiser Medical Center IA SIERRA 9t � AVM. VllegasM.S. MCKINLEYST WEST CORONA YoronaPark- Home Gardens Library METROLINK STATION And -Ride �6TH & MAIN 0.0SoloVF City Hall ` GOLD LINE •1 •CORONA CRUISER 91 ZS BLUE, RED 5� 44/4/ SMITH & 6TH 1 -CORONA CRUISER RED IOWA & BLAINE 1.10..14.51.52 ,,, 111..!4/NE ST .t o Q' 03¢ _- . University Qi Village L' THCesaP.Chavez Community Center • UCR AT BANNOCKBURN GOLD LINE• 1 •16.51 52.204 • Riverside CHICAGO & City College UNIVERSITY Riverside GOLDLINE•1.13 Plaza 14.22 Corona MAGNOLIA & LA SIERRA GOLD LINE• 1 •15 .. MAGNOLIA & MCKINLEY GOLD LINE• 1 CORONA CRUISER BLUE CORONA UCR RTA and Corona Cruiser honor each other's Day and 30-Day passes at shared stops. 36I RIVERSIDE TRANSIT AGENCY Routing and timetables subjecto change. Rutas y horarios son sujetos a cambios. EASTVALE - N0IXO#tCCIRm0A19 Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. OCANTU-GALLEANO RANCH AMAZON N ¢ 'A • •EASTVALE 1 l s• 3.29 cc11z OODMAN WAY E A S T V A L E Eastvale Gateway LIMONITE &HAMNER• • • 3.29 Harada Heritage Park Vernola Marketplace 68TH ST River Heights LS. w Eleanor g Roosevelt t5 N H.S. CITRUS ST Norco Library 6TH ST x a m 5TH ST DMV jO • Post Office m • DPSS MARKET & CLARK NORCO lO COLLEGE 3RDST W GRAND & 6TH I.3 North Main Plaza «LIMONITE AVE Oa H)NtlN sled NORCO MARKET ST «LAMPTON LN 3RD ST 2ND ST MAIN & PARKRIDGE 3•CORONA CRUISER BLUE a CORONA TRANSIT CENTER GOLD LINE •1.3.205.206 �Vp 1 CORONA CRUISER BLUE, RED p� . • METROLINK Wo Grand v Park- Boarding diagram pg 27 �' 9t And -Ride e.9t • 1rn Corona Mall6THST Corona Senior Center 10TH ST z MAIN & 6TH 1.3 Corona Regional Medical Center • CORONA BELLE & 10TH 3•CORONA CRUISER BLUE, RED Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing Or Transfer Point RTA and Corona Cruiser honor each other's Day and 30-Day passes at shared stops. 44I RIVERSIDE TRANSIT AGENCY Routing and timetables subjectto&Inge. Rutas designadas y horarios son sujetos a cambios. 0 N Lakesid H.S. 74 ORTEGA HWY LAKE ELSINORE}OLERNI®R100P Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. l9� O� P�lsp F24, .0,Va l� Lakeside Libmry cy 9y 9 F BALDWIN BLVD LAKE ELSINORE LAKE ELSINORE OUTLET CENTER 8.9 CHPN�V p�TTF'I'v G99, 4* Lakeland Village M.S. 63, 9y 9 rg� !q, MP�P4 CD`<OOMQO a Trail Library WILDOMAR • eo:djs. • 0 x 4 � 0 H vS v" Legend I Map not to scale O Time and/or Transfer Point Railroad Canyon Rd c�gOF 2 ALMART `3' 8.40 Served first before Canyon Estate Dr loop i ti 9� O� Post Office PALOMAR & CENTRAL 8.23 48 I RIVERSIDE TRANSIT AGENCY 9 PERRIS STATIONDRAOSIVCE0t1E11)- LAKE ELSINORE OUTLET CENTER Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Day and New Year's Day. Rutas y horanos son sujetos a cambios. ION Perris Senior God Center CST PERRIS PERRIS STATION TRANSIT CENTER 9.19.22.27.28.30.61 74.208• METROLINK Boarding diagram pg 31 r 7 , THEDA ST Y O O ac m O C Q LAKE ELSINORE Legend I Map not to scale Q Time and/or Transfer Point GREENWALD AVE z � LAKE ELSINORE Target OUTLET CENTER 8.9 «COLLIER AVE 52 I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. iO BIG SPRINGS 811VATIKISS1 DOWNTOWN RIVERSIDE - GALLERIA AT TYLER Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. UNIVERSITY & LEMON GOLD LINE• 1 •10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 IOWA & BLAINE �1TGF�L _0S) 1.10.14.51.52 /O� ��'5� v9GF e\�SQr `99GF � FGges,_ RTA G Fox Theater EB» COUNTY ADMINISTRATION INN NVE CENTER MISSIO S�TV I\NE ®T 10.12.13.54.200.208.210 UNIVER �j11,O L 101NST...-. a �41NSTp y \OaSI ORANGE � z GR & 10TH Riverside ,-*` 10.12.13 , City 97 % College Poly P H.S. .\QP� �O RIVERSIDE m Rivenide6, Plaza TARGF l'fl WB Only BROCKTON ARCADE 1.10.14.15 Marry Library Legend I Map not to scale O Time and/or Transfer Point as Alternate Routing 0 Transfer Point FBpn,CE Calif. Sch. for Deaf Notre Dame Casa N.S Blanca Library MADISON ST Arlington H.S. "ftl„„,,140(S0NSr Van Buren irAN Drive -In Q Es s 2 g GALLERIA AT TYLER GOLD LINE• 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 28 Gage M.S. 56I RIVERSIDE TRANSIT AGENCY Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. O MORENO VALL€ IMAL.65/141ORMARB LOOP ROUTE Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. IRONWOOD AVE «Counter -clockwise I Clockwise» MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 CENTERPOiN -o " TOWNGATE BLVD MORENO VALLEY FREDERICK & ALESSANDRO© ALESSANDRO BLVD 11.20 City Hall CACTUS AVE Kaiser MedicalOffia Sunnymead M.S. v s Moreno Valley H.S. COTTONWOOD AVE March ARS Legend I Map not to scale O Time and/or Transfer Point • Transfer Point z 0 w s HEMLOCK AVE Post Office SUNNYMEAD BLVD HEACOCK & SUNNYMEAD 11.19 EUCALYPTUS AVE HEACOCK & COTTONWOOD 11.18 Riverside County Superior Court ALESSANDRO & HEACOCK 11.20 v � MEYER DR _ JEK DR «Clockwise I Counter -clockwise» z v F. Badger Springs z M.S. ti 2 m w 0 r- 60 I RIVERSIDETRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O LA CADENA & 4Df E I DOWNTOWN RIVERSIDE - MERCED & MAGNOLIA Information Center (951)565-5002 RiversideTra nsit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing OTransfer Point County Mental Health La Sierra University SP 2 HOLE AVE �F9s Kaiser Hospital VAN BUREN & CALIFORNIA CASA 12.21 CP Riverside 4‘ Juvenile AN., \PP Hall RIVERSIDE Ruth Lewis Community Center/Reid Park CENTER ST ,—GARNER RD UNIVERSITY & LEMON'' ALAMOST GOLD LINE• 1.10.12 14.15.22.29.49.54 ® v 200.204.208.210 OMNITRANS 215 MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54.204 ORANGE & 10TH 10.12.13 10THST 2 COUNTY ADMINISTRATION CENTER =Riverside w z Fox lc Theater • UNIV. AVE RTSSELL ST a H Salvation Army Lel ti x Lel n Riverside County Administrative �T Center 14TH ST 10.12.13.54.200.208.210 Hall of Justice ARLINGTON AVE COUNTY v FARM RD Z JURUPA AVE LLJ RIVERSIDE CITY COLLEGE Janet Goeske Ctc STREETER & \PQ`YS' ARLINGTON 12.15 GALLERIA AT TYLER GOLD LINE • 1.10.12 13.14.15.21.27.200 Boarding diagram pg 28 91 ,Fy MAGNOLIA MERCED & Q�4�JF rFpo9 1.12.15 5 O FP MAGNOLIA '9BFT & ELIZABETH ' 1.12.13.14.15 20 0 0 64I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. rO N HUNTER PARKA ICRAE JiOMMFOSTATION - DOWNTOWN RIVERSIDE - GALLERIA AT TYLER Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale O Time and/or Transfer Point ® Altemate Routing • Transfer Point MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54.204 RIVERSIDE Norte 2 Vista dG H.S. 9F P��i ti - 2 " 4Gv- ARLINGTON & TYLER 13.15 T. Fy sT HUNTER PARK/UCR METROLINK STATION 13.52•METROLINK ut .4*06-s\so, PSS "' CHICAGO & UNIVERSITY ��j GOLD LINE• 1.13 as 14.22 6 �5. ORANG0THE ......................... o 10.12.13 .0 lF S�S�P A.99C21�9� V��0� LivrOary T F J], •" ' _ w -<J.S Stratton Community Center MARKET & 10TH 1 OTH ST 1.13.15 11THST MARKET Riverside & 11 TH Community 1 •13.15 Hospital Central M.S. MAGNOLIA & 15TH 1.13.15.50 Sierra M.S. yo - 9 Riverside \* F Airport Psi' ARLINGTON & MONROE 13.15 sf 0\° COLORADO & VAN BUREN 13.21 DPSS S\ASP P� sr-GALLERIA AT TYLER Ckw GOLD LINE• 1.10.12.13.14.15.21.27.200 Boarding diagram pg 28 RiversideRiverside... CityHall County Administrative Center RIVERSIDE CITY COLLEGE .y Riverside Plaza m ,00-- John North H.S. Post (-Office —0 9 COUNTY ADMINISTRATION CENTER 10.12.13.54.200 208.210 68 I RIVERSIDE TRANSIT AGENCY 14 Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. ION I GALLERIA AT T`IERRWII NTOWN RIVERSIDE - LOMA LINDA VA HOSPITAL Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RTA does not serve Mt Vernon Ave or Barton Rd except at Loma Linda hospitals. Omnitrans Route 325 serves Michigan Ave and Barton Rd. Legend I Map not to scale O Time and/or Transfer Point OTransfer Point Loma Linda LOMA LINDA University _,S�NQ,O 6E�NP�D\No COss S Plt MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54•204 UNIVERSITY UNIVERSITY & BROCKTON 14.22 CHICAGO & UNIVERSITY GOLD LINE• 1.13 14.2 Riverside Q Community Hospital . -GRAND co-�sV 2 TERRACE CENTER & MICHIGAN 14.0MNITRANS 325 HIGHGROVE 00 QAOSQE(t 2 s• 1 o 6 2 LOMA LINDA VA HOSPITAL 14.0MNITRANS 2 19.325•SBX Pass 125 DMV Riverside OOP' Plaza r1 BROCKTON ARCADE 1.10.14.15 GALLERIA AT TYLER GOLD LINE • 1.10.12 13.14.15.21.27.200 Boarding diagram pg 28 «TYLER ST Riverside Medical Center ao\Q� 9 9G University Village IOWA & BLAINE 1.10.14.51.52 IOWA & UNIVERSITY GOLD LINE• 1 .14.16.51 52.204 UNIVERSITY & LEMON GOLD LINE• 1.10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 California School >p� for the Deaf 4.2.Oy MADISON ST Cesar Chavez Community Center RIVERSIDE 72 I RIVERSIDETRANSIT AGENCY 15 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. iO N DOWNTOWN RIERIDID611AIRMO & MAGNOLIA Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE - DOWNTOWNMETROLINKSTATION 1.15.29.49.54.200.208.210.0MNITRANS 215 METROLINK•AMTRAK•SUNLINE 220 Boarding diagram pg 32 ................. �s UNIVERSITY &LEMON N�V 0 r GOLD UNE•1.10.12.14.15.22.29.49.54 Riverside lk 200.204.208.210.0MNITRANS 215 O 9 City Hall 10 �1%, 1Q�NS.t Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing fikTransfer Point 5 La Sierra University Norte Vista H.S. Loma Vista M.S. La Sierra Senior Center vx\ (S\ MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54.204 MAGNOLIA & 15TH 1.13.15.50 Riverside Community Hospital Central M.S. RIVERSIDE CITY COLLEGE 9 9 9G F Riverside Marry Plaza E Library sotsYO R I V E R S I D E ), BROCKTON 9� ARCADE 1.10.14.15 9G F ARLINGTON O a & MONROE Arlington Sp Square 2 Riverside 1 3.1 5 ARLINGTON �...--k Airport � & STREETER 12.15 O ARLINGTON & VAN BUREN 15.21 G9y J� d494 OQ�QP Q B/GO CQ`\� OAF Q' gP HOLE Mk. LA SIERRA & HOLE/PIERCE 12.15 �9 rFpLaSierra 9q MAGNOLIA & LA SIERRA GOLD LINE • 1 •15 O 4f4ce- D Q p/et e. Kaiser Hospital 2, Hillcrest H.S. l` sT 91 GALLERIA AT TYLER GOLD LINE • 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 28 J`c' QP Arizona M.S. LA SIERRA METROLINK STATION 15.200.00TA 794•METROLINK Boarding diagram pg 29 76I RIVERSIDE TRANSIT AGENCY 16 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. /p MORENOVALLE/10 tMOM Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale O Time and/or Transfer Point OTransfer Point UCR AT BANNOCKBURN GOLD LINE• 1.16.51 52.204 UCR CANYON 5 CREST DR `P40 GE \CIR• NERp� o MORENO VALLEY MALL 0 c 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 DAY ST Canyon MORENO o Springs VALLEY Plaza Target Canyon Crest OR z UNIVERSITY AVE AT Towne Center UNIVERSITY VILLAGE z. GOLDLINE•1.16.52 IOWA AV IOWA AT UNIVERSITY GOLD LINE•1.14.16.51 52.204 RIVERSIDE g�VD WHERE TO TRANSFER BETWEEN ROUTES 1 & 16 ION CANYON CREST DR i UCR AT BANNOCKBURN lEB•16EB 116O Bannockburn Village G UNIVERSITY TA VILLAGE • IOWA AVE UNIVERSITY AVE AT 4 UNIVERSITY VILLAGE 1 WB• 16WB 16 82 I RIVERSIDETRANSIT AGENCY Routing and timetables subject to change. Rutas y horados son sujetos a cambios. O PIGEON PASS RD SUNNYMEAD Riikt ft ObMMALLEY MALL - MORENO VALLEY COLLEGE Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Vista Heights M.S. Canyon Springs H.S. a e r s SUNNYMEAD RANCH SUNNYMEAD RANCH PKWY NB ONLY. y « CENTERPOINT DR Ynrem) TOWNGATEAVE H.S. 9G, COTTONWOOD & FREDERICK 11.18 s ▪ eNB ONLY w l� G1 H s o COTTONWOOD w & HEACOCK 11.18 MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 Legend I Map not to scale Q Time and/or Transfer Point as Alternate Routing • Transfer Point COTTONWOOD AVE MORENO VALLEY Badger PERRIS & Springs 3 ALESSANDRO M.S. J 18.19.20 m Vista JFKDR _ 6., Del Lago L.' H.S. ✓ GENTIAN AVE IRIS AVE» _.1.- ¢O KRAMERIA» U MORENO VALLEY Vista COLLEGE Verde 18.19.20.41 M.S. 90 I RIVERSIDETRANSIT AGENCY 19 MORENO VAiillrta610 Nos STATION TRANSIT CENTER - TRUMBLE RD Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Day and New Year's Day. Rutas y horarios son sujetos a cambios. O Y o SUNNYMEAD & HEACOCK rOjNNC/R _ 11.19 SUNNYMEAD BLVD MORENO VALLEY MALLCENTERPOINT DR 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 Legend I Map not to scale O Time and/or Transfer Point as Alternate Routing OTransfer Point MORENO VALLEY Val Verde H.S. March Mountain H.S. PERRIS & ALESSANDRO0ALESSANDRO BLVD 8.19.20 (� N 0 Badger Springs on M.S. � _ IRIS AVE ROSS/LO W E'S/ STARCREST 19.41 3 RAMONA EXPY 0 z MORGAN ST PERRIS Perris Valley Spectrum Walmart Perris 10 Theater NUEVO RD KRAMERIA AVE MORENO VALLEY OLLEGE 18.19.20.41 Perris Fairgrounds Service only during SoCal Fair PERRIS & RAMONA EXPY 19.41 ORANGE AVE Kindred Hospital Riverside PERRIS & NUEVO 19.27.30 0 Perris H.S. z JARVIS ST Perris City Hall PERRIS STATION 1 TRANSIT CENTER 1 9.19.22.27.28.30.61 TRUMBLE RD 74.208•METROLINK AT EXCEED Boarding diagram pg 31 E SAN JACINTO AVE W 4TH ST csca 0= V 94 RIVERSIDE TRANSIT AGENCY Zo Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. /O MAGNOLIA & ED/Alitfin IitETROLINK - RUMC - KAISER PERMANENTE - MOVAL COLLEGE Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE UNIVERSITY MEDICAL CENTER 20.31.41 Poly CENTRAL H.S. & VICTORIA 10.20 x m N ¢ ro Riverside Plaza MORENO BEACH DR ALESSANDRO BLVD Moreno Valley School District Moreno Valley Library ALESSANDRO© & PERRIS 18.19.20 NASON S>w LASSELLEST KAISER PERMANENTE HOSPITAL Post Ofhre 0A19 090NVSSPV MORENO VALLEY COLLEGE 18.19.20.41 111 PENINSULA CT° KITCHING ST PERRIS BLVD INDIAN ST ALESSANDRO O FREDERICKST & FREDERICK 11.20 Moreno Valley DAY ST City Hall MISSION GROVE PKWY SP a CC 3AV VIN3WV9N MORENO VALLEY MORENO VALLEY/MARCH FIELD METROLINK STATION 20.26 • METROLIN K Mission Grove Plaza TRAUTWEIN RD RIVERSIDE VICTORIA AVE z n n MAGNOLIA m & ELIZABETH 1.12.13.14.15.20 «MAGNOLIA AVE �DMV <� «BROCKTON AVE MISSION GROVE AT SOCIAL SECURITY 20.22.26 Legend I Map not to scale O Time and/or Transfer Point as Alternate Routing TO Transfer Point 102 RIVERSIDETRANSIT AGENCY SAN SEVAINEWA JURUPA VALLEY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O GALLERIA AT Tplilft&OONTFIVVILLAGE / FONTANA Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. ¢ MARLAY AVE n z n m _ Ajl n BANANA FJ m & CHERRY s ¢ z� o 21.49 CHERRY AVE ONIMTRANS 82 FONTANA Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point SAN BERNARDINO COUNTY COUNTRY VILLAGE 21.49.204 BEN NEVIS BLVD MISSION BLVD RIVERSIDE COUNTY g GLEN AVON Glen Avon Library IurupaValley H.S. Mira Lama JURUPA RD M.s. PEDLEY LIMONITE AVE ETIWANDA & LIMONITE 21.29 w ¢ LIMONITE & ARCHER/COLLINS 21.29 Riverside County Animal Control ARLINGTON AVE z Pedley Metrolink Station o ARLINGTON & VAN BUREN z 15.21 z co m J� oQ�PP RIVERSIDE Walmart GALLERIA AT TYLER GOLD LINE•1.10.12 13.14.15.21.27.200 Boarding diagram pg 28 �PGN0.\\' v� ti CALIFORNIA &VAN BUREN 12.21 Arlington Library 106 RIVERSIDE TRANSIT AGENCY is DOWNTOWN RIDEDIWi - akkiS STATION TRANSIT CENTER Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Day and New Year's Day. Rutas y horarios son sujetos a cambios. UNIVERSITY & BROCKTON 14.22 MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54.204 UNIVERSITY & LEMON GOLD LINE • 1 •10.12 MISSION INN 14.15.22.29.49.54 200.204.208.210 UNIV. AVE {5' � 7 OMNITRANS 215 Post Office CHICAGO & CENTRAL 22.51 CHICAGO & UNIVERSITY GOLD LINE• 1 •13 14.22 lG Mission 13; Grove Plaza �F Social Security TRAUTWEIN RD % Office & VAN BUREN AVE. 22.27 VAN BUREN» Martin p Luther o King o LB H.S. Citrus Hill H.S. MARIPOSA a WOODCREST o69 /0 —OP /Y MISSION GROVE AT SOCIAL SECURITY 20.22.26 O Legend I Map not to scale O Time and/or Transfer Point OTransfer Point RIVERSIDE a E. OLEANDER AVE n Markham St RIDERST CAJALCO & CLARK 22.41 MEAD VALLEY CAJALCO RD Mead Palley Library PERRIS PERRIS STATION TRANSIT CENTER 9.19.22.27.28.30.61 74.208•METROLINK Perris Boarding diagram pg 31 City Han SAN Senior JACINTO AVE Center 4TH ST 1101 RIVERSIDE TRANSIT AGENCY 23 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. GRUWELLPALOMAR & CENTRAL II 8.23 L< 10 «CENTRAL z CC TEMECULA - MQRtifitTki AMOMAR Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. «CATT 04,.04,47 A Wildomar 3/4 0 - z City Hall Qo- Inland Palley i ii Medical Center WILDOMAR Ts \430 .j MURRIETA VALLEY ,pile HIGH SCHOOL \14\ ,r Kp l •• " HANCOCK & TS,• 'jPRst �'. li N\QE�Sj : LOS ALAMOS LOS ALAMOS & \� MURRIETA 23•61 WHITEWOOD g HOTSPRINGSRp Q LOSALAMOSRD 23.61.208 1. Murrieta ?i +6j. City Hall 90 ,4 E o�&Senior ;' o � RANCHO SPRINGS x l' enter F,r�• 4,-, MEDICAL CENTER F` F'e, F 5 Q urrieta \P O 'rO Town CenterP�' ' MULLIGAN FAMILY y WALMART �Q ` FUN CENTER 9GF` �J 7EQUITY&YNEZ�G9��Fs 94, 23.24.55.61.79.217 T,1;00 loy& SS z m O, Legend I Map not to scale 0 Time and/or Transfer Point ® Altemate Routing OT Transfer Point MURRIETA CLINTON KEITH RD VISTA MURRIETA HIGH SCHOOL 23.202.205.206 G 9y C /PTO ye y/Po 0 c FPG/T 2G5',pD ._0 ` •_ � oy *OLASR COUNTY CENTER 23.24.55.61.79.217 TEMECULA Rancho Temecula Town Center 400-1 SZERRD WINCHESTER Promenade & NICOLAS `z Mall n 23.55.79 N G1 a a a ?' n O Grace Mailman Community Library Chaparral High School 114I RIVERSIDE TRANSIT AGENCY 24 Routing and timetables subject to change. Rutas y horarios son sujetosa cambios. COUNTY CENT ,fr MilICfiANOMFffSORT- TEMECULA VALLEY HOSPITAL Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. EQUITY & YN EZ 0 23.24.55.61.79.217 ,��.Y FPGT`O Riverside 4i Grace County OQ Mellman •Assessor �Q Community ' �2. Library J�� ChapanalHS COUNTY CENTER --" 7 @ WINCHESTERRD 23.24.55.61.79.217 TEMECULA STAGE STOP Post office 24.79 4 1F Old Town 9� 6TH ST of s� Palm Plaza Promenade Z Mall N 0 is SOLANA WY Tower Plaza r 0 MAIN ST o 0 o Temecula z City Hall 1ST Temecula E.S. Town ar. Target RANCHO CALIFORNIA RD Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing OTransfer Point TEMECULA Margarita M.S. Palomar Village 3 a a a Temecula Valley H.S. "1184 RD Temecula Valley Hospital DEPORTOLA �9 'DF( 446,A y�v PECHANGA RESORT TEMECULA PKWY 79 0-Walmart VAIL RANCH PKWY RED wtoo WY Birdsall Sports Park PEPPERCORN DR E k Great Oak H.S. 118 I RIVERSIDE TRANSIT AGENCY 26 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O MORENO VALIIMMITROUNK9TATION - ORANGECREST - MORENO VALLEY MALL Information Center (951)565-5002 RiversideTra nsit.com RTABus.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point MORENO VALLEY RIVERSIDE ALESSANDRO BLVD Walmart Superrenter \ MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 60 TOWN CIR G a I— I- n * K o ��P��P�� *� m z .\p� ci z v, 0 a EAST LOOP MORENO VALLEY/ Mission MARCH FIELD Grove j METROLINK Plaza 2 MISSION GROVE AT STATION SOCIAL SECURITY 20.26•METROLINK 20.22.26 «MISSION GROVE PKWY z WEST LOOP 0 ORANGE TERRACE PKWY ORANGECREST 122 RIVERSIDE TRANSIT AGENCY 27 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. OE GALLERIA AT TnEeLPIRMEARTION TRANSIT CENTER Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing OTransfer Point PERRIS STATION TRANSIT CENTER 9.19.22.27.28.30.61 74.208•METROLINK Boarding diagram pg 31 C ST o • ^ J� ▪ L< PERRIS & NUEVO PERRIS BLVDOerris 19.27.30 High School GALLERIA AT TYLER GOLD LINE• 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 28 MOCKINGBIRD CANYON RD OD WASHINGTON STO 9G A0.°‘ Van Buren Drive -In Theater California Citrus State Historic Park WOOD RD TRAUTWEIN RD 0 TRAUTWEIN RD n & VAN BUREN AVE Orange Terrace y Community renter MLK HIGH SCHOOL OL 22.27 ORANGE TERRACE & VAN BUREN AVE 26.27 Riverside National Cemetery a z CO c z n a 124I RIVERSIDETRANSIT AGENCY is Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. OL PERRIS STATIO5Drfl ltit1-CROLN & FLORIDA Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale 0 Time and/or Transfer Point PERRIS STATION TRANSIT CENTER 9.19.22.27.28.30.61 74.208•METROLINK Boarding diagram pg 31 -t‘ �P O «SHERMAN RD ESQ 4 «PALOMAR �Q MENIFEERD Heritage High School BRIGGS RD LEON WINCHESTERRD C ST n 0 PERRIS BLVD PERRIS ROMOLAND HOMELAND HEMET HEMET VALLEY MALL 28.31.32.33.42.74.79.217 • EB» 3E «KIRBYST it E «BGILMORE ST Hemet wB « LYON AVE City Hall v G SAN JACINTO ST z s FLORIDA & SAN JACINTO 28.32.33 Valle Vista Library GRANT AVE» a FAIRVIEW AVE «LINCOLN AVE < PALM AVE VALLE VISTA 128 I RIVERSIDETRANSIT AGENCY 29 Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. O> DOWNTOWN R[DE8E101/111M111PAVALLEY - EASTVALE Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. LIMONITE & HAMNER Eastvale Gateway EASTVALE HAMNER AVE r, z c a Yemola © ETIWANDA Marketplace & LIMONITE GOODMAN WAY 21.29 ETIWANDA AVE n o o AMAZON ARCHERSL z EASTVALE LIMONITE& COLLINSST n 3.29 ARCHER/COLLINS ••••• 21.29 vp�gO�ONIM O PEDLEY RDOJURUPA PEDLEY METROLINK lurupa74 ¢ STATION Cinemas z 0 PEDLEY Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing OT Transfer Point DeAnzaPlaza CAMINO REAL JURUPA �9G VALLEY F 'a"fCi F9G F RUBIDOUX aL0\S \°P�`L Post Office "fife Rubidoux .. H.S. RUBIDOUX 000 6 & MISSION 29.49 co RIVERSIDE UNIVERSITY & LEMON GOLD LINE • 1 •10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 VINE ST Fairmount Fox Park Theater MARKETST RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.54.200.208 210.0MNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Boarding diagram pg 32 9 9 134I RIVERSIDE TRANSIT AGENCY 30 PERRIS STATIODf S501104(liiTER (WEST LOOP) - MAY RANCH (EAST LOOP) Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subjectto change. Day and New Year's Day. No weekend service on West Loop. Rutas y horarios son sujetos a cambios. 0 Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point WEST LOOP WESTON RD RAMONA EXPY MAY RANCH MORGAN ST EVANS &RIDER `%%0 30.41 MAY EAST E RIDER -RANCH O LOOP WALNUT d m CC CC Walmart PERRIS & NUEVO 19.27.30 Perris Senior Center Perris City Hall c PERRIS STATION W ^ n TRANSIT CENTER a 4 9.19.22.27.28.30.61 74.208. SAN IACINTr 9 Boarding diagramLlNK pg 31 NTH ST Metrolink Library 7TH ST 11TH ST PERRIS BLVD & CASE RD / 11TH ST 30.74 Perris N.S. < 0 .W 4TH ST EB NUEVO RD CITRUS AVE v Post PERRIS af`e ELLIS AVE 9p SAN JACINTO AVE a a n 138 I RIVERSIDE TRANSIT AGENCY Routing and timetables subjectto change. Rutas y horarios son sujetos a cambios. HIGHLAND SPRINGS AVE h z Z COMMERCE WAY HEMETVALLEY-3ArgA t941T0 - BEAUMONT - BANNING - MORENO VALLEY Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Shared Stops: RTA and Pass Transit honor each others Day and 30-Day passes at shared stops. SUN LAKES MO BFAEy0 � AT VILLAGE 4.r31 •PASS TRANSIT 2f*,2- os BEAUMONT WALMART 31.210 SUNLINE 220 PASS TRANSIT 8E4 AUTO MALL PKWY Super Walmart Stoneridge Towne Centre a KITCHING ST NASON ST MT. SAN JACINTO COLLEGE 31.32.74.217 / NO BUENA VISTA & DEVONSHIRE 31.33 x BUENA '¢ AVISTA ST a ��" City ¢ 3 Hon a w '▪ ¢ o NR FILBERT z a o N o w sc " z m LL 74 ¢ ▪ PALM SAN o a AVE K JACINTO HEMETLYONAVE a RIVERSIDE UNIVERSITY MEDICAL CENTER 20.31.41 MORENO VALLEY a SENIOR CENTER 19.31 PERRIS BLVD MORENO VALLEY FREDERICKST MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 Y CC a GILMORE ST » 101 Unified n School � District HEMET VALLEY MALL 28.31.32.33.42.74 79.217 Legend I Map not to scale Q Time and/or Transfer Point OTransfer Point 142 I RIVERSIDE TRANSIT AGENCY 32 HEMET VALLEYINciit-Nal g1119ACINTO COLLEGE Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subjectto change. Day and New Year's Day. Rutas y horarios son sujetos a cambios. O Legend I Map not to scale • Time and/or Transfer Point ® Alternate Routing • Transfer Point SAGECREST DR 411410kb2) �RAMONA EXPY SAN 0:4 JACINTO L, 0 DEVONSHIRE AVE 4?SanJacinto Senior Center ESPLANADE & SAN JACINTO 32.42.74 HEMET VALLEY MALL 28.31.32.33.42.74 79.217 7a MT. SAN JACINTO COLLEGE 31.32.74.217 San Jacinto City Hall Regal San Jacinto Metro 72 0 Super v Walmart z MENLO AVE SAN JACINTO & LATHAM 32.33 LATHAM AVE I Hemet FLORIDA AVE z City Hall Acacia o Acacia Ave M•S• o z Hemet c Unified School MAYBERRY AVE District m STETSON CENTRAL ,a n THORNTON AVE MAIN ST North Mountain M.S. 7TH ST COMMONWEALTH AVE OE HEMET VANS ST 146 I RIVERSIDETRANSIT AGENCY 33 Routing and timetables subject to change. Rutas y horarios son sujetos a eambios. 40 28.33 HEMET VALLEYfaplItt-SAilOERSON & THORNTON - STANFORD & STETSON Information (enter (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. ��74 zo FLORIDA & STANFORD N STANFORDSTDarts Hemet z south MS H.S. o z G CC SAN JACINTO & OAKLAND 32.33.74 it CC i G FLORIDA & SAN JACINTO 28.32.33 DPSS f w Hemet Valley 0 >t Medical Center WESTON 0 Simpson Senior Center LYON AVE STATE PALM AVE DEVONSHIRE AVE » « BUENA VISTA ST DARTMOUTH ST m HEMET )7. Gilmore St HEMET VALLEY MALL o �'� 28.31.32.33.42 �r�r,o�r�r n 74.79.217 c ¢ Social Security Office z Target 74 CAWSTON AVE Tahguitz High School Legend I Map not to scale OTime and/or Transfer Point ® Alternate Routing SANDERSON AVE EAST HEMET SANDERSON &THORNTON 33.74.79 z Super o�Walmart; z J a CAWSTON AVE m 1501 RIVERSIDE TRANSIT AGENCY LAKE ELSINORE:11M N One- QUAIL VALLEY - MENIFEE - SUN CITY Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, subject to change. Christmas Day and New Year's Day. Rutas y horarios son sujetos a cambios. /O m Menifee Valley Medical Center HERITAGE LAKE DR SUN CITY BLVD» LINDENBERGER RD 'gym Sun City library BRADLEY RD CHERRY HILLS BLVD SUN CITY QUAIL VALLEY FIRE STATION Legend I Map not to scale O Time and/or Transfer Point 0 Menifee � City Hall z HAUN RD MENIFEE MT. SAN JACINTO COLLEGE MENIFEE 40.61.74 La Piedra Rd ER /Antelope Rd WR EVENS RD ¢_ Kay Ceniceros NEWPORT& Senior Center MURRIETA 40.61 MURRIETA RD QUAIL VALLEY GOETZ RD MAIN GATE CANYON LAKE Canyon Lake @O City Hall �`.) JOB LAKE ELSINORE WALMART 8.40 154 RIVERSIDE TRANSIT AGENCY MEAD VALLEYMOWN 'f` gt!ER - MORENO VALLEY COLLEGE - RUMC Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Rutas y horarios son sujetos a cambios. O Day and New Year's Day. Legend I Map not to scale O Time and/or Transfer Point 0 Transfer Point MEAD VALLEY MORENO VALLEY i CAJALCO & z `o` Val CLARK s- P� Verdes 22.41 ,¢"„ y H.S. w 1O 9�G/ m l G CAJALCO RD l9GF MORGAN ST ROSS/LOWE'S/Ross STARCREST RIDER ST— MEAD VALLEY 9.41 COMMUNITY CENTER RIVERSIDE UNIVERSITY MEDICAL CENTER 20.31.41 n 0 z CACTUS AVE JFK DR GENTIAN AVE IRIS AVE MORENO VALLEY COLLEGE 18.19.20.41 5 KRAMERIA AVE s VIA DE ANZA PERRIS & RAMONA EXPY 19.41 RAMONA EXPY PERRIS RIDER ST Vista Del Lag° H.S. Rancho Verde H.S. EVANS & RIDER 30.41 158 I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ►O N HEMET VALLEYWI tt-5ANOAUNTo - SOBOBA CASINO Information Center (951)565-5002 RiversideTra nsit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale Time and/or Transfer Point SAN sT97 JACINTO 4' 1�- �O Riverside County �1, Q A Child Support Services L�fio QQS� 9"if i`< F SOBOBARD SOBOBA CASINO Soboba Springs QMobile Home Estates 5� oF9 �<, l OF 9�/�104i., San Jacinto SAN JACINTO civil/ COMMUNITY FB CENTER SAN JACINTO & ESPLANADE �Gt,G 32.42.74 z y39BG St s9ti fr •Q• EXCEED HEMET �O o� �9Fst HEME3VALL42 MALL it"'a .74 79.217 �O M0/q FXPy Super Walmart 162 I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ►O SAN BERNARDINO COUNTY RIVERSIDE COUNTY DOWNTOWN RiS/EftgicglatifitRY VILLAGE - FONTANA Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RUBIDOUX VAIIEYWY BANANA & CHERRY 21.49 ONIMTRANS 82 Glen Avon Heritage Park RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.54.200.208.210.0MNITRANS 215 METROLINK•AMTRAK•SUNLINE 220 Boarding diagram pg 32 RIVERSIDE A -r r9G F O O MISSION & G14.G RUBIDOUX o 29.49 JO 0 �\SSV Eddie Smith DPSS Louis Senior Robidoux Center Library © .4440 The Cove 990 Waterpark CAMINO REAL Patriot H.S. o PYR/TEST m z 0 © PEDIEyRD PEISPgRST BANANA AVE Fi ,J `oJ�ti��Qo a -1 MULBERRY AVE • COUNTRY VILLAGE 21.49.204 P� Fox + S� Thea��P��9�e> J�J'c G# UNIVERSITY & LEMON GOLD LINE• 1 •10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 JURUPA VALLEY GLEN AVON Legend I Map not to scale O Time and/or Transfer Point sO Transfer Point 166 I RIVERSIDE TRANSIT AGENCY 50 JURY TROLLEY Draft 5/10/19 Information Center (951)565-5002 RiversideTra nsit.com RTABus.com Routing and timetables Runs Monday — Thursday Only. No service on Fridays, weekends or: New Year's Day, MLK subject to change. Day, Lincoln's Birthday, President's Day, Washington's Birthday, Cesar Chavez Day, Memorial Day, Rutas y horarios son sujetos a cambios. Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day, Christmas Day. ►O N Riverside City HalRersi ST de County 10TH ST ivCourt House 11TH ST County . Riverside Administration 12TH ST G Hall &Justice Center MAGNOLIA & 14TH W/B 1.13.15.50 Riverside Community Hospital MAGNOLIA & 15TH E/B 1.13.15.50 RIVERSIDE Calvary Presbyterian Church Parking Lot (nearest stop 14th& Magnolia) EDEN LUTHERAN CHURCH FIRST UNITED METHODIST CHURCH OF RIVERSIDE 0 z 14TH ST. t= z � 0 ▪ 15TH ST Legend I Map not to scale Q Time and/or Transfer Point OS Stop OT Transfer Point w/B Westbound E/B Eastbound Riverside City College MAGNOLIA & TERRACINA E/B 1.13.15.50 170 I RIVERSIDE TRANSIT AGENCY 57 CREST CRUISEIDraft 5/10/19 UCR - CANYON CREST TOWNE CENTRE Information Center (951)565-5002 RiversideTra nsit.com RTABus.com Routing andtimetables No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, subjectto change. Christmas Day and New Year's Day or days when school is not in session. Rutas y horarios son sujetos a cambios. O Andulka Park Rite -Aid Library Q 0 i Riverside County Workforce Centel Stater Brothers UNIVERSITY VILLAGE Q &VILLAGE TOWERS APTS o O 1.14.16.51.52 Citibank Food 4Less Bank of America Post Office VASSARS? 400 ONIVER.SIryAVE SPROcES IOWA & BLAINE 1.10.14.51.52 VILLAGE TOWERS Riverside APARTMENTS Sports Complex University B Village 14/4S 1> .ro 9 Bannockburn 2 Village IOWA AT UNIVERSITY GOLD LINE• 1.14.16.51 52.204 UCR AT BANNOCKBURN GOLD LINE • 1 •16.51 0 52.204 y a UCR LOT 30 16.51.208.210 SUNLINE 220'' .. RIVERSIDE CHICAGO & CENTRAL 22.51 CEN Legend I Map not to scale O Time and/or Transfer Point O Stop OTransfer Point R OE 4 Qp0 ss� Ralph's Allies Hallmark G Post Ofhce Rite -Aid • f, c v a Lot 440/VrEVIST4 0 8 N Ploto CANYON CREST TOWNE CENTRE 16.51 UCR 172 I RIVERSIDE TRANSIT AGENCY 52 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O HUNTER PARKEI iGI Mb7ROM STATION TO UCR Information Center (951)565-5002 RiversideTransit.com RTABus.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE ¢ 0 MARLBOROUGH AVE SPRUCEST MASSACHUSETTS AVE HUNTER PARK/UCR METROLINK STATION 13.52 • METROLINK IOWA & BLAINE 1.10.14.51.52 BLAINEST Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point 0 UNIVERSITY VILLAGE & VILLAGE TOWERS APTS 1.14.16.51.52 IOWA AT UNIVERSITY GOLD LINE • 1 •14.16.51 52.204 LINDEN ST University Village Towers Riverside Sports Center University Plaza Apartments UCR AT 0 BANNOCKBURN GOLD LINE • 1 •16.51 UNIVERSITY AVE 52.204 UNIVERSITY AT UNIVERSITY VILLAGE GOLD LINE• 1 •16.52 UCR 174I RIVERSIDE TRANSIT AGENCY Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. O RIVERSIDE-DO®N30N10/19 METROLINK SHUTTLE EVERYONE RIDES FREE No service on weekends or: New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day. MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54.204 COUNTY ADMINISTRATION CENTER 10.12.13.54.200 208.210 7.gTysj Legend 1 Map not to scale 0 Time and/or Transfer Point O Stop OTransfer Point Mission Inn Hotel &Spa UNIVERSITY & LEMON GOLD LINE• 1 •10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 F RIVERSIDE (91) /o4,41/4/9p F RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.54.200.208 210.0MNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Boarding diagram pg 31 176 RIVERSIDE TRANSIT AGENCY 55 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O PROMENADE I f#FFAifilItY®N EVERYONE RIDES FREE No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. TEMECULA FG-4 TOWNSHIPRD s EQUITY & YNEZ A NpRVES 23.24.55.61.79.217 o EQUITy DR. N y `�N, �R, COUNTY CENTER 6rateMellman 23.24.55.61 .79.217\ Community Library HgRgroAt Chisrral 4C The Promenade' 4,49 Fj,,9 at Temecula •/Se c p0 ROMENADE MALL 55.79.202.205.206 Palm Plaza Q 208.217 Shopping Center ExendedStayricao.nos\y's O� Costco( z «OVERLAND DR O a Rancho Temecula Town Center S90 WINCHESTER & NICOLAS 23.55.79 Abbot Laboratories Legend I Map not to scale O Time and/or Transfer Point O Stop OTransfer Point 1781 RIVERSIDE TRANSIT AGENCY PERRIS STATIO®TRINSMONIIS - SUN CITY - MENIFEE - MURRIETA - TEMECULA Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas subject to change. Rutas y horarios son sujetos a cambios. ,„ Day and New Year's Day. aSAN1ACINTO SOUTH PERRIS o METROLINK STATION PERRIS s4,2 61.74.208•METROLINK r. C.gse ELLIS NB vNN/r PERRIS STATION TRANSIT CENTER 9.19.22.27.28.30.61 o 74.208•METROLINK �' 0'' <ETHANAC Boarding diagram pg 31 a MCCALLBLVD 6 � CHERRY HILLS �z �` & BRADLEY SUN o� 5 ,<ENCANTODR 40.61.74 CITYo HANCOCK& LOS ALAMOS 23.61 SQL Rancho OSQ ¢ Medi al Center O Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing 0 Transfer Point SunOtyL=tbrary MENIFEE W a a s a v = Z r � = Menifee o o City Hall NEWPORTRD Countryside LA PIEDRA RD LA PIEDRA RD Marketplace MAPLETON ST» KELLER RD» MT. SAN JACINTO COLLEGE MENIFEE 61.74 a z 0 0 SCOTT RD GLADIOLUS AVE Bqh. Loma Linda fA/10, University Target LINNELLN =_MedicalCenter INTON KEITH RDA W Vista Murrieta H.S. O��O 'Zs p$ MURRIETA 0 r MURRIETA HOT 1.W SPRINGS RD 99c TEMECULA 15 s-, COUNT, COUNTY CENTER EQUITY&YNEZ CENTERDR 23.24.55.61.79.217 23.24.55.61.79.217 4ti ie 11 Temecula Promenade Mall 19; 180 I RIVERSIDETRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. SAN JACINTO - RENO 51(Atfi - SUN CITY- PERRIS Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. MT. SAN JACINTO Super Walton EGE COLLEGE 74.217 SAN JACINTO AVE SAN JACINTO & ESPLANADE SanJacinto 0JA7Snto an 32.42.74 ..,1^ Senior Center DPSS QQ STATE ST SAN JACINTO PERRIS STATION TRANSIT CENTER 9.19.22.27.28.30.61 74.208•METROLINK Boarding diagram pg 31 LYON AVE» tfs z �( 0 0 KIRBYST HEMET /O Legend I Map not to scale Q Timeand/orTransferPoint ® Alternate Routing Transfer Point «GILMORE ST HEMET VALLEY MALL 28.31.32.33.42.74 79.217 SANDERSON AVE Super Wa!mart 0 z - r Z WARREN RD SANDERSON &THORNTON West Palley 33.74.79 H.S. WINCHESTER WINCHESTER RD SOUTH PERRIS METROLINK STATION 61.74.208•METROLINK «GOETZ SIMPSON & WINCHESTER Post Office 74.79 MENIFEE Meni fee Valley Medical Center m • V ¢ V L." MURRIETARD 0 F� cc �c OA a CHERRY HILLS & BRADLEY MENIFEE RD» 40.61.74 SUN CITY BLVD = PERRISBLVDv' PERRIS SUN CITY CC MT. SAN JACINTO COLLEGE MENIFEE 61.74 Meni fee Community o Center and Park ANTELOPE RD» BRADLEY RD 5 5 Meni fee Countryside Marketplace a 184I RIVERSIDETRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. HEMET - WINCHINTER 3tmittra Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale Time and/or Transfer Point Oi Transfer Point SANDERSON &THORNTON 33.74.79 Target SIMPSON & Super'. WINCHESTER Walmart .. n 74.79 Post Office MUSTANG WAY QA a West Valley z WINCHESTER RD&SIMPSON RD g SIMPSON T H.S. m HEMET VALLEY MALL 28.31.32.33.42.74 79.217 DEVONSHIRE AVE WINCHESTER RD & POURROY RD/WHISPERING HEIGHTS WINCHESTER E' CC ALGRAVE AVE Sottli l o� 9 THOMPSONRD 3 «TEMEKUST < MAGDAS COLORADAS ST co n r i Y HEMET FRENCH VALLEY MURRIETA TFCy BRIGGSRDn AULDRD SOUTHWEST NQ ( JUSTICE toG/ CENTER 4q� French Valley yo�ggq�TPA =O� Airport Sheriff Siouan COUNTY CENTER Gl„ 23.24.55.61.79.217 Chaparral EQUItY&YNEZ H.S. 4t- r • 23.24 55.61.79.217 2_ COUNTY CENTER DR; to ORv Grace Mellman .. Community Library 0\1' S\)N°)1s �r c7 tQ' NICOLAS RD WINCHESTER & NICOLAS 23.55.79 TEMECULA TEMECULA STAGE TEMECULA STAGE STOP '.. MORENO RD 5. 24.79 6TH & FRONT 60)' sy «SB ONLY a « N GENERAL KEARNYRD 7 OVERLAND DR . PROMENADE MALL 55.79.202.205 206.208.217 188 I RIVERSIDETRANSIT AGENCY 200 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ION SAN BERNARDI Iitr aftlINISI 09ANAHEIM Information Center (951)565-5002 RiversideTransit.com RTABus.com Sunday service on: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. On these holidays, the Route 200 bus will not enter the San Bernardino Downtown Transit Center and instead will stop just outside the center on W. Rialto Ave. SAN BERNARDINO DOWNTOWN TRANSIT CENTER 200.0MNITRANS•WfA•PASS TRANSIT MOUNTAIN TRANSIT•METROUNK SAN BERNARDINO to Downtown Riverside UNIVERSITY & LEMON cc GOLDLINE•1.10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 W LEMON & 12TH GALLERIA AT TYLER GOLD LINE • 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 28 Legend I Map not to scale O Time and/or Transfer Point 0 Stop RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.54.200.208 210.0MNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Boarding diagram pg 32 (Across from Riverside -Downtown MetrolinkStation) VINE STREET (Bay F) RIVERSIDE 0 9y v 9G F LA SIERRA METROLINK STATION 15.200.0CTA 794•METROLINK Boarding diagram pg 29 MEATS &TUSTIN ORANGE VILLAGE AT ORANGE 200.205.00TA 24.42 46.50.71.167.213 c, ANAHEIM 6E Nit ® ..a Anaheim DISNEYLAND 0 © Convention OCTA •ATN•LA METRO s Center O m (KATELLA & HARBOR) m 3 Angel Stadium w 0 tJ 1.1 COMMUTEF'LINK 192 I RIVERSIDE TRANSIT AGENCY 202 MURRIETA - TEIRIE4101j/10/19 OCEANSIDE TRANSIT CENTER Information Center (951)565-5002 RiversideTransit.com RTABus.com No service on: Memorial Day, Thanksgiving Day, Christmas Day and New Year's Day. N GENERAL KEARNYRD PROMENADE MALL 55.79.202.205 206.208.217 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. MURRIETA o KA/44IAST 0 z G MURRIETA HOT SPRINGS RIVERSIDE COUNTY 0\ v. TOWN CENTER NORTH 202•NCTD eGL� 9sS es 4-)y5IP l! o Ati�` i, ,��, CENTER P�OCEANSIDETRANSIT 'f��• 02•COASTER•NCTD p)CQ UND.AMTRE l� CALI R/ METROLINK OCEANSIDE SAN DIEGO COUNTY PARK -AND -RIDE LOT 19 A9! 9 O Legend I Map not to scale Q Time and/or Transfer Point O Stop MULLIGAN FAMILY FUN CENTER 23.202.205.206[�vC�0 x 0 FALLBROOK Route may be deviated due to traffic conditions. COMMUTEF LINK 196 I RIVERSIDE TRANSIT AGENCY 204 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. OE UCR - DOWNTONpIr MEMPINVOTARIO MILLS MALL - MONTCLAIR TRANSCENTER Information Center (951)565-5002 RiversideTransit.com RTABus.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. Legend I Map not to scale O Time and/or Transfer Point O Stop • Transfer Paint UNIVERSITY & LEMON GOLD LINE• 1.10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 54.204 MISSION BLVD- PEDLEY RD» MARKET ST Country Village Park -And -Ride ucR RIVERSIDE « CANYON CREST DR UCR ATBANNOCKBURN GOLD LINE•1.16.51.52.204 IOWA AT UNIVERSITY GOLD LINE• 1.14.16.51 52.204 RIVERSIDE COUNTY ONIONVNR38 NVS MONTCLAIR TRANSCENTER 204.0MNITRANS 66.85 88.209• FOOTHILL TRANSIT METROLINK MONTCLAIR MILLIKEN AVE NB ONLY, r r eSB ONLY a c ONTARIO ONTARIO MILLS MALL 204.0MNITRANS 61.81 82.209 a MULBERRY AVE COUNTRY VILLAGE 21.49.204 Route may be deviated due to traffic conditions. COMMUTEFLINK 200 I RIVERSIDETRANSIT AGENCY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. TEMECULADAMBETIIVIAKE ELSINORE - CORONA TRANSIT CENTER - ORANGE Information Center (951)565-5002 RiversideTransit.com RTABus.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. PROMENADE MALL 55.79.202.205.206 - 208.217 9cy P� ✓ 4 ; ac9 90 O 5 N GENERAL KEARNYRD OVERLAND DR LAKE ELSINORE OUTLET CENTER PARK & RIDE 8.9.205.206 CORONA TRANSIT CENTER GOLD LINE•1.3.205.206 CORONA CRUISER BLUE, RED METROLINK Boarding diagram pg 17 Dos Lagos TEANYON yt CNYON» �5. 9 C O MAIN to GRAND SEE INSET irO <TEMESCAL CANYON Tom's Farms ORANGE TEMECULA MURRIETA �a SEE INSET MULLIGAN FAMILY FUN CENTER 23.202.205.206 LAKE ELSINORE Legend I Map not to scale O Time and/or Transfer Point • Stop CANAL ST VILLAGE AT ORANGE 200.205.0CTA 24.42 46.50.71.167.213 COMMUTERLINK 202 I RIVERSIDE TRANSIT AGENCY 208 TEMECULA- MURRINciftElffila ongNO VALLEY- DOWNTOWN RIVERSIDE Information Center (951)565-5002 RiversideTransit.com RTABus.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. O Routing and timetables subject to change. RIVERSIDE Rutasy horarios son sujetos a cambios. UCR LOT 30 MORENO VALLEY • • UNIVERSITY & LEMON GOLD LINE • 1 •10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 MISSION INN AVE 14TH ST \ MLK BLVD COUNTY ADMINISTRATION CENTER 10.12.13.54.200.208.210 RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.54.200.208 210.0MNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Boarding diagram pg 32 COMMUTERLINK MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 s G w ✓ SAN JACINTO AVE PERRIS STATION TRANSIT CENTER 9.19.22.27.28.30.61 74.208•METROLINK Boarding diagram pg 31 m d - q SOUTH PERRIS METROLINK STATION 61.74.208•METROLINK Legend I Map not to scale O Time and/orTransferPoint ® Alternate Routing • Stop • Transfer Point B, 49e MURRIETA PROMENADE MALL 55.79.202.205.206 y 208.217 9c9 9� O 15 N GENERAL KEARNY RD PERRIS Route may be deviated due to traffic conditions. LOS ALAMOS & WHITEWOOD \O.,g)S 23.61 •208 P�P�O 206 I RIVERSIDETRANSIT AGENCY RI S a-§EALMOR- PALM DESERT Information Center (951)565-5002 RiversideTransit.com RTABus.com No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. FIR & NASON 31.210•SUNLINE 220 UNIVERSITY & LEMON GOLD LINE• 1 •10.12 14.15.22.29.49.54 200.204.208.210 OMNITRANS 215 0 MISSION INN AVE Vine St efie Layover 14TH ST MLK BLVD ZONE CABAZON - RIVERSIDE BEAUMONT CASINO WALMART MORONGO 0O MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 COUNTY ADMINISTRATION CENTER 10.12.13.54.200.208.210 RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.54.200.208.210 OMNITRANS 215•METROLINK AMTRAK•SUNLINE 220 Boarding diagram pg 31 ION Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ZONE 2 THOUSAND PALMS -PALM DESERT SUNLINE TRANSIT HUB (Varner & Harry Oliver Trail) PALM DESERT MALL (Town Center Way & Hahn Rd) Legend I Map not to scale O Time and/or Transfer Point Os Stop OT Transfer Point RTA PASSES AND GO -PASS, U-PASS AND CITY PASS PROGRAMS ARE NOT ACCEPTED ON SUNLINE 220. RTA ACCEPTS SUNLINE PASSES AT SHARED STOPS. For more information about Route 220, contact SunLine: (800) 347-8628 COMMUTERLINK 208 I RIVERSIDETRANSIT AGENCY EQUITY & YNEZ 23.24.55.61.79.217 217 SAN JACINTO - HENtE) rgYK tel g ESCONDIDO Information Center (951)565-5002 RiversideTransit.com RTABus.com Routing and timetables No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, subject to change. Christmas Da and New Year's Da Rutas y horarios son Y Y• MT. SANJACINTO sujetos a cambios. HEMET VALLEY MALL COLLEGE 28.31.32.33.42.74 31.32.74.217 79.217 O Legend I Map not to scale Q Time and/or Transfer Point ® Alternate Routing 0 Stop DEVONSHIRE AVE Y m <�a Hemet Transit Depot I LATHAM AVE FLORIDA AVE I CC ROUTE MAY BE DEVIATED DUE TO TRAFFIC CONDITIONS MURRIETA*: COUNTY CENTER 23.24.55.61.79.217 EQUITY DR County Center Dr 2 To MOTOR CAR PKWY .OdEpJr-©• z MARGAITq RD R m 7a SEE INSET 15 7a STETSON AVE DOMENIGONI PKWY z 0 z • 5 v ESPLANADE AVE SEE INSET HEMET N GENERAL KEARNYRD OVERLAND DR `. PROMENADE MALL 55.79.202.205 206.208.217 TEMECULA ESCONDIDO TRANSIT CENTER 217 • NCTD• MTS THE SPRINTER• GREYHOUND ESCONDIDO Escondido City Hall 78 COMMUTERLINK 210 I RIVERSIDETRANSIT AGENCY OCTA 794 LA SIERRA METROlint p$pN { oug COAST METRO $6.00 WAY Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. 4 Route operated by OCTA. Runs weekdays only. No service on weekends or: Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day and New Year's Day. RIVERSIDE LA SIERRA METROLINK STATION 15.200.0CTA 794•METROLINK Boarding diagram pg 29 CORONA ,s ANAHEIM ORANGE Legend I Map not to scale O Time and/or Transfer Point PR Park -And -Ride 7 Hutton Centre SANTA ANA 9t SOUTH COAST PLAZA PARK AND RIDE OCTA 55.57.86.150 211.463.794 IRVINE 405 COSTA MESA PR South Coast Metro 212 RIVERSIDE TRANSIT AGENCY BOARD OF DIRECTORS L m i • SunLine was established under a Joint Powers Agreement (JPA) on July 1, 1977 between the County of Riverside and the cities of the Coachella Valley, which at the time included the cities of Coachella, Desert Hot Springs, Indio, Palm Desert and of Palm Springs. The JPA was later amended to include the cities of Cathedral City, Indian Wells, La Quinta, and Rancho Mirage. The JPA's governing board is comprised of one elected official from each member entity and one county supervisor. SunLine is headquartered in Thousand Palms, CA. r111 iCathedrai City Raymond Gregory City of Cathedral City Russell Betts City of Desert Not Springs Megan Beaman Jacinto City of Coachella N INDIAN WELLS CALIFUR U IA L Ty Peabody City of Indian Wells Kathleen Kelly City of Palm Desert V. Manuel Perez County of Riverside District 4 Lupe Ramos Amith City of Indio Lisa Middleton City of Palm Springs 401114 CALIHIRNEA - Robert Radi City of La ❑.uinta G. Dana Hobart City of Rancho Mirage S��l�ne 1 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 SUNLINE ORGANIZATIONAL STRUCTURE The executive managers of SunLine Transit Agency are as follows: Lauren Skiver, Chief Executive Officer/General Manager Alton Hillis, Chief Financial Officer Tommy Edwards, Chief Performance Officer Peter Gregor, Chief Safety Officer Vacant, Chief Administrative Officer Vacant, Chief Operations Officer TRANSIT AGENCY PREPARED BY SUNLINE STAFF 2 SHORT RANGE TRANSIT PLAN • P Y 2 0 1 9/ 2 0 2 0 'Nee TABLE OF CONTENTS GLOSSARY OF ACRONYMS 7 EXECUTIVE SUMMARY 9 RELATIONSHIP OF THE SRTP TO OTHER PLANS, PROJECTS, AND ACTIONS 10 Guiding Framework 10 Financial Stability 10 Ridership 10 Demographics 11 OPERATING PLAN AND BUDGET 11 Fixed Route Bus 11 Paratransit 11 Capital Improvement Program 11 Looking Ahead: Planning Service Changes and New Initiatives 12 CHAPTER 1: SYSTEM OVERVIEW 13 DESCRIPTION OF SUNLINE SERVICE AREA 13 POPULATION PROFILE AND DEMOGRAPHIC PROJECTION 13 FIXED ROUTE SERVICE OVERVIEW 16 SUNBUS SERVICE FREQUENCY AND SPAN 17 PARATRANSIT SERVICE OVERVIEW 18 Transportation Demand Management (TDM) Services 19 Vanpool 19 Microtransit 20 CURRENT FARE STRUCTURE 20 Proposed Fare Modifications and Plans for Promoting Ridership 22 Taxi Voucher Program 22 PASS OUTLETS 23 REVENUE FLEET 23 Paratransit 24 Support Vehicles 24 EXISTING FACILITIES 25 Administrative and Operating Facilities 25 Stops and Facilities 25 PLANNED FACILITIES 26 Operations Facility 26 FUTURE TRANSIT HUBS 26 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES AND PRIVATE PROVIDERS 26 COORDINATION WITH OTHER PUBLIC TRANSPORTATION PROVIDERS 27 PRIVATE TRANSPORTATION 28 Taxi Administration 28 CHAPTER 2: EXISTING SERVICE AND ROUTE PERFORMANCE 29 INTRODUCTION 29 Slithilg 3 (NMI! ALf NLY SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 FIXED ROUTE SERVICE — ROUTE BY ROUTE ANALYSIS 29 Service Efficiency and Effectiveness 30 PARATRANSIT SERVICE —SYSTEM PERFORMANCE 31 KEY PERFORMANCE INDICATORS 32 PRODUCTIVITY IMPROVEMENT EFFORTS 33 Service Standards and Warrants 35 Area Coverage 35 Market Area Characteristics 35 Transit -Dependent Populations 35 Special Market Needs 35 Service Standards of Evaluating New Services 35 MAJOR TRIP GENERATORS & PROJECTED GROWTH 36 EQUIPMENT, PASSENGER AMENITIES AND FACILITY NEEDS 36 Passenger Amenities and Bus Stop Improvement Program 36 Real -Time Signage Displays 36 On -Board Passenger Amenities 37 Bicycle Facilities 37 On -Board Security Cameras 37 Bus Replacement Program 37 Facility Needs 37 Center of Excellence in Zero Emission Technology (CoEZET) 38 CHAPTER 3: SERVICE CHANGES AND IMPLEMENTATION 35 INTRODUCTION 39 PLANNED SERVICE CHANGES AND IMPLEMENTATION 40 MODIFICATIONS TO PARATRANSIT SERVICE 40 MARKETING PLANS AND PROMOTION 41 Social Media and Website 42 Passenger Transit Information/Rider's Guide 42 Customer Service Center 42 Community Outreach 43 Public Presentations 43 Travel Training 43 Transit Ambassador Program 43 Access Advisory Committee 43 CHAPTER 4: FINANCIAL AND CAPITAL PLANS 45 OPERATING AND CAPITAL BUDGET 45 FUNDING PLANS TO SUPPORT PROPOSED OPERATING AND CAPITAL PROGRAM 45 OPERATING BUDGET AND CAPITAL BUDGET 46 REGULATORY AND COMPLIANCE REQUIREMENTS 47 Americans with Disability Act 47 Disadvantaged Business Enterprise 47 Equal Employment Opportunity 47 Title VI 47 Transportation Development Act 47 4 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 Federal Transit Administration Triennial Audit 47 National Transit Database 48 Alternative Fuel Vehicles 48 FY 2019/2020 SRTP TABLES 49 HGLMFS & TABUS Figure 1.1 SunLine Service Area 13 Figure 1.2 Growth Projections for Jurisdictions in the SunLine Service Area 15 Figure 1.3 Age Population 15 Figure 1.4 Summary of SunLine Fixed Route Transit Services, January 2019 18 Figure 1.5 SunBus Fare Structure 21 Figure 1.6 SunDial Fare Structure 21 Figure 1.7 Commuter Link Fare Structure 21 Figure 1.8 Pass Outlet Locations 23 Figure 1.9 SunBus Fixed Route Fleet 24 Figure 1.10 SunDial Paratransit Fleet 24 Figure 1.11 SunLine Facilities 25 Figure 1.12 SunLine Park -and -Ride Locations 25 Figure 1.13 Weekday Service: Top 10 Stops Served 25 Figure 1.14 Weekend Service: Top 10 Stops Served 26 Figure 1.16 Taxi Businesses 28 Figure 2.1 Annual Comparison of SunBus Ridership 29 Figure 2.2 Fixed Route Ridership 30 Figure 2.3 Analysis of Performance Statistics, FY 2017/2018 31 Figure 2.4 Annual Comparison of SunDial Ridership 31 Figure 2.5 Monthly Comparison of SunDial Ridership 32 Figure 2.6 Monthly Comparison of System Ridership 34 Figure 3.1 Transit Redesign Implementation 40 Figure 4.1 Operating and Capital Budget 46 Table 1 Fleet Inventory— Fixed Route 50 Table 1 Fleet Inventory — Demand Response 51 Table 2 SRTP Service Summary — All Routes (System Totals) 52 Table 2 SRTP Service Summary — Non -Excluded Routes 53 Table 2 SRTP Service Summary — Excluded Routes 54 Table 2 SRTP Service Summary— Paratransit 55 Table 2 SRTP Service Summary - SunBus 56 Table 2A SRTP Summary of Routes to be Excluded in FY 2019/2020 57 Table 3 SRTP Route Statistics — All Routes 58 Table 3A Individual Route Descriptions 59 Table 4 Summary of Funds for FY 2019/2020 60 Table 4A — Capital Project Justification [SL20-01] 61 Singing ing - 5 (NMI! AGfNL( SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 Table 4A — Capital Project Justification [SL2O-02] 62 Table 4A — Capital Project Justification [SL2O-03] 63 Table 4A — Capital Project Justification [SL2O-04] 64 Table 4A — Capital Project Justification [SL2O-05] 65 Table 4A — Capital Project Justification [SL2O-06] 66 Table 4A — Capital Project Justification [SL2O-07] 67 Table 4A — Capital Project Justification [SL2O-08] 68 Table 4A — Capital Project Justification ISL2O-09] 69 Table 4A — Capital Project Justification [SL2O-10] 70 Table 4A — Capital Project Justification [SL2O-11] 71 Table 4A — Capital Project Justification [SL2O-12] 72 Table 4A — Capital Project Justification [SL2O-13] 73 Table 5.1 Summary of Funds Requested for FY 2019/2020 74 Table 5.1A Capital Project Justification for FY 2020/2021 75 Table 5.1A — Capital Project Justification [SL21-01] 75 Table 5.1A — Capital Project Justification [SL21-02] 76 Table 5.1A — Capital Project Justification [SL21-03] 77 Table 5.1A — Capital Project Justification [SL21-04] 78 Table 5.1A — Capital Project Justification [SL21-05] 79 Table 5.1A — Capital Project Justification [SL21-06] 80 Table 5.1A — Capital Project Justification [SL21-07] 81 Table 5.1A — Capital Project Justification [SL21-08] 82 Table 5.1A — Capital Project Justification [SL21-09] 83 Table 5.2 Summary of Funds Requested for FY 2020/2021 84 Table 5.2A Capital Project Justification for FY 2020/2021 85 Table 5.2A — Capital Project Justification [SL22-01] 85 Table 5.2A — Capital Project Justification [SL22-02] 86 Table 5.2A — Capital Project Justification [SL22-03] 87 Table 5.2A — Capital Project Justification [SL22-04] 88 Table 6 Progress to Implement Triennial Performance Audit 89 Table 7 Service Provider Performance Targets 90 Table 8 FY 2019/2020 SRTP Performance Report 91 Table 9 Highlights of FY 2019/2020 Short Range Transit Plan 92 Table 98 Farebox Calculation 93 Figure A-1 Sunbus System Map, January 2019 94 Route Profiles 95 6 Sniffle SHORT RANGE TRANSIT PLAN • I 1 2 0 1 9 2 0 Z 0 IRa4,s11 ANtliNr GLOSSARY OF ACRONYMS ADA — Americans with Disabilities Act APTA— American Public Transportation Association ATP — Active Transportation Plan AVL — Automated Vehicle Locator Caltrans — California Department of Transportation CARB — California Air Resources Board CMAQ— Congestion Mitigation and Air Quality CNG — Compressed Natural Gas COA - Comprehensive Operational Analysis DOT— United States Department of Transportation FAST Act — Fixing America's Surface Transportation Act FHWA — Federal Highway Administration FTA — Federal Transit Administration FTIP — Federal Transportation Improvement Program FY— Fiscal Year GFI — GFI Genfare GGE — Gas Gallon Equivalent GHG — Greenhouse Gases HVIP — Hybrid and Zero Emission Truck and Bus Voucher Incentive Project LCTOP — Low Carbon Transit Operations Program LTF — Local Transportation Fund Sinibne 7 IHANSII ASINLY SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 MICROTRANSIT — A form of Demand Response Transit that offers flexible routing and/or flexible scheduling of minibus vehicles. MOU — Memorandum of Understanding MPO — Metropolitan Planning Organization NTD — National Transit Database PMI — Preventive Maintenance Inspection PTMISEA — Public Transportation Modernization, Improvement, and Service Enhancement Account RCTC — Riverside County Transportation Commission RTP — Regional Transportation Plan SCS — Sustainable Communities Strategy STA — State Transit Assistance Fund TDA — California's Transportation Development Act TIP —Transportation Improvement Program TOD — Transit Oriented Development UZA — Urbanized Area ZEB — Zero Emission Bus s SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$V EXECUTIVE SUMMARY The Short Range Transit Plan (SRTP), updated annually, covers Fiscal Years 2020 to 2022. The SRTP is a mandatory fiscal, planning and regulatory document for SunLine Transit Agency. The SRTP is intended to serve three purposes: 1. Identifies the transit services and capital improvements required to meet the transit needs of SunLine Transit Agency over a three year period and the proposed sources of funding to carry out the plan. 2. Serves as a management tool to guide activities over the next year. 3. Provides justification for operating and capital assistance for grant applications to be submitted to state and federal funding agencies. Mission Statement To provide safe and environmentally conscious public transportation services and alternate fuel solutions to meet the mobility needs of the Coachella Valley. The Riverside County Transportation Commission (RCTC) is responsible by statute for developing and approving a Short Range Transit Plan (SRTP) for Riverside County (PUC 130303). SunLine and other Riverside County transit operators prepare the plans for their respective agency. Once RCTC approves and adopts the SRTP, the operators are charged with following through with implementation of the plans. A deviation from the plan must be reported to RCTC (PUC 130057), and if the change is substantive, a plan amendment must be approved by RCTC. The allocation of funds for the upcoming fiscal year is based on the approved SRTP. Beyond the requirements, the SRTP is an opportunity for SunLine Transit Agency to gather important data in a single document and develop strategic plans for the next three years. S��l�ne 9 (HAMS!! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 RELATIONSHIP OF THE SRTP TO OTHER PLANS, PROJECTS, AND ACTIONS The SRTP provides a summary of and direction to other planning documents. It incorporates SunLine's goals and service standards, operating and capital budgets, service plan, and facility plan. At the same time, it is designed to give direction to future service planning activities and capital projects. The SRTP will reflect the FY 2020 operating and capital budget adopted by the Board of Directors. Guiding Framework The Board and staff are seeking to make smart transit investments that will help SunLine expand the mobility options offered to the communities it serves. As SunLine looks to grow its ridership and make strategic investments, it must continue to manage its fiscal challenges, while investing in the overarching management of SunLine's bus and paratransit system. Since 2018, SunLine has embarked on a process to rethink and reinvigorate transit services in the Coachella Valley. This process recognized SunLine's role as a mobility manager for the Coachella Valley and expanded the Agency's work to improve performance in the context of its fiscal and organizational health. Financial Stability The national decreasing ridership trend for fixed route transit continues to impact the Agency's financial stability. The proposed operating and capital budgets for FY 2020 are $40,840,150 and $12,711,407 respectively, which represents an operating budget increase of 2.99%, and a capital budget increase of 34.46% over the previous fiscal year. The majority of the costs associated with the increase can be attributed to wages and benefits associated with the Memorandum of Understanding (MOU) for represented employees under a collective bargaining agreement. In addition, SunLine is adding an express to Route 111 to help improve frequency and performance, and launching a SunRide rideshare program. SunLine continues to identify ways to strengthen its overall financial position in order to continue to serve a diverse community of transit users. Ridership In FY 2018/2019, SunLine estimated that it would serve 3.9 million fixed route passenger boardings, a decrease of 4.9% from the previous year. In the same year, it operated over 4,426,269 revenue miles and 299,255 revenue hours of revenue service. Reversing several years of ridership decline, SunLine may achieve a 1.4% increase in FY 2018/2019. Two factors contributing to the increase are the addition of the Palm Springs BUZZ service and implementation of the Haul Pass with the College of the Desert. Ridership on SunLine's paratransit service has decreased. In FY 2018/2019, SunLine is estimated to serve 155,658 passengers, less than 1% decrease from FY 2017/2018. SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$V Demographics As Riverside County continues to grow, more and more of that growth is expected to be concentrated in the Coachella Valley and eastern county. The Southern California Association of Governments (SCAG) projects there will be 581,300 people in the Coachella Valley in 2020, a 38% increase in population between 2008 and 2020. Seniors will see the highest percentage of growth. Increases in the senior population will continue to add a financial and resource cost for SunLine, due to anticipated increases in paratransit services. By modernizing and improving the current eligibility process, SunLine seeks to control increasing paratransit costs. OPERATING PLAN AND BUDGET The SRTP's one-year operating plan includes a number of assumptions that drive proposed initiatives, described below. Fixed Route Bus Fixed route ridership is estimated to increase at a rate of 1.6 percent in FY 2019/2020. This assumption is based on recent ridership patterns. The ridership increase in this SRTP is conservative for the purposes of projecting the operational budget. In contrast, strategic planning initiatives launching in FY 2019/2020 will focus the organization to "move the needle" on key metrics that drive SunLine's long-term success. Total passenger fare revenue is expected to reach $2.79M in FY 2019/2020 compared to the estimated $2.84M in FY 2018/2019. Paratransit Operating costs for paratransit services are expected to increase, the ultimate cost per passenger trip on these modes is higher than other transit modes. Service levels are expected to coincide with ridership decreases. These assumptions are based on recent ridership patterns, revised No -Show policy as well as changes to the certification process that are still ongoing. Capital Improvement Program The Capital Improvement Program for FY 2019/2020 focuses on continuing SunLine's investment in an alternative fuel technology fleet, facilities and construction of a new operations building. The three-year plan assumes a $29,581,320 capital program dependent on internal and external funding from federal, state, regional, and local sources. S1111l1ne 11 IBANSII ASf NLY SHORT RANGE TRANSIT PLAN • I h 2 0 1 9 2 0 2 0 Key components of the capital plan, beyond ongoing maintenance needs, include: • Vehicle replacement • Vehicle expansion • Facility and systems improvements • Operational improvements and enhancements • Information technology upgrades Looking Ahead: Planning Service Changes and New Initiatives In FY 2018/2019, SunLine engaged HDR Engineering to conduct a comprehensive analysis of SunLine's system, reviewed previous studies, examined peer performance and selected best practices to make recommendations for a Transit Redesign. SunLine's transit redesign will consolidate SunLine's existing 15 routes into nine (9) routes and create microtransit service areas. The annual resources needed for redesign, in terms of hours of operation and peak vehicle service requirements, would be similar to the level of resources expended in 2019. As a result of a Congestion Mitigation Air Quality (CMAQ) grant, SunLine will also introduce a pilot Route 111-Express service in FY 2019/20 that will offer service with approximately 20% less travel time between Coachella and Palm Springs. Additional resources will be needed for this pilot. The changes anticipated will take place over a 24-month time period starting in the western Coachella Valley and extending to the east. The redesign is anticipated to launch in FY 20 and will be completed in phases. 12 &Wine SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 IH,}NSIf ASINSV CHAPTER 1: SYSTEM OVERVIEW This chapter outlines major features of SunLine's system. The chapter describes the geography of the SunLine service area and outlines the bus service SunLine provides, population profile, current and proposed fare structure, revenue fleet, existing and planned facilities and coordination between agencies. DESCRIPTION OF SUNLINE SERVICE AREA SunLine's service area encompasses 1,120 square miles of the Coachella Valley from the San Gorgonio Pass in the west to the Salton Sea in the southeast. The Agency's service area is located approximately 120 miles east of downtown Los Angeles and 60 miles east of the Inland Empire cities of Riverside and San Bernardino. SunLine's service area is shown in Figure 1.1. Service is provided to the cities of Cathedral City, Coachella, Desert Hot Springs, Indian Wells, Indio, La Quinta, Palm Desert, Palm Springs and Rancho Mirage. Service is also provided to the unincorporated Riverside County communities of Bermuda Dunes, Desert Edge, Mecca, North Shore, Oasis, Thermal and Thousand Palms. FIGURE 1.1 SUNLINE SERVICE AREA SunLine Service Area • aneSWA4;cre a: '4kOmEtmfmr< Safe' :IN 0 SunLine Service Area 1,120 Square Miles SunLine Network City Boundary Community council Ar¢a POPULATION PROFILE AND DEMOGRAPHIC PROJECTION The population of the Coachella Valley is 443,401 and continues to grow at a healthy pace (U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates). A large population of seasonal residents visit the Coachella Valley in the winter season or longer and report a hometown outside of the area. Sliding 13 IHANSII ASINRf SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 The Coachella Valley is a high growth area. Riverside County is the tenth largest county in the nation in terms of population. Lower home prices and new job opportunities have fueled migration. A leading cause of the county's growth in the last decade has been migration from elsewhere. Census data shows that approximately 38% of the population increase is from people moving to Riverside County. As Riverside County continues to grow, more and more of that growth is expected to be concentrated in the Coachella Valley and eastern county. Coachella Valley continues to develop to meet the needs of residents with a broad range of amenities, public facilities and programs. From 2000 to 2014, the Coachella Valley population grew from 309,530 to 443,401, for a net gain of 133,871 people, or 43%, including adjustments based on the Census Bureau's 2013 American Community Survey. The Coachella Valley's 43% increase in population from 2000 to 2014 was much faster than 34% in the Inland Empire, 12.5% in the U.S. and 13% in California. The Southern California Association of Governments (SCAG) projects there will be 581,300 people in the Coachella Valley in 2020, a 38% increase in population between 2008 and 2020. Projected growth rates vary significantly across SunLine's service area and not all communities are anticipating significant growth. From 2000 to 2014, the City of Indio led the Coachella Valley in growth, followed by La Quinta and Desert Hot Springs. Each of these cities has land to develop. The unincorporated areas of the valley are expected to see half of all the population growth between 2008 and 2035. SCAG anticipates that much of this expansion in unincorporated areas will take place north of Interstate 10 and in the areas south and west of the City of Coachella. Growth within Palm Springs and Palm Desert is expected to occur at a rate that is less than half that of the Coachella Valley as a whole. Growth generates an increased demand for municipal services, including transit, and development patterns can significantly affect the cost and efficiency of providing those services. In areas where development includes low density or outlying communities, existing services can be impacted to a greater degree than if development occurs within a core service area. Figure 1.2 presents growth projections as forecast by SCAG in 2013 for jurisdictions within SunLine's service area. The figure also illustrates the relative share of growth anticipated for each jurisdiction, in comparison to the Coachella Valley as a whole. 14 Sniffle SHORT RANGE TRANSIT PLAN • I 1 2 0 1 9 2 0 Z 0 I11a4,s11 ANtliNr FIGURE 1.2 GROWTH PROJECTIONS FOR JURISDICTIONS IN THE SUNLINE SERVICE AREA Cathedral City 2008 Population= 50,200 2020 Populati i 2035 Population 64,600 % Growth in Pop. from 2008 to 2035 29% % of Total Pop. Growth in Coachella Valley 3% 57,000 Coachella 38,200 70,200 128,700 237% 21% Desert Hot Springs 25,200 43,500 58,100 131% 8% Indian Wells 4,800 5,500 5,800 21% 0% Indio 73,300 91,500 111,800 53% 9% La Quinta 36,100 41,600 46,300 28% 2% Palm Desert 47,100 52,100 56,800 21% 2% Palm Springs 43,400 48,900 56,100 29% 3% Rancho Mirage 16,900 18,800 22,900 36% 1% Unincorporated Areas 87,500 152,200 308,600 253% 51% Total: 422,700 581,300 859,700 100% SOURCE: SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS 2013 State figures show that Riverside County will lead California in terms of growth rate. Between 2010 and 2060, Riverside County's population is expected to expand by 92%, with the Coachella Valley growing at a higher rate than the rest of the county. In the Coachella Valley, 25.5% of residents are older than 60, while the state shows 17.5%. The senior population has different wants and needs than younger age groups. For example, an area of retirees typically requires more paratransit service than fixed route bus service. An increase in the senior population will greatly increase ADA paratransit costs, adding a financial and resource cost for SunLine. As shown in Figure 1.3 to the right, the blue line shows the percentage of the Coachella Valley population in different age brackets, divided into five-year increments, while the orange line shows the measurement for the entire state. In addition, SunLine experiences a high influx of seasonal residents. Seasonal roadway congestion is serious enough to impact transit -running times. FIGURE 1.3 AGE POPULATION AGE 131STRIBU 1ON Coachella L alley Is. All California * % of CV Population in Age Bra eket • % or CA Population in Age Bracket 85+ 80 - 84 75 - 79 70 74 65-69 60 - 64 55-59 50 - 54 W a`z 45-49 ▪ 40 44 35-39 gp . 34 25-29 20 - 24 15-19 li} i4 s-9 1-4 0% 1% 2% 3% 4% 5% 6% ? % S % Percentage ofPopulal;on S��l�ne 15 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 FIXED ROUTE SERVICE OVERVIEW SunLine's local fixed route network, SunBus, consists of sixteen (16) routes, including three (3) trunk routes, eleven (11) local routes connecting the Valley from Desert Hot Springs and Palm Springs in the northwest to Mecca, Oasis, and North Shore in the east, one (1) express route from Desert Hot Springs to Palm Desert and one (1) Regional Commuter Route operating between Palm Desert and Riverside. The SunBus and Commuter Link 220 routes are summarized in Figure 1.4. The service is designed to meet an array of travel needs that connect neighborhoods to jobs, schools, shopping and other destinations. The amount of service available is limited by the level of funding available for transit in the local service area. SunLine updated the SunLine Service Standards Policy in 2017. The policy classifies each route in the SunLine transit network into three tiers that define the service level and performance expectation for each service. SunLine's proposed principal service types are trunk routes, local routes, and market -based routes. Service types are defined in part operationally and in part by the land use characteristics of their corridors. Service effectiveness is evaluated by service type. Trunk Routes — These are highly traveled corridors serving a variety of trip purposes and connect a variety of regional destinations. Trunk routes comprise the backbone of the network linking major communities. Examples include Route 111 with a 20-minute headway seven days a week, which travels from Palm Springs to Coachella; Route 14 between Desert Hot Springs and Palm Springs; and Route 30 between Cathedral City and Palm Springs. Routes 14 and 30 operate with 20-minute frequencies on weekdays. An express bus service will be proposed in FY2020 for Route 111. Presently, Route 111 takes close to two (2) hours to travel between Palm Springs and Coachella. The proposed express service would reduce travel time by 20%, and will support increased ridership. Local Routes — Local routes are secondary routes that connect to the trunk routes and supplement the SunBus network. These connector and feeder routes include Routes 15, 21, 24, 32, 54, 70, 80, 81, 90, 91, and 95. Local routes operate in areas with less density and lower demand. Local routes have consistent service throughout each day, frequencies of 60-minutes or better, and frequent stops for passengers to access as many destinations as possible. An exception to the above frequency is the North Shore Route 95 rural service that operates six round trips weekdays and weekends between Indio, Coachella, Mecca, and North Shore. Route 20 and 21 also has limited service that operates on weekdays only. Market -Based Services —Tailored to serve specific market segments at specific times of the day, including supplemental service such as school trippers, market -based routes have flexible routing and schedules that may vary throughout the day and week, and are designed to meet specific market targets. Examples are the Commuter Link 220, operating three westbound trips from Palm Desert to Riverside with three return eastbound trips weekdays. 16 SHORT RANGE TRANSIT PLAN • I 1 2 0 19 ? 0 ? 0 TRANSIT ASTN$V Beginning in January 2019, SunLine entered into a partnership with the City of Palm Springs to assume the Palm Springs BUZZ service. The BUZZ trolleys are local circulators and operate year round. This subsidized service provides free rides every 20 minutes between noon and 10 p.m., Thursdays, Fridays and Saturdays. This service is available to tourists and residents alike, and makes stops by several major points of interest in Palm Springs. SunLine's existing Service Standards Policy also defines minimum service frequencies and spans deemed sustainable in the context of past funding levels. Due to the uncertain funding climate, declining ridership, and the emergence of promising new technologies, SunLine will revisit existing route alignments, including minimum service frequencies and spans, in consultation with the community and Board. SUNBUS SERVICE FREQUENCY AND SPAN SunLine fixed route bus services operate 363 days a year, with no service provided on Thanksgiving and Christmas. The system operates Monday through Friday from 5:00 a.m. to 11:00 p.m. and weekends from 5:00 a.m. to 10:00 p.m. Weekend service is operated on New Year's Day, Memorial Day, Independence Day, and Labor Day. The Commuter Link 220, Route 20 and Route 21 service does not operate on weekends. Buses generally operate every 20 to 90 minutes, depending on the route and day of the week. Service span and frequency information by route is summarized in the route profiles. S��l�ne 17 (HAMS!! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 _FIGURE 1.4 SUMMARY OF SUNLINE _FIXED ROUTE TRANSIT SERVICES, JANUARY 21119 es Route Classification Major Destinations Cities/Communities Served C 14 Trunk Shopping, Schools, DMV, Employment Center, Library, Senior Center Desert Hot Springs and Palm Springs 15, 20, 24, 30 & 111 15 Local Shopping Centers, Senior Center, Library, Community Center, City Hall, Medical, and Schools Desert Hot Springs and Desert Edge 14 & 20 20 Local Shopping, Senior Center, Library, Community Center, Schools Desert Hot Springs and Palm Desert 14, 15,21, 32, 54, 111, Link 220 &Amtrak 21 Local Shopping, Medical, Library, City Hall, School, College, and Mall Palm Desert 20, 32, 54, 111, 220 & Amtrak 24 Local Shopping, Medical, Library, Social Services, Theaters Palm Springs 14, 30, 32, 111 & MBTA 30 Trunk Shopping, Schools, Medical, Library, Senior Center, Airport, Court House, Social Security, Theaters, and Public Social Services Palm Springs and Cathedral City 14, 24, 32, 111 & MBTA 32 Local Shopping, School, College, Medical, Theaters, Mall and Hospital Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Thousand Palms 14, 20, 21, 24, 30, 54, 111, Link 220 &Amtrak PS BUZZ Local Hotels, Shopping and Entertainment Palm Springs 14, 24, 30 & 111 54 Local Shopping, School, Tennis Gardens, Work Force Development, and College Palm Desert, Indian Wells, La Quinta, Indio, Bermuda Dunes 20, 21, 32, 80, 81, 91, 111, Link 220 & Amtrak 70 Local Shopping, Schools, Theaters, Tennis Gardens and Medical La Quinta, Palm Desert, Indian Wells, Bermuda Dunes 54, 111 &Amtrak 80 Local Shopping, School, Workforce Development, Social Services, Senior Center, DMV, and Hospital Indio 54, 81, 91 & 111 81 Local Shopping, Schools, Medical, Community Center, College, DMV, Hospital, Work Force Development, Social Services and Employment Indio 54, 80, 91, 111 & Greyhound 90 Local Shopping, Library, City Hall, Senior Center, Community Center, Social Services and Medical Indio and Coachella 80, 91, 95 & 111 91 Local Shopping, College, Schools, Community Center, Center of Employment Training and Medical Indio, Coachella, Thermal, Mecca, Oasis 54, 80, 81, 90, 95 & 111 95 Local Shopping, College, Community Center, Medical and Schools Coachella, Thermal, Mecca and North Shore 90, 91 & 111 111 Trunk Hospital, Medical, Shopping, College, Mall, Center of Employment Training and Schools Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio and 14, 20, 21, 24, 30, 32, 54, 70, 80, 81, 90, 91, 95, Link 220, Amtrak & MBTA 220 Market -Based Mall, College, Shopping and University Palm Desert, Rancho Mirage, Cabazon Casino, Beaumont, Moreno Valley, Riverside 20, 32, 54, 111, Metrolink, Pass Transit, RTA & Greyhound PARATRANSIT SERVICE OVERVIEW SunLine operates SunDial ADA paratransit to provide service to those certified under ADA, who cannot ride fixed route bus service. Paratransit SunDial patronage decreased during the past year. In FY 2018/2019, SunLine served 155,586 passengers, a 0.45% decrease from FY 2017/2018. SunDial operated 968,568 miles and 65,924 hours of revenue service in FY2018/2019. 18 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 SunDial operates within % of a mile on either side of the SunBus route network, and is available by advanced reservation only. Reservations may be made based on the service hours of the fixed routes serving passengers' origins and destinations, and may only be used at the same times, days and frequency as local fixed -route service. SunDial service is an origin to destination service, shared ride transit service for persons who are functionally unable to use the fixed route service either permanently or under certain conditions. Eligibility is not solely based on having a disability. SunDial service is provided with a fleet of 39 vans seven days a week, 363 days a year during the same hours as the fixed route network. Service is not provided on Thanksgiving and Christmas days. Since SunDial ADA paratransit service is not provided in the community of North Shore, Route 95 operates as a deviated fixed route. Curbside pick-ups and drop-offs are available on a reservation basis in North Shore. Riders may utilize this service with a 24-hour advance notice for both pick-ups and drop-offs. SunDial service can be arranged to meet Route 95 in Coachella at 5th Street and Vine Avenue for qualifying Americans with Disabilities Act (ADA) passengers to reach other qualifying destinations in the Coachella Valley. As an operator of bus service, SunLine is required under the ADA to ensure that paratransit service is provided to eligible individuals with disabilities. The level of service provided must be comparable, in terms of hours of service and area served, to the service provided by the fixed route bus system. To be eligible, all persons must complete an application, describing in detail the nature of their mental or physical disability that may prevent the individual from using regular fixed route service. Applicants must obtain an approved health care professional's statement and signature verifying the disability. Each applicant is notified in writing of their application status within twenty-one days, from receipt of a completed application. SunLine is currently reforming the eligibility process for SunDial in an effort to reduce costs to the Agency. Riders who have the required ADA Certification Identification Card are eligible to use SunDial for their transportation needs, including medical appointments, shopping, and other social activities. Transportation Demand Management (TDM) Services SunLine's Transportation Demand Management (TDM) is a canopy of services used to promote and facilitate alternative modes of transportation such as transit (SunBus and SunDial), vanpool (SolVan), carpool, and bicycling. This is accomplished by providing commuters with information specific to each mode and incentives, and partnering with the larger employers in the service area to establish and implemenet employee commute option programs. Vanpool A vanpool is a group of people who are coming to the same workplace or post -secondary education facility (college, trade school, etc.) from the same community, riding together in &Wing 19 IflANS1T AGfNP,V SHORT RANGE TRANSIT PLAN • 11- 2 0 19 2 0 2 0 a van. Vanpools typically carry from six to fifteen passengers, and operate weekdays, traveling between pick-up locations and a place of work. Vanpools provide small-scale commuter ridership in scenarios where operator costs would otherwise be prohibitively high. Operating costs are very low, because the passengers drive themselves. Ridership per platform hour is healthy; the vanpool doesn't run at all without a minimum of five regular riders. Vanpools are very demand -responsive; once ridership falls below a threshold, the service goes away and new routes can be added with a minimum of overhead. They can access office parking areas and other locations where scheduled SunLine service cannot reach, making for more convenient passenger drop-offs. Vanpool programs can be administered in a variety of ways, allowing the employer to be fully involved or simply promote it from the sidelines. Employers can help employees form vanpools through rideshare matching. Rideshare matching helps potential vanpoolers locate others nearby with similar schedules. With technology advancements, on -demand vanpooling may help reduce coordination costs and increase ridership. Traditional vanpool programs often have average ridership per trip at just above the minimum membership required for the vanpool. As the region develops unevenly, vanpools will be an increasingly effective means to serve trips from low -density places to employment and education centers. With new vanpool programs, SunLine may be able to pull back bus service from low -volume, coverage routes, and focus on more frequent, trunk routes and core services. SunLine's Vanpool Program provides a subsidy for qualified vans. The driver of the vanpool must be a participant in the vanpool program. Vanpool passengers will be responsible for paying the van lease cost minus the subsidy. They will also share the cost of gas, toll fees, and parking fees (if applicable). Passengers will not pay for the maintenance and insurance costs. Vehicles for this type of service will be leased by one of the pre -qualified vendors to one of the commuters in the group, a company, or by a third party representative. Microtransit SunLine is proposing a new approach to connect riders to mainline service by bridging the first mile, last mile gap. Many communities still experience a lack of transportation options that require innovative solutions. This flexible, on demand rideshare service is designed to connect riders to the fixed route system by providing point to point rides along identified fixed route corridors. A pilot microtransit service that focuses primarily on the college students is in the implementation phase with service to commence in FY20. The pilot will measure rider response, and analyze the performance of this kind of service. CURRENT FARE STRUCTURE The SunBus fare structure is summarized in Figure 1.5. SunBus passengers pay the adult fare unless eligible for discounted fares, which are available to seniors, people with disabilities, and youth. Children four (4) years and under ride free with an adult fare. Fares may be paid using cash, passes or through the Agency's mobile ticketing pilot program. 20 Stinting SHORT RANGE TRANSIT PLAN • I ` TRANSIT ASTN$V FIGURE 1.5 SUNBUS FARE STRUCTURE Fixed Route Fare Type Cash/Base Adult (18 YRS - 59 YRS) $1.00 Fare Category Youth (5 YRS - 17 YRS) Senior 60+/ Disabled / Medicare $0.85 $0.50 $0.25 $0.25 $0.25 $3.00 $2.00 $1.50 r $10.00 $8.50 $5.00 3 $34.00 $24.00 $17.00 CV Emplo $24.00 -- -- FIGURE 1.6 SUNDIAL FARE STRUCTURE Fare Type DA Certified Clients) Cash Fare - Same Cit Cash Fare - City to Cit 0-Ride Pass - Same Cit 10-Ride Pass - City to City Fare Category Single Ride Multiple Rides $1.50 $2.00 $15.00 $20.00 Personal care attendants and service animals may accompany an eligible customer at no additional charge. The client must inform the reservationist when booking their trip that they will be accompanied by another person to determine if space is available. Clients may travel with up to three companions who will be charged the applicable fare. FIGURE 1.7 COMMUTER LINK FARE STRUCTURE Commuter Route Fares -- Adult / Youth' Zone 1 or - Cash Fare $3.00 Fare Type Day $7.00 -- Senior+ / Child 46" or less Zone 1 or - $2.00 $5.00 -- Adult / Youtril Zone 1 & $6.00 $14.00 $150.00 Senior 60+ / Child 46" or less I -Zone 1 & 2 - E Zone 1= Riverside - Cabazon one 2 = Palm Desert - Thousand Palms $4.00 $10.00 $100.00 Siiiibne 21 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 Commuter fares are for trips between the Coachella Valley and western Riverside County on the Riverside Commuter Link 220 Service. Proposed Fare Modifications and Plans for Promoting Ridership In collaboration with HDR Engineering, fares and fare collections were reviewed in FY 2018/2019. The goal of the review was to establish a sustainable fare structure that took into consideration the sensitive nature of SunLine's transit dependent demographic, growing operating costs and State farebox recovery requirements. During the FY 2018/2019 review of fares, it was also evident that SunLine needed to implement a mobile ticketing solution to meet consumer expectations. Additionally, SunLine implemented the Haul Pass program in conjunction with the College of the Desert. The Haul Pass provides free rides on SunLine's local routes to students enrolled in the College of the Desert. This initiative was subsidized for the first year through the Low Carbon Transit Operations Program (LCTOP). The value of the program was evident in SunLine's positive change in its ridership trend. For FY2019/2020, SunLine will look towards Board approval and implementation of the recommended fare increases over multiple years. The implementation of the recommended fare increases will accompany the Agency's route restructuring initiative to improve service to its riders. In addition to the improved service, SunLine will conduct extensive outreach to ensure proper community engagement in the fare increase initiative. Furthermore, SunLine will seek to continue ridership growth by expanding the Haul Pass program in FY2019/2020. The Haul Pass subsidy from the LCTOP program for the College of the Desert will be exhausted during FY2019/2020. However, the Haul Pass will continue as a self-sustaining program through the College of the Desert. Remaining LCTOP funds will be utilized to fund an expansion of the Haul Pass to other educational institutions with the goal of all programs being self-sustaining. Finally, the implementation of a mobile ticketing pilot with Token Transit will allow SunLine the opportunity to see the impact of mobile ticketing in its services. The pilot program will allow riders to utilize a new method of acquiring passes, and give SunLine valuable information that will be utilized for a permanent mobile ticketing solution. Taxi Voucher Program In addition to SunDial , SunLine offers a Taxi Voucher Program providing half-price taxi trips for seniors (60+ years) and the disabled. This card is easily obtained by eligible patrons submitting an application to SunLine. Once the application is reviewed and accepted, the patron is then mailed an activated payment card. When the patron receives that card they are able to call in an add a balance of up to $75 per month. SunLine provides matching funds in equal amount up to the $75. The total balance added for each month can be a maximum of $150. Remaining funds from previous months are carried over until utilized. To use the balance, the patrons simply order a cab and pay their fare with the Taxi Voucher payment card. 22 SHORT RANGE TRANSIT PLAN • I " ' " TRANSIT ASTN$V This service assists with the economic development of the two (2) taxi companies of the Coachella Valley and provides some relief to the demands on the paratransit services. Community members are enjoying the service, and taxi cab drivers and their respective companies appreciate how this service keeps them competitive with other rideshare services in the area. The Taxi Voucher Program has been funded with Section 5310 Transportation for Elderly Persons and Persons with Disabilities. PASS OUTLETS SunLine currently has 17 pass outlet locations within the service area. They sell nine (9) different pass types: day pass, 31-day pass, 10-ride pass, adult, senior and youth. Figure 1.8 lists pass outlet locations: FIGURE 1.8 PASS OUTLET LOCATIONS Pass Outlets City Routes Served Canyon Food Mart Cathedral City 30 & 111 Cardenas Cathedral City 30 & 32 Desert Market Desert Hot Springs 14 & 15 Desert Food Mart Desert Hot Springs 14 & 15 COD Bookstore - Indio Campus Indio 54 & 81 Indio City Hall Indio 54 & 81 U-Save Market Indio 80 & 90 Rancho Fresco Market Indio 80 & 81 Guerrero's Meat Market Indio 80, 81 & 111 Cardenas Indio 80, 81 & 111 La Quinta Wellness Center La Quinta 70 Cardenas Coachella 90, 95 & 111 Carniceria Atoyac Palm Desert 111 COD Bookstore Palm Desert 20, 21, 32, 54 & 111 Mizell Senior Center Palm Springs 14, 24, & 30 Don Carlos Meat Market Mecca 91 & 95 SunLine Transit Agency Thousand Palms 32 & 220 REVENUE FLEET SunLine currently has an active fleet of 86 fixed route buses. New vehicle purchases are included in SunLine's fleet and facilities plan as seen in Figure 1.9. S��l�ne 2 3 (HAMS!! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 FIGURE 1.9 SUNBUS FIXED ROUTE FLEET Number of Vehicles Manufacturer Year Fuel Type Size (Feet) 9 Orion V 2006 CNG 40 16 New Flyer A 2008 CNG 40 21 New Flyer B 2008 CNG 40 10 El Dorado 2009 CNG 32 1 FC 3/EI Dorado 2012 Hydrogen 40 4 BYD Electric 2018 Electric 40 3 FC 4 ,5 ,6/EI Dorado 2014 Hydrogen 40 6 New Flyer Excelsior 2016 CNG 40 1 FC7 El Dorado 2017 Hydrogen 40 5 FC8 - FC12 El Dorado 2018 Hydrogen 40 5 Classic Trolley 2014 Hydrogen 25 5 FC14 - FC18 New Flyer 2019 Hydrogen 40 All buses meet accessibility requirements of the ADA, and the emission mitigation standards mandated by the Federal Clean Air Act, and the California Air Resources Board (CARB). New vehicle models must proceed through the Federal Transit Administration (FTA) First Article Bus Durability Test Program in order for procurements to qualify for federal funding participation. FTA guidelines establish the useful life expectancy of a large, heavy- duty transit bus that has at least 12 years of service or an accumulation of 500,000 miles. Paratransit SunLine's paratransit service presently operates with an active fleet of 39 ADA vehicles. The paratransit fleet is summarized in Figure 1.10. FTA guidelines establish the useful life expectancy of a paratransit vehicle is at least four years or an accumulation of 100,000 miles. FIGURE 1.10 SUNDIAL PARATRANSIT FLEET icles -rer Year Fuel Ty. .1z 2 FORD/Aerotech 220 2013 CNG 24 8 FORD/Aerotech 220 2015 CNG 24 15 FORD/Aerotech 220 2016 CNG 24 14 FORD/Startrans 2018 CNG 24 Support Vehicles SunLine currently utilizes 52 support vehicles including standard passenger cars and trucks as well as facility -specific golf carts and forklifts. The support fleet are used for various activities to support transit services provided throughout the Coachella Valley. 24 Stinting SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$V EXISTING FACILITIES Administrative and Operating Facilities Figure 1.11 represents administrative and operations facilities owned by SunLine. FIGURE 1.11 SUNLINE FACILITIES Location Name ddr- SunLine Division I Facility 32-505 Harry Oliver Trail Thousand Palms SunLine Division II Facility 83-255 Highway 111 Indio Figure 1.12 represents SunLine's park and ride facility which is owned by SunLine. FIGURE 1.12 SUNLINE PARK -AND -RIDE LOCATIONS liar •ndr Spaces Routes Served Thousand Palms 78-420 Varner Road SunLine Transit Facility 22 220 Indio 83-255 Hwy 111 SunLine Transit Facility 8 54, 80, 81, 111 Stops and Facilities SunLine's bus system has 665 stops including 424 shelters and 12 inactive shelters, that staff maintains which are planned for relocation. There are 60 standalone benches and waste containers and 14 major transfer locations, where riders are able to make transfers connections between routes. Figures 1.13 and 1.14 indicate the top ten (10) stops served for weekday and weekend service respectively. FIGURE 1.13 WEEKDAY SERVICE: TOP 10 STOPS SERVED Stop NAL. joinillio Average Number of Riders_w Day B St/Buddy Rogers Cathedral City 535 Indian Canyon/Ramon Palm Springs 531 5th/Vine Coachella 392 Palm Canyon/Stevens Palm Springs 284 Hwy 111/Flower Indio 275 West/Pierson Desert Hot Springs 270 Baristo/Farrell South Side Palm Springs 325 Town Center/Hahn West Side Palm Desert 197 Town Center/Hahn East Side Palm Desert 172 Ramon/San Luis Rey North Side Palm Springs 169 S1111l1ne IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 25 FIGURE 1.14 WEEKEND SERVICE: TOP 10 STOPS SERVED Stop Name City Average Number of Riders per Day 5th/Vine Coachella 401 Indian Canyon/Ramon La Quinta 319 B St/Buddy Rodgers Cathedral City 316 Palm Canyon/Stevens Palm Springs 217 Town Center/Hahn East Side Palm Desert 171 Hwy 111/Flower Indio 170 West/Pierson Desert Hot Springs 140 Baristo/Farrell South Side Palm Springs 114 Palm Canyon/Baristo Palm Springs 114 Ramon/San Luis Rey North Side Palm Springs 91 PLANNED FACILITIES SunLine engaged HDR Engineering, Inc. in 2016 to examine and understand the Agency's current and planned future transit operations, and the roles and places of its existing transit facilities and vehicle maintenance and storage sites. From this review, SunLine developed an overall long range facilities master plan that identifies the bus storage and maintenance facility requirements, and potential locations for SunLine for the period of 2016 — 2035. This master plan is a guide for SunLine's facilities future uses and associated capital projects. Operations Facility SunLine's Operations Facility located in Thousand Palms is housed in a combination of five pre -fabricated units of various sizes (approximately 2,000 square feet in total) with drivers' lunchroom, lounge and training area housed in two separate double pre -fabricated units (2,800 square feet in total). The operations center houses dispatch, transit control and the paratransit call center as well as the operations supervisors' offices. The facility is undersized for its purpose and staff levels. Preliminary planning has begun for the design, demolition and removal of the facility, and construction of a new, accessible facility. FUTURE TRANSIT HUBS SunLine is working with the City of Coachella and the California Department of Housing and Community Development on a proposed project to be developed east of Harrison Street south of 4th Street and north of 6th Street in the City of Coachella. EXISTING COORDINATION BETWEEN TRANSIT AGENCIES AND PRIVATE PROVIDERS As the designated Consolidated Transportation Services Agency (CTSA), SunLine coordinates public transportation services throughout its service area. Staff participates in meetings with social and human service agencies, consumers, and grassroots advocates 26 Sniffle SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 IRa4,s11 ANtliNt through forums such as the RCTC Citizens Advisory Committee/Social Service Transportation Advisory Council, SunLine's ACCESS Advisory Committee, San Gorgonio Pass Area - Transportation Now Coalition (T-NOW), and neighboring transit operators. SunLine facilitates the ACCESS Advisory Committee. Staff hosts regular meetings at the Thousand Palms Administrative Office. SunLine applies input from the Committee to improve relationships with the community to address public transportation issues in the Valley. Additionally, staff members are actively involved in the regional transportation planning process through participation on RCTC and county committees. These committees include the RCTC Citizens Advisory Committee/Social Service Transportation Advisory Council, the Technical Advisory Committee, Aging & Disability Resource Connection ADRC of Riverside Long Term Services and Supports Coalition, Desert Valley Builders Association, and related committees to enhance coordination efforts with SunLine. COORDINATION WITH OTHER PUBLIC TRANSPORTATION PROVIDERS In addition to providing transit service throughout the Coachella Valley, SunLine offers transit connections to a number of adjacent transit operators. SunLine and Riverside Transit Agency (RTA) collaborate to schedule the operation of Commuter Link 220 which connects Palm Desert and Thousand Palms with Morongo Band of Mission Indians, Beaumont, Banning, Moreno Valley, and Riverside Metrolink Station via Interstate 10 and State Route 60. In addition to providing connections to RTA routes, Commuter Link 220 joins rides to Pass Transit services in Beaumont and Metrolink's Riverside and Inland Empire -Orange County lines. SunLine also hosts Morongo Basin Transit Authority (MBTA) Routes 12 and 15 through a cooperative service agreement at its stops in downtown Palm Springs. The collaboration offers connections to Yucca Valley, Landers, Joshua Tree, and Twentynine Palms. SunLine is collaborating with Palo Verde Valley Transit Agency (PVVTA) on their Rides to Wellness demonstration project known as the Blythe Wellness Express service. This service, launched in July 2017, operates three (3) days per week and travels to the Coachella Valley's three (3) hospitals (Desert Regional Medical Center, Eisenhower Medical Center and J.F.K. Memorial Hospital) within SunLine's service area. Amtrak California (operated by Amtrak bus contractors) transports rail passengers traveling between rail hubs at certain Amtrak stations using SunLine's bus stops in Palm Springs, Palm Desert, and La Quinta, under an additional cooperative service agreement. Amtrak's "Sunset Limited" inter -city train serves the Palm Springs Station on North Indian Canyon Drive. However, with rail service only serving Palm Springs three times a week in each direction, it is impractical for SunLine to offer transit service to the station at this time. SunLine collaborates with Imperial Valley Transportation Commission (IVTC) in an effort to find a future connection with Imperial Valley Transit (IVT). IVTC oversees the regional &Wing 27 IflANS1T AGfNP,V SHORT RANGE TRANSIT PLAN • 11- 2 0 19 2 0 2 0 transportation services and programs provided by IVT in the southern California areas of Brawley, Calexico, Imperial, West Shores and El Centro. In 2019, FlixBus initiated regional bus service at Palm Springs, Palm Desert and Indio that connects to Los Angeles in the west and Phoenix, AZ in the east. PRIVATE TRANSPORTATION Taxi Administration The SunLine Regulatory Administration (SRA) is charged with licensing and regulating taxicab companies and drivers in the Coachella Valley. Figure 1.16 represents the current operating taxi companies in the Coachella Valley along with the number of vehicles operated by each company. FIGURE 1.16 TAXI BUSINESSES Desert City Cab Vehicles 38 Yellow Cab of the Desert 59 28 &Wine SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 IH,}NSIf ASINSV CHAPTER 2: EXISTING SERVICE AND ROUTE PERFORMANCE INTRODUCTION In FY 2018/2019, SunLine estimated that it would serve 3.9 million fixed route passenger boardings, a decrease of 4.9% from the previous year. In the same year, it operated over 4,426,269 revenue miles and 299,255 revenue hours of revenue service. Reversing several years of ridership decline, SunLine may achieve a 1.4% increase In FY 2018/2019. Two factors contributing to the increase is the addition of the Palm Springs BUZZ service and implementation of the Haul Pass with the College of the Desert. SunDial paratransit service continues to be well utilized for client's day to day activities, such as medical appointments, shopping, or work. In FY 2018/2019, SunLine is estimated to serve 155,658 trips, a 0.45% decrease from FY 2017/2018. FIXED ROUTE SERVICE — ROUTE BY ROUTE ANALYSIS FIGURE 2.1 ANNUAL COMPARISON OF SUNBUS RIDERSHIP Service Type FY 2016/17 FY 2017/18 Percent Change SunBus (Fixed Route) 4,151,468 3,947,023 -4.9 Ridership may also decline if service is getting slower due to congestion, or if there are recurring, on -time performance issues. We also seek to understand why SunLine ridership has declined less steeply than other transit operators. Figure 2.2 presents ridership for five (5) years, from FY 2012/13 to FY 2016/17. Siiiibne 29 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 FIGURE 2.2 FIXED ROUTE RIDERSHIP 500,000 450,000 400,000 350,600 300,000 2 50, 000 Fixed Route Ridership Comparison - 5 Years FY 13/14 Jul Aug Sep Gcr FY 14/15 FY 15/16 FY 16/17 FY 17/18 Nc. Dec Jar Feb Mar Apr May Jun Service Efficiency and Effectiveness To determine the efficiency and effectiveness of all routes, staff reviewed the performance statistics for FY 2018/2019 with data from the transit monitoring software TransTrack. Figure 2.3 below summarizes data by line. Data available includes passenger boardings, passengers per revenue hour, cost per passenger, passenger revenue per revenue hour, and the farebox recovery ratio. 30 S�r�l�ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 IH,}NSIf ASINSr FIGURE 2.3 ANALYSIS OF PERFORMANCE STATISTICS, FY 2017/2018 Passenger Count 602,574 Passengers Per Revenue Hour 21.0 Cost Per Passenger $5.52 Passenger Revenue Per Revenue Hour 21 Farebox~ Recovery Ratio 28.51% 15 113,705 20.9 $5.54 20.9 28.03% 20 24,342 8.2 $14.21 8.2 11.00% 21 6,039 9.1 $13.07 9.1 12.82% 24 165,664 12.6 $9.17 12.6 17.28% 30 631,376 23.8 $4•86 23.8 32.55% 236,728 14.2 $8.17 14.2 19.32% 21,867 4.8 $23.37 4.8 5.47% 54 73,310 10.9 $10.61 10.9 14.32% 162,309 16.6 $6.95 16.6 22.12% 141,217 23.3 $5.01 23.3 32.76% 81 91,450 16.2 $7.15 16.2 21.69% 90 92,273 10.3 $11.11 10.3 13.93% 91 175,369 9.9 $11.66 9.9 13.05% 95 24,035 3.8 $30.74 3.8 5.43% 1,370,912 20.1 $5.74 20.1 27.62% 13,853 3.8 $30.52 3.8 5.19% ial 156,292 2.3 $37.29 2.3 12.42% PARATRANSIT SERVICE - SYSTEM PERFORMANCE Paratransit SunDial patronage decreased during the past year. In FY 2018/2019, SunLine served 155,658 passengers, a 0.45% decrease from FY 2017/2018. SunDial operated 968,568 miles and 65,924 hours of revenue service in FY2018/2019. While a slight decrease in ridership occurred during FY 2018/2019, overall ridership for the demand response and subscription services is expected to grow in FY20. FIGURE 2.4 ANNUAL COMPARISON OF SUNDIAL RIDERSHIP Seriltiqi FY 2016/17 FY 2017/18 Percent SunDial 164,802 156,292 -5.2 % Siiiibne 31 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 FIGURE 2.5 MONTHLY COMPARISON OF SUNDIAL RIDERSHIP 16,000 15,000 14,000 13,000 12,000 11,000 10,000 SunDial Ridership Comparison - 5 Years FY 13/14 FY 14/15 FY 15/16 FY 16/17 ..FY 17/18 Jul Aug Sep Oct Nay Dec Jan Feb Mar Apr May Jun KEY PERFORMANCE INDICATORS To ensure adherence to the Productivity Improvement Program (PIP) established by the Riverside County Transportation Commission (RCTC), SunLine continues to monitor and evaluate routes to guarantee compliance with key performance indicators. The performance indicators are monitored using TransTrack software implemented by RCTC for all Riverside County transit operators. Over the past six years, SunLine has consistently met the compliance requirements for both mandatory and discretionary performance indicators. SunLine is on track to meet the following targets for FY 2018/2019: Operating Cost Per Revenue Hour Subsidy Per Passenger Mile Subsidy Per Hour Subsidy Per Mile Passengers Per Revenue Hour Passenger Per Revenue Mile SunLine has not yet met the following targets for FY 2018/2019: Farebox Recovery Ratio Subsidy Per Passenger SunLine will continue to work closely with RCTC to meet the key performance indicators and to ensure targets are set by a process in keeping with industry standards. 32 Sniffle SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 r11a4,s11 aerwr,r PRODUCTIVITY IMPROVEMENT EFFORTS As a result of the Rethink Transit initiative, significant service improvements were instituted in 2018. Weekdays Route 20: Converted to express service only, operating during peak hours. Extended service on 1-10 to Cook, Fred Waring to Town Center, and removed service along Monterey between 1-10 and Fred Waring. Route 21: Replacement route for Route 53 that served Town Center, Fred Waring, and Cook to Gerald Ford. Route 21 provides limited service between 11:00 a.m. and 4:00 p.m. (in between Route 20 peak service in Palm Desert). Route 53: Replaced by Routes 20 and 21 in Palm Desert. Route 80: Improved frequency from 60 minutes to 30 minutes, realigned the route to serve Calhoun, Dr. Carreon, Van Buren and Avenue 48. Removed service on Jackson, and Dr. Carreon between Calhoun and Jackson. Route 90: Route 91: Route 111: Commenced service at 5th and Vine. Removed service from Jackson (North of Dr. Carreon), Hwy 111/Flower and Calhoun. Removed service on Avenue 52, Van Buren and Avenue 51 due to low productivity. Reduced frequency from 40 minutes to 60 minutes. Commenced service at 5th & Vine in Coachella. Removed eastbound service from 111/Flower to 5th and Vine on Hwy 111, Indio Boulevard, Van Buren, Avenue 49, Fredrick, and Avenue 50. Removed westbound service from 5th and Vine to 111/Flower on Avenue 50, Fredrick, Avenue 49, Van Buren, Dr. Carreon, and Jackson to 111/Flower. Improved frequency from 40 minutes to 30 minutes before 6:00 a.m., and every 20 minutes past 6:00 a.m. to create uniformity between weekday and weekend schedules. Weekends Route 53: Removed weekend service due to low productivity. Route 80: Realigned route to serve Calhoun, Dr. Carreon, Van Buren and Avenue 48. Remove service on Jackson, and Dr. Carreon between Calhoun and Jackson. Route 90: Commenced service at 5th and Vine. Removed service from Jackson (North of Dr. Carreon), Hwy 111/Flower and Calhoun. Removed service on Avenue Siiiiline 3 3 IHANSII ASINEt SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 52, Van Buren and Avenue 51 due to low productivity. Reduced frequency from 40 minutes to 60 minutes. Route 91: Commenced service at 5th and Vine in Coachella. Removed eastbound service from 111/Flower to 5th and Vine on Hwy 111, Indio Boulevard, Van Buren, Avenue 49, Fredrick, and Avenue 50. Removed westbound service from 5th and Vine to 111/Flower on Avenue 50, Fredrick, Avenue 49, Van Buren, Dr. Carreon, and Jackson to 111/Flower. Specialized PS BUZZ: SunLine started operating the Palm Springs BUZZ in January 2019, a circulator service that operates every 20 minutes on Thursdays, Fridays and Saturdays, noon to 10:00 pm. The BUZZ travels on Palm Canyon and Indian Canyon between South Sunrise and West Vista Chino. FIGURE 2.6 MONTHLY COMPARISON OF SYSTEM RIDERSHIP 500,000 450,000 400,000 350,000 300,000 250,000 System Ridership Comparison - S Years FY 13/14 FY 14/15 FY 15/16 FY 16/17 •FY 17/18 Jul Aug Sep Oct Nov Dec Jar: Feb Mar Apr Mav Jun SunLine's staff continues to coordinate with local jurisdictions to determine best practices in relation to transit services provided throughout the Coachella Valley. Staff will continue monitoring existing routes; applying service warrants to evaluate route performance. In addition to concentrating on modifying and adjusting existing routes, the review of underperforming routes will continue to determine if segment realignment, trip modifications or discontinuation of service should be considered due to low productivity. 34 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 IRa4,s11 aerwr,r Service Standards and Warrants The factors listed below are considered when analyzing new service proposals and requests, as well as evaluating existing service. Area Coverage While most of the urbanized sections of SunLine's service area are adequately served, there are some areas that are provided with more service than others. When service is proposed, the new route will be evaluated based on its proximity to other routes and the necessity of its implementation based on area coverage and service productivity standards. Areas that are not currently served or are underserved, but warrant new or enhanced service will be evaluated to receive new transit service when funding becomes available or through efficiency improvements of the existing transit routes. Growth in the ADA paratransit service area must also be addressed as part of any new service planning. Funding of these types of services must be prioritized along with improvements to existing transit services, based on available funding. Market Area Characteristics Staff also considers the density and demographic characteristics of a given service area as an important determinant for providing transit success. In tying area coverage standards to population and employment densities, SunLine recognizes the need to provide more service within more highly developed areas, and often considers this factor as part of the service development process. Transit -Dependent Populations SunLine considers the effects of service changes on transit -dependent riders during service planning processes. While SunLine's current network serves most transit -dependent populations and their destinations effectively, the agency continues to examine transit dependency when evaluating new service proposals. Special Market Needs Staff often receives requests for new service when existing routes do not adequately address unique market opportunities. Some examples include short routes such as shuttles that may better connect two or more high demand destinations, such as a transit center and an employment center, a senior center and a shopping complex, or student housing and a university campus. They may also provide local circulation between destinations in a single community with the service span and frequency tailored to these unique markets. Service Standards of Evaluating New Services Once a route is implemented, performance monitoring begins immediately to determine if the route is reaching its desired potential and performance standards. New service routes not meeting minimum standards are subject to the same remedial actions as existing services requiring evaluation at the 18 to 24 month marks, may be truncated or eliminated if route productivity does not improve. S��l�ne 3 5 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 MAJOR TRIP GENERATORS & PROJECTED GROWTH Many transit trips within the Coachella Valley are destined for the City of Palm Desert, with 23% of all work trips ending there. Data compiled for trip purposes show trip patterns to Palm Desert are mostly from the Cities of Cathedral City, Indio, La Quinta, and Palm Springs. There are also strong trip patterns from La Quinta and Coachella to Indio, and from Desert Hot Springs to Palm Springs. Most trips in the system occur along Highway 111, with nearly all destinations served directly by Route 111. Route 14 (Desert Hot Springs — Palm Springs) and Route 30 (Cathedral City — Palm Springs) are also key SunLine transit routes. With respect to school travel, Palm Desert continues to be a key destination as the location of the main campus of the College of the Desert (COD). SunLine also provides public transportation services for middle and high school students for school districts that are unable to provide transportation. SunLine schedules tripper buses to accommodate the public transportation demand and school bell schedule for school districts including the Palm Springs Unified School District (PSUSD) and Desert Sands Unified School District (DSUSD). SunLine staff coordinates with local jurisdictions to provide recommendations for adequate transit considerations as new developments and construction projects are proposed. Through this process, SunLine attempts to reshape the community land use development patterns to support cost-effective transit, biking, and walking mobility in concert with the SB 375 GHG initiative. As the Coachella Valley flourishes, SunLine staff will continue to assess travel patterns and transit demands. Additionally, to assist commuting students, SunLine will continue to coordinate public transit schedules with school bell times. EQUIPMENT, PASSENGER AMENITIES AND FACILITY NEEDS Passenger Amenities and Bus Stop Improvement Program As of January 2019, SunLine serves 665 bus stops, which are cleaned and maintained on a regular basis. Since completion of the 2005 Comprehensive Operational Analysis (COA), and 2009 COA Update, SunLine has made significant improvements to bus stops in the Coachella Valley as part of its Bus Stop Improvement Program (BSIP). Funding was received in FY 2015/2016 to allow 25 new shelters to be placed at active stop locations as part of the BSIP. Presently, 424 bus stops have shelters. In conjunction with the installation of new shelters, bus stops are also improved to meet guidelines set forth by the Americans with Disabilities Act (ADA). Additional funding has been requested for continual support of the BSIP in upcoming years. Real -Time Signage Displays SunLine continues to provide real-time arrival information on display at the major transfer point located at Town Center at Hahn in Palm Desert. This new technology data combined with digital signage is creating new ways for SunLine to communicate with its riders. SunLine will be exploring other potential locations for real-time displays. 36 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$V On -Board Passenger Amenities SunLine provides free Wi-Fi on all fixed route buses. All SunLine buses have electronic destination signs. The signs indicate the route number, route name, and the destination of the bus. All of the buses have display racks for public announcements, notices and timetables. Passengers are able to request a stop by activating the stop request that is controlled by a plastic strip/pull cord located within each passenger's reach. All buses are ADA compliant and provide lifts and securement straps. Air conditioning and heating are also provided on the buses for passenger comfort. Bicycle Facilities To provide bicyclists an alternate mode for traveling throughout the Coachella Valley, SunLine's fixed route buses have exterior mounted bike racks. The combination of bicycling and riding the bus has increased the range of options for riders who utilize other modes of transportation. On -Board Security Cameras Cameras and the associated video recording equipment are installed on all SunLine fixed route buses. Video recording provides an invaluable asset when assessing the cause of collisions, investigating reports of improper behavior by SunLine staff and violations of SunLine rider rules by our passengers. Video from on -board cameras has also proven to be beneficial to law enforcement in the investigation of traffic incidents and criminal activity. Additionally, our paratransit vans are equipped with "SmartDrive" video monitoring. SmartDrive video recordings assist in determining the cause of collisions and helps identify operator driving habits and tendencies. SmartDrive video is used to coach better driving habits and skills to our paratransit operators. Bus Replacement Program Approximately every three years, SunLine begins the replacement of ADA paratransit vans as they near 150,000 miles. In FY 2019, 14 paratransit replacement vehicles were delivered to SunLine. The fixed route bus fleet began to be updated in 2017, as fifteen 2005 Orion buses become eligible for replacement under FTA guidelines (12-year lifespan or 500,000 miles). SunLine has received five (5) Hydrogen fuel cell buses. The procurement of nine (9) CNG fixed route buses has been initiated and the buses are expected to be delivered to SunLine in the second quarter of 2020. All SunLine vehicles, including non -revenue service vehicles, are powered with alternative fuels. Facility Needs CNG Station: The CNG station will be located at the Thousand Palms facility and will replace the existing station that has exceeded its useful life. Design drawings are complete and have been submitted to the county. The station is expected to be completed and commissioned by the fall of 2019. Hydrogen Station: SunLine is in the process of upgrading its existing hydrogen refueling station with a new electrolyzer. The construction of the hydrogen station is in progress. The station is expected to be completed and commissioned by the summer of 2019. 5►►►►1►ne 37 HUNsIr ANtli r SHORT RANGE TRANSIT PLAN • 11- 2 0 19 2 0 2 0 Thousand Palms Administration Building Solar Carport: Final design drawings have been submitted to the county. Construction of the solar carport is expected to be completed by the summer of 2019. Operations Facility Replacement: The operations facility replacement will allow SunLine to complete demolition, removal and rebuild an operations building in Thousand Palms. Bids to procure the design build contractor are out. The contract for the design build firm is expected to be executed by late spring of 2019. Design drawings are expected to be completed by the fall of 2019. Center of Excellence Facility: The Center of Excellence facility will allow SunLine to provide a maintenance bay and training area for the zero emission vehicles. Design drawings for the facility are expected to be completed and ready to be submitted to the county for permitting by the fall of 2019. Center of Excellence in Zero Emission Technology (CoEZET) In 2016, SunLine Transit developed the West Coast Center of Excellence in Zero Emission Technology (CoEZET). Zero Emission Bus (ZEB) technology is gaining momentum among transit agencies. The State of California and the federal government strongly support procurement of buses that have no emissions, and they are investing millions of dollars in the adoption of this technology. As a result, ZEB costs have decreased and ZEB technologies have improved. Adaption of ZEB technology requires thoroughly trained staff who are experts in planning, procuring, maintaining and operating ZEB bus fleets. Funded by the Federal Transit Administration (FTA) and local sources, CoEZET's goal is to provide educational services to transit agencies planning to establish or increase their zero -emission fleets and technologies. Instruction covers topics that address in-service management of ZEB technologies, including fueling systems and fleet operations. The Center assists with the reduction of unscheduled maintenance by demonstration of shared resource software that is known as SMART. Courses are designed to consider and plan the major steps to attaining a successful zero emission fleet. The Center will reach beyond public transit to offer educational services to any organization that operates and maintains vehicles from delivery to heavy truck vehicles. CoEZET is a collaboration among public and private organizations, including transit agencies, colleges, private industry, manufacturers and governmental agencies that ensures the development of excellence in the maintenance and operation of zero emission vehicles. Partners have included College of the Desert, Rio Hondo College, BAE Systems, Ballard Power Systems, BYD Coach and Bus, Hydrogenics and Proterra. 3 8 Sililhne SHORT RANGE TRANSIT PLAN • I 1 2 0 1 9 2 0 2 0 THINS!! ALl NLY CHAPTER 3: SERVICE CHANGES AND IMPLEMENTATION INTRODUCTION In July 2017, SunLine Transit Agency adopted a Rethink Transit campaign. The purpose of the campaign was to identify savings by reallocating resources to productive bus routes, and developing sustainable solutions to serve areas with fewer riders. By reallocating resources to productive services, productivity will increase easing financial constraints that inhibit growth. The campaign was adopted in response to three (3) consecutive years of declining system passenger ridership and revenue. The decline was caused by a national trend in stagnate transit growth, fairly moderate motor fuel prices, an increase in automobile ownership by low income residents in Southern California, and increasing competition from the private sector that has resulted in more choices being made available to local transit passengers. In 2018, HDR Engineering conducted a comphrensive analysis of SunLine's system, reviewed previous studies, examined peer performance and selected best practices to make recommendations for a Transit Redesign. HDR's study was completed in January 2019. The key recommendations of the study included: • Making SunLine's system faster and more direct in an effort to attract more riders; • Streamlining SunLine's bus routes to focus additional resources on productive bus corridors, • Replacing traditional bus service with lower -cost microtransit in low -transit - demands areas; • Simplifying the fare structure, and increasing fares gradually to improve financial performance; • Updating the Service Standards Policy to support performance -driven transit and emerging service delivery modes; and • Implementing the recommendations of the 2016 SunLine Transit Facilities Master Plan. A rider survey was completed in late March 2019 that obtained new data to confirm the development of HDR's findings. SunLine's Transit Redesign will consolidate SunBus' existing 15 routes into nine (9) routes and create microtransit service areas. The annual resources needed for redesign, in terms of hours of operation and peak vehicle service requirements, will be similar to the level of resources expended in 2019. As a result of a Congestion Mitigation Air Quality (CMAQ) grant, SunLine will also introduce a pilot Route 111-Express service in FY2019-20 that will offer service in approximately 20% less travel time between Coachella and Palm Springs. SiiiiLine 3 9 IHANSII ASINLY SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 The consolidation of existing transit routes will occur over an 24-month time period from west to east in the Coachella Valley. The last change will introduce micro -transit in the eastern Coachella Valley to serve lightly populated areas such as North Shore and Oasis. Additionally, in 2019, SunLine will launch a pilot program for rideshare services in the Palm Desert area to test the acceptance of this kind of transit service delivery. PLANNED SERVICE CHANGES AND IMPLEMENTATION The strength of SunLine's network lies in its frequent, regional trunk routes. Routes 14, 30, and 111 together account for 64% of all daily boardings. Improving these services will increase farebox revenue for the entire network. Transit Redesign will focus on more productive routes, with plans to increase frequency in high demand areas. FIGURE 3.1 TRANSIT REDESIGN IMPLEMENTATION Date Route # Old # Service Area Sept. 2019 2 14-30 Desert Hot Springs - Cathedral City 3 15 Desert Hot Springs 4 24/32 Palm Springs - Palm Desert 5 20/21 Desert Hot Springs - Palm Desert 111 111 Coachella - Palm Springs 111-X New Coachella - Palm Springs Express Date Route # Old # Service Area Sept. 2020 6 54/80/90 Coachella - Palm Desert 7 70 La Quinta - Bermuda Dunes 8 80/81/91 Mecca - Indio 8 91/95 North Shore - Mecca / Oasis 224 New San Bernardino Express* * Replaces 220 Note: Palm Springs Buzz operates Thursdays, Friday and Saturdays Transit Redesign implementation is contingent upon completion of SunLine's service change public process that includes locally scheduled public hearings. MODIFICATIONS TO PARATRANSIT SERVICE The provision of ADA services remains a challenge because it is costly. Efforts to mitigate the increasing expenses in demand -responsive service include revisions to the paratransit eligibility/certification process and continuing to monitor late cancellations and no-shows, which improves the availability of appointment time slots and makes SunDial service more efficient for customers. SunDial staff periodically measure (monthly) the system -wide average rate for that month to determine whether a particular customer has excessive late cancellations or no-shows. The Agency then considers the customer's overall frequency of 40 S�r�l�ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 IRa4,s11 ANtliNr use and evaluates whether there is "a pattern of abuse" relative to how often that customer travels with SunDial. SunDial will continue to move forward with the paratransit eligibility/certification process and implement in -person interviews to ensure paratransit riders qualify for the service. MTM, Inc. has been contracted as the consulting firm to help reform the current processes. They are evaluating the Agency's current procedures and will be making recommendations to help implement changes. SunLine also plans to implement new technology in the near future to facilitate on-line scheduling and cancelation of paratransit reservations. The new technology will provide a reminder call the day before to encourage cancelling when plans change and will also provide customers with notification five (5) minutes prior to passenger pickup. MARKETING PLANS AND PROMOTION Marketing has become an important element in transit agencies' orientation toward present and potential passengers. With the functions of the information and public relations, marketing contributes to the image and role of SunLine's transit system in the Coachella Valley. With a modest marketing budget, SunLine strives to achieve the following major goals in an effort to increase ridership in the fiscal year 2020: ■ Increase Ridership — will continue to look at forward -thinking and innovative strategies to increase ridership. ■ Increase Awareness and Enhance Image of SunLine Transit Agency - will include strategies to increase overall visibility of the transit network and to make potential riders more aware of what services are available and how to access them. Promote transit services and inform the public about them in the Coachella Valley. ■ Transit User Group Presentations — will continue to make personal presentations to local transit user groups, such as senior centers, disabled groups, schools, and civic groups and to educate about the destinations available through the service. ■ Travel Training and Transit Ambassadors — will help educate members of the Coachella Valley community about public transit services offered by SunLine through travel training. Fostering employees to become transit ambassadors to empower them with the knowledge and skills to educate existing and potential future riders about SunLine services and programs that are offered. Throughout FY 2019/2020 the Marketing and Planning teams will join community service events, seminars and conventions to spread the positive impact local transit service has in the Coachella Valley. The agency will continue to follow its strong marketing and outreach campaign in an effort to inform Coachella Valley residents about available transportation services, to show people where buses operate and how they can use services offered within their area, to generate increased ridership. The Agency will market awareness and Stinting 41 IflANS1T AGfNP,V SHORT RANGE TRANSIT PLAN • 11- 2 0 19 2 0 2 0 collaborate with the general public about what transit services are available, and how and where to get more information, to get riders where they need to go. Components of a Marketing Program Public Relations: Press Releases Story Pitching Letters to Editor Grassroots Activities: [ommunity Outreach Event Participation Event Sponsorship Social Media: Social Networks — Facetwok, Pint -crest, Twlttet, Instagram, Snapchat, Other Business Networks — Linkedln, Other Traditional Advertising/ Marketing: Broadcast — Radio & TV Transit, Outdoors, Mall Direct Mall, Other Web site(sj: Main Sites MicrosHes Online/Digital Marketing: Social Media and search Engine Advertising, Banner Advertising, E-newsletters Social Media and Website Mirroring the rest of society, SunLine is using social media as part of a comprehensive marketing strategy. SunLine maintains a Facebook, Twitter, Instagram, Snapchat and YouTube pages, which posts alerts and items of interest. SunLine's website is used to publish up-to-date information about agency services, polices, and publications. This is a reasonably cost-effective way to advertise and promote SunLine's brand. Passenger Transit Information/Rider's Guide Information of SunLine services and programs is easily available and prominently displayed for all target markets. The SunLine Rider's Guide provides directions, map, time point bus stop locations, schedule, fares, transfer information and where to get assistance on how to use SunLine services and programs. It is a promotional tool. SunLine transit system information can also be found at transit centers, on buses and at bus stops to make it easier for the rider. Transit information is readily available and designed to attract and promote SunLine services and programs to someone who is new at trying the system, while maintaining interest and engagement from existing riders. SunLine's transit information is provided in both English and Spanish. Customer Service Center The Customer Service Center provides phone information to customers Monday through Friday. SunLine maintains staffing levels to adequately meet its customers' needs. Various resources like Google Transit trip planner and MyStop Bus Tracker, allow agents to quickly and accurately answer all customer inquiries. Bilingual (English/Spanish) Customer Service agents are available to assist with questions pertaining to SunLine services and programs offered. 42 Sniffle SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 1RaNs�r ANtliNt Community Outreach SunLine's Community Outreach effort works with local organizations, business, government agencies, and nonprofit organizations to promote SunLine programs and services. The Community Outreach efforts involve the grassroots organizations to identify unmet transit needs, community -based marketing partnerships, with local business and public agencies of this kind are productive. SunLine is vastly involved in building upon these relationships by participating in community events such as mobility workshops, food drives, fundraisers, parades, and special event actives which include public involvement. This gives SunLine the opportunity to promote transportation services and programs to existing riders and attract potential future riders. Public Presentations Public presentations are the ultimate low-cost marketing tool. Target audiences include seniors, students, social service, business and community leaders. The goals are to educate these groups about the economic and environmental benefits in using SunLine's public transportation system, to help save money and reduce energy consumption, greenhouse gases and other pollutants. These presentations occur at senior centers, colleges, school orientation programs, and emphasis on how SunLine can take patrons where they need to go to undertake their many tasks. Travel Training SunLine's Travel Training Program offers traveling training opportunities to help riders become more informed and independent consumers. They can attend a group presentation to learn about transportation programs and services available through SunLine, or request a one-on-one training aboard a fixed route bus and learn how to ride with ease and confidence. For the individual receiving training, increased confidence and self-reliance are immediate results of learning to travel independently. These skills improve the passengers' quality of life by encouraging community integration, participation in recreational and employment opportunities, and overall independence. Transit Ambassador Program SunLine introduced a new Transit Ambassador Program, known as TAP, which helps create and or expand upon a culture of customer service by empowering employees with skills to better handle the many situations that arise when interacting with customers. TAP is comprised of a series of training sessions which address crucial topics and everyday scenarios in public transportation service. A Transit Ambassador is someone trained to be knowledgeable about SunLine's local fixed transit system and programs that are offered in the Coachella Valley. Their goal is to help assist passengers with their trip planning. Transit Ambassadors will assist the rider until the rider feels confident in navigating the SunLine system independently. Access Advisory Committee The Access Advisory Committee was formed in 1995 as an advocacy group comprised of various agencies in the Coachella Valley. Committee members range from the Braille Institute, Neuro Vitality Center, Desert Arc, Guide Dogs of the Desert, and community activists to everyday transit users who are committed to promote successful implementation of the transportation provisions of the American with Disabilities Act of 1990 and other related federal legislation or regulations. The committee meets bi-monthly S�►�l►ne 43 HUNsIr ANtli r SHORT RANGE TRANSIT PLAN • 11- 2 0 19 2 0 2 0 on the second Tuesday of the each month to discuss transportation access within the Coachella Valley. 44 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$V CHAPTER 4: FINANCIAL AND CAPITAL PLANS OPERATING AND CAPITAL BUDGET In FY 2019/2020, SunLine plans to have an operating budget of $40,840,150 and a capital project budget of $12,711,407. The operating budget will absorb cost increases in wages and benefits, some new operating and administrative staff positions, as well as other direct costs increases associated with operating service. SunLine utilizes funding from various sources to operate its fixed route and paratransit services. Additional revenue opportunities are pursued in order to reduce subsidy levels. These additional revenue sources include SunLine's bus and shelter advertising, sales of emission credits, outside CNG fuel sales revenue, taxi voucher sales and funding from two jurisdictions for bus shelter maintenance. FUNDING PLANS TO SUPPORT PROPOSED OPERATING AND CAPITAL PROGRAM For FY 2019/2020, funding plans for the proposed operating and capital programs are as follows: Funding sources for the proposed operating budget includes FTA Section 5307 (Urban), FTA Section 5309, FTA Section 5310 (Elderly and Disabled), FTA Section 5311 (Rural), FTA Section 5311 (f) (Intercity), Congestion Mitigation and Air Quality (CMAQ), and Low Carbon Operating Program (LCTOP) funds apportioned by the California Department of Transportation (Caltrans), State Local Transportation Funds (LTF), Local Measure A funding, farebox revenue and other revenue for operating assistance. Funding sources for capital projects include funds from FTA Section 5307, Section FTA 5309, FTA Section 5339, LCTOP, State Transit Assistance (STA), State of Good Repair Funds (SGR), and other revenue for capital assistance . S��l�ne 45 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 OPERATING BUDGET AND CAPITAL BUDGET The estimated FY 2019/2020 operating and capital budget of $53,551,557 outlined in Table 4, is funded by: FIGURE 4.1 OPERATING AND CAPITAL BUDGET Total Operating Revenue Operating Revenues $40,840,150 Passenger Fares $2,799,649 L LTF $20,926,808 Measure A $6,706,363 Estimated 5307 $3,630,155 Carryover Section 5307 $2,442,114 Estimated 5309 $195,402 Estimated 5310 $46,250 Estimated 5311 $286,933 Section 5311(f) Operating Assistance $186,051 Carryover LCTOP $264,833 1 r---- Carryover CMAQ $1,036,741 Other Revenue $2,318,851 Total Capital Revenue LCapital Revenues $12,711,407 Estimated STA funds $6,583,535 rState of Good Repair $730,403 i Estimated Section 5307 $2,066,395 J Section 5339 $215,172 Section 5399 $593,070 LCTOP $1,022,832 Other Revenue $1,500,000 46 S►►r►1►ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 [HANHl7 AHfNCY REGULATORY AND COMPLIANCE REQUIREMENTS Americans with Disability Act SunLine complies with the guidelines set forth by the Americans with Disability Act (ADA) by providing a 100% accessible revenue service fleet for fixed route transit services and ADA paratransit vehicles. As funding becomes available, the Agency continues to provide bus stop improvements to ensure accessibility. Staff also coordinates with developers and contractors regarding construction projects to include bus stop improvements when the opportunity exists. Disadvantaged Business Enterprise SunLine's most recent Disadvantaged Business Enterprise (DBE) program and goal were submitted to FTA in February 2019 and July 2018, respectively. The DBE semiannual reports are kept current, with the most recent DBE report submitted May 2019. The next DBE report will be submitted in December 2019. Equal Employment Opportunity SunLine complies with federal regulations pertaining to employment and submits its Equal Employment Opportunity (EE0)-1 report annually to the U.S. Equal Employment Opportunity Commission (EEOC) as well as its EEO/Affirmative Action Program to the FTA, every four (4) years or as major changes occur in the workforce or employment conditions. The most recent EEO-1 report was submitted to the EEOC and certified in March 2018. The most recent EEO/Affirmative Action Program was revised and submitted to the FTA in FY 2015/2016. Title VI Title VI of the Civil Rights Act of 1964 protects people from discrimination based on race, color, and national origin in programs and activities receiving federal financial assistance. SunLine's Title VI Report was updated in FY 2016/2017 for use in the FY 2017/2018 to FY 2019/2020 period. The report is scheduled for update, submission and approval by October 1, 2019. Transportation Development Act Transportation Development Act (TDA) provides two major sources of funding for public transportation: The Local Transportation Fund (LTF) and the State Transit Assistance fund (STA). RCTC commissioned Pacific Management Consulting to conduct the Triennial Performance Audit as required by Transportation Development Act (TDA) and SunLine's findings are referenced in Table 6. Federal Transit Administration Triennial Audit In accordance with regulations, SunLine Transit Agency completed a Federal Transit Administration Triennial Audit site visit in March 2016. The Triennial Review focused on SunLine's compliance in 17 areas. SunLine had no repeat deficiencies from the 2013 Triennial Review. SunLine met FTA requirements in fourteen (14) areas. Deficiencies were found in three (3) areas; Technical Capacity, Maintenance and Procurement. S��l�ne 47 IHANSII ASINLY SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 The Audit recommends: 1) SunLine Transit Agency's overall Technical Capacity and Office Procedures be improved to provide required information in progress reports. 2) Maintenance Department facility preventative maintenance checks be improved to meet an 80 percent minimum target. 3) Procurement Department pre -award and post - delivery processes be improved. Hydrogen Fuel Station National Transit Database To keep track of the industry and provide public information and statistics as it continues to grow, FTA's National Transit Database (NTD) records the financial, operating and asset condition of transit systems. Staff are currently finalizing FY 2016/2017 NTD Section sampling. SunLine continues to perform parallel sampling using manual samples and Automatic Passenger Counter (APC) data in order to verify and gain approval to use APC data in future reporting. Alternative Fuel Vehicles In alignment with SunLine's Board approved Alternative Fuel Policy, all vehicles in the fleet use CNG, electric or hydrogen fuel. The current active fleet consists of 67 CNG buses, 15 hydrogen electric fuel cell buses, four (4) battery electric buses, 39 paratransit vehicles, and 52 non -revenue CNG and electric vehicles, including general support cars and trucks as well as facility -specific golf carts and forklifts. 48 5►►►►L►ne SHORT RANGE TRANSIT PLAN • I 1 2 0 1 9 2 0 Z 0 (HANS17 ASfNNY FY 2019/2020 SRTP TABLES IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 089'917b 1£L'L9Z'S£ ZLb`66L'££ tr 6L £8 Lbb :sp-4ol 86V9IS 086'L6T'9 ISb`8T£'L 0 ZT ND Ob ZT bb LINA N0R10 IED S001 O16'£trT OZS'E98 OLb`b6S 0 9 ND Ob 9 6£ ,01, 3l VA 9101 Z££'8L5 086'bbT'ZT ETT`817T'TT 0 TZ N] Ob TZ 6E ,01, 3l VA 8001 LOS'LZL ETT'0b9'IT TVL`6SL'OT 17 91 ND Ob 01 6£ .Ob 3l V3N 8001 58L'16 58L'16 S8L`16 0 T ?JD Ob T 6£ ,01, 3l VA 8001 606'LbE 860'6Lb'£ 1?,TL`89T'£ 0 OT ND Z£ OT 61 ,1£-JaPR1Z3 NCO 6001 81018T EN'06 TL8`6T 0 S TIO Ob S LE SS3DXV NM 8T01 9TL'9T 9TL'9T 608`£ 0 T Ob T L£ SS3DXV NO3 LIOZ 6££'8IT 6T0'SSE 9b£`£Z£ £ RO Ob £ L£ SS3DXV NCO bTOZ TOL'ZLT TOL'ZLT TZZ`09T 0 T TID Ob T L£ SS3DXV NCH ZTOZ ZTZ'£L ZTZ'EL 6£8`69 0 T 93 Ob T S£ 6X GAO STN Z£L'08 591719T ZIT`ObI 0 Z 93 Ob Z S£ 6X CIAO bIOZ 6T/8TOZ A3 6T/8TOZ A3 (ga.reyy'•&a) ipaew area-of-aeaA Onoay; 3O sV alaRlaA sal! W ala!4aA anipv aad area oT a;!' afieaaAV 8TILTOZ A3 pu' aeaA aopd sallw apnlaA area 0; a;!3 6T18TOZ A3 salalgaA A31.10611l;uOD 3O # 6T /BTOZ Al sap!yaA ampv Jo # apoO infiva3 paddmb' ATlaedeO apaO apoD 1I!n8 adAl aplyaA dwell 6uneas !apow 'NW aeaA Ian' pui An paaeaadO Alpo-110 (sngaoaoW) sng Aaua6V psueal au!'uns ueLd Lrsnel1 a£rreti PorIS WA57111"Al tiamanul;aald - I a19a1 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 FLEET INVENTORY - DEMAND RESPONSE 916'55T 01T'T80'9 tr£91.90'S 0 6£ 6£ 9£ aleTol StrT'86 8LT'Z1171 tr9S'696 0 SI N7 ZZ ST ZT H7310113V NO3 9T01 SL8'SW 900'L9T'T T90$56 8 ND ZZ 8 ZT 1-1731MAV NO3 STOZ TZT'STZ 9£6'WV£ 600'TbT'£ 0 91 ND ZZ 91 ZT HD310113V NO3 £TOZ 6T/8T0Z A3 (view fi•a) a4ea-01-aeaA 30 sV apl4an ampv aad sallW awl;api afieaanV 6118TOZ A3 8T/LTOZ A3 6T/8101 A3 61 woo yTfiva3 paddmb3 Amaedea ap00 apo3 10119 twely pu] aeaA mad salamaA halm A3 adl(1 aplyaA dwea 6ulTeag lapow 'Nw aeaA g0noagi sallW aWlyaA AnuabLinuoD sahlyaA Ian] puP101 saIIW alaRlaA a7ea oa 0p1 To # amp)/ area of aTl3 To # ADua6V Tlsueal aul31111g ueZd abuelf PorIS Oi/61-01"� tioivanul jaa1g - I aim paaeaado Aipaala asuodsaa puewa❑ SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 a r� 0 H W W H 0 a a I W U N a W Cal d • E-1• F-�-1 rEu wet JED ((p} .saPbW rEra +ci. srroa.F we,1 { 0 S6'0 ECI OT'f$ TO' Ka* 60'O$ f5'f$ a4,iif "61 09'6ZTS 06'0 0' T T .9I'';$ £t'tf 494 zf's$ 9 ACC Of'9L$ 880 O`#S s.C'4$ 90'G0T# Orr$ 6f-8$ 1.1;;Z'T `E'ZfIT SB'0 TO 66'.3 f91,4 Z9'0$ f7'9$ ' TZ TS'LOT$ 96'O 01PS ?.?'s# 9S's95 90'0$ 9a'9$ WrIvOC 85'901$ (0 km 36' -d sid ii(GaEENd (e9 +fici..1 anu.akaa fd0 xa6NraSSed wa am "Arad 03 fix, (.0 Aim *AAP.% xau fix, api4 skuasSed Ed +lniscps frpEuessiki Ed Apiszps 0ge0 e4darkoa0 wartat l antarad lad ISO)641.1n1 WC. 591 }in.iepe J END A]u euuJnpdd O'579`TTE'S O'52V9T917 0'9J S'sT E I bZ'E06`9E :--`D'6?-i b O'361/096`f 5' Sfb`SStr E I ' HI `S9L 6011.362Z iN.V6 ,rf.' 0'TZE$v0T`5 a ST6iEWt, O'CE4'erg 9E6'Ob z na`b.ftYf. I'EZ5007rS f'SZL6L9` , 0'9Z.£' 9bZ`WI6 54'Y?i!1 `6 E'S9b`TTT'S 07 9`S617'0 Z'9S>r'f OC 6f2WOE. 6.q.r4 £`b &41114 PkiiihFrgvVPQ1 (Q) gatYl inuiWZt ipl+[fih PIPV 1Q1 05 sawsi anae+49a ap„DA Penloti Mel Mew added Fl At.rnskr piqu15.1{1 63.1is}4a eaeyD.Eupeaadp 4Tf'ESOVS. HT rOterCtb$ 'I: H. ..I. If17T10't$ f8T`i+S6'TZ$ I.' •-• . . U1'Z96'9S 1:0171759`6V$ 'I ,. _ Z•60.6V6'91. 17f9'6(970. 1 1 ': i .. '• .'sgns)saskradg6u4mad. 0$+! emaw wed EpEw2•sse.j. not swam Cxiverrcio p i41 [?pea iePUPL1U 951 ZOT 907 I.a .,.ATre 5 :I 45 u.4.3.24 ey D. lib LH'Id 0[161•0; AA IVIWY-i$ P-rt 6ii0IOEM 1.1''Id 61. 81.0C AA PaG1611V WOLIN Ad p'9llai; : L191.q,: x•+ na no iiv uuld apueal abued 11045 0VAT Ot AA .Lreiurtans a3{ a5dab's -- ibua6pf jrsuea atepuns -- e a{geei SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 SRTP SERVICE SUMMARY - NON -EXCLUDED ROUTES '%1001,. .0.15alW se) CN '* W i9 S.11H uses! Ce) 1:6'0 4`£S SO'43 igit0 3 da'a3 4=51t 'W T -6T ii�'U FOS fd'# f.t'£93 S9'bt 80'9t '66O'LT T7'1"/tS 69'G S'£S WZ$ Z6.403 ST'TS 52 8t R655..eT 06VETE ge'0 fif S :'4,'S3 : ?'W ..�'43 ? 9t ,97.7 I' .' I � 1 • 1 P.' 1.-1 as3 VIM* E8'0t ES St ' TZ 6f'90T# (CI apa ank isaa ach iabuaazed (2) .06.1. 61166la6 .rat +aid co amNrwm% iata owls (e}xKi+a.wan222 ad+W9Epos a/9,,p ElEikkiSEK Ed ApsIns e6uassa4 'ad Apis0'S Um!. 01..onfeaqi xovarej ancid an akirand19()}fwORrarad IEllniSliaPPntila5W21111J4Vad 0 Sstazi,ors 0'9T€'6oa'tr O'Os6'k4E LtS(S'.l';= 5f.?'`!I 1'1 9'STZ`TS5E 6'WI'79T'E Warii'M 21917.01.Z SI-:IbSL'2 OTE0 ,96$ oed.CIS i.. O'i'Let4Z 4:reg 6'92 Ti.V.Kt'i r' EZ5'i.3 � .:•SZL'6L9'b I•'9CF P5riE 96' 11. fifS':':'1'1 T'S0f'T6S$ .07601,7_0$ 9'696124 Lp0 IVVV2 1...?5'�S }'F RAN 343,,PA 6'PTPV Rol EEO. WmarxanadafNLPAI IPVMei (Pi, SMW6+aowe a4gsPA1'4/WMI su!!'l abuns:Rd scrui A85,..?99B1 oh w{1 ' sagspap it BIB . GU IiBJ AL'bil0'fI. 36Z'OTTK$ 1- 1 1: 95stiry'CS 965'03T'{. T 1.."?iVizt iEZ9'Z'a'9t aE'S85'8f# ?F Zf/.i'tr.' . i*fV6.1.'t_i .: F• ,-;9'fZt ELE'850-$ rbT#65'.5 3 MR:stqns)saRiadq 6'alu ado Eni erwarbli.AMA. Etuassedptjol sashackg&Apia:toF'ol riva tpixipati E6 Sf T 35 5=d hair mioM-5I .3R.d Kme43 Ohl lirld OLi611.11r:.�.a renpTl1JUWi 61:810ZA Livid 6[r8[0ZAd r-t11IY1V ;i.: ril._ .li p:ilI1TIV [I.91.U,: ti salna'd pap nin] -uoN uuld Isueala6ue}l VollS OZ/6ZOZ AJ Ate/awns a3p ras cllb►S -- ib ra6({ _psuedi atrnuns -- z a14e1 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 SRTP SERVICE SUMMARY - EXCLUDED ROUTES '-aFWi sRi .1* O} 'saFoli RErd it4 sn6si oakt (0 On V91 19'3 0,4b13 Ib IT 99'8# kin'42. bf'663 12' T r6I 26'3 C:Va4 i 'Cb tr2;C1 %Zink' ZG'2E'f Gf 0 18 fry 96'S1I$ Ci'£# 0/'RI i3 Wi S f'•:in S.S'0 ZIE MO 9S'60t Tlh'T$ 9C6S RbbQril 65'cTT€ 0* a!W anuaka i Nd o61.assed (e) mq+ dnoanaA 05 OCONSIRd (a) 4sui *um% ag +Ipsab1$ (e) V1i3+ d uvaAaa Oa +Ip 1$ afiq BfrlaSsOt i3d Apastrns e6uaMd Ed ttslpts •NliP@ kontainj fit! ,no}{ anl13n41edaa tiscDtuga1agd 1 I S71%suape olunumTr„a O'C't9L i 1L 07£2'90Z 0.9BI'T I taViL9'T #121/TRI b'6Q `6£f 91DE E'9ZE C'Sbg'pi LbkricrC ''f (5ff'S5f . , Z' SZI 0'9989:O1 VW.* 601,s I m'0tr Z'O9T'OZ S 9'8£5i11. 5'9b£ 4Z Lff'OW St-f 55Z sc1244 DPAPA F 1PV P-41 (0) se!W NAIReay aFILPA FR17V 1401 ( e) givrA4 afivama a NiaA 1e.ILA, R441 gams .14eid Med 43...1 syt*Nsai pNt.pd h sapsNapssJ ey g flu p.e.iadp 1.' . I: It3Ef .•': £tr8'S22'F= Zl9`082'TS ST6'7-ztt £85rE0£`T# 65'6I91 ias'68T# Ef4`fs90`I# R'`IEST3 C 'ivr$ 3GT`628'2$ '.'„'S)sawakk j6ageFatopoi a-WON:tWei B6uassed'mu. �a,,KktaAnimas. gial %ea MP -MUM 17 r: Intl b1O}o-111i9u 534su.4aer1140 ISOM ;.' 11 GERACICAd 1. ii;.7 .I.i I ' t' IS14TUd Ai .1. 1,.i f..1 W.14 Ai Ua611xlV BTJ£i E Ad PRLI[KC “i9IRAl Salno pdfill� uoad a6uou4a0LISOEi6TOEAA Al/pawing aaMAWS da?1S -- Alslafiy l►suedi a fit -lug _ _ z a fei SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 Y4 Pef +o3 (g) sowµ yee1J. e) WO N£ WO T £'0$$ arr$ 0T'KS 9f,Tu6T 6T66L 1 I' I 92' 4 L$'Ii$ £97$ 99',X$ 1E11'6 S "':-! T'O 'VZ ST'S$ 1.6'S£$ ta$ srZtt 416iT'fT b'4'Iet ...1. : fZ 9t'St 5t'9£$ nts 99'Z'a '".'F'?'T i. L.z9s T'0 b'Z 66' b# 29' bl$ 597/ 4Z'PM %42'TT T9'b.g. (q) appi alwae.ack al ,a6irasiiv (2) r'lgd arxlataa sad JatovisPd (q) amp anuanagl Ad (0) Jncip afiumard Ad kowis 4p4 aauasskp god wers sk,dstssed, rid A01ser5 ce10/KJ3,4C132,4 xix?ars1 ,^oµ anwaad ad50D6uRmado OW-L.6111 OE01 96 Q'Q9p439 Waal nS'S5T I .'516'9E£ ' 1.W01 t 1';Ct'aVT I :,941T T UK,:1=1. L O'O£9'T66 O`6bq'£9 ot1'Wi t treS51. 6'9Tri T'T T'b10'6S£ 6'0 94 ORV.Ta'T 7F?'9ST Lti£E' VI t'96eTEO : ' kb6`89 :'::S'tb61 :':Ai'OT aBlaFiHAFnP's.' Rol f1)Wei anua4PAAM1Ffkrl1iw1 k e; 9.0,04 antkralk DPW,. Rnlati R301 sato4.145,7ssed said aCvassed PnrilYui1 sx;spaiae.1eyadu edadp WE'SO'S1 91,9T,I' I I OE .rfeiV9# - . 1 # ,: �i. i# tIrViOYSi ifloT'SEVT$ b'T979r91 '4FT'141'S3 ;I'er1i ES.Vai 'S# m'Et.I'Si T9(44 9$ ZEMEE 'Si ( nS)s3suagDintesaipiaN anuaoal ale j iabuassikk ko1 saseadSr3 Oawkidoimi rt flea PIPliguiA 7 T . ?T limb d'elFrad splisual)er e4 a aaay .I. Id oziolllr... 1 II rID{' 110 i:'I', 61i610C od Livid r;I"1I0l Ai palm,*. ErViuZ Ad 1} ;II;11t. so}nou lit+ told Nsui2aieSuo}l 4.+0-45 Ot161CZ AA ,fie urams a3pLfas & LF - - M Va • a curve urns - - z afcga SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 %F' % iced 'DJ 544'4 leD FEW Act sn 134 WEl1 (�} M' T 8''91 fS L$ 6r0I It S 'O$ 135'9$ '916ti'6T f9'LFT'S OZ.' T CLT 4 Wi6$ fS'Lt 6f'4$ %Str'6T 60'SCITL ICI 1,91 R6'L$ £9'$T 3 643 5tra Ri 9'LT 101:4. S 91' T 4LT IrCIV £['SS$ 1,5'6. TT'5$ IV C'T 55'511# OZ' T VLS 99'9S 61'6:4 4f'0$ 90'4$ kaZ'ZT 54'FTTS OQ) aLYk mia A4 iituassed (8) 4110}; 2n4.6drd}L ad •04E4u4S:Rd OW 4iskr arlu6anat ad VOWS (P) ukco 2' ki.,.. x WI &36,1 ti$ au4i iaE 'ass} lad towns El&ass ed. 'ad lliuscins eoef AarE411.11 xi:40 of .0004uanayra9Iwo f.x;Wako faimpappi=m$4.-303U•nawyiail O'S6'8'TET'1, O'SSS'LVVE O'9-CafrZ LkteS4M fiarke'VI, O'086'8Tfl Z Z'9Z0 ZTSS C'£C6'01S 0$6108f'SZ Ok.C'SXV 01 TOS-Zb'E 0'5tZ$it'E O'trZS' 9[['Ta'SZ 1-o'c'i!'i T'9S2'2OS'f T' T6SeT 'E teCla tZ 6i6'1t"8£ irre'lgi•. T'Z6UEG8 918T'L90E C'k.LT f 9ileUrk-V2 19M'TST't sgtlLW PIMPA Rn9pV Real f':1) s amua+Wel +PPfifiA RSV Rol (0)SPX•i+R,FROakkaloNDAR^T}t+WI ialpa +26.649ed 5duj *Cy 45:sBdgastsmo ' saLxs.1-api a no auf4*tedO tacit 89G''JA�'s4 LOT 'T8Z'b:: 1 L-'FST ' 'F'i# I :I: I 'I 1. 1 1 L'. .: 9[Z'5-1-C'9f Terrvi w$ ftriraVI El m,'w.V.91 :'11 .:.'' (salp.ygns)sasu ad§kT 5uneaalp RH a.'uara,dBred .E6.i ssedR1'=1 saskiagx3Eueam4F'.`'J 1e0lePuEijU fiGl.I I I. fT ta.15"".i.. rf.St sawir-usia tmo wild kleld OVISIOZAA 1rnPV,ILIr>n 0.19k11C!Li uric' 61.r'91.0 .RA Pa41VY $TirTOZAd Peallzi Y fT19TOZAd .,a;noti III 'nu 3!SUMii adued 1,-1045 OZinat h� SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 2A SRTP SUMMARY OF ROUTES TO BE EXCLUDED IN FY 2019/2020 Route # Mode Service Type Route Description Date of Implementation Route Exemption End Date 21 Fixed Route Directly Operated Palm Desert January 2018 December 2020 5 Fixed Route Directly Operated Desert Hot Springs - Palm Desert September 2019 August 2021 111-X (Express) Fixed Route Directly Operated Palm Springs — Coachella September 2019 August 2021 Siiiibne 57 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 £76'9LL'ZE$ VIL'E9041$ LETb68'06$ O'SZ9'TTE'S O'franT9`6 O13T5117E 0'9E1'STE ibZ'£86'9E L99'6ZE'b 86 slelol Jap!noud a)lnaaS b8£'SOE'S$ 969`£SZ`i$ OE0'655'9$ O'LLL`6LT'1 O'E09`896 O'S9L'SL 0'090`99 176b`L£B`i 885'SST 0£ sAea IN TIVC-NITS 910'9068 619'8£1$ SE9'660'T$ O'1106`5E1 O'OSL'bTi D'LE8'9 D'i8E'9 6LS'£EZ TbL'LZ T $Aen IN 5-6-NnS 859'6E6'Z$ 1Z0'91b$ 6L9'558'Z$ O16YbbE O'15i`LT£ O'86LST O'8Tb`LT 666`LBZ`i 696'ZST E sAua IN T6-NnS 0E6'195$ Ze1'06T$ ZTb'ZDL$ O'099`b6 O'180`6L D282'9 D'ESd9 96Li09 S85'TL T $Aen IN 06-NnS 90£'8517$ LLSb1T$ £B8'ZLS$ 0'8170`69 0'08S`SS O'16L9 OZOS`S OZ6'85L EET'06 b sAua Iry T8-NnS 6D5'Z08$ 9Z9'007$ OET'EDO'T$ O'506'0E1 O1,Z8'LDi O'9UEOT D'8ZE'6 8T8'90L1 OTL'ZOZ S $Aen IN 08-MIS £99'ZL6$ 991'E6Z$ 6Z8'STZ'T$ O765'911 O'SZL'ZEi O'9Sb'OT D'is6'6 6E1'08E1 Zi6'E9T E $Aen IN OL-MIS Z99'99L$ 999'161$ BZE'856$ O'SOS`STl T ZOb`STI O'6L8'9 O'S68`9 LbT8L9 045'08 Z sAua IN 45-NnS TLT'SS6$ EZ9'661$ 66/$5YT$ O'981'6E1 O'SEZ`8Ti D'L69'S D'L061,- 66D'£TE 58YLE D $Aen IN S-NnS 8Z6'9LE$ Z£Zbfi$ 09i'TL6$ O'88L9S O'616'9, O17561, D'9091, £LD'SOE ZEZ'9E E $Aen IN ob-NnS L68'S6L'Z$ 90L'L69$ £09'£64'£$ O'6L0`1Zb 01,9617LE O'86S'LZ O'LZ6`SZ 689`£66`Z Sb5'SS£ 0 sAua IN b-NOS 9$,L119£$ ZLT'09$ 8T614Z14 O'L6915 O'9£0`111, O'LarE 0'O7.6`Z SLL'66E 145117 £ sAea IN Z£-NnS £89'1E£$ 1Z6'Ze$ 609'6114 O'ZL6`6b O'0££`9b D'195'1, O'06E17 I0Z1756 644'TOT S sAua IN 0f-Nn5 5L0'6b5$ 886'SZT$ £90'SL9$ O'19E1B O'ESO`EL D'ZEB'b D'695-1,- 589'6E6 SZA6 D $Aen IN £-NnS SZ9'00Z$ LOZ'OS$ SEQ'1SZ$ O'LSZ`OE 0'5E017Z O'896'Z Dien £96'11H 895'6Z b sAea IN bZ-NnS SLb'01,6$ 940181$ TZS'TZTi$ O'SLI`SEl 0'5E1 1E' O'LS9'17 O'Sirb TSVIIT ObZ'£i Z sAua IN 0ZZ-NnS EL6'LZ$ 696'9$ Z1,6'6E$ DZTZb D'SEZ'£ 01,LZ D'ZEZ ZSD$8T bbYZ Z $Aen IN TZ-NnS 6T£'bZi$ 15L'SZ$ OLO'051$ O'980`91 O'L£0`ST 0'144L D719 0Z8'bb £Z£'S Z sAea IN oZ-NnS 6ZL'08517$ SL6'686$ 669bLS'S$ O'8Zb'iL9 OYbi`965 0'961'O5 0'60521. 9L9'b8E'B SOB'S66 D $Aen IN Z-NnS 1L£'9TI$ Z91'zZ$ £Es'e£1$ O'L69`91 O'866`171 O'Z66 0'9£6 L£6'L9T 5176'61 T sAua IN ST-NnS 9E5'Z65$ Z55'TTT$ 060'40L$ O'£99116 O'1ZZ`bL O'SbZ'S 0171617 SELZZB ZTL'L6 L &Aen IN bT-NnS 6EE'LBS$ zw'zst$ 9DrOTO'T$ 029E'SZ1 O'66C68 07E8'9 D'LIA'9 bL1/96Y1 660'Zbi b $Aen IN XTTT-MIS £EZ'ST0'8$ S£B`£9Z`Z$ 890'6LZ'O1$ O IZ6`BEZ'T O'SE1`£BO`1 O'SL9`SL 019Z`£L SU'968`T1 9L6'906'T 91 sAua IN ITT-NnS Aplsgn5 anuanall lso0 sallW sal!N aaH aa6uassed 6u4eiadO WW1 anuanab sinoH sinoH sal!W le;ol anuanab Ja6uassed sia6uassed salalgan 'lead ad Al AK! ;tta;nou sluamall eleO swot' Iltl 0Z/6TOZ Ad g -- A)ua0v alsueai aullung 83L751-7@-7$$ a71102/ dlbs' £ a/9p1 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 3A INDIVIDUAL ROUTE DESCRIPTIONS Routes Route Classification Major Destinations Cities/Communities Served Connections 2 Trunk Shopping, Schools, DMV, Medical, Employment Center, Library, Airport, Court House, Social Security, Senior Center, Theaters and Public Social Services Desert Hot Springs, Cathedral City and Palm Springs 3, 4, 5 & 111 3 Local Shopping Centers, Senior Center, Library, Community Center, City Hall, Medical and Schools Desert Hot Springs and Desert Edge 2 & 5 4 Local Shopping, Medical, Library, Social Services, Theaters, School, College, Mall and Hospital Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Thousand Palms 2, 5, 54, 111, Link 220 &Amtrak 5 Local Shopping, Senior Center, Library, Community Center, Schools, City Hall and Mall Desert Hot Springs and Palm Desert 2, 3, 4, 54, 111, Link 220 & Amtrak BUZZ Local Shopping and Entertainment Palm Springs 2, 4, & 111 54 Local Shopping, School, Tennis Gardens, Work Force Development, and College Palm Desert, Indian Wells, La Quinta, Indio, Bermuda Dunes 4, 5, 80, 81, 91, 111, Link 220& Amtrak 70 Local Shopping, Schools, Theaters, Tennis Gardens and Medical La Quinta, Palm Desert, Indian Wells, Bermuda Dunes 54, 111 &Amtrak 80 Local Shopping, School, Workforce Development, Social Services, Senior Center, DMV, Hospital India 54, 81, 91 & 111 81 Local Shopping, Schools, Medical, Community Center, College, DMV, Hospital, Work Force Development, Social Services and Employment Center Indio 54, 80, 91, 111 & Greyhound 90 Local Shopping, Library, City Hall, Senior Center, Community Center, Social Services and Medical Indio and Coachella 80, 91, 95 & 111 91 Local Shopping, College, Schools, Community Center, Center of Employment Training and Medical Indio, Coachella, Thermal, Mecca, Oasis 54, 80, 81, 90, 95 & 111 95 Local Shopping, College, Community Center, Medical and Schools Coachella, Thermal, Mecca and North Shore 90 91 & 111 111 Trunk Hospital, Medical, Shopping, College, Mall, Center of Employment Training and Schools Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio and Coachella 2, 4, 5, 54, 70, 80, 81, 90, 91, 95, Link 220, Amtrak & MBTA 111-X Express Hospital, Medical, Shopping, College, Mall, Center of Employment Training and Schools Palm Springs, Cathedral City, Palm Desert, La Quinta, Indio and Coachella 2, 4, 5, 54, 70, 80, 81, 90, 91, 95, Link 220, Amtrak & MBTA 220 Market -Based Mall, College, Shopping and University Palm Desert, Rancho Mirage, Cabazon Casino, Beaumont, Moreno Valley, Riverside 4, 5, 54, 111, Metrol ink, Pass Transit, RTA &Greyhound S1111l1ne IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 59 SUMMARY OF FUNDS FOR FY 2019/2020 L99 199'E9$ LO9'LLL'ZL$ 'enuemo oeoe1eP d1/0-1 uo pase8 000'00S' L$ 61'LZ-ZO lu.wuewaddV Peewps361./91.Ad uo pase8 Z£8'ZZO'L$ 6L-LZ-ZO luawuowoddV paew!1s36149 LAd uo p0se8 OLO'E69$ alsuwl psuw L aw!) euuo0'90d W /elsue-0eW 4pm pele!aosse spun) poddns uo peses ZLL'SIZ$ 61-LZ-Z Peea 1.3 anuanea 0101 pwo swew!Isa uollepdadde mau uo pase8 96E'996Z$ 6L-LZ-ZO luawuowaddV Palewlls361J9LAd uo pase8 EOVOEL$ /anok/ea peeoeleun sold OZ/6L AA 9E9'EES9$ OSL'068'05$ aws/apP psueowed u! asewaap panunuoa Palaafo/d'suo0oefwd enemas x.wed 6L Ad Weans to %9' L W aseaaap a uo pase8 6b9'66L'Z$ '310 woo WOOSZ$) we/MPS eoueueluM1 Peuueldell IL9L'£91$) ssed IneH 000 P.'(000'OL$) seed 411eeH dH3I 100S'9S£$) nn9 s6updS swled to 40'(005'Z6$) /e4ao0A Pwl'(6LL' L9$) Isaelul P. enuenes /eW0 1000'£00' LS) enueneLl l!Pe10 uaesae3'(000'OOBS) seleS 6u11e0d elasln01L80'9Z$) awe^. eed peeWeA0 VHS 1000'914) en e/PLI suwl uON 19L8b6S) eaueuelu!eel mps4S sog 1000SOL$) Pwww! 6ule!penpV 1.88'9 L£'Z$ 8.8388 LLL ow Pue'ww0wd wwleePIS ePISenS'LZEX-56,10# web 6u!nlM lswluoa pod ueA,ol sasuadxa powwow uo pase0 LbL'980'L$ 'swaPes PoLPS 46!H Ile.1 ssed a puny 01 PPE! a 016uP1.1 OZ Ad el'ssw6ad ell!. s yap, laabd Bu!lsaa woo s! /anoAues EE949Z$ peluwgns uopeopdde ve0.11(1)1L£S'sluewuowodde MpPlu! Poe leua6w iol suopea!Idde L LES uo poses 1,86'ZLt$ um"leo of ualea!bde OZ Ad uo pase8 05Z'96$ Plsuwl llsewlln.seuuo0'90d 10/esuw1841UM. pee!aosse spun) poddns uo peses Z01,9613 'spunl Bu!1ewdo 6I Ad P. El,. Ad BMWsww uo pase8 411'Z46'Z$ 6u1Punl lwePe1wee W sews umewow wo uo paseq OZ Ad 991'089'E$ OZ Ad 1o1 suoosalo/d anuanw 010s pus aoueu!a0 V amsem yV.m pawuNe u! saampuadxa apw/ paxp pue esueowed uo pase8 E9E'90L'9$ spun' /anoAuea paleoolleun.0Z Ad uo pase8 909'9Z6'OZ$ Ie6Pe OZ Ad Palewpse uo oases OS1b68'04$ Isanbaa 6upuni ploy Isenbea 6u!puni !wasp pepu psi 1e101 swop/tad m 110 OZ/6LAd papalwd d0101 OZ/6 LAd Palsalad 1.0.0 SEES OZ/6LAd Paloafwd leade0 608S OZ/6LAd Pelaefad lepde0 LOES OZ/6LAd Palaafad atlas P00010 WelS 0Z/6 LAd Peloalad I0000 V1S OZ/6 LAd Salaafwd lsenbas 6upund B awed° Pelswps31w01 wwwas x0gewd OZ/6LAd PsWefwd senumed OZ/61!Ad SeWelwd /anokse0 OEt400Zl6 LAd Palaalad sound /anoAueO d0101 OZ/61Ad Peaafwd sound 6upwed0 11ES uopoes OZ/61Ad Pelaefad sound euowed° OLES uogoaS 0Z/61.Ad Selaelo/d spund!Wowed° 60E9 uopaeS OZ/6LAd PePerwd spund Bu!1eud0 LOES u0R.S /0^04m0 OZ/6 LAd Palaafwd sound 6upwed0 LOES uopaeS OZ/6LAd Peloelad V...seep OZ/6 LAd Palaereed 211 OZ/61Ad Palaafad le6PnEl1.6le1 s11e100 BulPuni palwd 699'66L'Z$ LS98I9'E$ O$ L9L'9E0'LS £E9'49Z$ ZE9'ZZO'1$ OLO'E6S$ 1S0'981$ EE6'99Z$ OSV96$ 9LS019$ 911'Z99'Z$ OSS'969'SS £9E'90L'9$ EOVOEL$ SES'EfinS 909'9Z6'0Z$ 989'£9L'E$ LSS'1SS'£S$ 1.0.39 Selu/ed,"mei 0$ 000'009'L$ O$ O$ 0$ ZE9'ZZ0'1$ OLOEBSS O$ 0$ 0$ ZL1'914 O$ 98£'990Z$ OS EOVOEL$ SEVE99'9$ OS 0S LOVI.1ZZ L$ 1.0.31.101geS 000'00b$ 0$ 000'004$ EL-OZ-1S pawl awl Ana 4e.14 000'0051$ 000'000'1S O$ 000'009'Z$ Z1-0Z-16 Ill aseyd ual.IS Belleed ONO 000'99L'Z$ OS 000'99L'Z$ 11-0Z-19 Ill aseyd 41!aed WO 000'961$ 0$ 000'943 01.UZ-1S dIOV/eAd meN ZLI'69$ O$ ZLL'69$ 60-0Z-1S a SZH 000'09S O$ 000'09P 90-0Z-1S sluawaawde4 Ayllaed £OVOBL$ OS £OVOELS LO-OZ-1S AIM.3....PM eouelleox30 anue01seo0Isom ZEB'ZZO'LS 0$ ZE9'ZZO'L$ 90-0Z-1S Iese4d uued/eloSNo!suedx3 Apedwd eu!lueS 003'065S O$ 000'049$ 50-0Z-16 (b) seee8 Peuwle/ed Wewaaeldad 000'OL$ O$ 000'0L$ 40-0Z-1S (06010E) aewed0 aawaS S11 (WOES 0$ 000'SSS COOZ-1S eoe/fid0 Wewdlnb3 woopbos 000'OS£S 0$ 000'05ES ZO-OZ-16 .1a.bld(11)A601.4aa1...wy4 OLO'E69$ 969'990'3 SES'ZLE'LS O$ 000ZE0'b$ LO-OZ-1S (9) 3889 81801' Pwed Wewese!ded xogwed euwwil /eW0 OmvO OW10 /wwWw0 /a.f..9 d0101 d0101 SEES uopaeS 6)11E5 uopoeS 1165 .90eS 01E5 uopaeS 60E5 uopseS sBu!d5 !Wed 41!0 IwPa41e0/01Pel COES uopaeS unoAues s6updS wled 40 P11Pe4u0/0!Pul LOE9 ualosS tla/nse8n nedas PwO to eulS V1S All amowV /anoAueo level amoAaes tom spend W lunoup IWol /a4wnN ]salad padeo IVLdVO 699'66L'Z$ 1S9'91E'Z$ 0$ 19L'9E0'1$ £89'49ZS 0$ OS 1S0'981$ EE6'99Z$ 05Z'9P$ ZOVS61$ 911'Z99'Z$ SSVOE9'E$ E9V90e9$ 0$ OS 909'9Z6'03 999'E9L'E$ 091'009'09$ 6eluledO lelolgns OS OS 0009Z$ O$ 000'9Z$ arem9oS eaueuelu!eyy peuee!du0 000'OL$ O$ 000'0L$ ssed WleaH dH3 009'9SBS OS 00V9SBS nn9 e41 000'05ZS 000'OSZ$ 0000SZS ssed IneH L9L'£9L$ EE IOS EESIIOS 000'8LLS ssed IneH 009 803'053 005'89$ 000'053 005'ZL£$ we4S aNd 0PpWoS 003'083 000'0814 000'083 000'009S sswdx3 LLL LbL'90E$ 69Z'£b$ LbL'90E$ 000'09ES ww6wd NodueA 30'983 38'08LS O$ 969'99ES OZZ Null/alnww00 009'Z6$ OSZ'96$ 09Z'99$ OS 000'33 /e4anon ael 649'68L'3 489'01.9'L$ 8E6'983 801363 41.L'844'8$ 98V0E9'8$ E9V90L'9$ 908'38'03 84'83'3 SOS'Sn'88$ epuea!ssV Bullwed0 ONI1Vi13d0 xoga/ed aus/as WWO OW10 OVIN3 Pa0W e0 leak.. d0101 d0101 SEES uopaeS (1)LLE9 uopaeS ILES uo!laes 01E9 uopaeS 60E9 uopaeS s6updS used APO IwPe41e0N1P1 LOE9 uolWaS omoAues s6updS wled AO leS egleO/o!Pul LOES uala.S Vansealry cedes P000 to WWS V1S All WnowV /en04ue0 1e101 spund W lunoup lwol u09dpase0 WWwd 6L-A.WUL 08/6L3 Ad /e lsanbaa 6.Pund 10 NewwnS - b.19.1 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL20-01] PROJECT NUMBER SRTP Project No: SL20-01 FTIP No: PROJECT NAME Replacement of Fixed Route Buses Six (6) PROJECT DESCRIPTION Purchase of six (6) fixed route buses to replace existing CNG bus fleets that will meet useful life as outlined by FTA guidelines. PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES The purchase of six replaces older fleet and reduce maintenance tart Date July 2019 (6) fixed route buses will ensure SunLine vehicles to maintain services reliability costs. Completion Date June 2022 Fund Type STA Fiscal Year Amount $1,372,535 2020 Section 5307 2020 $2,066,396 Section 5339 RCTC Grant # 2020 Description $593,070 $4,032,000 Unexpended balance otal FTA Grant # S��l�ne 61 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL20-02] PROJECT NUMBER SRTP Project No: SL20-02 .: E Information Technology Projects PROJECT DESCRIPTION The project supports the purchase of the Agency's need for software, network Infrastructure, computing resources, and business analytics. PROJECT JUSTIFICATION The use of IT equipment is critical to the daily function and efficiency in providing safety, reliable and efficient transit services. PROJECT SCHEDULE �gi-Start D July 2019 Completion Date June 2022 PROJECT FUNDING SOURCES Fund Type Fiscal Year Amount STA 2020 $350,000 I $350,000 62 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-03] PROJECT NUMBER PROJECT NAME SRTP Project No: FTIP No: Boardroom Equipment SL20-03 Upgrade PROJECT DESCRIPTION Replace standalone voting system with an integrated online voting management solution, addition of tablets to the dais for Board Member use in tracking items and new audio equipment for live and virtual meetings. PROJECT JUSTIFICATION PROJECT SCHEDULE The online voting software improve board packet will reduce paper used expediting information is a need to replace integration of the equipment for virtual meetings. Start Date July 2019 system will significantly creation and delivery, the tablets for board meeting along with retrieval during meetings, there aging audio equipment along with into the computer system Completion Date June 2022 Fund Type STA PROJECT FUNDING SOURCES Fiscal Year 2020 Amount $35,000 Total FTA Grant # RCTC Grant # Description $35,000 Unexpended balance S��l�ne 63 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-04] PROJECT NUMBER PROJECT NAME SRTP Project No: SL20-04 FTIP No: ITS Service Upgrade (3G to 4G) PROJECT DESCRIPTION Upgrade AVL system from 3G cellular network to 4G. PROJECT JUSTIFICATION PROJECT SCHEDULE The current AVL system cellular CDMA infrastructure after December 31, Start Date July 2019 communicates over a 3G that will cease to operate 2019. Completion Date June 2022 Fund Type STA PROJECT FUNDING SOURCES Fiscal Year I 2020 Amount $70,000 Total FTA Grant # RCTC Grant # Description $70,000 Unexpended balance 64 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 INI NSII AMC, TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-05] SRTP Project No: SL20-05 PROJECT NUMBER FTIP No: PROJECT NAME Replacement Paratransit Buses Four (4) PROJECT DESCRIPTION Purchase of four (4) buses to replace existing SunDial vehicles that will meet useful life as outlined by FTA guidelines. PROJECT JUSTIFICATION The purchase of four (4) paratransit buses will ensure SunLine replaces older fleet vehicles to maintain services reliability and reduce maintenance costs. Start Date Completion Date PROJECT SCHEDULE July 2019 June 2022 Fund Type PROJECT FUNDING SOURCES STA 2020 $540,000 Total qMP $540,000 RCTC Grant FTA Grant # # Description Unexpended balance S��l�ne 65 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-06] PROJECT NUMBER SRTP Project No: SL20-06 FTIP No: PROJECT NAME SunLine Property Expansion / Solar Farm Phase I Project to purchase land close to Thousand Palms facility. ~CT DESCRIPTION PROJECT JUSTIFICATION The land purchase will help with future growth of the Agency to assist with SunLine's expanded zero emission program in solar and hydrogen related projects. Start Date Completion Date PROJECT SCHEDULE July 2019 June 2022 Fund Type Fiscal Year Amount PROJECT FUNDING SOURCES LCTOP 2020 $1,022,832 Total r $1,022,832 FTA Grant # RCTC Grant # Description Unexpended balance 66 5►►►►L►ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 INI NSII AMC, TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-07] PROJECT NUMBER SRTP Project No: SL20-07 PROJECT NAME West Coast Center of Excellence Maintenance Facility PROJECT DESCRIPTION Maintenance facility for Zero Emission Vehicles (ZEV) PROJECT JUSTIFICATION The maintenance bay training facility will provide comprehensive workforce training programs to zero emission transportation technologies that support commercial operation of zero emission buses. Start Date Completion Date PROJECT SCHEDULE July 2019 June 2022 Fund Type iscal Year Amount PROJECT FUNDING SOURCES State of Good Repair 2020 $730,403 Total �! $730,403 FTA Grant # RCTC Grant # Description Unexpended balance • S��l�ne 67 (HAMS!! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-08] PROJECT NUMBER SRTP Project No: SL20-08 FTIP No: PROJECT NAME Facility Maintenance and Improvements PROJECT DESCRIPTION Funds requested in this fiscal year will enable SunLine to improve existing facilities in Thousand Palms, Indio and Coachella. PROJECTJUSTIFICATION This project is necessary for upgrading the aging facility and equipment at the various SunLine locations, including HVAC, plumbing, electrical and others as needed. Start Date Completion Date PROJECT SCHEDULE July 2019 June 2022 Fund Type Fiscal Year Amount PROJECT FUNDING SOURCES STA 2020 $50,000 Total $50,000 FTA Grant # RCTC Grant # Description Unexpended balance 6s SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANS!! ALl NLY TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-09] PROJECT NUMBER PROJECT NAME SRTP Project No: SL20-09 FTIP No: H2 Ride Project to own and operate two (2) hydrogen fuel cell powered 32 feet shuttle buses. ~CT DESCRIPTION PROJECT JUSTIFICATION PROJECT SCHEDULE CALSTART was awarded Energy Commission SunLine. SunLine will retain the ownership the 18 months demonstration Start Date July 2019 grant funding from California that includes two shuttle buses for operate these two buses and will of the buses after completion of period. Completion Date June 2022 PROJECT FUNDING SOURCES Fund Type Section 5309 Fiscal Year Amount 2020 $69,172 Total RCTC Grant FTA Grant # # I Description $69,172 Unexpended balance S��l�ne 69 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-10] PROJECT NUMBER SRTP Project No: SL20-10 FTIP No: PROJECT NAME New Flyer AQIP PROJECT DESCRIPTION This project will purchase additional bus equipment and inspection services for the five (5) hydrogen fuel cell buses purchased via AQIP grant. PROJECT JUSTIFICATION SunLine has received five New Flyer fuel cell buses in December 2018. This project will utilize the funding to purchase bus equipment such as spare part and other equipment that will maintain the service level for these buses. ifilii Completion Date PROJECT SCHEDULE July 2019 June 2022 Fund Typ- Fiscal Year Amount PROJECT FUNDING SOURCES Section 5309 2020 $146,000 Total $146,000 FTA Grant # RCTC Grant # Description Unexpended balance 70 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 &mime 111.4111- A&fN TABLE 4A - CAPITAL PROJECT JUSTIFICATION [SL20-11] PROJECT NUMBER PROJECT NAME SRTP FTIP Operation Project No: SL20-11 No: Facility Replacement, Phase III PROJECT DESCRIPTION The operations facility replacement project will allow SunLine to rebuild a functional operations building at the Thousand Palms site. PROJECT JUSTIFICATION PROJECT SCHEDULE The project will improve operations facility has will allow SunLine to the old facility and replacing Start Date July 2019 employee safety. The current met its useful life and this project complete demolition, removal of it with a new building. Completion Date June 2022 PROJECT FUNDING SOURCES Fund Type STA Fiscal Year 2020 Amou $2,766,000 RCTC Grant # I Description Operation Facility Phase I $2,766,000 lital FTA Grant # STA Unexpended balance $1,825,126 Section 5339 Operation Facility Phase I $942,874 STA Operations Facility Phase 2 $2,116,000 LTF Operations Facility Phase 3 $450,000 S��l�ne 71 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-12] SRTP Project No: PROJECT NUMBER SL20-12 FTIP No: PROJECT NAME CNG Fueling Station, Phase III This will allow SunLine to replace existing CNG project PROJECT DESCRIPTION fueling station with a new CNG fueling station. The existing CNG fueling PROJECT JUSTIFICATION The cost of maintaining increase. Start Date July 2019 PROJECT SCHEDULE station has met its useful life. this facility will continue to Completion Date June 2022 Fund Type STA PROJECT FUNDING SOURCES Fiscal Year 2020 Amou $1,000,000 Other Revenue 2020 $1,500,000 otal $2,500,000 RCTC Grant FTA Grant # # Description Unexpended balance STA $300,778 STA New CNG Fueling Station Study and Construction Thousand Palms $2,500,000 Section 5307 New CNG Fueling Station Study and Construction Thousand Palms $200,000 STA CNG Fueling Station Design & Construction $2,500,000 72 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ISANSII ASfNCY TABLE 4A — CAPITAL PROJECT JUSTIFICATION [SL20-13] PROJECT NUMBER PROJECT NAME SRTP Project No: FTIP No: Heavy Duty Tow Truck SL20-13 PROJECT DESCRIPTION Purchase of one (1) heavy duty tow truck tractor and Landoll trailer to pick up disabled buses and vehicles and to tow buses to bus conferences when driving is not efficient. PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES The purchase of one trailer will ensure SunLine's and maintain service costs. Start Date heavy duty tow truck tractor and ability to tow our vehicles reliability and reduce maintenance Completion Date June 2022 July 2019 Fiscal Year 2020 STA $400,000 Total $400,000 FTA Grant # RCTC Grant # Description Unexpended balance Siiiibne 73 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 V O Z O Z/ 6 1 0 Z X 3• I\IV"Id IISNIVILL HONIV2I .L2IOHS Erie z TABLE 5.1 Table 5,1 • Summary of Funding Request for FY2020121 27-Apr-19 Project Description Total Amount of Funds Total Camyover Amount LTF STA State of Good Repair Section 5307 IndiolCathed ral City Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs Section 5309 Section 5310 Section 5311 Section 5311(f) Section 5339 LCTOP LCTOP Carryover Carryover CM CNN Other Revenue Farebox OPERATING Operating Assistance $38,217,381 $2,000,000 $20,559,930 $4,000,000 $2,000,000 $201,264 $295,541 $1,454,283 $3,000,000 TaruVoucher $185,000 $0 $46,250 $46,250 $92,500 Commuter Link220 $372,227 $0 $180,594 $191,633 Vanpool Program $350,000 $306,741 $43,259 $306,741 111 Express $480,000 $400,000 $50,000 $400,000 SunRide Ride Share $312,500 $250,000 $62,500 $250,000 COD Haul Pass $178,000 $0 $178,000 Haul Pass $200,000 $200,000 $200,000 The Buzz $178,000 $0 $178,000 IEHP Health Pass $70,000 $0 $70,000 Sub -total Operating $40,543,108 $3,156,741 $20,972,533 $0 $0 $4,000,000 $2,000,000 $201,264 $46,250 $295,541 $191,633 $0 $0 $200,000 $956,741 $178,000 $1,794,783 $3,000,000 CAPITAL Capital Project Number Total Amount of Funds with Carryover Total Carryover Amount LTF STA State of Good Repair Section 5307 IndiolCathed ralCity Palm Springs Carryover Section 5307 Indio/Cathedral City Palm Springs Section 5309 Section 5310 Section 5311 Section 5311(f) Section 5339 LCTOP LCTOP Carryover Carryover CM40 CM40 Other Revenue Farebox Replacement Fixed Route Buses (8) SL-21-01 $5,400,000 $0 $3,429,357 $300,000 $1,205,643 $465,000 Replacement of Paratransit Vans (10) SL-21-02 $1,350,000 $0 $950,000 $400,000 Information Technology projects SL-21-03 $300,000 $0 $300,000 Upgrade DivisionIFence- Secure Base SL-21.04 $300,000 $0 $300,000 Facility Improvements SL-21.05 $50,000 $0 $50,000 Maintenance Tools SL-21-06 $50,000 $0 $50,000 Portable Chargers SL-21-07 $140,000 $0 $140,000 CNG Station Indio Improvements SL-21-08 $400,000 $0 $400,000 SunRide Vehicle Purchase (4) SL-21.09 $582,489 $0 $116,498 $465,991 Sub -total Capital $8,572,489 $0 $116,498 $4,679,357 $840,000 $1,205,643 $0 $0 $0 $0 $0 $165,000 $800,000 $0 $0 $465,991 $0 $0 Total Operating & Capital $49,115,597 $3,156,741 $21,089,031 $4,679,357 $840,000 $5,205,643 $2,000,000 $201,264 $46,250 $295,541 $191,633 $465,000 $800,000 $200,000 $956,141 $643,991 $1,794,783 $3,000,000 � y 4Ld 4r p �C ~ o z d y L=J d N O N 0 N 0 TABLE 5.1A CAPITAL PROJECT JUSTIFICATION FOR FY 2020/2021 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-01] PROJECT NUMBER ROJECT NAME SRTP Project SL21-01 No: FTIP No: Replacement Fixed Route Buses (8) PROJECT DESCRIPTION Purchase of nine fixed route buses to replace existing CNG bus fleets that will meet useful life as outlined by FTA guidelines. PROJECT JUSTIFICATION PROJECT SCHEDULE The purchase of nine SunLine replaces older services reliability Start Date July 2021 fixed route buses will ensure fleet vehicles to maintain and reduce maintenance costs. Completion Date June 2024 PROJECT SOURCES ptal FUNDING FTA Grant # Fund Type STA Fiscal Year 2021 Amount $3,429,357 State of Good Repair 2021 $300,000 Section 5307 2021 $1,205,643 �• Section 5339 RCTC Grant # 2021 Description $465,000 $5,400,000 Unexpended Balance Siiiibne 75 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-02] PROJECT NUMBER SRTP Project No: SL21-02 FTIP No: PROJECT NAME Replacement of Paratransit Vans (10) PROJECT DESCRIPTION Purchase of 10 vans to replace existing SunDial paratransit vans that will meet useful life as outlined by FTA guidelines. PROJECT JUSTIFICATION The purchase of 10 paratransit vans will ensure SunLine replaces older fleet vehicles to maintain services reliability and reduce maintenance costs. Start Date Completion Date PROJECT SCHEDULE July 2021 June 2024 Fund Type PROJECT FUNDING SOURCES STA 2021 $950,000 LCTOP 2021 $400,000 Total $1,350,000 FTA Grant # RCTC Grant # Description Unexpended balance SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 1-1791SlT ASfN6V TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-03] PROJECT NUMBER PROJECT NAME SRTP Project No: FTIP No: Information Technology SL21-03 Projects PROJECT DESCRIPTION The use of IT equipment is critical to the daily function and efficiency in providing safety, reliable and efficient transit services. PROJECT JUSTIFICATION PROJECT SCHEDULE The use of IT equipment and efficiency in providing transit services. Start Date July 2021 is critical to the daily function safety, reliable and efficient Completion Date June 2024 PROJECT FUNDING SOURCES Fund Type STA 2021 $300,000 Total RCTC Grant FTA Grant # # Description qMP $300,000 Unexpended balance Sliding 77 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-04] PROJECT NUMBER SRTP Project No: SL21-04 FTIP No: PROJECT NAME Upgrade Division I Fence — Secure Base This project is to secure the base of the perimeter fencing at SunLine's Thousand palms facility. ~CT DESCRIPTION This is needed to ensure the safety and security PROJECT JUSTIFICATION project of SunLine employees and passengers. Start Date Completion Date PROJECT SCHEDULE July 2021 June 2024 Fund Type Fiscal Year Amount PROJECT FUNDING SOURCES State of Good Repair 2021 $300,000 Total $300,0000 FTA Grant # RCTC Grant # Description Unexpended balance 78 5►►►►L►ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 INI NSII AMC, TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-05] PROJECT NUMBER PROJECT NAME SRTP Project No: FTIP No: Facility Improvements SL21-05 PROJECT DESCRIPTION Funds requested in this fiscal year will enable SunLine to improve existing facilities in Thousand Palms, Indio and Coachella. PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES Project is necessary improvements in Thousand facilities. Start Date July 2021 for facility and ground palms, Indio and Coachella Completion Date June 2024 p.- Fiscal Year Amount $50,000 State of Good Repair 2021 otal Grant # Description $50,000 Unexpended balance RCTC FTA Grant # S��l�ne 79 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-06] PROJECT NUMBER PROJECT NAME SRTP Project No: FTIP No: Maintenance Tools SL21-06 Purchase major replacement tools, equipment and used in routine vehicle maintenance. T DESCRIPTION PROJECparts Equipment must be maintenance of all SunLine Start Date July 20211 replaced to ensure proper vehicles. Completion Date June 2024 PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES nd Type State of Good Repair Fiscal Year 2021 Amount $50,000 otal RCTC Grant FTA Grant # # Description $50,000 Unexpended balance 80 5►►►►L►ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 INI NSII AMC, TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-07] PROJECT NUMBER PROJECT NAME SRTP Project No: FTIP No: Portable Chargers SL21-07 PROJECT DESCRIPTION Purchase of portable EV chargers. PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES The portable EV chargers duty fleet. These portable solar energy and not Start Date July 2021 will be utilized to charge light chargers will be sustained by rely on the grid. Completion Date June 2024 nd Type State of Good Repair Fiscal Year 2021 Amount $140,000 ota I RCTC Grant FTA Grant # # Description $140,000 Unexpended balance S��l�ne 81 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-08] PROJECT NUMBER PROJECT NAME SRTP Project No: FTIP No: CNG Station Indio Improvements SL21-08 PROJECT DESCRIPTION Project to provide improvements to the CNG station equipment at the Indio facility to increase efficiency of the station. PROJECT JUSTIFICATION PROJECT SCHEDULE Indio CNG station compressor life. These much needed station life cycle. Start Date July 2021 skid has passed its useful improvements will increase the Completion Date June 2024 PROJECT FUNDING SOURCES LCTOP 2021 $400,000 Total RCTC Grant FTA Grant # # Description qMP $400,000 Unexpended balance 82 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 1-1791SlT ASfN6V TABLE 5.1A — CAPITAL PROJECT JUSTIFICATION [SL21-09] PROJECT NUMBER PROJECT NAME PROJECT DESCRIPTION PROJECT JUSTIFICATION PROJECT SCHEDULE PROJECT FUNDING SOURCES FTA Grant # SRTP Project No: FTIP No: SunRide Vehicle Purchase Four (4) SL21-09 Purchase of four (4) cutaway vans for SunLine's SunRide program. The vehicles will be utilized in providing flexible, on demand rideshare service designed to connect riders to the fixed route system. Fart Date Completion Date RCTC Grant July 2021 Fund Type June 2024 Fiscal Year Amount Description $465,991 $116,498 $582,489 Unexpended balance S��l�ne 83 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 O Z O Z/ 6 1 0 Z X 3• I\IV"Id IISNIVILL HONIV2I .L2IOHS TABLE 5,2 Table 5.2 - Summary of Funding Request for FY 2020121 2-May-18 Project Description Total Amount of Funds Total Carryover Amount LTF STA Measure A Section 5307 Indio/Cathedral City Palm Springs Section 5310 Section 5311 Section 5311(f) Section 5339 LCTOP CMAQ Carryover Other Revenue Farebox OPERATING Operating Assistance $37,622,906 $20,256,500 $5,955,493 $4,152,000 $341,572 $500,000 $3,951,370 $2,465,970 Tab Voucher $93,334 $23,334 $23,334 $46,667 Vanpool Program $537,148 $478,062 $59,086 $478,062 Line 80, 81, 95 $238,135 $190,508 $47,627 $190,508 Commuter Link220 $250,000 $50,000 $200,000 Sub -total Operating $38,741,523 $668,570 $20,436,547 $0 $5,955,493 $4,152,000 $23,334 $341,572 $200,000 $0 $500,000 $668,570 $3,998,037 $2,465,970 CAPITAL Capital Project Number Total Amount of Funds With Carryover Total Carryover Amount LTF STA Measure A Section 5307 Indio/Cathedral City Palm Springs Section 5310 Section 5311 Section 5311(f) Section 5339 LCTOP CMAQ Carryover Other Revenue Farebox Replacement Fixed Route Buses (3) SL-21-01 $1,820,000 $320,000 $1,000,000 $500,000 Information Technology (IT) Projects SL-21-02 $350,000 $350,000 Replacement Paratransit Buses (13) SL-21-03 $1,755,000 $1,755,000 Upgrade Division I Fence - Secure Base SL-21-04 $200,000 $200,000 Sub•total Capital $4,125,000 $0 $0 $2,625,000 $0 $1,000,000 $0 $0 $0 $500,000 $0 $0 $0 $0 Total Operating & Capital $42,866,523 $668,570 $20,436,547 $2,625,000 $5,955,493 $5,152,000 $23,334 $341,572 $200,000 $500,000 $500,000 $668,570 $3,998,037 $2,465,970 TABLE 5.2A CAPITAL PROJECT JUSTIFICATION FOR FY 2020/2021 TABLE 5.2A — CAPITAL PROJECT JUSTIFICATION [SL22-01] PROJECT NUMBER PROJECT NAME SRTP Project No: SL22-01 FTIP No: Replacement Fixed Route Buses Nine (9) PROJECT DESCRIPTION Purchase of nine (9) fixed route buses to replace existing CNG bus fleets that will meet useful life as outlined by FTA guidelines. PROJECT JUSTIFICATION PROJECT SCHEDULE The purchase of nine SunLine replaces older services reliability and Start Date July 2022 (9) fixed route fleet vehicles reduce maintenance Completion Date June buses will ensure to maintain costs. AL 2025 Fund Type STA Fiscal Year 2022 Amount $3,583,132 State of Good Repair 2022 $771,106 PROJECT FUNDING SOURCES Section 5307 2022 $1,241,812 Total RCTC Grant FTA Grant # # Section 5339 Description 2022 $478,950 $6,075,000 Unexpended balance S��l�ne 85 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 5.2A — CAPITAL PROJECT JUSTIFICATION [SL22-02] PROJECT NUMBER PROJECT NAME PROJECT DESCRIPTION SRTP Project No: FTIP No: Information Technology Projects SL22-02 The use of IT equipment is critical to the daily function and efficiency in providing safety, reliable and efficient transit services. PROJECT JUSTIFICATION PROJECT SCHEDULE The use of IT equipment is critical to the daily function and efficiency in providing safety, reliable and efficient transit services. Start Date Completion Date July 2022 June 2025 PROJECT FUNDING SOURCES Total FTA Grant # Fund Type STA 2022 $350,000 RCTC Grant Description $350,000 Unexpended balance 86 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 1-1791SlT ASfN6V TABLE 5.2A — CAPITAL PROJECT JUSTIFICATION [SL22-03] PROJECT NUMBER SRTP Project No: SL22-03 FTIP No: PROJECT NAME Mobile Command Center PROJECT DESCRIPTION Emergency Operations Center PROJECT JUSTIFICATION Large vehicle configured to act as a communications and emergency management center during emergency operations to facilitate the continuity of operations during emergency situations. Start Date Completion Date PROJECT SCHEDULE July 2022 June 2025 Fund Type Fiscal Year Amount PROJECT FUNDING SOURCES STA 2022 $500,000 Total FTA Grant # RCTC Grant # Description r $500,000 Unexpended balance S��l�ne 8 7 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 5.2A — CAPITAL PROJECT JUSTIFICATION [SL22-04] PROJECT NUMBER SRTP Project No: SL22-04 FTIP No: PROJECT NAME Replacement Paratransit Vans (10) PROJECT DESCRIPTION Purchase of 10 vans to replace existing SunDial paratransit vans that will meet useful life as outlined by FTA guidelines. PROJECT JUSTIFICATION The purchase of 10 paratransit vans will ensure SunLine replaces older fleet vehicles to maintain services reliability and reduce maintenance costs. Start Date Completion Date PROJECT SCHEDULE July 2022 June 2025 Fund Type PROJECT FUNDING SOURCES STA 2022 $548,424 LCTOP 2022 $824,000 Total $1,372,424 FTA Grant # RCTC Grant # Description Unexpended balance 88 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 1-1791SlT ASfN6V TABLE 6 PROGRESS TO IMPLEMENT TRIENNIAL PERFORMANCE AUDIT SunLine completed a Transportation Development ACT (TDA) State Triennial Performance Audit in September 2016 for FY 2012/2013 through 2014/2015. The audit was performed by Michael Baker International. Table 6 "Progress to Implement the Triennial Performance Audit" summarizes the Performance Audit recommendations and actions taken by SunLine in response. Table 6 — Progress to Implement Triennial Performance Audit . ... 1) Prepare and submit separate State Controller Tranist Operators Financial Transaction Report fo general public transit specialized service. (High Priority) This recommnedation has been addressed. The FY 2015/16 report has been submitted and this process has been added to the procedures. 2) Continue to pursue a fare revenue sharing agreement with College of the Desert. (High Priority) SunLine is collaborating with the College of the Desert, University of Califonia Riverside, and California State University San Bernardino Palm Desert Campus on a U- Pass. 3) Engage in long term planning. (Medium Priority) SunLine will be pursuing funds to implement a long range transit plan with a strategic marketing plan in FY 2017/18. S��l�ne 89 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ;141,l4tA41n 5 J7111•441-10P dA}IMSI.,npeNd • me) pi exeu,o.dc Aelruansq L4 kifB 'x''.azy. i'„ :Dm iab}pl 51a814 06'0 zol - . P.m 9to..< wo aispo attuana;l ,� S.'&__�t., ':' FAN! OW015119J QD'TT 1,93-E.. 1:0e9STT''e SET m34arwaxadgd51061119taed %- :a6lBl slaeW :.I . . 09'9t :} Pile 8$'14 �< 5F'Z# alit lad 4454ns 'S :---.. el Erk!1 M13E1 i L... . ; unOT$ - . PE IO'3l$ '- ` gems $ rm1+ Ad ilptsepris I. _r6re1 kEkFl x41a8 49;7# tee as Pub SzrOt nx 07 t 4186uassEd Ad APPserS v -del riaaN Z1'FS S# tt a rua 1 ' , # .,c ,- nEnasFect lad Apscps 7 06101 51,3R14 onil 057X?Tt '= tr' I : m4H anaanat lad gau &Aimed° .T :1I.12110l}GA in :mil 92aa44 1:x.. ,.1 I .1/2I -< 1 '''':' 1 1 aaec! .4Nooad �4, 'S Sl044254U= •DINIIJ elped 1 Vainad,Cl eurNADSO pig 1 a��,4:1 a•ad!WI ♦- I'1' ::i15L# " "'x3&ARIAD!alai ;r I • Ar.S 9-Vi *WA IIMPli RV I Cr.. 1 :.: b614 54ti anus ad 4P ilaA lenmit I4al O'EW6, Z smo gege2k pit !Rifi`d pegi 9E#O1:Z'e sivii htIIgi5sRa zWipfr- .E Sakti ACUlSSPd 005~ IPJeaaJWS 7D1.1EMI.:.1. d a+ela in Jae Jnyent Tuf yfinirma J]eO 0] ."20A 6TiffrOZ AA in6'1'1 6TfBiOrk! LW 6TrETOr Ad 1:4LUuiao clu0 ',at3 j{]I51Je44,auOUn.S. �a veld llsu lafiti 1Ja45 6T /13TOZ Ad dab, $7o6f43i a.NA_rog __ z a fgei SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 oo W W d F� FY 2019/2020SRTP PERFORMANCE REPORT "Adel AEuzid 6716Tot J i aP ah kreld OZIBTOc li 2u3 6ua edwoa p nrIsar 2.41 so aru11103 pmaxns 25ueuirapad a91(e ialkrel sE94.4 1,3Ele1mil raaiN3 lafael wit sanag %Bevel uitu +aipa. 1a$rel kit+LL JAM iatiel anti +RHO WIWI ,/ • r 1 -,xW 04 Sri b0' T = r MP aND =< 5571 v, PLE SE6 o1 9094',. PE 05'tr$ ". Wirth =.. PR TO' SS =c 9£ It 03 PE 4510$ =x tr£+ => pm 86 b. =< 4ic.L16T =< AO/ 0+04 9E'eL3 e> •1;r60 Of ET OT'L$ T01,03 6ga £S'£$ 96b£'6T E#fif WO 04'£Z1$ 06'0 d,YTT 91'0 ET'F9$ tqa L£ i 96{5L'LT 5695 (�9$ 0£'9£$ !�•'.. 09'ET tog. St E9' Kl. 770$ f2 9$ 9b9''12 16 $. L6'9L TS'£OTS My an.6mark 441 sraEuasied low, a+uarett sad sraEaassed apwarwrmat ;ad itxszcps ilicii ara.aeka}d iild 03915 aM4'i 004.135Skt 8d +fts4nS 46uassed fad Osons 420Pd loheoaaEwOQared }aEuased+adszgeEueglado appo arnuark4i red yaa j 6opaio /MN arrktag-lacil 5BDDtii 1Rwag6 4100 EZ4`9Lett$ liefTOr8T$ Z45r4(9r5Z$ Apagnsfuepladp NO/ 4TL'£54t$ TL4rZL$r£$ Z6e6£6r9$ arrsa~J r46cEaSSE'd WWI aVooBbb$ 4EVvae'TZ$ t+ar604`713 mwDewslido WM O'SZ4'TTE'S O'8E .006`E T'£Z5$9Z`5 Rai PRI iegli 089T °9T9'tr SSE b`96b'f r5W6L9`b SSW "PAkt okkew O'8TS'EtE 4'r£V1.61 5'9t1,2Z woo Riol *RN OW V;C T'b££`S tARCM 5,i74+ailrainard al1011 T4ir£8649 6Cri$56ra 9 esao'T4 sagyFaEaassed au014 L99'6i£, 97 'WT'Y WS 7Yb snirmaed c rnavo alea-o}-JeaA I01la# ague a}aaa end la& el OV6TOZ AA' 4��6�0 AA'al'enbw € JeaA40PLR ,�Vveuuny s4mIay/aDad 6118TOL *A W'riZT E AA sa;null III .+Laua&v aurfuns Lrapucuri a :FAJOS aaadad aauelaaaaPad dltf5 -- S algel - OZl6T0Z Jl� SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TABLE 9 HIGHLIGHTS OF FY 2019/2020 SHORT RANGE TRANSIT PLAN TABLE 9 — HIGHLIGHTS OF FY 2019/2020 SRTP • Redesign transit • Introduction of microtransit • Facility and infrastructure projects such as replacement of the operations facility, hydrogen fueling station, CNG fueling station, and Center of Excellence facility • Purchase of nine (9) replacement CNG fixed route buses • Expansion of SunLine property to include a solar farm • Increased revenue through the advertising program Operating & Financial Data Fixed Route' SunDial Ridership! System Widel Ridership Operating Cost 111 Revenue H FY 2015/16 FY 2016/17 FY 2017/18 4,358,966 164,025 4,522,991 $106.92 4,151,467 164,802 4,316,269 $107.26 3,947,023 156,292 4,122,539 $110.99 FY 2018/19 FY 2019/20 Estimated Planned 3,719,598 158,232 3,877,830 $129.99 4,174, 079 155,588 4,329,667 $129.59 92 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$V TABLE 9B FAREBOX CALCULATION Table 9B - Farebox (consistent with Commission [IF Revenue Sources included in Farebox Calculation _ Calculation Farebox Actual Amount from FY17/18 Audit Recovery Policy) FY18/19 (Estimate) FY19/20 (Plan) 1 Passenger Fares $ 2,900,114 $ 2,841,175.32 $ 2,799,649.00 2 Interest $ 7,460.00 $ 15,656.34 $ 14,954.00 3 General Fund Supplement $ - $ - $ - 4 Measure A $ - $ 177,000.00 $ 3,653,381.00 5 Advertisin. Revenue $ 164,223.56 $ 259,484.24 $ 100,000.00 6 Gain on Sale of Fixed Assets $ - $ - $ - 7 CNG Revenue / Emission Credit $ 2,034,371.64 $ 1,685,112.00 $ 1,003,000.00 8 Lease / Other Revenue $ - $ - $ - 9 Federal Excise Tax Refund $ - $ - $ - 10 Investment Income $ - $ - $ - 11 CalPers CERBT $ - $ - $ - 12 Fare Revenues from Exempt Routes $ - $ - $ - 13 Other Revenues $ 1, 871, 974.76 $ 759, 628.50 $ 492, 730.00 Total Revenue for Farebox $ 6,978,144.16 $ 5,738,056.40 $ 8,063,714.00 Calculation 1-13 Total Operating Expenses $ 32,478,309.00 $ 32,723,993.44 $ 40,840,150.00 for Farebox Calculation Farebox Recovery Ratio 21.49% 17.53% 19.74% S��l�ne 93 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 FIGURE A-1 SUNBUS SYSTEM MAP, JANUARY 2019 8 hrol. spRpyes A ROSA P ■ cFVN LAKES try Ta OuNIH PALMS STEAN? TAHINIg lsanie ■� s� mrY BUZZ pA ^I �°R4es _ din PIERSON DA o4je�y5s� 40 ulVAf do Orran SHORE L BP.n rORD F ItANN 5:HAI k �*GAO N. P C s Rr 3 n` COMMUTER LINK 220 - Palm Desert to Riverside 'RAL3 /ORD a wC_�e cpI,NTRrcwB 1'+ iiM1llfT>$'byrr� g AYEK' i° ro+V'TTF § TH44411- AGENT,Y System Illap January 2019 CUSTOMER SERVICE SER V IC 10 AL CLI ENTE 760.3413451 suniine_org TTYiTDD Service Available iovir - fivbt. 111Z4.474, AYE 47 RIS'_NSIDF MFTPOLI4X 5TATION U{R LOT 34 MVREN4 HRe VALLEY NA54N MALL BERUMDNT SA6AL9N WaI MA.t (a sine M�rans� THOUSAND PALMS See scheduIN. For details. of slop lo[a4Ions $ PALM DESERT 7 mrit ► t• —ZONE 2- • --• [tdarcn to Aivcrside Palm Jcsert to Thousa.rJ Palms AID *It" TAMPIrL, AVE 52 r°1- 4.1?M AYL- yT ` 'w ` 1: 4t�r_ 1NINDL.A.Sy, ¢ ei NORTH `" srs .YE e 5140 RE • Av AVE 3. AVE 56 rCy arh / yi L 0/4 N6RThe lM4HE 94 Siffibilil SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 I,rANSi7 A5fNC7 ROUTE PROFILES ROUTE 14—DESERT HOT SPRINGS — PALM SPRINGS Route 14 is one of SunLine's most successful routes. This trunk route links the cities of Desert Hot Springs and Palm Springs, connecting to Routes 15, 20, 24, 30, and 111 and linking riders with local shopping centers, schools, the Palm Springs Convention Center, Department of Motor Vehicles, the Employment Development Department, libraries, senior center, theaters, and other services within the communities of Desert Hot Springs and Palm Springs. The Route 14 operates with 20-minute frequency during weekday peak periods and 30-minute frequency during weekday evenings. The last Route 14 trip serves Hacienda Avenue in Desert Hot Springs to meet passenger demand in this area. Additionally, one morning and one afternoon trip are provided to accommodate the volume of school students. DESERT tn- w HOT SPRINGS O : N A MISSION LAKES TWO BUNCH PALMS VISTA CHINO J LL Z zu V Z H G E Z a ? TAHQUITZ vi DMV _ BARISTO _� <24 30 ` "RAMON 8 rl 30 JJJ 111 PALM SPRINGS PIERSON Z O O HACIENDA ■ 111M1■O DILLON O TIME POINT Cl TRANSFER ft CITY HALL © LIBRARY O SENIOR CENTER et SCHOOL ▪ SELECTEDTRIP ONLY Hours of Operati . Service Span Annual Route Cost $3,324,217 4:53 AM 11:20 PM Weekdays 5:48 AM 10:41 PM Weekends Annual Farebox Route Revenue $947,820 Frequency: Cost per Rider $5.52 20/30 MIN Weekdays (Peak/Off-Peak) Subsidy per Rider $5.22 40 MIN Weekends Average Speed: Peak Vehicles 18 mph 6 Average Daily Passengers Weekday 1,877 On Time Performance: Average Daily Passengers Weekends 1,119 91.6% Annual Passengers 602,574 Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 21.0 1.4 29.42 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 6,575 19,080 431,246 Annual Revenue Hours Population within .5 mi of stop 31,971 28,745 Jobs within .5 mi of stop 14,162 S�J�l�ne 9 5 (HANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ROUTE 15—DESERT HOT SPRINGS— DESERT EDGE Route 15 serves the community of Desert Hot Springs and Desert Edge, a Riverside County unincorporated community located southeast of Desert Hot Springs. Route 15 connects to Routes 14 and 20, and links riders with local shopping centers, a neighborhood community center, Boys and Girls Club of Desert Hot Springs, schools, and other services within the City of Desert Hot Springs. Service is under study for Mission Lakes Boulevard and Two Bunch Palms Trail for this route, as well as service at Little Morongo Road west of West Drive and west of Dillon Road, Long Canyon Road and Desert Edge. _ O4'ST �l • J ■p PIERSON TWO BUNCH PALMS a O^'et � l 14 20 DESERT HOT SPRINGS HACIENDA z v z 2 N A O TIME POINT Q TRANSFER CITY HALL © SENIOR CENTER © LIBRARY t, SCHOOL DILLON DESERT EDGE Y LbO AURORA¢ Hours of Operation: Service Span Financial 4:54 AM 8:49 PM Weekdays Annual Route Cost $630,547 5:48 AM 7:44 PM Weekends Annual Farebox Route Revenue $176,734 Frequency: Cost per Rider Subsidy per Rider $5.55 $6.14 60 MIN Weekdays 60 MIN Weekends Ridership Average Speed: Peak Vehicles 19 mph 1 Average Daily Passengers Weekday 361 On Time Performance: Average Daily Passengers Weekends 195 113,705 92.4% Annual Passengers Route Total Bidirectional Length (Miles): Passengers per Hour 20.9 15.9 Passengers per Mile 1.3 Annual Revenue Miles: Annual Wheelchair Boardings 823 1,614 87,392 Annual Bicycle Boardings Annual Revenue Hours: Population within .5 mi of stop 17,194 5,450 Jobs within .5 mi of stop 2,116 96 JS��l�ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ABEANY ROUTE 20-DESERT HOT SPRINGS -THOUSAND PALMS - PALM DESERT Route 20 provides limited stop service between the City of Desert Hot Springs and the City of Palm Desert. The Route 20 provides residents of Desert Hot Springs and surrounding communities improved access to resources and employment opportunities concentrated toward the center of the Coachella Valley, including the College of the Desert. Route 20 connects with Routes 14, 15, 32, 53, 54, 111 and Commuter Link 220 at Westfield Palm Desert Mall. 4' ST u~ - f3 DESERT HOT SPRINGS TWO BUNCH PALMS O TIME POINT Q TRANSFER 1h CITY HALL © SENIOR CENTER O LIBRARY ® MALL SCHOOL PALM DESERT 3 2 ? McCallum z Theatre 21 32 54 111 220> HAHN FRLOWARING INDIAN WELLS Hours of Operation: Service Span 6:32 AM 7:55 PM Weekdays Financial Annual Route Cost $345,882 No Weekend Service Annual Farebox Route Revenue $38,041 Frequency: Cost per Rider $14.21 Subsidy per Rider $20.93 60 MIN Weekdays No Weekend Service Average Speed: Peak Vehicles 27 mph 2 Average Daily Passengers Weekday 94 On Time Performance: Average Daily Passengers Weekends N/A 84.5% Annual Passengers 24,342 Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 8.19 0.33 48.5 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 95 949 74,522 Annual Revenue Hours: Population within .5 mi of stop 11,229 2972 Jobs within .5 mi of stop 8,180 Sliiibne - 97 (HANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ROUTE 21-GERALD FORD & COOK- PALM DESERT MALL Route 21 is a new route that provides service to the City of Palm Desert, enabling riders to access the College of the Desert, the McCallum Theater, Palm Desert City Hall, Kaiser Permanente, satellite campuses of California State University of San Bernadine, the University of California Riverside, Palm Desert High School, Palm Desert Library, major employment sites, medical and shopping centers. Route 21 connects with Routes 20, 32, 54, 111 and Commuter Link 220 at Westfield Palm Desert Mall. O 4 0 TIME POINT TRANSFER CITY HALL SENIOR CENTER LIBRARY POST OFFICE SCHOOL MALL PALM DESERT N A TOWN CENTER College of the Desert McCallum Theater CO a z DMV. ■ GERALD FORD UNIVERSITY BERGER CSUSB • COUNTRY CLUB • , ,UCR Y 0 0 V HOVLEY FRED WARING HWY 111 MERLE Brandman Unviersity INDIAN WELLS 11:00 AM 3:50 PM Weekdays Annual Route Cost $78,945 No Weekend Service Annual Farebox Route Revenue $10,123 Frequency: Cost per Rider $13.07 60 MIN Weekdays Subsidy per Rider N/A No Weekend Service vera e 5 eed: Peak Vehicles 23 19 mph 1 Average Daily Passengers Weekday On Time Performance: Average Daily Passengers Weekends N/A 88.5% Annual Passengers 6,039 Route Total Bidirectional Length (Miles): 13.8 Passengers per Hour 9.1 Passengers per Mile 0.7 Annual Revenue Miles: 9,184 Annual Wheelchair Boardings 90 Annual Bicycle Boardings 239 Annual Revenue Hours: Population within .5 mi of stop 20,157 663 Jobs within .5 mi of stop 18,379 98 SHORT RANGE TRANSIT PLAN • I ROUTE 24—PALM SPRINGS In March 2017, Route 24 service was expanded to serve the Ramon/San Luis Rey retail area. Route 24 offers service in Palm Springs with connections to Routes 14, 30, 32, and 111. The Route 24 links riders to destinations such as the Desert Regional Hospital, Desert Highland Community Center, Social Security Administration, schools, medical facilities, theaters, and shopping outlets. z r a O TIME POINT Q TRANSFER • CITY HALL OS SENIOR CENTER © LIBRARY © HOSPITAL itt SCHOOL t SELECTEDTRIP WEEKDAY ONLY RACQUET CLUB • VISTA CHINO Palm Springs International Airport Riverside County Family Health Cente PALM SPRINGS NA Hours of Operation: Service Span Financial Annual Route Cost iliMilni 6:10 AM 8:25 PM Weekdays $1,518,500 6:18 AM 7:38 PM Weekends Annual Farebox Route Revenue $262,361 Frequency: Cost per Rider $9.17 40 MIN Weekdays Subsidy per Rider $6.44 60 MIN Weekends Average Speed: Peak Vehicles 15 mph 5 Ridership Average Daily Passengers Weekday 537 On Time Performance: 88.7% Average Daily Passengers Weekends Annual Passengers 256 165,664 Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 12.6 1.18 20.3 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 1,214 4,336 140,537 Annual Revenue Hours: Population within .5 mi of stop 22,374 13,133 Jobs within .5 mi of stop 10,955 S��l�ne 99 IHANSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ROUTE 30—CATHEDRAL CITY— PALM SPRINGS Route 30 is one of SunLine's most successful routes. In March 2017, Route 30 was realigned to serve Tahquitz Canyon Drive at El Cielo to provide riders with more frequency in this area. Route 30 is a Trunk route providing service between the cities of Cathedral City and Palm Springs. Riding the Route 30 provides customers access to the Palm Springs International Airport, Palm Springs City Hall, Social Security Administration, public libraries, city halls, senior centers, schools, shopping centers and various industrial parks. It operates with 20-minute frequency during weekday peak periods, connecting to Routes 14, 24, 32, and 111 The Route 30 also offers three afternoon supplementary trips to accommodate the high volume of student ridership. The most recent Operational Analysis proposed fifteen - minute frequency for this trunk route. Frequency changes are under study and are subject to available funding and Board approval. INDIAN CYN N A PALM SPRINGS O TIME POINT Cl TRANSFER CITY HALL • SENIOR CENTER ® LIBRARY ® POST OFFICE %et SCHOOL RAMON Social Security Office O DINAH SHORE CATHEDRAL CITY Hours of Operation: Service Span Financial 5:40 AM 10:44 PM Weekdays Annual Route Cost $3,067,176 6:15 AM 9:41 PM Weekends Annual Farebox Route Revenue $998,475 Frequency: 20 MIN Weekdays Cost per Rider $4.86 Subsidy per Rider $2.70 40 MIN Weekends Average Speed: Peak Vehicles 13 mph 5 •er• Average Daily Passengers Weekday 1,954 On Time Performance: Average Daily Passengers Weekends 1,204 92.2% Annual Passengers 631,376 Route Total Bidirectional Length (Miles): 19.3 Passengers per Hour 23.8 2.34 Passengers per Mile Annual Revenue Miles: Annual Wheelchair Boardings 5,048 23,357 269,503 Annual Bicycle Boardings Annual Revenue Hours: Population within .5 mi of stop Jobs within .5 mi of stop 34,329 16,652 26,541 100 JS��l�ne SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ABEANY ROUTE 32—PALM SPRINGS—CATHEDRALCITY—THOUSAND PALMS — RANCHO MIRAGE —PALM DESERT Route 32 links the cities of Palm Springs, Cathedral City, and the unincorporated community Thousand Palms, Rancho Mirage and Palm Desert. The route connects with Routes 14, 20, 24, 30, 53, 54, 111, and Commuter Link 220. Riders can access schools and various retail centers along Ramon Road in the City of Cathedral City. Routing through the 1-10 Interchange provides access to Costco, Home Depot, and the Regal Cinemas 16 theater complex, as well as service to the Agua Caliente Casino on Ramon Road at Bob Hope Drive. This route also provides service to Eisenhower Medical Center, College of the Desert, and Westfield Palm Desert Mall. VISTA CHINO Palm Springs Air Museum I j L317� SunLine's Main Offices cc V 30 32505 Harry Oliver Trail zco CO_1 CATHEDRAL PALM CITY SPRINGS A O TIME POINT Q TRANSFER MALL © HOSPITAL O LIBRARY ® POST OFFICE • SCHOOL J Q • 21k THOUSAND J a PALMS a<o �J u,w RAMON ® �O RANCHO MIRAGE DINAH SHORE 03 MONTEREY COUNTRY CLUB z } y s College w z of the qn Desert hi McCallum ciz Theater °� r0 FRED PALM HAHN l WARING DESERT HWY111 Hours of Operation: Service Span Financial Annual Route Cost $1,933,780 5:00 AM 10:40 PM Weekdays 6:54 AM 10:48 PM Weekends Annual Farebox Route Revenue $372,527 Frequency: Cost per Rider $8.17 $8.17 50 MIN Weekdays Subsidy per Rider 60 MIN Weekends Ridership Average Speed: Peak Vehicles 19 mph 3 Average Daily Passengers Weekday 737 On Time Performance: Average Daily Passengers Weekends 441 236,728 89.5% Annual Passengers Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 14.2 0.8 40.4 Annual Revenue Miles: Annual Wheelchair Boardings 1,147 10,058 278,815 Annual Bicycle Boardings Annual Revenue Hours: Population within .5 mi of stop 37,261 16,718 Jobs within .5 mi of stop 21,864 S��l�ne i o i rHANSlI ASf NLY SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ROUTE 54-PALM DESERT- INDIAN WELLS- LA QUINTA- BERMUDA DUNES -INDIO Route 54 operates between Palm Desert and Indio serving the cities of Indian Wells and La Quinta as well as the unincorporated community of Bermuda Dunes via Fred Waring Drive. This route was designed to provide direct service between Palm Desert and Indio, in addition to serving the length of Fred Waring Drive. Service is provided to the Indio Workforce Development, College of the Desert (Indio and Palm Desert), McCallum Theater, Civic Center, along with close proximity to Indian Wells Tennis Gardens. Route 54 connects with Routes 20, 32, 53, 70, 80, 81, 90, 91, 95, 111, and Commuter Link 220 at Westfield Palm Desert Mall and Hwy 111 at Flower. U FRED WARING College of the Desert McCallum Theater ■ d O r, z U a w w pALMtlE5ERT H salvo, CC w z 4 '273 y 77 PALM DESERT IW LINE 54 S; W.W, M r 0 a z 0 co w LL w w (za zsZ cn `as, 2 0 a 1NDIAN WELLS LA QUNITA A TSaliNSII m z y Q HWY INDID z O Y is1 'os��is�%Q�`OIO College of the Desert Indio Campus 111 Effective May 6, 2018 so Hours of Operation: Service Span 5:55 AM 7:55 PM Weekdays Financial Annual Route Cost $777,535 No Weekend Service Annual Farebox Route Revenue $111,325 Frequency: Cost per Rider $10.61 45 MIN Weekdays Subsidy per Rider $9.17 No Weekend Service Average Speed: Peak Vehicles 20 mph 2 Ridership Average Daily Passengers Weekday 283 On Time Performance: Average Daily Passengers Weekends N/A 82.2% Annual Passengers 73,310 Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 10.9 0.6 24.3 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 392 2,543 113,426 Annual Revenue Hours: Population within .5 mi of stop 37,729 6,717 Jobs within .5 mi of stop 13,900 102 Sniffle SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 tHdNsIr aerwr,r ROUTE 70—LAQUINTA—PALM DESERT— INDIAN WELLS— BERMUDADUNES Route 70 offers bus service to the City of La Quinta and the edge of the cities of Palm Desert and Indian Wells and the unincorporated community of Bermuda Dunes. Riders are able to access the Indian Wells Tennis Gardens on Washington Street at Fred Waring Drive, city hall, the senior center, schools, and various shopping centers along Adams Street, Avenue 47, and Washington Street. Transfers from the Route 70 to the Route 111 can be made on Highway 111 at Adams Street. SunLine is evaluating extending service north of the 1-10 Freeway if it can be done without increasing operating costs. The implementation of proposed changes are subject to available funding and Board approval. A COUNTRY CLUB HARRIS. - .et BERMUDA DUNES PALM z DESERT FRED WARING INDIAN WELLS Hwy,,, O TIME POINT Q TRANSFER CITY HALL ® POST OFFICE 0 LIBRARY SENIOR CENTER 'it SCHOOL z w SINALOA MADRID z G MILES BCACKHAWK AVE 47 TAM PICO LA QUINTA COVE Hours of Operation: Service Span 5:15 AM 8:45 PM Weekdays Financial Annual Route Cost $1,128,548 5:15 AM 9:28PM Weekends Annual Farebox Route Revenue $249,639 Frequency: Cost per Rider $6.95 45 MIN Weekdays Subsidy per Rider $5.03 90 MIN Weekends Average Speed: Peak Vehicles 16 mph 3 _ 1=61.111.6 Average Daily Passengers Weekday 540 On Time Performance: Average Daily Passengers Weekends 215 88.9% Annual Passengers 162,309 Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 16.6 1.3 19.5 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 346 5,906 129,009 Annual Revenue Hours: Population within .5 mi of stop Jobs within .5 mi of stop 27,982 9,943 9,756 S��l�ne 103 rHANSlI AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ROUTE 80 —INDIO Route 80 operates in a clockwise loop serving residents of the City of Indio, providing access to John F. Kennedy Memorial Hospital, Riverside County Fair and National Date Festival, Social Security Administration, Employment Development Department, Indio Senior Center, Boys and Girls Club, Riverside County Social Services Offices, Department of Motor Vehicles, Martha's Village & Kitchen, community centers, schools, and shopping centers. Two afternoon trips to Shadow Hills High School on Jefferson Street at Avenue 39 are provided. Route 80 connects to Routes 54, 81, 90, 91, and 111 at the transfer location on Highway 111 at Flower Street. AVE 38 Q..•AVE39 0 s INDIO 0 TIME POINT Q TRANSFER th CITYHALL © HOSPITAL © SENIOR CENTER CO LIBRARY It SCHOOL 1 ■ I SELECTED TRIP ONLY AVE 40 AVE 41 A w cc Z a AVE 42 Social Sermon WoMme D velora.r, Ceear Indio Teen z awA E g AVE 46 �a © DR CARREON Wars* Count, RamlN Rear center... a • 3 w pmv 5unline's Indio Facility 0 ■■ AVE 48 z Hours of Operation: Service Span 6:00 AM 8:45 PM Weekdays Financial Annual Route Cost $707,704 6:00 AM 8:45 PM Weekends Annual Farebox Route Revenue $231,817 Frequency: Cost per Rider $5.01 60 MIN Weekdays Subsidy per Rider $2.83 60 MIN Weekends Average Speed: Peak Vehicles 15 mph 5 Average Daily Passengers Weekday 457 On Time Performance: Average Daily Passengers Weekends 220 85.8% Annual Passengers 141,217 Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 23.3 2.0 11.02 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 1,246 2,880 70,163 Annual Revenue Hours: Population within .5 mi of stop 39,132 6,064 Jobs within .5 mi of stop 7,554 104 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT AETANY ROUTE 81—INDIO Route 81 is a loop route that operates counter -clockwise and provides transit service to residents of the City of Indio, enabling passengers access to John F. Kennedy Memorial Hospital, Riverside County Fair and National Date Festival, Employment Development Department, U.S. Social Security Administration, East Valley College of the Desert campus, Riverside County social services offices, Department of Motor Vehicles, Coachella Valley Cultural Museum, the Indio transportation center, community centers, library, schools, and a shopping centers. Two morning trips are provided to accommodate commuting students, service to Shadow Hills High School on Jefferson Street at Avenue 39 was implemented. Route 81 connects to Routes 54, 80, 90, 91 and 111 at the transfer location on Highway 111 at Flower Street. 4 • t • • O AVE 39 AVE 40 INDIO O TIME POINT Qi TRANSFER W CITYNALL 4, SENIOR CENTER Q4J: MM1LL © HOSPITAL ▪ SCH.L E SELECTEIrrti IP ONLY AVE 41 F • Hours of Operation: Service Span Financial Annual Route Cost $653,595 5:25 AM 8:15 PM Weekdays 5:25 AM 8:15 PM Weekends Annual Farebox Route Revenue $141,762 Frequency: Cost per Rider Subsidy per Rider $7.15 $4.07 60 MIN Weekdays 60 MIN Weekends Average Speed: Peak Vehicles 12 mph 1 Average Daily Passengers Weekday 301 On Time Performance: Average Daily Passengers Weekends 129 93.0% Annual Passengers 91,450 Route Total Bidirectional Length (Miles): Passengers per Hour 16.2 8.71 Passengers per Mile 1.7 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 480 804 52,568 Annual Revenue Hours: 5,653 Population within .5 mi of stop Jobs within .5 mi of stop 32,477 7,631 S��l�ne 105 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ROUTE 90—INDIO—COACHELLA Route 90 serves the cities of Coachella and Indio allowing passengers to access the Employment Development Department, Coachella City Hall, library, senior center, Boys & Girls Club, local schools, and shopping centers. Connections to Routes 54, 80, 81, 91, 95 and 111 occur at the transfer location on Highway 111 at Flower Street in the City of Indio. INDIO $o DRCARREON VAN BUREN O TIME POINT Q TRANSFER CITY HALL in HOSPITAL AVE 48 NA AVE 53 COACHELLA CC w J } Hours of Operation: Service Span Financial Annual Route Cost $1,025,088 5:00 AM 9:52 PM Weekdays 5:00 AM 8:52 PM Weekends Annual Farebox Route Revenue $142,748 Frequency: 60 MIN Weekdays Cost per Rider $11.11 Subsidy per Rider $6.79 60 MIN Weekends Ridership Average Speed: Peak Vehicles 15 mph 1 Average Daily Passengers Weekday 273 On Time Performance: Average Daily Passengers Weekends Annual Passengers 207 92,273 89.5% Route Total Bidirectional Length (Miles): Passengers per Hour Passengers per Mile 10.3 0.8 12.96 Annual Revenue Miles: Annual Wheelchair Boardings 709 1,345 119,478 Annual Bicycle Boardings Annual Revenue Hours: Population within .5 mi of stop 44,655 8,943 Jobs within .5 mi of stop 7,051 106 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$V ROUTE 91—INDIO—COACHELLA—THERMAL— MECCA —OASIS Route 91 links the cities of Indio and Coachella with the unincorporated communities of Thermal, Mecca, and Oasis. Riders on Route 91 are able to connect to Routes 54, 80, 81, 90, 95 and 111 at the transfer location on Highway 111 and Flower Street in Indio. Passengers have access to employment sites, medical, and shopping facilities. Route 91 also provides direct service to College of the Desert's East Valley Campus in Mecca. Z O x A� 5,- AVE 54 O TIME POINT a TRANSFER • POST OFFICE O MEDICAL Z[ SCHOOL 1 1 ■ SELECTEOTRIP ONLY COACHELLA ■ AIRPORT BLVD t4 gla F AVE 57 THERMAL ti� Torres - Martinez Helath Center AVE 66 A CO art., coo Me,.) herrnm AVE 62 _ COD ._. Mecca/Therrnal AVE58 AVE 62 MECCA z J 0 lJ z OASIS �9 Mountain V'eti Estates 2 O MARPNEz Y O a AVE 79 5th n Riverside County Library & Family Health Center HOME 95 Hours of Operation: Service Span 4:48 AM 10:21 PM Weekdays Financial EL Annual Route Cost $2,045,077 5:30 AM 10:42 PM Weekends Annual Farebox Route Revenue $266,815 Frequency: Cost per Rider $11.66 Subsidy per Rider $14.25 60 MIN Weekdays 60 MIN Weekends Average Speed: Peak Vehicles 23 mph 3 111. Average Daily Passengers Weekday 527 On Time Performance: 90.3% Average Daily Passengers Weekends Annual Passengers 374 175,369 Route Total Bidirectional Length (Miles): Passengers per Hour 9.91 51.11 Passengers per Mile 0.5 Annual Revenue Miles: Annual Wheelchair Boardings 404 334,941 Annual Bicycle Boardings 3,365 Annual Revenue Hours: Population within .5 mi of stop 41,181 17,692 Jobs within .5 mi of stop 8,996 S��l�ne 10 7 (NMI! AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 ROUTE 95— COACHELLA— MECCA— NORTH SHORE Route 95 serves the cities of Coachella and the unincorporated communities of Mecca and North Shore. The Route 95 serves the College of the Desert's East Valley Campus in Mecca. Passengers on Route 95 connect to Routes 90, 91 and 111 at the transfer location on 5th and Vine Avenue in Coachella. Service allows passengers to access employment sites, medical, and shopping facilities. per s 4 „ COACHELLA AVE 52 THERMAL WINDLASS NORTH SHORE O TIME POINT Q TRANSFER O MEDICAL 1: SCHOOL f I SELECTED TRIP ONLY AVE 57 Riverside County Library and Family Health Center NA COD Cr Mecca 1 Thermal _ Camous 1 AVE fit Z MECCA 5th HOME AVE 66 9q44M N Hours of Operation: Service Span Financial Annual Route Cost $738,823 4:04 AM 10:04 PM Weekdays 4:04 AM 10:04 PM Weekends Annual Farebox Route Revenue $40,152 Frequency: Cost per Rider $30.74 180 MIN Weekdays Subsidy per Rider $28.86 180 MIN Weekends Average Speed: Peak Vehicles 22mph 1 Ridership Average Daily Passengers Weekday 71 On Time Performance: Average Daily Passengers Weekends Annual Passengers 54 24,035 91.3% Route Total Bidirectional Length (Miles): Passengers per Hour 3.8 52.49 Passengers per Mile 0.2 Annual Revenue Miles: Annual Wheelchair Boardings Annual Bicycle Boardings 113 607 115,773 Annual Revenue Hours: Population within .5 mi of stop 19,050 6,390 Jobs within .5 mi of stop 6,710 108 Sniffle SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 I UNS/7 AGCN6Y ROUTE 111—PALM SPRINGS — CATHEDRAL CITY— RANCHO MIRAGE — PALM DESERT — INDIAN WELLS — LA QUINTA - INDIO Route 111 is SunLine's highest ridership regional trunk route. Route 111 provides service along Highway 111 from Palm Springs to Coachella, linking with the Cities of Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta and Indio. Route 111 enables riders to travel to destinations along the Highway 111 corridor. The route links passengers with major retail and commercial centers, recreational attractions, museums, educational and medical institutions. Connecting routes include Routes 14, 20, 24, 30, 32, 53, 54, 70, 80, 81, 90, 91, 95 and Commuter Link 220 at transfer locations at Westfield Palm Desert Mall. VISTA CHINO STEVENS,...„ 24' Z v z BARISTO of z z V d PALM SPRINGS N A ow �o m¢ E PALM CYN o0.. CPN CATHEDRAL BST CITY CATHEDRAL CITY OS RANCHO MIRAGE O TIME POINT © LIBRARY CITRANSFER ® MALL CITY HALL O SENIOR CENTER © HOSPITAL 4P,' SCHOOL PALM DESERT College of the Desert McCallumTheater FRED WARING �4 0 02 HWY 111 INDIAN LA a WELLS QUINT Bus stops #704 & #980 at Hwy 111 a La Quinta Ctr Dr are also served by AMTRAK ■ Larson Justice Center \� COACHELLAD 'H1NY.111 &FLOWER SunLine's Indio Facility COACHELLA Hours of Operation: Service Span 5:00 AM 11:06 PM Weekdays Financial Annual Route Cost $7,872,585 5:30 AM 11:07 PM Weekends Annual Farebox Route Revenue $2,174,016 Frequency: Cost per Rider $5.74 20/30 MIN Weekdays (Peak/Off-Peak) Subsidy per Rider $5.17 20/30 MIN Weekends Ridership — Average Speed: Peak Vehicles 17 mph 14 Average Daily Passengers Weekday 4,035 On Time Performance: Average Daily Passengers Weekends 3,134 83.3% Annual Passengers 1,370,912 Route Total Bidirectional Length (Miles): Passengers per Hour 20.1 60.0 Passengers per Mile 1.3 Annual Revenue Miles: Annual Wheelchair Boardings 8,215 1,020,931 Annual Bicycle Boardings 53,523 Annual Revenue Hours: Population within .5 mi of stop 78,704 68,106 Jobs within .5 mi of stop 48,948 S�J�l�ne 109 IILYSII AMC, SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 COMMUTER LINK 220 PALM DESERT -THOUSAND PALMS -CABAZON-BEAUMONT- MORENO VALLEY- RIVERSIDE Commuter Link 220 provides service between the Coachella Valley and western Riverside County. The route is 77 miles, with 2 stops in the Coachella Valley, located at Westfield Palm Desert Mall and Thousand Palms Transit Hub off Varner Road. The routes continues, stopping along Interstate 10 and State Route 60 serving the Casino Morongo, City of Beaumont at the Walmart Shopping Center, Moreno Valley at the Moreno Valley Mall, the University of California Riverside, and ending at Metrolink's Riverside Station. Link 220 connects to SunLine's Routes 20, 32, 53, 54, and 111, Pass Transit in Beaumont and Banning, Metrolink, RTA, and Omnitrans services in Riverside. Riverside Metrolink Station RIVERSIDE UCR Lot 30 MORENO VALLEY FARE ZONE 1 BEAUMONT WalMart CASINO MORONGO CABAZON Cahazon to Riverside N A THOUSAND PALMS PALM DESERT -4- FARE ZONE 21 Palm Desert to Thousand Palms Hours of Operation: Service Span 5:45 AM 9:31 PM Weekdays Financial Annual Route Cost $422,759 No Weekend Service Annual Farebox Route Revenue $21,948 Frequency: 6 Trips Weekdays Cost per Rider $30.52 Subsidy per Rider $63.15 No Weekend Service Average Speed: Peak Vehicles Ridership Average Daily Passengers Weekday 53 32 mph 2 On Time Performance: 72.5% Average Daily Passengers Weekends Annual Passengers N/A 13,853 Route Total Bidirectional Length (Miles): Passengers per Trip 9.3 148.26 Passengers per Mile 0.1 Annual Revenue Miles: Annual Wheelchair Boardings 96 113,119 Annual Bicycle Boardings 389 Annual Revenue Hours: Population within .5 mi of stop 19,890 3,655 Jobs within .5 mi of stop 38,841 110 SHORT RANGE TRANSIT PLAN • F Y 2 0 1 9/ 2 0 2 0 TRANSIT ASTN$r ATTACHMENT 8 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION RCTC Western County Commuter Rail Short Range Transit Plan FY 2019/20 - 2021/22 Draft 5/15/2019 TABLE OF CONTENTS CHAPTER 1 — SYSTEM OVERVIEW 1 1.1 Description of Service Area 1 1.2 Population Profile and Demographic Projections 2 1.3 Fixed Route Services 2 1.4 Current Fare Structure and Proposed Fare Structure 2 1.5 Revenue Fleet 6 1.6 Existing Facility/Planned Facilities 6 1.7 Existing Coordination Between Transit Agencies 9 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 10 2.1 Fixed Route Service — Route by Route Analysis 10 2.2 Dial -A -Ride Service — System Performance 12 2.3 Key Performance Indicators 13 2.4 Productivity Improvement Efforts 15 2.5 Major Trip Generators and Projected Growth Over Next Two Years15 2.6 Equipment, Passenger Amenities, and Facility Needs 16 CHAPTER 3 — PLANNED SERVICE CHANGES AND IMPLEMENTATION 20 3.1 Recent Service Changes 20 3.2 Recommended Service Changes and Modifications 20 3.3 Marketing Plans and Promotion 21 3.4 Budget Impact on Proposed Changes 24 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 25 4.1 Operating and Capital Budget 25 4.2 Funding Plans to Support Proposed Operating and Capital Program 25 4.3 Regulatory and Compliance Requirements 26 Table 1 — Fleet Inventory 27 Table 2 — SRTP Service Summary 27 Table 2A — Summary of Routes to Be Excluded in FY 2019/20 27 Table 3 — SRTP Route Statistics 27 Table 3A — Individual Route Descriptions 27 Table 4 — Summary of Funds Requested for FY 2019/20 28 Table 5.1 — Summary of Funds Requested in FY 2019/20 30 Table 5.1 A — Capital Project Justification 31 Table 5.2 — Summary of Funds Requested in FY 2020/21 32 Table 5.2A — Capital Project Justification 33 Table 6 — Update Actions Taken or To Be Implemented to Comply with the Most Recent Triennial Performance Audit Recommendations 34 Table 7 — Service Provider Performance Target Report 34 Table 8 — FY 2018/19 SRTP Performance Report 34 Table 9A — Highlights of FY 19/20 SRTP 34 GLOSSARY OF ACRONYMS BNSF BNSF Railways CETAP Community & Environmental Acceptability Process CMAQ Congestion Mitigation & Air Quality Funds CVAG Coachella Valley Association of Governments FRA Federal Railroad Administration FTA Federal Transit Administration IEOC Inland Empire -Orange County Line LAUS Los Angeles Union Station LOSSAN Los Angeles — San Diego — San Luis Obispo Rail Corridor Agency LTF Local Transportation Funds Metro Los Angeles County Metropolitan Transportation Authority MOW Maintenance -of -Way NTD National Transit Database OCTA Orange County Transportation Authority PTC Positive Train Control PVL Perris Valley Line RCTC Riverside County Transportation Commission RTA Riverside Transit Agency RTIP Regional Transportation Improvement Program SB Senate Bill SBCTA San Bernardino County Transportation Authority SCAG Southern California Association of Governments SCORE Southern California Optimized Rail Expansion SCRRA Southern California Regional Rail Authority SJBL San Jacinto Branch Line SR State Route SRTP Short Range Transit Plan STA State Transit Assistance Funds STIP State Transportation Improvement Program TVM Ticket Vending Machine UP Union Pacific Railroad VCTC Ventura County Transportation Commission IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION CHAPTER 1 — SYSTEM OVERVIEW 1.1 Description of Service Area RCTC is a member of the Southern California Regional Rail Authority (SCRRA) Joint Powers Authority (JPA) that operates the Metrolink commuter rail system. Three Metrolink lines serve Riverside County: ■ The Inland Empire -Orange County (IEOC) Line ■ The Riverside Line ■ The 91 /Perris Valley (91 /PV) Line lan1,1:l.r Pohndale •i Vincent crod•IACIOn 6 1 Yq Princrno ■ $anlvdnraoi ICJ, ❑NGELL", . Newhall • S7hrnrl5an Fcma adv • � "'° .41 c•tf/:6F/OF/4"/"/61"\F • ‘j". METROLINK ..mi wo6.,rJI.,l.. MOM r.Irrilropr. Grip. C..r*. Lin r•r Or., Can., Lir MA= Awn,&lir My So.•e.nd alir • %NM Cnvry Lir /F•r nIPrrk villa MAr 66... S.een r.r.r..nbrr einsaern IIT METROLINK COMMUTER RAIL SYSTEM •=I=•=•=11=0=•=11.=•=•=/_ �n �I /F./ 4" 4e Tf AVLL fti* R rsrda• +r+ T�° t'te ttrildr ro ,y ,,p V.IVLH,I]L �° pa f -•RANCF rr� kh 171X%t ":51/ �`�' rail Capisrrana ■■y oee 1 (1.< ▪ Rirorsid IPlu ler Pork/OCR ■ Morena *ley/ IMarch Field • Perris - Dcanlawn ■ Perm Seek :AN LAGO CU. On June 6, 2016, RCTC began service on the 24-mile extension of the Metrolink 91-Line from the Riverside — Downtown Station, through the Perris Valley to the city of Perris in western Riverside County (now rebranded as the 91/Perris Valley Line). RCTC owns and maintains nine of the 57 Metrolink stations, which are located in Western Riverside County. Four of these stations are part of the 91/Perris Valley Line extension. ■ Corona — West RCTC RAIL SRTP FY 2019/20 - 2021/22 1 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION ■ Corona — North Main ■ Riverside — La Sierra ■ Riverside — Downtown ■ Jurupa Valley/Pedley ■ 91/PV Line Extension Stations ■ Riverside — Hunter Park/UCR ■ Moreno Valley/March Field ■ Perris — Downtown ■ Perris — South 1.2 Population Profile and Demographic Projections Whether traveling to work, school, or one of Southern California's great recreational destinations, Metrolink trains provide a viable alternative to driving alone. Every day, thousands of Southern California residents park their cars and choose Metrolink to commute. The average Metrolink commute from Riverside County is 37 miles. Metrolink trains are also popular with schools throughout the region both transporting students to classes and for field trips. The Metrolink rider profiles are updated on a regular basis. The following is the latest socio-economic data available from Metrolink, which was included in the Metrolink FY 2018/19 Budget Workshop, held in 2018: Line Riverside Line IEOC Line 91/PV Line Ethnicity: Black Hispanic Asian Caucasian (non - Hispanic) Other 13% 34% 30% 19% 4% 9% 44% 8% 33% 6% 21% 34% 13% 27% 6% Income Less than $20,000 $20,000 - $49,999 $50,000 - $74,999 $75,000 - $99,999 $100,000 - $149,999 $150,000 - $199,999 $200,000 or more 5% 16.8% 23.6% 17.8% 20.5% 9.9% 6.5% 4.9% 23% 24.8% 16% 19.4% 8.2% 3.8% 9.7% 17% 19.2% 14.3% 19.6% 11.4% 8.7% 1.3 Fixed Route Services Metrolink regularly operates Monday through Friday. Weekend service operates on a reduced frequency on the IEOC and 91/PV lines. Metrolink will run a Sunday schedule on the days that New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day are observed. 1.4 Current Fare Structure and Proposed Fare Structure Metrolink ticket prices are distance -based and calculated on the shortest driving miles between stations. Each station combination is uniquely priced, based on driving miles from one station to the other. A ride from Downtown Riverside to Los Angeles Union Station is a 59-mile one-way trip; a ride from Downtown Riverside to Irvine is a 40-mile trip. The distance charge is currently capped at 80 miles. RCTC RAIL SRTP FY 2019/20 - 2021/22 2 RIVERSIDE COUNTY TRANSPORTATION COMMISSION This system -wide pricing program offers a fair and equitable pricing policy. Over time, Metrolink customers traveling the same distances will pay the same price, and short trips will cost less than longer trips. Metrolink is responsible for any Title VI issues related to fare structure and pricing. The Metrolink ticket price consists of three elements: a base boarding charge, an additional increment related to the number of miles traveled, and finally a modest increment to permit Metrolink passengers to transfer without requiring an additional fare on selected connecting transit operators and a reduced rate on others. Ticket Types There are three types of single -day use Metrolink tickets (One -Way, Round -Trip, and $10 Weekend Day) and two types of multi -day use Metrolink tickets (7-Day and Monthly). One -Way Tickets One-way tickets are valid for one trip only, defined as continuous travel away from the origin station to the destination station specified on the ticket. The trip must begin on the date and prior to expiration time printed on the front of the ticket. One-way trips must be completed within three hours from the time of purchase of ticket. The expiration time and date is displayed on the ticket. Round -Trip Tickets MIETHEILINH. 111 LAW MEhiDL P tYs JU4.12 52 64 1141611 +f• 7T7 Dc4:01e MOW MOOnr Round -Trip tickets are valid for two trips only, between the origin station and the destination station marked on the ticket. The first leg of a Round -Trip ticket is valid for three hours from purchase. The return ticket is valid for travel anytime on the same day as the first leg of the trip. $10 Weekend Day Pass Metrolink offers the Weekend Day Pass for only $10 per person. This pass is good for unlimited systemwide travel on either Saturday or Sunday only and expires at 3 A.M. following the date of purchase. The Weekend Day Pass is accepted for free transfers to connecting transit services, except Amtrak. Holiday Service A pilot program of $10 Sunday service on the six national holidays was included in the FY 2018/19 budget and is anticipated to continue. 7-Day Pass Valid for unlimited travel during a consecutive seven-day period between station pairs starting on the day when the pass is purchased. RCTC RAIL SRTP FY 2019/20 - 2021/22 3 Monthly Pass I; Ai C'fli ou N% LAUS•in GL M& �I AUG12 sfcao- a r= wc,y �nF ly Multi -Line Option RIVERSIDE COUNTY TRANSPORTATION COMMISSION Monthly Passes are valid for unlimited travel between the origin and destination stations printed on the pass during the calendar month printed on the pass. Monthly Passes are also valid for unlimited systemwide travel after 7:00 p.m. on Friday until 11:59 p.m. Sunday. Some Metrolink tickets can be used on more than one line. Tickets for the Riverside Line are valid for travel between stations of equal or lesser distance on San Bernardino or 91/PV Lines. Tickets on the 91/PV Line are valid on the Riverside Line between stations of equal or lesser distance. Tickets for the IEOC Line are valid on the 91/PV Line between stations of equal or lesser distance with an origin and destination between Corona and Riverside. Ticket Purchase Options Metrolink offers multiple options for purchasing tickets. Tickets and passes can be purchased from the self -serve ticket vending machines (TVMs) found at all Metrolink stations using payment cards or cash. Tickets can also be purchased via the Metrolink app, available on both Apple and Android devices. The Metrolink app only accepts payment cards and the ticket is scanned directly from your device. A new option is the print at home ticket, wherein one-way tickets can purchased online with Metrolink's online ticket portal. Using this feature, riders can also buy other mobile tickets through the portal and push those tickets to their Metrolink Mobile App Wallet. Lesser -used ticket purchase options include ticket outlets and Pass By Mail. Ticket outlets are available in various locations, but only available at LAUS for Riverside Metrolink lines. Two ticket windows at LAUS offer all ticket types as well as the option to purchase tickets with a personal check or TransitCheck. Pass By Mail forms must be received by the 15th of the month to receive a pass by the 1st of the following month. Advance Purchase Ticket Paper One -Way or Round -Trip tickets for a future date can be purchased up to one year in advance from a TVM. The Advance Purchase Ticket will not have an expiration time printed on it and can be used at any time on the day you chose to travel. Discounted Fares Everyday Discounts Student/Youth: 25% off Monthly Pass, 7-Day Pass, One -Way and Round -Trip tickets. Youths are ages 6 to 18. Students must present valid Student ID to the fare inspector upon request. Child: Three children (ages 5 and under) ride free with an adult using a valid ticket - each additional child pays youth fare. Senior / Disabled / Medicare: 25% off Monthly Pass and 7-Day Pass. 50% off One -Way and Round -Trip tickets. Seniors qualify for discount is age is 65 or over. Disabled or Medicare discount applies if you have the appropriate identification. RCTC RAIL SRTP FY 2019/20 — 2021/22 4 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Active Military: 10% off One -Way and Round -Trip tickets. Discount for the 91/PV Line The SCRRA Board approved a new set of 91/PV Line discounts, which began in May 2017, to encourage ridership from the new stations. The two separate discounts were for trips connecting to stations outside of Riverside County and another within Riverside County. This discount is now recognized as the regular fare for the line. Fares connecting the 91/PV Line Extension stations to stations outside of Riverside County will be sold as though Riverside — Downtown is the origin or destination. For example, a trip between Perris — South and LAUS will be the same cost as a trip between Riverside — Downtown and LAUS. Fares connecting the 91/PV Line Extension stations to stations within Riverside County are discounted 25%. Loyalty Program A new Loyalty Program is being proposed as part of the Metrolink FY 2019/20 Budget. This program will include: ■ Cashback rewards that are accumulated and paid at regular intervals ■ Points that can be redeemed for services ■ Tiered benefits at different levels of the program ■ Points that can be redeemed for products and services from third parties ■ Other rewards for being a member, e.g. member -only sales, first notice of new products, extra discounts Program development will run between April and July 2019, followed by a soft launch in August 2019 and an official launch to coincide with Metrolink's anniversary on October 26, 2019. Proposed Fare Structure Since Metrolink began operations in 1992, fares have varied year to year. With the decline in nationwide ridership, Metrolink fares have remained stable in retaining ridership. The table below shows how fares have changed from fiscal year (FY) 2005 to 2018: '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 4% 4.5% 5.5% 3.5% 5.5% 3% 6% 0% 7% 5% 0% 0% 0% 0% 0% The Metrolink 10-Year Strategic Plan 2015-2025 addresses fares as part of their Goal 2 to achieve fiscal sustainability. The strategy of increasing fare revenues is to be done by reducing fare evasion rates and increasing ticket sales, but not by increasing ticket fare prices. Fare increases are not being proposed as part of the FY 2019/20 Metrolink budget this will be the sixth consecutive year without a fare increase while the expenses and subsidy increases each year. RCTC RAIL SRTP FY 2019/20 - 2021/22 5 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 1.5 Revenue Fleet Metrolink has 39 revenue train sets in operation'. The Metrolink fleet is composed of 55 locomotives (including 3 expansion locomotives) and 258 passenger cars (90 cab cars and 168 coach cars)2. Metrolink is in the process of upgrading its fleet of locomotives to operate new locomotives with Tier 4 clean technology. 1.6 Existing Facility/Planned Facilities In planning for a successful commuter rail program in Western Riverside County, RCTC acquired properties for current and future passenger rail service. Commuter Rail Station Management Unlike the other SCRRA member agencies, the Commission owns and operates nine rail stations serving Riverside County: ■ Corona — West ■ Corona — North Main ■ Riverside — La Sierra ■ Riverside — Downtown ■ Jurupa Valley/Pedley ■ Riverside — Hunter Park/UCR ■ Moreno Valley/March Field ■ Perris — Downtown ■ Perris — South Station operation and maintenance costs are included in the rail program budget with services coordinated by the Commission's staff. Parking is currently free at the stations. The FY 2019/20 proposed operating budget member subsidy for RCTC is $8.9M in revenue and $30.1 in expenses for a total net subsidy of $21.2M. This is an 8% increase from the FY19 Operating Subsidy. Santa Fe Railroad's San Jacinto Branch Line The Measure A program provides for Riverside County's participation in the creation of a regional commuter rail system. Though the primary goal was to provide service from Riverside to Los Angeles and Orange counties, the Measure A map included a possible internal element along the former Santa Fe Railroad's San Jacinto Branch Line (SJBL). The SJBL corridor extends 38.3 miles between Highgrove and Hemet within Riverside County. The alignment roughly follows the Interstate 215 to Perris where it veers east, parallel to State Route 74 to Hemet and San Jacinto. 1 Source: Metrolink 10-Year Strategic Plan 2015-2025 Technical Appendix 2 Source: Draft Metrolink Transit Asset Management Plan (May 2016) RCTC RAIL SRTP FY 2019/20 - 2021/22 6 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION San Jacinto Branch Lino .;a CEFxneD.sa COUNTY SiFEIL'e :vUHTY 40. RIVERSIDE\ waDr,m �iF91R1E iA4 +I+++++++++►+++ SAN JACINTO BRANCH LINE MEND VALLEY As part of the regional acquisition of BNSF Railway (BNSF) properties and use rights, RCTC purchased the 38-mile SJBL and adjacent properties in 1993 for $26 million using Western County Rail Measure A and state rail bonds (Prop 108 of 1990). BNSF retained exclusive freight operating rights, serving its customers along the line and maintaining the right-of-way until such time as passenger service is implemented. Planned Facilities The Southern California Optimized Rail Expansion (SCORE) Program is an initiative of Metrolink to upgrade the regional rail system to meet the current and future needs of the traveling public. The multi -year SCORE program is pursuing funding from several grant programs. In April 2018, the California State Transportation Agency (CaISTA) awarded Metrolink $876 million from the State's Transit and Intercity Rail Capital Program (TIRCP). Two phases of capital projects are envisioned to support expanded Metrolink service. The first phase focuses on capital projects to RCTC RAIL SRTP FY 2019/20 — 2021/22 7 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION be completed by 2023. The second phase focuses on capital projects scheduled for completion by 2028. The Riverside -Downtown Station Track and Platform Project is necessary in the mid-term to accommodate connectivity and increase rail capacity and service reliability and has been funded as part of the first phase of the Metrolink SCORE Program. This project will add a center platform and associated tracks on the south side of the station and extend the existing pedestrian bridge with an elevator to the new platform, effectively doubling passenger train capacity of the station. Facility and infrastructure improvements are currently being studied to accommodate mid- and long-term service growth. The Moreno Valley/March Field Station Upgrade Project is necessary in the mid-term and has been designated as part of phase 2 of the Metrolink SCORE Program. This project will upgrade the station with an additional platform and a pedestrian overpass and rehabilitate the initial 2.7 miles of a double -track corridor that will eventually extend to Control Point (CP) Nuevo, for a total of about nine miles. This project will provide the capacity necessary for additional connectivity from 91/PV Line trains to other trains in the Metrolink system at the Riverside — Downtown Station. "h'gvnipot, 1�nili11ti� ,rla► ,e, ,�► �s emu, r.- ; a�,a �� -.I tlliulhla�� y;�� .. - �1 t i �I�a eten_ RCTC RAIL SRTP FY 2019/20 - 2021/22 8 IVRIVERS! DE COUNTY TRANSPORTATION COMMISSION 1.7 Existing Coordination Between Transit Agencies Los Angeles — San Diego — San Luis Obispo (LOSSAN) Rail Corridor Agency The LOSSAN Rail Corridor is a 351-mile corridor between San Diego and San Luis Obispo and is the second busiest intercity passenger rail corridor in the nation supporting commuter, intercity, and freight rail services. The LOSSAN Rail Corridor Agency is a Joint Powers Board established in 1989 to provide a forum for the transportation and regional agencies along the Corridor, including RCTC, to collaborate on ways to increase ridership, revenue, capacity, reliability, and safety on the LOSSAN Rail Corridor. In July of 2015, the Caltrans executed an Interagency Transfer Agreement (ITA) with the LOSSAN Joint Powers Authority (JPA) and officially transferred the administration and management of the Surfliner service to the LOSSAN JPA. The Orange County Transportation Authority (OCTA) became the Managing Agency for the LOSSAN Agency. The LOSSAN Agency continued its vision for the Corridor that focuses on: Grnver S uch anedelLOe Serl ®+'a,o Rader ®Atauedua San tar oktspo Wilma WA 104194 Mark • Lompoc ®Seinnq amu Barbara Uakt. agmm LOSSAN Rail Corridor own inlercltyRal!- gdficSddAner Ras Alva's-An olrpe. sin luii Phapia Ccnnemne Carob!!! Ligibt Pail Senker findueing furore} eme Future uipn4peed Train Srau 0 Other Amtrak Connee0mk • • • 4MBUS ▪ Commuter Pail Stamna ▪ Mter lty smear Commuter Awl stamps O Future Pad Statwm Lot Fngdca Unionstar Cknamld• Uanrlt Clow .r ■ Expanding and enhancing the integration of the Corridor's passenger rail services ■ Identifying a Corridorwide capital improvement program ■ Enhancing local transit connections at both commuter and intercity stations ■ Developing an integrated fare policy ■ Providing better customer information The LOSSAN Rail Corridor Agency does not pay for the operation of any of the passenger rail services within the corridor, but it is a means to help coordinate operations and planning. RCTC has been an active ex-officio member since 2011 and in 2014. With a revised Joint Powers Authority Memorandum of Understanding (MOU), RCTC is now a full voting member. RCTC is involved in the development of rail service in Southern California. RCTC RAIL SRTP FY 2019/20 — 2021/22 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 2.1 Fixed Route Service — Route by Route Analysis The SCRRA operates seven commuter rail lines. As described in the previous chapter, three routes, the Riverside, 91/PVL, and Inland IEOC Lines directly serve Western Riverside County. IEOC Line This line extends 100.1 miles between the City of San Bernardino, in San Bernardino County, and the cities of Irvine and San Juan Capistrano, in Orange County, with limited extensions to Oceanside. The alignment roughly follows the Riverside Freeway (SR91) along the Burlington Northern Santa Fe (BNSF) San Bernardino Subdivision in Riverside and Orange County. This commuter rail service to Orange County provides a transportation alternative in one of the busiest corridors in Southern California. The Line is a jointly funded project of the RCTC, SBCTA, and the Orange County Transportation Authority (OCTA). When the service began in October 1995, it was the first suburb -to -suburb commuter rail line in the country. One station in San Bernardino County, four stations within Riverside County, eight stations within Orange County, and one station in San Diego County now serve the line. As of July 2016, the line operates 16 trains Monday through Friday, including five peak period roundtrips. Each train travels between the Riverside — Downtown Station and the Irvine Station, with a few trains originating and/or terminating at the San Bernardino — Downtown Station, the Laguna Niguel/Mission Viejo Station, or the Oceanside Station. IEOC weekend service began on July 15, 2006. This route was modeled after the successful RCTC-chartered Beach Trains. The service includes two roundtrips leaving from San Bernardino to Oceanside in the morning and returning in the afternoon on Saturday and Sunday. The trains make all IEOC stops, plus the San Clemente Pier. IEOC Line Line Opening: Route miles: Avg Trip Length (miles): Weekday Daily Trains: Current Stations Served: San Bernardino — Downtown San Bernardino Depot Riverside — Downtown Riverside — La Sierra Corona — North Main Corona — West Anaheim Canyon Orange Santa Ana Tustin Irvine Laguna Niguel/Mission Viejo San Juan Capistrano San Clemente San Clemente Pier* Oceanside *Weekends only October 1995 100.1 33.8 16 599 W. Rialto Ave 1204 West 3rd St 4066 Vine St 10901 Indiana Ave 250 E Blaine St 155 S Auto Center Dr 1039 N Pacificenter Dr 194 N Atchison St 1000 E Santa Ana Blvd 2975 Edinger Ave 15215 Barranca Pkwy 28200 Forbes Rd 26701 Verdugo St 1850 Avenida Estacion Avenida del Mar 235 S Tremont Ave The current running time between Riverside — Downtown and Irvine is approximately 74 minutes. RTA, SunLine, and the Corona Cruiser provide connecting transit service. RCTC RAIL SRTP FY 2019/20 — 2021/22 10 Riverside Line This line extends 59.1 miles between the City of Riverside and LAUS along the Union Pacific (UP) Railroad alignment. The route roughly follows the Pomona Freeway corridor (SR60) through the cities and communities of Pedley, Mira Loma, Ontario, Pomona, Walnut, Industry, La Puente, Montebello, and Commerce. Existing stations include Riverside — Downtown, Jurupa Valley/Pedley, Ontario — East, Pomona — Downtown, Industry, Montebello/Commerce, and LAUS. RCTC, the San Bernardino Transportation Authority (SBCTA), and the Los Angeles County Metropolitan Transportation Authority (Metro) jointly fund the line. Riverside Line Line Opening: Route miles: Avg Trip Length (miles): Weekday Daily Trains: RIVERSIDE COUNTY TRANSPORTATION COMMISSION June1993 59.1 39.3 12 Current Stations Served Riverside — Downtown Jurupa Valley/Pedley Ontario — East Pomona — Downtown Industry Montebello/Commerce LA Union Station 4066 Vine St 6001 Pedley 3330 E Francis St 101 N Main Street 600 S Brea Canyon Rd 2000 Flotilla St 800 N Alameda St The Riverside Line offers 12 weekday trains between the Riverside Downtown Station and LAUS, travelling westbound in the AM and eastbound in the PM and one roundtrip during the off- peak hours. The Riverside Transit Agency (RTA), SunLine, and Amtrak provide connecting transit service in Riverside County. The scheduled peak -direction trip time between Riverside — Downtown and LAUS is approximately 85 minutes, including dwell time at intermediate stations. 91/ PV Line This route officially began operating peak period service on May 6, 2002, when it was called the 91 Line. With the completion of the Perris Valley Line extension in June 2016, the rebranded 91 /PV Line now extends the route to 85.6 miles between Perris — South and LAUS. The alignment roughly follows the Riverside Freeways (SR215 and SR91) along the BNSF San Bernardino subdivision through Riverside County to Fullerton in Orange County where it continues northwest to Downtown Los Angeles. This line serves stations along this line including Riverside — Downtown, Riverside — La Sierra, Corona — North Main, Corona — West, Fullerton, Buena Park, Norwalk/Santa Fe Springs, Commerce, and LAUS. RCTC, OCTA, and Metro jointly fund the Line. With the Perris Valley extension, new stations were added at Perris — South, Perris — Downtown, Moreno Valley/March Field, and Riverside — Hunter Park/UCR. RCTC RAIL SRTP FY 2019/20 - 2021/22 11 The 91 /PV Line offers 15 weekday trains between the Perris — South Station and LAUS. This service provides three roundtrips between Perris — South and LAUS during peak hours in the peak direction, six bounce back trips that go from Perris — South to Riverside — Downtown, and three trips between LAUS and the Riverside — Downtown Station. The proposed Metrolink FY2019/20 Annual Budget includes plans to extend two bounce back roundtrips to LAUS, bringing the total roundtrips between Perris — South and LAUS to five roundtrips. The 91 Line (now the 91/PV Line) weekend service started on July 5, 2014 and currently consists of two roundtrip trains that operate between LAUS and the Riverside — Downtown Station, travelling westbound in the AM and eastbound in the PM. The proposed Metrolink FY 2019/20 Annual Budget includes plans to extend these roundtrips to Perris — South. Perris — South Perris — Downtown Moreno Valley/March Field Riverside — Hunter Park/UCR Riverside — Downtown Riverside — La Sierra Corona — North Main Corona — West Fullerton Buena Park Norwalk/Santa Fe Springs Commerce LA Union Station 91/PVL Line 91 Line Opening: PVL Line Extension Opening: Route miles: Avg Trip Length (miles): Trains Operated/Day: Current Stations Served: 1304 Case Rd 121 South C. St 14160 Meridian Pkwy 1101 Marlborough Ave 4066 Vine St 10901 Indiana Ave 250 E Blaine St 155 S Auto Center Dr 120 E Santa Fe Ave Lakeknoll Dr & Dale St 12700 Imperial Highway 6433 26th St 800 N Alameda St RIVERSIDE COUNTY TRANSPORTATION COMMISSION May 2002 June 2016 85.6 36.6 13 i The peak period running time between Perris — South, Riverside — Downtown, and LAUS is approximately 127 minutes. RTA, SunLine, and the Corona Cruiser provide connecting service in Riverside County. 2.2 Interagency Connections — System Performance RCTC has actively supported transit connections by establishing agreements with SCRRA and the Riverside County transit providers to provide free transfers for all connecting transit services at Riverside County stations. With the agreement, Metrolink ticket holders can ride both fixed route and Dial -A - Ride services for free as they travel to and from a station in Riverside County. RCTC subsidizes half the fare while Metrolink subsidizes the other half. Connecting transit to stations in Western Riverside County is provided by the Riverside Transit Authority (RTA), Sunline, Omnitrans, and the Corona Cruiser. RCTC RAIL SRTP FY 2019/20 - 2021/22 12 RIVERSIDE COUNTY TRANSPORTATION COMMISSION In addition to its fixed routes, RTA developed CommuterLink to address commuter needs. This express service provides transit to and from Riverside Metrolink stations and transit centers during peak commuting periods. RTA has also added Routes 54, 52, and 26 to provide direct connections to the 91/PV Line and the Metrolink stations it serves. Route 54 provides a convenient and critical last mile connection from the Riverside — Downtown Station to the Riverside County Administration services. The program aims to provide a viable transit alternative for commuters, helping mitigate congestion and pollution. The Corona Cruiser, operated by the City of Corona, provides a fixed route schedule but offers some route deviation with advance reservation. Buses run Monday through Saturday and serve the Corona — North Main Station as well as stops throughout Corona. SunLine's commuter express service connects residents of the Coachella Valley with the Pass Area and Western Riverside County. The service addresses the transit service gap between the Coachella Valley and Western Riverside County, providing alternative transportation options to commuting residents of Coachella Valley. During FY2017, RCTC also included Omnitrans as an additional bus operator to our Riverside — Downtown Station. This service connects Metrolink riders to additional commuter rail service with a direct connection to the San Bernardino Line and the Downtown San Bernardino transit station. Feeder buses and transit services are also critically important at the destination end. For the IEOC route, dedicated OCTA shuttle buses meet all peak period trains at Anaheim Canyon, Orange, Santa Ana, Tustin, and Irvine. Some OCTA buses meet trains at all these stations as well as Laguna Niguel/Mission Viejo, San Juan Capistrano, and San Clemente. Metrolink proposed in their FY 2018/19 budget to establish co -marketing agreements with potential rideshare partners (i.e. Lyft and Uber) to provide riders with incentives to help resolve first mile/last mile connectivity issues. Self-service rideshare was added to services qualified for reimbursement of customer's out-of-pocket alternate transportation expenses. Between July and February of FY2018/19, over 2,100 riders were reimbursed for self-service rideshare (Uber/Lyft). 2.3 Key Performance Indicators The following performance indicators are taken from SCRRA's Key Performance Indicators Quarterly Performance Report, FY18/19 1' Quarter (July — September 2018) to measure the effectiveness of the Riverside, IEOC, and 91/PV Lines. Year to Date (YTD) Revenue (Thousands) FY18-19 Budget FY18-19 Actuals Variance Percent FY18-19 Budget FY18-19 Actuals Variance Percent Weekday Weekend IEOC Line 1,644 1,639 (6) -1% 388 304 Riverside 2,036 2,056 20 Line 91/PV Line 1,403 1,317 (86) -6% 127 140 13 9% 1% N/A N/A (84) N/A -22% N/A RCTC RAIL SRTP FY 2019/20 - 2021/22 13 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION Year to Date (YTD) Ridership (Thousands) FY18-19 FY18-19 Variance Percent FY18-19 FY18-19 Variance Percent Budget Actuals Budget Actuals Weekday Weekend IEOC Line 292 294 2 1% 67 52 (15) -22% Riverside 235 243 8 Line 3% N/A N/A N/A N/A 91/PV 214 204 (10) Line -5% 22 24 2 8% The following performance indicators were provided by SCRRA and show additional details per line. The current data is still being developed and will be updated once available. IEOC Line Indicator Unlinked Passenger Trips Subsidy/Passenger Mile Farebox Recovery Ratio Operating Expense/Passenger Mile Operating Subsidy/Passenger Operating Expense/Train Mile Revenue Recovery Passenger Miles per Revenue Car Mile (Assumes 4 car set) FY 16/17 FY 17/18 FY 18/19 AUDITED Budgeted Projected 1,372,287 1,458,133 1,362,807 $0.36 $0.36 $0.42 31.8% 30.0% 27.5% $0.56 $0.54 $0.61 $11.86 $12.31 $14.04 $78.87 $79.63 $81.89 36.4% 34.2% 31.9% 35.2 36.5 33.6 Riverside Line FY 16/17 AUDITED FY 17/18 FY 18/19 Budgeted Projected Unlinked Passenger Trips Subsidy/Passenger Mile Farebox Recovery Ratio Operating Expense/Passenger Mile Operating Subsidy/Passenger Operating Expense/Train Mile Revenue Recovery Passenger Miles per Revenue Car Mile (Assumes 4 car set) 1,004,402 986,769 967,476 $0.27 $0.33 $0.36 47.2% 43.2% 40.5% $0.53 $0.59 $0.62 $9.37 $11.48 $12.43 $102.72 $104.24 $106.28 49.1% 44.3% 42.1% 48.6 44.1 43.0 91/PV Line Indicator FY 16/17 FY 17/18 FY 18/19 AUDITED Budgeted Projected Unlinked Passenger Trips Subsidy/Passenger Mile Farebox Recovery Ratio 881,795 847,324 956,934 $0.43 $0.51 $0.52 26.5% 23.9% 24.6% RCTC RAIL SRTP FY 2019/20 - 2021/22 14 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Operating Expense/Passenger Mile Operating Subsidy/Passenger Operating Expense/Train Mile Revenue Recovery Passenger Miles per Revenue Car Mile (Assumes 4 car set) $0.62 $17.08 $89.63 30.1% 36.3 $0.70 $20.08 $101.77 27.1% 36.5 $0.72 $19.07 $110.02 27.7% 38.3 2.4 Productivity Improvement Efforts In early 2017, RCTC completed a market assessment that looked at the commute market within and around the Perris Valley. The purpose of this market assessment was to help RCTC understand where residents of western Riverside County (i.e. Moreno Valley, Perris, Hemet, San Jacinto, Temecula, Murrieta, and Menifee) commute and travel in order to define the ridership needs and trends that allow the most useful integration of the 91/PV Line into the Metrolink and regional transit systems. The subsequent Service & Infrastructure Needs to Support 91/Perris Valley Line Market Assessment Technical Memorandum (May 2017) assesses the operational feasibility of addressing the forecast travel markets identified in the market assessment. This included evaluating the potential reverse commute options to service March Air Force Base and the businesses in the area in the near and long-term and defining the infrastructure projects necessary to support these service needs. 2.5 Major Trip Generators and Projected Growth Over Next Two Years Trip Generators Feeder services to stations are vital to the success of commuter rail in Western Riverside County. Coordination and consultation with transit providers and local agencies is an ongoing process. RTA, RCTC, and Metrolink continue to work together to increase awareness of the RTA bus connections at the RCTC Metrolink stations. Ads regularly appear in the RTA Ride Guide promoting free RTA transfers from Metrolink stations. The Ride Guide includes the Metrolink stations in its Route Directory Listing. Also, Metrolink occasionally helps promote the RTA CommuterLink service in materials at the stations. Projected Growth Over Next Two Years Short-term (two-year to five-year) service needs as identified in the market assessment are: ■ Enhancement of existing 91/PV and IEOC service between Riverside, Los Angeles, and Orange Counties. ■ Robust peak period, intra-county service between Perris — Downtown and Riverside — Downtown. ■ Introduction of reverse commute / peak service focused on the Hunter Park and Moreno Valley/March Field stations as employment centers. RCTC RAIL SRTP FY 2019/20 - 2021/22 15 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Service options were developed for the short-term as part of the Service & Infrastructure Needs to Support 91/Perris Valley Line Market Assessment Technical Memorandum (May 2017). One option assumes additional service increases along the BNSF San Bernardino Subdivision that allows for the expansion of peak and midday 91/PV Line trains. Assuming no additional increases in service, another option focuses on optimizing connectivity between trains at the Riverside -Downtown Station. Emphasis was given to connecting 91/PV Line trains to IEOC and Riverside Line trains to expand options for those traveling to / from the Perris Valley. Metrolink will be extending two weekday bounce back roundtrips to LAUS on the 91/PV Line, as described in Section 2.1, bringing the total roundtrips between Perris — South and LAUS to five roundtrips, and extend the weekend roundtrips to Perris — South. No service increases were identified for the Riverside Line. This service, operated along the Union Pacific Railroad (UPRR) Los Angeles Subdivision, is fully subscribed at 12 trains per weekday due to track constraints. 2.6 Equipment, Passenger Amenities, and Facility Needs Commuters boarding at RCTC Metrolink stations are provided with amenities that assist with their daily travel needs. Vending machines stocked with beverages and snacks are available at each station. Station facilities also include wireless internet access, bike lockers, designated parking for motorcycles and carpools. Furthermore, all stations are staffed 24 hours by contracted security guards with patrol vehicles, closed circuit television (CCTV), and various safety and security enhancements such as fencing and gates. Amenities are also available onboard the train. All train cars are equipped with restrooms, and some of the newer cars contain hook-ups for laptop computers. Additionally, designated bike/surfboard cars and quiet cars have been added throughout the system. BIKES ON BOARD. Metrolink has developed the website www.metrolinktrains.com. This site provides passengers with enhanced features allowing for greater content functionality. Improvements include regular service updates on the homepage, improved content management functions, enhanced usability, and a more consistent look and feel with features expected by our increasingly web savvy passengers. Additionally, passengers can subscribe through Twitter to obtain service updates and plan their trips using Google Transit. Metrolink also has an extensive social media presence on Facebook, Instagram, Twitter, YouTube and related sites. RCTC RAIL SRTP FY 2019/20 - 2021/22 16 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Major needs, which continue to be the focus of RCTC attention for the SRTP FY 2019/20 — 2021/22, include the following: ■ Continual Improvements to Positive Train Control (PTC); ■ Station Improvements and New Facilities; ■ Station Maintenance; ■ Replacement of Ticket Vending Machines; and ■ Rehab/Renovation of passenger cars. Continual Improvements of Positive Train Control (PTC) PTC has been a major technical undertaking and operating elements are currently available on multiple lines. PTC will continue to be a priority for Metrolink and RCTC to ensure the safety of the traveling public. The $215 million capital project was jointly funded by the member agencies and major components were in place prior to the initial federal deadline of 2015, this was later extended. Metrolink is making strides on this project and has implemented PTC into revenue service on lines it owns. Full implementation has occurred and continual improvements of the system will continue to be a high priority. Station Improvements and Construction of New Facilities In order to meet the capacity needs of current and future system growth and expansion, the following facilities will be completed in this fiscal year: ■ Construction of a covered passenger waiting and concession area at the Riverside — Downtown Metrolink Station. ■ Expand and enhance existing security and station surveillance at Metrolink Station operations. ■ Expand the parking at the Riverside — La Sierra Metrolink station. In addition, the following projects will commence in the upcoming fiscal year: ■ Expansion of the layover facility at the Riverside -Downtown Metrolink Station. ■ Project approval and environmental document process for the expansion of the southern part of the Riverside -Downtown Metrolink Station. ■ Design of passing tracks at the Moreno Valley March Field Metrolink Station. ■ Study of Solar PV panels on parking canopies at two PVL stations. RCTC Station Maintenance The Commission fully funds and maintains all of the commuter rail stations in Riverside County, which is unique among the Metrolink member agencies. Since Metrolink service began along the Riverside Line in 1993, the Commission has been maintaining the Riverside — Downtown and Jurupa Valley/Pedley stations. When the IEOC Line began in 1995, the Riverside — La Sierra and Corona — West stations were added. Due to increasing demand, the Corona — North Main Station was added in 2002. Over the years, the stations show their age and require preventative maintenance. The Commission has always taken pride in the commuter rail stations and intends RCTC RAIL SRTP FY 2019/20 - 2021/22 17 RIVERSIDE COUNTY TRANSPORTATION COMMISSION to invest significant resources to preserve the Commission's assets. Anticipated improvements include: ■ Comprehensive painting of station structures ■ Resealing and renovation of station parking lots ■ Improved access for disabled patrons ■ Drought tolerant landscaping upgrades ■ Elevator rehabilitation or replacement Perris Valley Line Metrolink Extension Project In June 2016, RCTC & Metrolink began operating trains along the Perris Valley Line extension. This 24-mile extension of Metrolink further into Riverside County marked the first line expansion since 1994. The $248M project included a combination of federal FTA Small Starts, CMAQ funds, along with other state and local funds including a significant portion of local Measure A Sales Tax. The line includes four new stations and a layover facility. Initial service included 12 daily trips between Perris — South and Riverside — Downtown with six of those trips continuing through to Los Angeles. Major improvements were made to 15 at -grade crossing and an extensive public safety effort was conducted in coordination with Operation Lifesaver. Ridership on the new line has been growing. A comprehensive growth study has been undertaken that includes a market assessment to identify commute patterns, and a subsequent infrastructure and service needs assessment to identify service growth and capital projects needed to support that growth. Ticket Vendin_g Machines and Mobile Ticketing Application Metrolink's aging ticketing infrastructure will be getting replaced with new ticket vending machines and provide its customers with enhancements with the addition of the Mobile Ticketing application available to users with smart phones. The replacement and upgrade to the ticketing infrastructure will provide passengers a greater efficiency and ease when using the system. The Ticket Vending Machines will include a sleeker design and user-friendly compatibilities. Metrolink has implemented a Mobile Ticketing Application systemwide. Usage is robust on the IEOC Line at 63%. Transferring compatibilities to the Metro light rail and subway system launched on December 30, 2017 to ensure customers continue the effortlessness connectivity to other transit providers. Rehab/Renovation and/or Purchase of Locomotives and Passenger Cars Metrolink's aging fleet is undergoing a revamp of its locomotive fleet to improve daily operation of the system. Tier 4 locomotives are compliant with the latest U.S. Environmental Protection Agency (EPA) emissions standards and will reduce particulate matter and nitrogen oxide emissions by up to 85 percent, resulting in cleaner air for the region. Performance concerns have delayed the delivery of the new locomotives. SCRRA ordered 40 Tier 4 locomotives and as of January 2019, SCRRA has seven in service, eight have been delivered to the Central Maintenance Facility (CMF), and eight have been delivered to Keller Yard for testing and inspection. Metrolink's existing fleet of Bombardier passenger rail cars need to be rebuilt to RCTC RAIL SRTP FY 2019/20 - 2021/22 18 rERIVERSIDE COUNTY TRANSPORTATION COMMISSION comply with current standards and regulations, as well as to improve their reliability and appearance. Metrolink investigated purchasing new cars as opposed to overhauling the existing fleet, but the estimated cost of replacement was more than double the cost of the overhauling the existing fleet. Fifty cars will be overhauled beginning this year (2019). RCTC RAIL SRTP FY 2019/20 - 2021/22 19 RIVERSIDE COUNTY TRANSPORTATION COMMISSION CHAPTER 3 — PLANNED SERVICE CHANGES AND IMPLEMENTATION 3.1 Recent Service Changes On October 8, 2018 and April 8, 2019, Metrolink adjusted the schedules to improved efficiency and on time performance. The October changes included minor changes to schedules on its Ventura County, Orange County, and IEOC lines to improve service. For the IEOC Line, trains 802, 803, 807, and 812 schedules were adjusted up to five minutes earlier at the Anaheim Canyon or San Bernardino stations to improve on -time performance in coordination with freight trains. Train 809 was scheduled to arrive two minutes later at the Laguna Niguel/Mission Viejo station to accommodate a modified Amtrak schedule. Schedules for the Riverside and 91/PV lines remained the same. The April schedule change included service adjustments to shared Amtrak/Metrolink service trains (Amtrak Pacific Surfliner). No other changes were made on Metrolink lines. 3.2 Recommended Service Changes and Modifications The RCTC rail program consists of planning, programming, advocacy, and implementation elements. This SRTP incorporates a variety of activities that support these elements. The FY 2018/19 Capital and Operating Plan reflects the efficiencies implemented since Metrolink's inception. Proposed service maximizes the use of existing rolling stock to relieve overcrowding. The FY 2019/20 proposed budget is under review by all of the member agencies and concurrence is anticipated by June 2019. Service level changes are not expected on any of the Metrolink lines that serve Riverside County at this time. The Commission's goal in participating in a regional commuter rail system is to provide useful transportation alternatives to its residents. To a large degree, this goal has already been achieved. Each morning, over 3,000 Riverside residents board one of Metrolink trains headed for jobs in Orange and Los Angeles counties. These rail commuters also contribute to a reduction in freeway traffic, removing more than 1.5 lanes of peak hour traffic each morning and each afternoon. Notwithstanding this success, a commuter rail service is unlike most of the projects funded by the Commission. The complete benefits of the project are not fully realized upon completion of construction or initial implementation of service. The commuter rail service must increase frequency as the demand increases over time. This increase in service is constrained by the availability of rail vehicles, capacity on the railroad, and available funding. Currently, not all of the Riverside County routes operate at optimal service levels. Two of the three Metrolink lines do not even offer minimum basic coverage during peak travel times. The IEOC and the 91/PV Line do not yet provide half-hourly headways and thus, their attractiveness to residents and ultimately their ridership and revenue performance are compromised. The Metrolink SCORE Program aims to increase service frequency across the system in two phases. The first phase (2023) of the SCORE program focuses on investments: ■ Located primarily in the existing rail right-of-way ■ Requiring minimal environmental clearance RCTC RAIL SRTP FY 2019/20 - 2021/22 20 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ■ Enabling early service increases and transition to network with pulsed service at regular clock -face intervals These early projects would promote operational efficiency, unlock capacity, and lay a critical foundation for later construction. The second phase of construction, scheduled for completion by 2028, would: ■ Include projects requiring right-of-way expansion/acquisition or environmental approval ■ Enable robust, all -day and all -direction, region -wide service, including a true pulsed network ■ Fulfill the 2040 State Rail Plan Vision in Southern California The infrastructure and service needs assessment associated with the Perris Valley Line Growth Study identified service expansions to be implemented in the short- (2-5 year), mid- (5-10 year), and long-term (10+ year) time frame. Overall, the proposed peak period service increases: ■ 30°/0 on the 91/PV Line in the short- and mid-term scenarios over existing conditions ■ 70% on the 91/PV Line in the long-term scenario over existing conditions ■ 36°/0 on the IEOC Line in the mid- and long-term scenarios over existing conditions Proposed Coachella Valley -San Gorgonio Rail Service The concept of developing an expanded passenger rail service from Los Angeles to Indio and the Coachella Valley has been discussed for many years. Since FY2015, a separate Short Range Transit Plan was developed for the service. A brief overview is provided in this document. The plan includes new daily roundtrip Amtrak trains to the Coachella Valley provided through the Amtrak/Caltrans state partnership. RCTC, in conjunction with the Coachella Valley Association of Governments (CVAG), Caltrans Division of Rail, and the Federal Railroad Administration (FRA) will begin the first phase of detailed corridor planning with the initiation of the Service Development Plan (SDP). This SDP will be the first major study that will carefully design a viable service plan with appropriate ridership and service modeling plans. The effort along with completion of an Environmental Impact Report (EIR) for the corridor will allow it to compete for future federal funding. RCTC worked closely with Caltrans to initiate the Alternatives Analysis that has been completed and shows promising ridership potential for the new route. RCTC is the lead on the Service Development Plan study and intends to use FRA grant funds to complete the project. In addition, there is local support for this effort from the CVAG Executive Committee who has directed staff to establish a 90% bus transit/10% passenger rail service funding allocation split for Coachella Valley TDA funds. In addition, an MOU will be established between RCTC and CVAG to develop a Coachella Valley Rail Fund that will use both the TDA funds and additional state and local funds to conduct station development studies and provide initial capital funding for station development. It has been determined through numerous studies over the years that the Amtrak intercity option is preferred over a Metrolink commuter option, because of the long trip length and added comfort and amenities on the Amtrak trains and Amtrak's contractual rights to operate over freight railroads. 3.3 Marketing Plans and Promotion Metrolink will continue line -specific marketing to attract, retain, and recapture riders using customized marketing. RCTC RAIL SRTP FY 2019/20 - 2021/22 21 RIVERSIDE COUNTY TRANSPORTATION COMMISSION RCTC has also enhanced its share of marketing in-house by developing a more robust outreach plan that promotes safety and Metrolink service as a viable commuting alternative. RCTC has increased Rail Safety awareness and overall rail service through a grassroots campaign that includes participating at local events, reaching out to schools, senior centers and specialty groups. As our focus continues on increasing ridership on the Metrolink lines, we are looking on ways to promote what Metrolink has to offer to the residents of Riverside County. Some of the marketing efforts include new residential mail out campaigns, business partnerships, school trips, social media, billboards, and attending local events to hand out promotional material. Metrolink Proposed Promotions and Marketing Campaigns Loyalty Program Campaign Metrolink is continuing the development of a loyalty program for FY 2019/20 to reward riders for their continued engagement with Metrolink. A soft launch is scheduled for August 2019 with the formal launch scheduled for October 26, 2019 to coincide with Metrolink's anniversary. The Loyalty Program will offer: ■ Cashback rewards that are accumulated and paid at regular intervals ■ Points that can be redeemed for services ■ Tiered benefits at different levels of the program ■ Points that can be redeemed for products and services from third parties ■ Other rewards for being a member, e.g. member -only sales, first notice of new products, extra discounts. Corporate Partnerships Program (CPP) Metrolink is working with their technology partners to integrate the CPP into the Mobile App and is proposing a business -to -business marketing campaign to gain more corporate accounts. Line Awareness Marketing Campaign Metrolink is proposing marketing campaigns to attract ridership as part of their draft FY 2019/20 budget. These marketing campaigns will use various marketing strategies, such as billboards, bus shelter advertising, radio spots, social media advertising, digital and mobile app advertising, and print advertising. Creative direct mailers for the IEOC Line, internet ads for the 91/PV Line, and social media ads for the Riverside Line will offer promotional codes for free or discounted rides. Special Event Train Service In addition to the regular Fixed Route Service, RCTC has partnered with other agencies and Metrolink to provide access to special train services to events garnering high vehicle congestion, such as sporting and holiday events. The service is contingent upon additional operation and grant funding. These types of promotional services have been highly successful in garnering ridership, so RCTC is planning on continuing the following special train services: RCTC RAIL SRTP FY 2019/20 - 2021/22 22 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Friday Angels Express Train Partnering with Orange County Transit Authority (OCTA) and Metrolink has allowed RCTC to fund some special trains on to Los Angeles Angels of Anaheim (Angels) baseball games. An "Angels Express" promotional service is offered for Friday night Angel baseball games for $7 roundtrip for adults, $6 for seniors and persons with disabilities, $4 for youths, and free for kids under 5 who are accompanied by a paying adult. This service is supported by Mobile Source Air Pollution Committee grant funds. Service from and to Perris is only available for Friday home games. The train leaves the Perris — South at 4:15 p.m. making all stops along the way and terminates at the Orange Station at 6:10 p.m. Riders will then transfer to an Orange County Line train that leaves at 6:22 p.m. and arrives at the train station located in the stadium parking lot, The Anaheim Regional Transportation Intermodal Center (ARTIC), at 6:27 p.m. The train departs the Orange Station to Riverside 30 minutes after the game, allowing fans to enjoy the fireworks show of Big Bang Fridays. Once again, riders will have to transfer to a Perris/Riverside-bound train at the Orange Station for the ride home. Festival of Lights Train Through the growing success and interest of the City of Riverside's month -long Festival of Lights (FOL), RCTC partnered with the City, Mission Inn Hotel & Spa, OCTA, Metro, RTA, and Metrolink to provide special train service on Friday and Saturday for four weekends of the FOL event. The special event trains started in 2016 and are planned to continue. The service's objective is to help alleviate local traffic jams and provide a transportation to one of the most well know events in Riverside County. The service plan includes trains from Perris as well as Los Angeles and Orange County. The promotional fare for train riders is $7 roundtrip and it includes a free transfer to RTA's FOL shuttle bus service that transports passengers from the Riverside — Downtown Station to the event center. Rams Train RCTC, along with Metrolink, was able to provide special train service to selected Rams football games during FY 2016/17, FY 2017/18, and again in FY 2018/19. The service that included promotional round trip fares of $10 were very successful and garnered interest throughout our county. The train runs along the 91/PV Line, which provides residents from as far south in Perris an alternative mode of transportation to Los Angeles. It is RCTC's intent to participate once again in FY 2019/20 to provide the service again. RCTC RAIL SRTP FY 2019/20 - 2021/22 23 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Earth Day Metrolink offered free rides on Earth Day, Monday, April 22, 2019 in recognition of the environmental benefits of the Metrolink system. This program could continue in the future. 3.4 Budget Impact on Proposed Changes Metrolink's FY2019/20 proposed budget normalizes the overall marketing budget from a huge push in FY19. The new plan still includes: ■ Focused marketing efforts on the Metrolink 91/PV, Riverside, and IEOC lines. ■ Includes local grass roots outreach and promotion of Metrolink RCTC RAIL SRTP FY 2019/20 - 2021/22 24 RIVERSIDE COUNTY TRANSPORTATION COMMISSION CHAPTER 4— FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget This SRTP reflects the Commission's commitment to the commuter rail goals in the FY 2019/20 RCTC Budget: ■ Improve utilization and increase efficiency of commuter rail lines serving Riverside County. ■ Promote commuter rail service along the new 91/PV Line corridor. ■ Maximize opportunities for public use of rail -related investments. Specific highlights of the FY 2019/20 Budget include: ■ Special Train services: Angels, Rams, and FOL trains. ■ Continuation of the implementation of Positive Train Control in the Metrolink network. ■ An additional increase in operating subsidy due to increased services along the 91/Perris Valley Line. 4.2 Funding Plans to Support Proposed Operating and Capital Program With the passage of Measure A in 1988, $100 million was identified and committed to the development and implementation of a commuter rail system to serve Riverside County residents. LTF and Measure A funds are used for operations as well as FTA 5307, 5309, 5337, State of Good Repair, and LCTOP funds for capital. In April 2018, the California State Transportation Agency (CaISTA) awarded $876 million from the State's Transit and Intercity Rail Capital Program (TIRCP) to SCRRA. Nearly half of that grant will be used to extend run-through tracks at Los Angeles Union Station. The balance of the TIRCP funds will be used for significant investments in infrastructure called for in the SCORE plan, such as adding track, signals, and additional station platforms so that Metrolink can provide more reliable, frequent service throughout Southern California. Additionally, improvements at grade crossings will be funded to help ensure cities can implement Quiet Zones. To the extent additional funding is received, the full set of projects could be complete as soon as 2028, just in time for the 2028 Summer Olympics hosted by the City of Los Angeles. Securing additional funding will be a key part of meeting Metrolink's vision for 2028. Sixteen initial projects have been funded through the $876 million TIRCP award, which promote operational efficiency, unlock capacity, and lay a critical foundation for later construction. Six projects directly benefit the OC, IEOC, and 91/PV lines, including: ■ LA -Fullerton Passenger Corridor Early Phases ■ Riverside Downtown Track and Platform ■ South OC Capacity Improvements ■ Atwood -Orange Signals ■ South OC Signals ■ Orange County Maintenance Facility Early Phase RCTC holds two voting positions on SCRRA's eleven -member Board. RCTC staff members serve on the five -county Technical Advisory Committee which negotiates service and funding levels based upon the counties' established priorities. Staff also provides technical assistance, RCTC RAIL SRTP FY 2019/20 - 2021/22 25 RIVERSIDE COUNTY TRANSPORTATION COMMISSION coordination between various SCRRA and RCTC departments, and linkages to local communities. 4.3 Regulatory and Compliance Requirements Public participation regarding service levels is largely garnered through the bi-annual on -board survey. Public hearings are held prior to any service changes. Daily receipt of feedback from the public is sought through Metrolink's 1-800-371-LINK (5465) and website www.metrolinktrains.com. Additionally, RCTC maintains a customer service number (951) 778- 1092, provides service updates through Twitter and receives comments through the www.rctc.org website. Americans with Disabilities Act, Title VI SCRRA is responsible for the regulatory and compliance requirements governing the use of federal and state funds in accordance with ADA and Title VI. Accordingly, RCTC is responsible for additional compliance requirements as it relates to station facilities. All Metrolink trains and stations are accessible to persons with disabilities. TDA Triennial Audit, FTA Triennial Review, NTD The last TDA Triennial Audit was completed in September, 2016 and resulted in no findings as pertained to the Rail Program. The FTA Triennial Audit was conducted in 2018 with no findings. NTD is reported annually by both SCRRA and RCTC. Alternative Fueled Locomotives Metrolink uses ultra -low sulfur diesel in its locomotives. It has initiated a procurement for state of the art Tier IV emissions level locomotives that are being phased into service. RCTC RAIL SRTP FY 2019/20 - 2021/22 26 Table 1 — Fleet Inventory Table 2 — SRTP Service Summary See previous section. Table 2A — Summary of Routes to Be Excluded in FY 2019/20 Not Applicable. Table 3 — SRTP Route Statistics See section 2.3 Key Performance Indicators Table 3A — Individual Route Descriptions See previous section. rERIVERSIDE COUNTY TRANSPORTATION COMMISSION RCTC RAIL SRTP FY 2019/20 - 2021/22 27 ZZ/20Z - OZ/61.0Z AJ dlbS IIVN 010H N RCTC Commuter Rail Summary of Funds Requested Short Range Transit Plan Table 4 - Summary of Funds Requested for FY 2019/20 (Current Year Funding Only) Project Description Capital Project (dumber,,. Total Funds LTF SB1 SOGR LCTOP':4- Measure A Fare Revenues Other(5) SCRRA Operati ng Subsi dyP Transit Connecti ons ROTC Rail Supporting Prol ects t'r $ 31,496,720 $ 300,000 $ 1,700,000 $ 21,000,000 $ 300,000 $ 1,700,000 $ 1,496,720 $ 6,000,000 $ 3,000,000 Subtotal Operating $ 33,496,728 $ 23,000,000 $ - $ 1 496 728 $ - $ 6 0o0 o00 $ 3,000,000 Rail Station - State of Good Repair FY20 Funds FY20-1 $ 819,100 $ 819,100 Subtotal: Capital $ 819100 $ - $ 819ID0 $ - $ - $ - $ - Total: Operating & Capital $ 34,315,828 $ 23,000,000 $ 819,100 $ 1,496,728 $ - $ 6,000,000 $ 3,000,000 (1) Number ties to Table 4A - Capital Project Justification (2) Based on Initial Metrolink Budget using LTF funds (3) Includes Rail General Management projects: Special Trains, Rail1Station Studies, Admin expenses, Marketing, etc. (4)LCTOP: FY 18113 LCTOP Operation fund for New Trains & PVL (5) All PVL (including Security) CMAQ funding part of 1111117 SRTP Amendment OZ/640Z Ad aoj pa;sanbaN spund jo fuewwns — ti °mei n ti 2 3 EgErl M 4 no Om z zz IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4A — Capital Project Justification PROJECT NUMBER: FY 20 — 1 PROJECT NAME: SB1 State of Good Repair FY19/20 — RCTC Stations PROJECT DESCRIPTION: This Project will provide the following: The project will modernize the elevator system at the Riverside and Corona commuter rail stations. The work will include replacing all operating components, wiring, and wear parts with current technology and modern equipment. PROJECT JUSTIFICATION: This elevator has been in service for over 26 years. The life expectancy is 20 years for most hydraulic elevator systems. The project will improve elevator operations and increase efficiencies to facilitate a more reliable service for passengers, reduce down times, and service calls. PROJECT FUNDING SOURCES (REQUESTED): SB1 State of Good Repair Grant $819,100 Total $819,100 RCTC RAIL SRTP FY 2019/20 - 2021/22 29 Table 5.1 — Summary of Funds Requested in FY 2020/21 000`000`3 000'000'9 - 000'00g' l - 000`058'5Z 000'05£'5E I !elide° 8 6ulleuadO :Ielol - - - - - - - Ie11deo :Ielolgn5 IZ Ad 000`000`Z 000`000'9 - 000'005'1- - 000`090`5Z 000'09£`5£ &glued° :lelolgn5 666`666`6 666`66a9 666`66S'4 606`606Z COW 65E 666`66S`EZ 066'666`Z 066'6SE 66a 666`EE spafoid 6upoddns I1e21 0132i suopauuoo psueJ1 sasuadx3 6u0eiadO ymos Ja il° anuanaa arej y ainseaA do±31 1100S l85 311 spun j Ielo1 }jaqu..11IN pal:au Ie0e3 ucgdposa❑ paKud GZOZIOZOZ Ad aoj palsanbaa spund;o keuauans - 4'S elGel 0 M RCTC RAIL SRTP FY 2019/20 - 2021/22 Table 5.1A — Capital Project Justification N/A rERIVERSIDE COUNTY TRANSPORTATION COMMISSION RCTC RAIL SRTP FY 2019/20 - 2021/22 31 Table 5.2 — Summary of Funds Requested in FY 2021/22 OS 000`000'LS OS 000`005`4S OS 000`006`LZS 000`0017'9ES leNdeo g 6uguad0 :le;ol OS OS OS OS OS OS OS le;ldeo :Ie;o;gn5 OS OS ZZ ,l� OS 000`000'LS OS 000`005145 OS 000`006`M 000`0017'9ES 6unuado :Ino;gnS 000-000-1 000-009'1 000 000 Z 000'00P 000•006•5Z 000.000Z 000•00V 000'000 TE shalom 6uluoddn5 Ilea DIDH suopauuoDvsueal sasuadxd6u5eaadcv-LRDs aau10 anuanaa aced yamsean d0101 HDOS l9S *l1 spund lelol i,aaciwnN losloJd lelide0 uNdposea Toafoad ZZ1bZDZ Ad -IN pepenbeN spund fuewLUns - Z'S elgel RCTC RAIL SRTP FY 2019/20 - 2021/22 Table 5.2A — Capital Project Justification N/A rERIVERSIDE COUNTY TRANSPORTATION COMMISSION RCTC RAIL SRTP FY 2019/20 - 2021/22 33 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 6 — Update Actions Taken or To Be Implemented to Comply with the Most Recent Triennial Performance Audit Recommendations N/A Table 7 — Service Provider Performance Target Report Due to significant differences in the type and availability of performance data the Commuter Rail Program no longer reports into the RCTC PIP program. Table 8 — FY 2018/19 SRTP Performance Report Due to significant differences in the type and availability of performance data the Commuter Rail Program no longer reports into the RCTC PIP program. Table 9A — Highlights of FY 19/20 SRTP Specific highlights of the FY 2019/20 Commuter Rail Plans include: ■ No fare increase; ■ Continued operations and target marketing of the 91/PV, IEOC, and Riverside lines; ■ Continued support of special trains including Festival of Lights, Angels Express, and Rams Trains; ■ Metrolink SCORE Program capital improvement projects; ■ Continued cost increase to support for positive train control and contractual step increases with major Metrolink service vendors; and ■ Continue Next Generation Rail and Transit Study. RCTC RAIL SRTP FY 2019/20 - 2021/22 34 ATTACHMENT 9 Coachella -San Gorgonio Pass Rail Short Range Transit Plan FY 2019/20 — 2021 /22 Draft 5/15/2019 COACHELLA VALLEY- SAN GORGONIO PASS RAIL CORRIDOR SERVICE RIVERSIDE COUNTY TRANSPORTATION COMMISSION TABLE OF CONTENTS CHAPTER 1 — SYSTEM OVERVIEW 1 1.1 Description of Service Area 1 1.2 Population Profile and Demographic Projections 2 1.3 Fixed Route Services 2 1.4 Current Fare Structure and Proposed Fare Structure 2 1.5 Revenue Fleet 2 1.6 Existing Facility/Planned Facilities 3 1.7 Existing Coordination Between Transit Agencies 3 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 6 CHAPTER 3 — PLANNED SERVICE CHANGES AND IMPLEMENTATION 6 CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 6 4.1 Operating and Capital Budget 6 4.2 Funding Plans to Support Proposed Operating and Capital Program 7 4.3 Regulatory and Compliance Requirements 7 CHAPTER 5 — SERVICE DEVELOPMENT PLAN PROCESS 7 5.1 Task 1: Detailed Work Plan, Budget, and Outreach Plan 8 5.2 Task 2: Preliminary Service Planning and Alternatives 9 5.3 Task 3: Environmental Documentation 9 5.4 Task 4: Service Development Plan 13 5.5 Project Management 15 Table 1 — Fleet Inventory 16 Table 2 — SRTP Service Summary 16 Table 2A — Summary of Routes to Be Excluded in FY 2018/19 16 Table 3 — SRTP Route Statistics 16 Table 3A — Individual Route Descriptions 16 Table 4 — Summary of Funds Requested for FY 2018/19 17 Table 5.1 — Summary of Funds Requested in FY 2019/20 19 Table 5.1 A — Capital Project Justification 20 Table 5.2 — Summary of Funds Requested in FY 2020/21 21 Table 5.2A — Capital Project Justification 22 Table 6 — Update Actions Taken or To Be Implemented to Comply with the Most Recent Triennial Performance Audit Recommendations 22 Table 7 — Service Provider Performance Target Report 22 Table 8 — FY 2018/19 SRTP Performance Report 22 Table 9A — Highlights of FY 18/19 SRTP 23 Table 9B — Fare Revenue Calculation 23 RIVERSIDE COUNTY TRANSPORTATION COMMISSION GLOSSARY OF ACRONYMS BNSF BNSF Railways CEQ Council of Environmental Quality CEQA California Environmental Quality Act CETAP Community & Environmental Acceptability Process CMAQ Congestion Mitigation & Air Quality Funds CVAG Coachella Valley Association of Governments DEIS Draft Environmental Impact Statement EA Environmental Assessment EIR Environmental Impact Report EIS Environmental Impact Statement EOM Extra -Ordinary Maintenance FEIS Final Environmental Impact Statement FRA Federal Railroad Administration FTA Federal Transit Administration HSIPR High -Speed Intercity Passenger Rail IEOC Inland Empire -Orange County Line LAUS Los Angeles Union Station LOSSAN Los Angeles — San Diego — San Luis Obispo Rail Corridor Agency LTF Local Transportation Funds Metro Los Angeles County Metropolitan Transportation Authority MOW Maintenance -of -Way NEPA National Environmental Policy Act NOA Notice of Availability NOI Notice of Intent NTD National Transit Database OCTA Orange County Transportation Authority PA&ED Project Approval and Environmental Document PRCIP Passenger Rail Corridor Investment Plan PTC Positive Train Control PTMISEA Public Transportation Modernization, Improvement, and Service Enhancement Account RIVERSIDE COUNTY TRANSPORTATION COMMISSION PVL Perris Valley Line RCTC Riverside County Transportation Commission ROD Record of Decision RTA Riverside Transit Agency RTIP Regional Transportation Improvement Program SB Senate Bill SBCTA San Bernardino County Transportation Authority SCAG Southern California Association of Governments SCRRA Southern California Regional Rail Authority SDP Service Development Plan SJBL San Jacinto Branch Line SR State Route SRTP Short Range Transit Plan STA State Transit Assistance Funds STIP State Transportation Improvement Program STP Surface Transportation Program Funds TVM Ticket Vending Machine UP Union Pacific Railroad VCTC Ventura County Transportation Commission IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION CHAPTER 1 — SYSTEM OVERVIEW 1.1 Description of Service Area The proposed Coachella Valley —San Gorgonio Rail Corridor (Corridor) runs from Los Angeles to Indio through four Southern California counties: Los Angeles, Orange, Riverside, and San Bernardino. The Corridor refers to the approximately 141-mile long rail corridor between Los Angeles Union Station (LAUS) and the City of Indio. The Corridor consists of two segments: the western 59-mile long segment between LAUS and Riverside/Colton, and the eastern approximately 82-mile segment between Riverside/Colton and Indio. It is anticipated that alternate routes between Los Angeles and the Riverside/Colton area be analyzed. This would include possible routes along the BNSF Railway (BNSF) San Bernardino Subdivision, the Union Pacific Railroad (UPRR) Alhambra or Los Angeles Subdivision, and the Metrolink San Gabriel Subdivision. C"J'hlTl at_it Las Angeles Union Station 6iclr - i �r S.1,1 SI:Iil:1J:JIaIrJ :'J'J,If e rnn.r,..a * r.,yWVHw cam+.n, c DNS Yi°'r �:Ial 5°J:t59,119 P;.11 14.N. Intuit yn.r. S r !Pyr P �7► e .n n...1 W, mt, ,.q. _ `Itldi P.im Dear." i.a. vrww VOII.Y [o.rhiia rMmul rhea-Na 1, LEGEND S(RRA San Gabriel Sun Union Pacific RA Alhambra Sub • I;NSF Railway San Bernardino Sub • Union Pacific RR Yuma Sub • Union Pacific RR Los Angeles Sub Downtown San Bernardino Passenger Rail Prolecr • Redlands Passenger Rail Project r rJ.ISiI?'! d 4, To ensure that planning considers the interrelationships of the broader regional rail network, the following segment(s) and/or services beyond the Corridor shall be considered to the degree necessary to fully inform the service development planning process and service environmental work for the Corridor: 1. Amtrak Sunset Limited (Los Angeles to New Orleans via Phoenix) 2. Amtrak Southwest Chief (Los Angeles to Chicago via Riverside) 3. Amtrak Pacific Surfliner Trains (San Diego to San Luis Obispo) 4. Commuter Rail Operations Metrolink (Serving Los Angeles, Orange, Riverside, San Bernardino, and Ventura Counties) 5. Future daily intercity service between Los Angeles and Phoenix via Coachella Valley RCTC RAIL SRTP FY 2019/20 — 2021/22 1 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION 6. Local and regional bus connections 7. High -Speed Rail future plans 1.2 Population Profile and Demographic Projections The Los Angeles Basin has a population of approximately 16.5 million, and approximately 7.2 million jobs. The Coachella Valley has a population of approximately 443,000, and approximately 12.2 million annual visitors. There are currently 130,000 daily trips through the San Gorgonio Pass. The proposed intercity passenger rail service would provide a conveniently scheduled link to the greater metropolitan areas of Southern California for the communities in the fast-growing Coachella Valley and Banning Pass areas. It will also provide Los Angeles and Orange County residents' access to the world class Coachella Valley visitor destinations and festivals. In addition, it will provide lifeline access on routes not serviced by other means to key destinations such as the Veterans Affairs Medical Center in Loma Linda. The market analysis performed as part of the Final Alternatives Analysis, July 25, 2016, identified a projected 47% increase in travel over the next 20 years between Los Angeles and Coachella Valley and a projected 23% population increase by 2035 for the four counties comprising the Corridor (Los Angeles, Orange, Riverside, and San Bernardino). Coachella Valley is expected to double its population and the population of the San Gorgonio Pass Area is projected to increase by 134% by 2035. Numerous disadvantaged communities exist within the Corridor that could benefit from a significant improvement in regional mobility and a health benefit from reduced vehicle emissions from an intercity passenger rail service. 1.3 Fixed Route Services Two daily roundtrips are proposed for initial service. The running time between Los Angeles and Indio is 3 — 3.5 hours, with a proposed maximum speed of the service is 79 miles per hour (mph). Connections will be provided to The Pacific Surfliner daily intercity service at the Fullerton Station, and Metrolink's Inland Empire -Orange County (IEOC) Line at the Riverside — Downtown Station. Connections to Metrolink's San Bernardino Line could also be made at the Riverside — Downtown Station with rail or bus transfers. 1.4 Current Fare Structure and Proposed Fare Structure Proposed fares have not been determined at this time. 1.5 Revenue Fleet Fleet requirements have not been determined at this time. RCTC RAIL SRTP FY 2019/20 - 2021/22 2 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION 1.6 Existing Facility/Planned Facilities The proposed Coachella Valley Corridor intercity service will stop at three existing Metrolink/Amtrak stations: LAUS, Fullerton, and Riverside — Downtown. Five additional existing or new stations are proposed between Riverside and Indio. Options include: ■ Redlands/Loma Linda (new station) ■ Banning/Beaumont/Cabazon (new station) ■ Palm Springs (existing Amtrak station) ■ Mid Valley (new station) ■ Indio (existing bus station and planned intermodal station) Coachella Special Trains Platform In January 2019, RCTC submitted the Coachella Valley Special Event Train Platform Development Project State Rail Assistance (SRA) Program Grant Application Package requesting $5,942,510 in funding, which was subsequently awarded, to operate a 10-car train set during three spring weekends to serve the Coachella Valley Music and Arts Festival and the Stagecoach Festival. The Coachella Valley Special Event Trains will help mitigate festival related impacts on the current transportation network. In order for the Coachella Valley Special Event Train to operate, a temporary station (platform) will need to be constructed to facilitate passenger loading/unloading and baggage handling operations. RCTC, in partnership with LOSSAN and the City of Indio, proposes to leverage the City of Indio Transportation Center to facilitate passenger transfer between the Transportation Center and the festival grounds. The proposed location for the event platform is near the Greyhound stop in Indio, at a site designated by the City of Indio to be the location of a future Multimodal Facility.. The temporary platform will be long enough to accommodate an envisioned 10 car set. In addition to the temporary platform, new tracks will be built to accommodate the special stop. The total project cost is $8,688,241. RCTC is providing matching funds of $2,745,731 through the State Proposition 1 B Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA) Program, to add to the SRA award of $5,942,510. 1.7 Existing Coordination Between Transit Agencies A coordinated process will involve affected railroad owners, operators, and funding partners, including: ■ Major Partners: Divisions within the California Department of Transportation (Caltrans), including Rail, Planning, Mass Transportation, and Transportation Systems Information; and Caltrans District 8 RCTC RAIL SRTP FY 2019/20 - 2021/22 3 " " " " " " RIVERSIDE COUNTY TRANSPORTATION COMMISSION Project Partner: Federal Railroad Administration (FRA) Railroad Owners: UP, BNSF, Los Angeles County Metropolitan Transportation Authority (Metro), Orange County Transportation Authority (OCTA), and San Bernardino County Transportation Authority (SBCTA) Regional Transportation Planning Agencies: Coachella Valley Association of Governments (CVAG), Southern California Association of Governments (SCAG) Regulatory Agencies: U.S. Fish and Wildlife Service, U.S. Army Corps of Engineers, California Department of Fish and Wildlife, Regional Water Quality Control Board, Bureau of Land Management (potentially), Intercity Rail Agency/Operator: (Los Angeles San Diego San Luis Obispo) LOSSAN Joint Powers Authority/Amtrak Commuter Rail Agency/Operator: Southern California Regional Rail Agency (SCRRA)/Metrolink Providing passenger rail service to the Coachella Valley has been a long-standing priority for more than two decades. The first studies for such a service were completed in the early 1990's. Additional studies have been performed over time with one of the more recent efforts completed in April 2010. This study was completed through coordination by CVAG, the Commission, and Schiermeyer Consulting Services and adopted by the CVAG Executive Committee on October 25, 2010. On November 10, 2010, the Commission reaffirmed its formal support for implementation and expansion of intercity Amtrak rail service to the Coachella Valley and directed staff to coordinate with CVAG and local communities to advocate for the service. To follow up on that effort, the Commission adopted a formal Resolution No. 11-001 in support of Amtrak's plan to run the Sunset Limited daily through the Coachella Valley. On July 1, 2010, the FRA published its Interim Program Guidance for the High -Speed Intercity Passenger Rail (HSIPR) Program in the Federal Register Volume 75 No. 126 Notices. Caltrans was selected through this competitive grant program for planning funds to conduct the State Rail Plan, which includes the proposed service that is the subject of this scope. As part of its planning processes, Caltrans conducted the Coachella Valley Intercity Rail Corridor Planning Study, which examined the viability of the provision of intercity passenger rail service between Los Angeles and Indio and recommended the preparation of a Service Development Plan (SDP) to determine the range of, and ultimately, select a preferred service option for the corridor. The SDP entails the following requirements: " Clearly demonstrate the purpose and need RCTC RAIL SRTP FY 2019/20 - 2021/22 4 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ■ Analyze alternatives for the proposed passenger rail service ■ Identify the alternative that best meets the purpose and need ■ Identify the discrete capital projects required ■ Demonstrate the operational and financial feasibility Both Caltrans and FRA have been working to either develop or approve such SDP's for corridors throughout the country and offered some very helpful suggestions on how to conduct the planning effort. CVAG MOU and TDA Funding At its September 30, 2013 meeting, the CVAG Executive Committee approved a memorandum of understanding (MOU) between the Commission and CVAG to establish a funding split of Coachella Valley Transportation Development Act (TDA) funds. All of these TDA funds are currently allocated to SunLine Transit Agency (SunLine), and the intent is to allocate 10 percent of the STA discretionary portion of the TDA funds, using a phased -in approach, in order to support a Coachella Valley Rail program. The intent of the MOU is to allow the Commission to set aside those State Transit Assistance (STA) funds into a Coachella Valley Rail fund to be used only for capital costs to improve stations, staff support, as well as funding for technical studies. This funding split is to be phased in as follows: L. FY 2014/15 FY 2015/16 FY 2016/17 and thereafter 5 percent of the STA portion of the TDA funds 7 percent of the STA portion of the TDA funds 10 percent of the STA portion of the TDA funds TDA funds are utilized on a wide variety of transportation programs throughout the state including Riverside County. These activities include planning and programming activities, pedestrian and bicycle facilities, community transit services, public transportation, and transit projects. Historically, TDA funds have not been set aside for passenger rail. However, technical work will continue on development of the Los Angeles to Coachella Valley corridor in the State Rail Plan. This work will demonstrate the Coachella Valley's commitment toward implementing a robust rail program and, thereby, serve as a lever to unlock federal and state sources of funding and other support for necessary environmental work, as well as future operations funding. The MOU with CVAG will support a Coachella Valley Rail fund. These funds would be internally maintained at the Commission in a separate account while expenditures would be authorized by CVAG's Executive Committee. This would be similar to current arrangements for the Coachella Valley Highway and Regional Arterial program where the Commission acts as a fiscal agent pursuant to Measure A, but actual expenditures are authorized by CVAG. CVAG Executive Committee decisions regarding the Coachella Valley Rail fund would only impact passenger rail projects within the Coachella Valley. The Coachella Valley Rail fund would initially be used to improve stations with projects that have independent utility, provide funding for technical studies, and limited project RCTC RAIL SRTP FY 2019/20 - 2021/22 5 RIVERSIDE COUNTY TRANSPORTATION COMMISSION management staff support. These funds are currently being used as matching funds to the FRA grant that is completing the Service Development Plan and Environmental Documents. Annual Project Update and FRA Grant Status As the project has progressed, there have been many significant accomplishments including the award of a $2.9M FRA Planning Grant announced on April 16, 2015. This grant allowed the project to seamlessly continue from Phase 1 to Phase 2. As described below the project has many elements to complete for the overall Service Development Plan. As of the end of FY19 the following has been completed: ■ Initial Project Outreach and Scoping ■ Public Open House Meetings ■ Stakeholder TAC Meetings ■ Market Analysis ■ Purpose and Need Document ■ Alternatives Analysis ■ Phase 2 scoping and planning ■ FRA Grant Development ■ Initiated Tier 1 Environmental ■ Environmental Scoping Meetings and Report ■ Initiated Service Development Plan ■ Basis of Design Report ■ Environmental Technical Studies ■ Initial Service Modeling CHAPTER 2— EXISTING SERVICE AND ROUTE PERFORMANCE Section not applicable. CHAPTER 3 — PLANNED SERVICE CHANGES AND IMPLEMENTATION Section not applicable. CHAPTER 4 — FINANCIAL AND CAPITAL PLANS 4.1 Operating and Capital Budget An operating and capital budget does not exist at this time. RCTC RAIL SRTP FY 2019/20 - 2021/22 6 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 4.2 Funding Plans to Support Proposed Operating and Capital Program Potential sources of funding for capital and operational costs have not been identified at this time. 4.3 Regulatory and Compliance Requirements Section not applicable. CHAPTER 5 — SERVICE DEVELOPMENT PLAN PROCESS The Commission is leading the planning efforts for the SDP and environmental documents, utilizing a combination of state and local funds. A large portion of the funding is from the State Proposition 1 B Public Transportation Modernization, Improvement, and Service Enhancement Account (PTMISEA) Program. Due to the complexity of service development programs, extensive pre -construction preparation is required, including service planning, environmental review, and conceptual engineering efforts. The first phase of this process, known as the Planning Phase, is the development of the Passenger Rail Corridor Investment Plan (PRCIP). The PRCIP provides information in support of a future decision whether to fund and implement a major investment in a passenger rail corridor. It consists of two components: 1. An environmental document and analysis of the proposed rail service, which in the case of the Corridor will either be an Environmental Assessment (EA) or a Tier 1 Environmental Impact Statement (EIS) to satisfy both the National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) requirements. 2. A Service Development Plan. Together, the environmental document and SDP complete the PRCIP, which would provide information to support a potential future FRA decision whether to fund and implement a major investment in the Corridor. For the purposes of this scope of work, the term "Project" means the completion of the SDP and environmental work activities exclusively for initial planning of the Corridor. Also for the purposes of this scope of work, the term "Corridor Program" means final design, environmental clearance, and construction work activities required to implement service along the corridor. The period of performance for all work will be estimated by the Contractor selected for each task and approved by the Commission with key milestones identified. The anticipated deliverables associated with this scope are as follows: RCTC RAIL SRTP FY 2019/20 - 2021/22 7 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION Task 1: Detailed Work Plan, Budget, and Outreach Plan ■ Detailed Project Work Plan (with budget) and Outreach Plan (Complete) Task 2: Preliminary Service Planning and Alternatives ■ Purpose and Need Statement (Complete) ■ Technical Memo on Criteria and Methodology (Complete) ■ Alternatives Analysis Report (Complete) Task 3: Environmental Documentation ■ Draft Notice of Intent (NOI) ■ Agency and Stakeholder Involvement Plan ■ Final Purpose and Need Statement ■ Scoping Report ■ Impact Analysis Methodology ■ Annotated Environmental Document Outline ■ Administrative Draft Environmental Document ■ Draft Environmental Document and Draft Notice of Availability (NOA) ■ Administrative Final Environmental Document ■ Final Environmental Document and Draft NOA ■ Draft Record of Decision (ROD) Task 4: Service Development Plan ■ Technical Memo on SDP Outline and Methodology ■ Draft SDP ■ Final SDP 5.1 Task 1: Detailed Work Plan, Budget, and Outreach Plan In May 2013, Caltrans completed the first phase of a planning study and initial alternatives analysis for the rail corridor. This planning study was very supportive of the potential for a viable service. The Stakeholder and Public Outreach plan was completed in August 2014. It outlined the outreach plan for agencies and elected officials, which included Technical Advisory Committee (TAC) meetings, briefings, conference calls, status updates, email communication, and one-on-one meetings. It also included project communication efforts, which resulted in: ■ Updated website with a new "Contact Us" section to facilitate feedback RCTC RAIL SRTP FY 2019/20 - 2021/22 8 11.6▪ 41 f �W MITER. SESDOPI INDY MLA IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION ■ Facebook page to allow ongoing updates and two-way communication with public ■ Updated fact sheets and ongoing status updates ■ Public meetings 5.2 Task 2: Preliminary Service Planning and Alternatives In July 2016, the Riverside County Transportation Commission (RCTC) completed a final Alternatives Analysis that involved six elements: ■ A market analysis to understand the current and future travel demand in the Corridor ■ Project need and purpose ■ Service alternatives ■ Screening criteria ■ Two-step screening analysis ■ Alternatives to carry forward for additional study 11Al :'; J.I+� d..6+. IJISR111 Y*CIIOY • RRImx AIM 44• Ira 104. 40, � i • 1%IGII40 5111.0J Stt ' 1.1.110 PIK& 1111.1% MgI1Rid0 • w� WV ...15SfiGJ4,r0 V. •� ++ ' � r� r.xrf�►y h 4 { 4 tiM } '�% + .rryw,� S* WM • ha. n...w ▪ `a t • tiaa I LEGEND �r Saki. 50 Gal:nr.'.p ..••=4. • Ulon hdx RA ideO1 VIII rl� RIORANI Lin lrmaldnaSub �.I Results from Alternatives Analysis with alignment planned for Phase 2. 5.3 Task 3: Environmental Documentation The National Environmental Policy Act (NEPA) environmental assessment (EA) or an environmental impact statement (EIS) may be completed either after or in parallel to the SDP process. The Commission staff has hired HDR (Contractor) to conduct both the SDP and the NEPA documentation to expedite project development. The EIS recommendation considers the various alternatives for implementing the proposed passenger rail service, the conceptual engineering for construction projects necessary to implement those RCTC RAIL SRTP FY 2019/20 — 2021/22 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION service alternatives, and the potential environmental impacts that may be associated with those projects at a general level of detail appropriate for the Corridor Program. This effort will meet both NEPA and California Environmental Quality Act (CEQA) requirements. Extensive coordination with the regulating agencies that will be reviewing and certifying these documents must be incorporated in all aspects of this task. This includes working with the FRA in scoping, reviews, publishing notices of intent (NOI), etc. NEPA/CEQA Scoping and Outreach In coordination with the Commission, the Contractor will conduct the scoping process to initiate the Environmental Documents, which will include: ■ Identification of the Corridor study area ■ Development of a NOI to prepare an EIS ■ Development of the Agency and Stakeholder Involvement Plan ■ Holding scoping meetings with the public, stakeholders, and other agencies ■ Finalization of the Purpose and Need Statement ■ Preparation of a scoping report ■ Coordination with FRA and other approving authorities A draft NOI will need to be prepared to initiate the scoping process. As part of scoping, the Purpose and Need Statement, and the set of proposed alternatives detailed in the Alternatives Analysis Report will be refined through input from the public, government agencies, and other stakeholders. The Contractor, in coordination with the Commission, will develop the final Purpose and Need Statement for the Corridor Program and refine the set of proposed alternatives to be considered for further analysis in the environmental documents. To concurrently comply with CEQA requirements the scope of work needs to include preparation of a notice of preparation, draft and final environmental impact report (EIR), notice of completion, CEQA findings, statement of overriding considerations (if necessary), State Clearinghouse process, and related requirements. The Contractor will prepare and implement, in coordination with the Commission, the Agency and Stakeholder Involvement Plan. The plan will outline the public and agency involvement program and will identify key contacts within agencies, public officials, affected Native American Tribes, and other key stakeholder groups and the public. The plan will also identify key contacts with civic and business groups, relevant interest groups, present and potential riders/users, and private service providers/shippers. The plan will identify how involvement activities will be linked to key milestones in the planning and environmental analytic process, including public hearings on the draft EIS. This process will include all the elements to fulfill FRA's Section 106 responsibilities including tribal coordination. The Contractor will submit the Draft Public Involvement Plan for the Commission review. The final plan will be revised based on received comments and resubmitted to the Commission for approval. RCTC RAIL SRTP FY 2019/20 - 2021/22 10 RIVERSIDE COUNTY TRANSPORTATION COMMISSION In addition, the Contractor will initiate the scoping process, in cooperation with the Commission, and will invite participation from federal, state, and local agencies, Native American tribes, other interested parties, and the public, as identified in the Agency and Stakeholder Involvement Plan. The Contractor will record the process and provide a summary of comments, responses, and conclusions in a scoping report for the Commission review and approval. Deliverables: • • • • Draft NOI; Agency and Stakeholder Involvement Plan for the Commission review and acceptance Final Purpose and Need Statement for the Commission review and approval Scoping report for Commission review and acceptance Continued FRA coordination, review and approvals as necessary Environmental Document & Section 4(fl Analysis The Contractor will prepare environmental document and focus on the likely environmental effects for the entire corridor relating to the type of service being proposed for the identified range of reasonable alternatives. The analysis of impacts will be based upon the conceptual engineering. The Contractor will prepare the environmental document as per NEPA, and comply with CEQA requirements. The Contractor will propose a methodology for impact analysis to the Commission for review and approval prior to commencing the work. The Contractor will include impacts at a general level of detail for the Corridor associated with: ■ Route alternatives ■ Cities and stations served ■ Train service levels and frequency ■ Train technology ■ Train operating speeds ■ Ridership projections ■ Major infrastructure components Studies to be conducted as part of the NEPA evaluation process for the Corridor Program may include the following (A final list will be determined in conjunction with the Commission in the work plan and estimated budget) ■ Air quality ■ Water quality ■ Noise and vibration ■ Solid waste disposal ■ Ecological systems ■ Impacts on wetlands areas ■ Impacts on endangered species or wildlife ■ Flood hazards and floodplain management RCTC RAIL SRTP FY 2019/20 - 2021/22 11 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ■ Coastal zone management ■ Use of energy resources ■ Use of other natural resources, such as water, minerals, or timber ■ Aesthetic and design quality impacts ■ Possible barriers to the elderly and handicapped ■ Land use, existing and planned ■ Environmental Justice ■ Public health ■ Public safety, including any impacts due to hazardous materials ■ Recreational opportunities ■ Socioeconomic ■ Historic, archeological, architectural, and cultural ■ Transportation ■ Potential impacts to Section 4(f)-protected properties ■ Construction period impacts The Contractor, in conjunction with Commission, will also identify strategies to avoid, minimize, or mitigate identified impacts. This will include coordination with appropriate resource agencies throughout the NEPA/CEQA process to manage any impacts identified during the development of the environmental document. Specific mitigation strategies will be developed and included in the environmental document as necessary by resource area, based on the following approaches: ■ Avoiding the impact altogether by not taking a certain action or parts of an • • • • action , Minimizing impacts by limiting the degree or magnitude of the action and its implementation; Rectifying the impact by repairing, rehabilitating, or restoring the affected environment; Reducing or eliminating the impact over time by preservation and maintenance operations during the life of the action; and Compensating for the impact by replacing or providing substitute resources or environments. This task will also include preparation of the environmental document. The Contractor will prepare an annotated outline of the proposed document for Commission review and approval. The Contractor will then prepare an administrative draft for Commission and FRA review and approval. Modifications to the administrative draft requested by Commission will be incorporated to produce a draft for circulation. The Contractor will prepare and submit to Commission a draft notice of availability (NOA) for the draft document. The Contractor will also distribute the draft document to agencies and stakeholders, as outlined in the Agency and Stakeholder Involvement Plan. In addition, the Contractor will coordinate with FRA and other respective agencies to publish the NOI, Draft EIS (DEIS), NOA, Final EIS (FEIS), and ROD in the Federal Register as required. RCTC RAIL SRTP FY 2019/20 - 2021/22 12 RIVERSIDE COUNTY TRANSPORTATION COMMISSION The Contractor, in close coordination with Commission and FRA, will respond to comments from the draft document and prepare the final document. The Contractor will prepare an administrative final document for FRA review and approval. Modifications to the administrative final document requested by FRA will be incorporated to produce a final document for circulation. The Contractor will prepare and submit to FRA a draft NOA. The Contractor will also distribute the final document to agencies and stakeholders, as outlined in the Agency and Stakeholder Involvement Plan. Additionally, the Contractor, in coordination with FRA, will identify the next steps required in the environmental process, including identifying the necessary Tier-2 project -level NEPA documents required. The commitments agreed upon by the agencies throughout the NEPA process will be included in the draft ROD, which the Contractor will submit to FRA for review and consideration. A constant line of communication between the Contractor and Commission will be maintained throughout the entire NEPA process. Deliverables: ■ Impact analysis methodology for FRA review and acceptance ■ Annotated EIS outline for FRA review and acceptance ■ Administrative draft document for FRA review and comment ■ Draft document and draft NOA for FRA review and approval ■ Administrative final document for FRA review and comment ■ Final document and draft NOA for FRA review and approval ■ Draft ROD 5.4 Task 4: Service Development Plan The Contractor will produce a SDP for the final selected alternative in close coordination with the Commission and FRA. The SDP will lay out the overall scope and approach for the proposed service by clearly demonstrating the purpose and need for new rail service; analyzing alternatives for the proposed new service and identifying the alternative that would best address the identified purpose and need; demonstrating the operational and financial feasibility of the alternative proposed to be pursued; and describing how the implementation of the SDP will be divided into discrete phases. Specifically, the Contractor will include within the SDP: • • • • Purpose and need, including a description of the transportation challenges and opportunities faced in the markets to be served by the proposed service. Service rationale to demonstrate how the proposed service can cost-effectively address transportation and other needs, based on current and forecasted travel demand and capacity condition. Planning methodology used in developing the SDP. Identification of alternatives, including rail improvements, improvements to other modes including bus, and a no -build alternative. RCTC RAIL SRTP FY 2019/20 - 2021/22 13 " " " " " " RIVERSIDE COUNTY TRANSPORTATION COMMISSION Operations modeling, including railroad operation simulations, equipment and crew scheduling analyses, and terminal, yard, and support operations, which in turn reflect such variables as travel demand and rolling stock configuration. If the proposed service shares facilities with rail freight, commuter rail, or other intercity passenger rail services, the existing and future characteristics of those services will be included. Station access and analysis to address the location of the stations to be served by the proposed service, how these stations will accommodate the proposed service, how passengers will access the stations, and how the stations will be integrated with connections to other modes of transportation. Demand and revenue forecasts, including the methods, assumptions, and outputs for travel demand forecasts, and the expected revenue from the service, including ridership/revenue forecasts that specify the number of passengers and boardings/disembarking at stations. Financial performance and projections for each phase of service, including operating costs and revenues, capital replacement costs, and other institutional arrangements affecting the system finances. The SDP will address the methods, assumptions and outputs for operating expenses for the train service including maintenance of way, maintenance of equipment, transportation (train movement), passenger traffic and services such as marketing, reservations/information, station, and on -board services, general/administrative expenses, cost -sharing arrangements, and access fees. Capital programming at a level sufficient to identify necessary infrastructure improvements and to determine the cost estimates. This would include equipment, infrastructure improvements, facilities, and other investments required for each discrete phase of service implementation. Cost -benefit analysis of the Project, which shall include such factors as the Project's estimated ridership and anticipated user and public benefits, relative to the proposed investment, and consideration of enhanced mobility, environmental, and economic benefits (both for the specific Project proposal and in terms of the costs and benefits generated by the specific Project within a network context). Additional benefits should be analyzed such as job creation and retention, "green" environmental outcomes, potential energy savings, and effects on community livability. The Contractor will prepare a technical memo that includes the proposed annotated outline for the Corridor Program SDP and details the proposed methodology for analyzing the required SDP components. Contractor will submit the technical memo to the Commission for review and approval. Upon approval, the Contractor will develop a draft SDP for Commission review and approval utilizing the agreed upon outline and methodology. The Contractor will incorporate the Commission comments into the final SDP for the Corridor Program. Deliverables: RCTC RAIL SRTP FY 2019/20 - 2021/22 14 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ■ Technical memo on SDP Outline and Methodology for FRA review and acceptance ■ Draft SDP for FRA review and approval ■ Final SDP 5.5 Project Management The Contractor is responsible for facilitating the coordination of all activities among the Commission, relevant host railroads, and FRA for implementation of the Project. The Commission will monitor and evaluate the Project's progress through the administration of regular progress meetings scheduled throughout the Project's duration. As part of the Project's administration, the Contractor will: • • • • Hold regularly scheduled Project meetings with Commission. Maintain the Administrative Record for the Project, to be submitted to FRA upon Project completion. A Project master file will contain copies of reports, correspondence, and other documents and will be compiled and recorded in the Administrative Record. Perform periodic Project status reviews and meetings with relevant stakeholders at various locations within the Project area including the Coachella Valley. Comply with Commission Project reporting requirements, including: o Status of Project by task breakdown and percent complete o Changes and reason for change in Project's scope, schedule and/or budget o Description of unanticipated problems and any resolution since the immediately preceding progress report o Summary of work scheduled for the next progress period o Updated Project schedule RCTC RAIL SRTP FY 2019/20 - 2021/22 15 Table 1 — Fleet Inventory Table 2 — SRTP Service Summary Table 2A — Summary of Routes to Be Excluded in FY 2018/19 Not Applicable. Table 3 — SRTP Route Statistics Not Applicable. Table 3A — Individual Route Descriptions RIVERSIDE COUNTY TRANSPORTATION COMMISSION RCTC RAIL SRTP FY 2019/20 - 2021/22 16 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4 — Summary of Funds Requested for FY 2019/20 Project Description Capital Project Number Total Funds FRA Grant Prop 1 B (PTMISEA) STAB Other CV General Rail Management FY 20 -1 450,000 - 450,000 Subtotal: Capital 450,000 $0 $0 $450,000 $0 Total: Operating & Capital $450,000 $0 $0 $450,000 $0 (1) CV Bus Rail Split - STA amount matches transfer amount in FY20 Budget Documents Revised 3/12/19 RCTC RAIL SRTP FY 2019/20 — 2021/22 17 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4A — Capital Project Justification PROJECT NUMBER: FY 20 - 1 PROJECT NAME: CV General Rail Management PROJECT DESCRIPTION: This Project will provide the following: Cover the PA&ED or Environmental Documentation that is separate from the SDP along with portions of the SDP. It will also cover additional planning and local match needed for the FRA Grant as we move forward. It will also cover any incidental RCTC agency costs related to the project salaries, etc. that are not eligible to be reimbursed through the Prop 1 B or FRA grant. PROJECT JUSTIFICATION: This project is funded by local funds subject to the Coachella Valley rail split to fund the environmental study. PROJECT FUNDING SOURCES (REQUESTED): STA (Coachella Valley Rail Split) $450,000 Total $450,000 RCTC RAIL SRTP FY 2019/20 - 2021/22 18 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 5.1 — Summary of Funds Requested in FY 2020/21 Project Description Capital Project Number Total Funds FRA Grant Prop 1 B (PTMISEA) STAB Other CV General Rail Management FY 21 -1 450,000 - 450,000 Subtotal: Capital 450,000 $0 $0 $450,000 $0 Total: Operating & Capital $450,000 $0 $0 $450,000 $0 (1) CV Bus Rail Split - STA amount matches transfer amount in FY20 Budget Documents Revised 3/12/19 RCTC RAIL SRTP FY 2019/20 — 2021/22 19 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 5.1 A — Capital Project Justification PROJECT NUMBER: FY 21 - 1 PROJECT NAME: CV General Rail Management PROJECT DESCRIPTION: This Project will provide the following: Cover the PA&ED or Environmental Documentation that is separate from the SDP along with portions of the SDP. It will also cover additional planning and local match needed for the FRA Grant as we move forward. It will also cover any incidental RCTC agency costs related to the project salaries, etc. that are not eligible to be reimbursed through the Prop 1 B or FRA grant. PROJECT JUSTIFICATION: This project is funded by local funds subject to the Coachella Valley rail split to fund the environmental study. This project will not include Proposition 1 B PTMISEA funding. PROJECT FUNDING SOURCES (REQUESTED): STA (Coachella Valley Rail Split) $300,000 Total $300, 000 RCTC RAIL SRTP FY 2019/20 - 2021/22 20 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 5.2 — Summary of Funds Requested in FY 2021/22 Project Description Capital Project Number Total Funds FRA Grant Prop 1 B (PTMISEA) STA�'� Other CV General Rail Management FY 22 -1 450,000 - 450,000 Subtotal: Capital 450,000 $0 $0 $450,000 $0 Total: Operating & Capital $450,000 $0 $0 $450,000 $0 (1) CV Bus Rail Split - STA amount matches transfer amount in FY20 Budget Documents Revised 3/12/19 RCTC RAIL SRTP FY 2019/20 — 2021/22 21 IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 5.2A — Capital Project Justification PROJECT NUMBER: FY 22 - 1 PROJECT NAME: CV General Rail Management PROJECT DESCRIPTION: This Project will provide the following: Cover the PA&ED or Environmental Documentation that is separate from the SDP along with portions of the SDP. It will also cover additional planning and local match needed for the FRA Grant as we move forward. It will also cover any incidental RCTC agency costs related to the project salaries, etc. that are not eligible to be reimbursed through the Prop 1 B or FRA grant. PROJECT JUSTIFICATION: This project is funded by local funds subject to the Coachella Valley rail split to fund the environmental study. This project will not include Proposition 1 B PTMISEA funding. PROJECT FUNDING SOURCES (REQUESTED): $450,000 STA (Coachella Valley Rail Split) $300,000 Total $300, 000 Table 6 — Update Actions Taken or To Be Implemented to Comply with the Most Recent Triennial Performance Audit Recommendations Not Applicable. Table 7 — Service Provider Performance Target Report Not Applicable. Table 8 — FY 2018/19 SRTP Performance Report Not Applicable. RCTC RAIL SRTP FY 2019/20 - 2021/22 22 Table 9A — Highlights of FY 19/20 SRTP • Continued efforts on Service Development Plan • Continued efforts on Environmental Impact Documents Table 9B — Fare Revenue Calculation Not Applicable. IVRIVERSIDE COUNTY TRANSPORTATION COMMISSION RCTC RAIL SRTP FY 2019/20 - 2021/22 23 AGENDA ITEM 9M RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Brian Cunanan, Commuter and Motorist Assistance Manager Aaron Hake, External Affairs Director THROUGH: Anne Mayer, Executive Director SUBJECT: Regionalization of Commuter Programs STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve Agreement No. 19-45-080-00 with the San Bernardino County Transportation Authority (SBCTA) for a three-year term to reimburse the Commission in an amount not to exceed $4.5 million for commuter/employer rideshare (IE Commuter) and Inland Empire 511 (IE511) programs administered by the Commission, on behalf of both agencies, and for the Commission to reimburse SBCTA an amount not to exceed $350,000, for SBCTA's provision of rideshare and vanpool program web -based software, as part of an ongoing bi-county partnership; 2) Approve Memorandum of Understanding (MOU) No. 19-45-079-00, between Los Angeles County Service Authority for Freeway Emergencies (LA SAFE) and Los Angeles County Metropolitan Transportation Authority (Metro), Orange County Transportation Authority, SBCTA, and Ventura County Transportation Commission for Metro's regional 511 deployment and operations; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission. BACKGROUND INFORMATION: While much of the Commission's work focuses on enhancing transportation infrastructure, there is significant value in ensuring the transportation systems are used efficiently. To foster more efficient use of the transportation network, the Commission's Commuter Assistance Program (CAP) works to increase the awareness and consideration of all commute options and incentives available to commuter constituents and to increase consideration for alternative modes of transportation such as riding a bus or train, carpooling, vanpooling, walking, bicycling, or telecommuting. As such, the Commission implemented the CAP as a specific requirement under the 2009 Measure A Western County Public Transit program to address congestion mitigation. In addition to improving mobility overall, commuter assistance or ridesharing helps improve the Agenda Item 9M 324 quality of life on the commuter front, helps to lower costs and increase productivity on the employer front, and has a positive impact on the environment. Inland Empire Commuter Programs High volumes of intercounty travel and proximity between Riverside and San Bernardino counties serve as the foundation for bi-county commuter programs between the Commission and SBCTA. SBCTA has contracted with the Commission to develop, implement, and manage a CAP for San Bernardino County since 1993. The scope of this contract has evolved over the years and currently consists of three major program elements: • Rideshare Program Administration • Rideshare Software and Database • 511 Traveler Information Services Rideshare Program Administration Administration and outreach for this bi-county effort is coordinated and funded between Commission and SBCTA staff and ultimately performed through consultant services. In May 2015, following a competitive bid, the Commission awarded an agreement to WSP for CAP administration and marketing. In 2018, the contract was amended to include the implementation and ongoing operation of the Commission's vanpool program (VanClub), which currently is operating at 70+ vans and is anticipated to net the Commission incremental federal transit revenue starting in Fiscal Year 2020/21. WSP's program administration and outreach scope includes: • Program Outreach — Outreach targeting employers to establish rideshare programs at worksites throughout Riverside and San Bernardino counties. Marketing campaigns are provided to employer partners and distributed to their respective employee base. Online advertising, social media, events, and regional promotions such as Rideshare Week engage commuters directly. • Employer Services — Various services to employers in the bi-county area including the provision of marketing promotions, rideshare survey processing, employer network meetings, and event support. The program administrator also assists employers with average vehicle ridership calculations related to the South Coast Air Quality Management District (AQMD) Rule 2202 requirements for employers with 250 or more employees. • Rideshare Incentives — Incentives focused on increasing consideration for alternative commute modes and include: (a) $2/Day Rideshare Incentive for new rideshare participants that try ridesharing to work for a three-month trial period; (b) Rideshare Plus rewards for consistent rideshare behavior with access to discounts to local and national merchants, powered by Entertainment©; and (c) Rideshare Rewards Spotlight monthly rewards random drawing to encourage commuters to continue ridesharing and logging their rideshare miles. Agenda Item 9M 325 " Guaranteed Ride Home A guaranteed ride home at no cost to employees who rideshare to work in the event of an emergency or unexpected overtime by them or the driver of their rideshare arrangement (max two per year). " Ridematching and Information Services Commuter and employer access to online tools and resources and a call center (866-RIDESHARE) during business hours for those interested in assistance with ridematching or transit options and to address general rideshare questions. " IE Commuter The online system and brand launched in FY 2014/15 under which employer and commuter rideshare services are provided in western Riverside County and San Bernardino County. This suite of commuter incentives, employer programs, and outreach is designed to reduce the number of single -occupant vehicle miles related to work commutes and to help improve regional mobility and air quality. Based purely on IE Commuter rideshare incentive participation alone, it is estimated that WSP's efforts to date have translated into approximately 30.8 million miles reduced and 42.6 million pounds of pollutant emissions reduced. WSP's original term and option years expire at the end of FY 2018/19. Rideshare Software and Database In addition to the administration and outreach elements of the program, another critical component of the CAP is the web -based system that hosts the commuter database, facilitates ridematching, and provides a variety of features and tools to commuters, employer partners, and consultant staff to support rideshare efforts. In concert with branding the IE Commuter program in 2014, the Commission developed a rideshare software platform/website, iecommuter.org, specific to SBCTA's and the Commission's rideshare program. While the IE Commuter rideshare program has been successful in providing commuter and employer support and services, the core rideshare software platform being used to administer the program has not been as efficient nor as cost effective to operate as originally envisioned. 511 Traveler Information Services In 2000, the Federal Communications Commission (FCC) designated "511" as the single traffic information telephone number to be made available to states and local jurisdictions across the country. The FCC ruling however, did not provide a funding source for the national number and left all of the implementation and funding decisions to the states and local agencies. Section 5306 of the Safe, Accountable, Flexible, Efficient Transportation Equity Act (SAFETEA-LU) signed into law in 2005, required the deployment of a national 511 system that included a "user-friendly" telephone service as well as a comprehensive website by 2010. In addition to the CAP elements administered above, the implementation and maintenance of 1E511, a bi-county 511 traveler information system, was incorporated into the SBCTA contract beginning in 2010. 1E511 provides traveler information via web, phone, and mobile application for commuters traveling within Riverside and San Bernardino Counties. Funding for the Agenda Item 9M 326 deployment and ongoing operations to date has been split between Commission SAFE revenues and reimbursements from SBCTA. DISCUSSION: Each of the major consultant contracts supporting the aforementioned bi-county programs are expiring at the end of this fiscal year. In anticipation of this timing, staff has been evaluating program approaches that can enhance services and reach while improving program cost effectiveness. The historical bi-county approach has served the Commission and SBCTA well, however additional benefits and costs savings can be realized across some elements of the program by aligning with regional platforms beyond the Inland Empire. Recommendation for MOU with Metro Metro has operated a 511 system supporting Los Angeles, Orange, and Ventura counties since 2010. Its most recent 511 deployment was purposefully designed to support multiple counties, and the Commission and SBCTA staff have been coordinating with Metro staff to establish a regional Southern California 511 program (SoCal 511). Metro will accept all the costs associated with the deployment of the baseline regional SoCal511 system, which includes the same elements currently provided by IE511—voice and web -based information and mobile application regarding traffic, rideshare/transit, commuter services and other related traveler information. Incremental costs will occur if and only if enhancements are requested specifically for Riverside County. Significant cost savings can be realized through this approach (Figure 1) and staff recommends approval of an MOU with Metro for regional 511 services. SoCal511, integrating Riverside and San Bernardino Counties, will be implemented within however not at the start of FY 2019/20. Therefore, Commission contracts with Iteris and Media Beef, Inc. that support ongoing operations of IE511 are being recommended as part of the FY 2019/20 recurring contracts agenda item at this meeting on a month -to -month basis only, until the migration to the regional 511 platform is complete. Figure 1: Transition to a Regional 511 Traveler Information System web/Phone/App — 1E511 Administered by - - - Regional Partners - - - Recommendation Web/Phone/App — SoCal 511 Administered by - -(2:// Regional Partners - ocra Agenda Item 9M 327 Recommendation for MOU with SBCTA The rideshare software and database is another component that could benefit from migrating to a regional platform. There is a path to a regional rideshare system; however, it is not as clear cut as the 511 deployment, despite the same agency stakeholders. Metro administers a shared regional rideshare web -based platform and database supporting Los Angeles, Orange, and Ventura counties. The Commission and SBCTA want to join the other agencies in an effort to promote and offer a regional rideshare solution. At the time of the procurement for its rideshare system, Metro was not expecting additional partners beyond Orange and Ventura counties; therefore, in order to join, the Commission and/or SBCTA need to issue a new contract directly with Trapeze Software Group, Inc (Trapeze), the provider of Metro's regional platform, RidePro. Since SBCTA utilizes RidePro for implementation of its vanpool subsidy program, SBCTA has agreed to modify its agreement with Trapeze to provide a regional path (Figure 2) for rideshare. As part of this effort, the Commission will also transition its vanpool system to the regional platform. As a result, the Commission and SBCTA's rideshare and vanpool systems will all be on the same rideshare platform with the rest of the Southern California agencies. This is consistent with a recommended strategy from a soon to be published Southern California Association of Governments study regarding increasing regional transportation demand management effectiveness. The Commission and SBCTA will share the costs to transition to the regional rideshare platform, while the Commission will be solely responsible for the costs to transition its vanpool system. Ahead of the sunset of Metro's contract with Trapeze, the Commission and SBCTA staff plan to collaborate with Metro up front on its next rideshare system procurement and/or contract for administration and cost sharing of the regional program. Figure 2: Transition to a Regional Rideshare Software and Database ,r- 'N System Platform — Komotor Administered by - - Regional Partners - - - OF e Recommendation System Platform — RidePro Administered by - - - 0 Regional Partners - 41) ►il O °Gni o i No change is recommended to the core bi-county rideshare program administration provided through WSP at this time. A staff recommendation to extend WSP's agreement for another three fiscal years is part of the FY 2019/20 recurring contracts agenda item at this meeting. Commission staff in partnership with SBCTA is targeting the regional deployment of the rideshare/vanpool and 511 systems in FY 2019/20. In addition to a reduced cost structure, transitioning to regional platforms will help maximize program outreach and ridematching potential for users and will provide access to enhanced features and reporting tools for employer partners, commuters, and program staff. Ongoing assessments of the CAP, evolving trends in Agenda Item 9M 328 mobility, and program options, will be performed in anticipation of a CAP recommendation prior to WSP's contract sunset at the end of FY 2021/22. Staff recommends approval of a three-year (FYs 2019/20 — 2021/22) agreement with SBCTA in the amounts of $4.5 million to be reimbursed by SBCTA to the Commission for the provision of a rideshare program in San Bernardino County and $350,000 to be reimbursed by the Commission to SBCTA for the provision of regional rideshare and vanpool program web -based software. This contract was approved by SBCTA's Transit Committee in May and is anticipated to be approved at the SBCTA June Board meeting. Financial Information Yes FY 2019/20 $ 1,500,000 revenues In Fiscal Year Budget: Yes Year: FY 2019/20 Amount: $183,000 expenditures N/A FY 2020/21+ $ 3,000,000 revenues N/A FY 2020/21+ $167,000 expenditures SBCTA reimbursements and 2009 No Source of Funds: Measure A Western County Public Budget Adjustment: No Transit -CAP funds N/A N/A Revenues 002111/002112/632113/002127/002139/002182/ and 002191416 41605 0000 263 4141203 452124 416 41605 0000 202 45 41203 GL/Project Accounting No.: Expenditures 632107 65520 00000 0000 263 41 65520 002187 65520 00000 0000 263 41 65520 002126 65520 00000 0000 263 41 65520 Fiscal Procedures Approved: \14°�,," Date: 05/16/2019 Attachments: 1) Draft FY20-FY22 RCTC/SBCTA Agreement for Regional Services 2) Draft MOU with Metro for Regional 511 Services Agenda Item 9M 329 ATTACHMENT 1 COOPERATIVE AGREEMENT NO. 19-1002204 BY AND BETWEEN SAN BERNARDINO COUNTY TRANSPORTATION AUTHORITY, AND RIVERSIDE COUNTY TRANSPORTATION COMMISSION FOR THE PROVISION OF 511, RIDESHARE AND VANPOOL PROGRAM IMPLEMENTATION AND SOFTWARE This Cooperative Agreement ("Agreement") is made and entered into by and between the San Bernardino County Transportation Authority ("SBCTA"), whose address is 1170 W. 3rd Street, 2nd Floor, San Bernardino, California 92410-1715 and Riverside County Transportation Commission ("RCTC"), located at 4080 Lemon St, Riverside, California 92501. SBCTA and RCTC are each a "Party" and collectively the "Parties". RECITALS: 1. WHEREAS, The Parties operate a bi-county Inland Empire 511 ("IE511") and Rideshare program, and similar Vanpool programs; and 2. WHEREAS, RCTC has engaged and has the necessary resources to manage a Professional Services Consultant ("SERVICES CONTRACTOR") as set forth in Exhibit A, RCTC Services Contractor, to render services for the administration of the Parties IE511 and Rideshare programs ("IE511/RIDESHARE PROGRAMS"); and 3. WHEREAS, SBCTA has engaged and has the necessary resources to manage a Software Consultant ("SOFTWARE CONTRACTOR") as set forth in Exhibit B, SBCTA Software Contractor, to provide a Rideshare web -based software platform ("RIDESHARE SOFTWARE") and Vanpool web -based software platform ("VANPOOL SOFTWARE") for the Parties Rideshare program and RCTC's Vanpool program; and 4. WHEREAS, The Parties will share costs equally for the RIDESHARE SOFTWARE, while RCTC will be fully responsible for the costs to implement the VANPOOL SOFTWARE; and 5. WHEREAS, The Parties will share costs equally for common services rendered through the IE511/RIDESHARE PROGRAMS, while SBCTA will be solely responsible for services performed on behalf of or within San Bernardino County, and RCTC will be solely responsible for services performed on behalf of or within Riverside County; and 6. WHEREAS, SBCTA uses Congestion Mitigation and Air Quality ("CMAQ") funds for the IE511/RIDESHARE PROGRAMS and may use these funds to reimburse RCTC; and 7. WHEREAS, RCTC will comply with the applicable federal requirements as set forth in Exhibit C, Federal Flow Down Provisions; and 8. WHEREAS, the Code of Federal Regulations encourages grantees and subgrantees of federal funds, such as CMAQ funds, to enter into local intergovernmental agreements for procurement or use of common goods or services; and Agreement No. 19-1002204 Page 1 of 10 330 9. WHEREAS, for the avoidance of doubt, the parties to this Agreement acknowledge and agree that RCTC is not a subrecipient of federal funds from SBCTA, but is entering into a local intergovernmental agreement with SBCTA for procurement or use of common goods or services; and 10. WHEREAS, this Agreement defines the specific terms and conditions between the Parties only as they may relate to the subject matters and no other purpose; and 11. WHEREAS, the Parties will protect the confidential information received or accessible through the RIDESHARE SOFTWARE, VANPOOL SOFTWARE and IE511/RIDESHARE PROGRAMS ("PROJECT") and will therefore have their designated key personnel execute Non -Disclosure and Confidentiality Agreement, as described in Article 7 of this Agreement. NOW THEREFORE, the Parties agree as follows: ARTICLE 1. CONTRACT SERVICES 1.1 RCTC will manage work performed by the SERVICES CONTRACTOR for the Parties IE511/RIDESHARE PROGRAMS. 1.2 SBCTA will manage work performed by the SOFTWARE CONTRACTOR for the Parties RIDESHARE SOFTWARE and RCTC's VANPOOL SOFTWARE. 1.3 The Parties shall provide program administration and oversight, and assure that the SOFTWARE CONTRACTOR and SERVICES CONTRACTOR and/or staff performs their required work within the Parties budgets set forth in Article 2 of this Agreement, Exhibit A, RCTC Services Contractor and Exhibit B, SBCTA Software Contractor. 1.4 The Parties will work collaboratively and notify each Party of any changes to the RIDESHARE SOFTWARE, VANPOOL SOFTWARE or IE511/RIDESHARE PROGRAMS. ARTICLE 2. COMPENSATION 2.1 RCTC shall compensate SBCTA on a quarterly basis for their share of services rendered by SBCTA through the SOFTWARE CONTRACTOR, as set forth in Exhibit B, SBCTA Software Contractor. 2.2 SBCTA shall compensate RCTC on a quarterly basis for their share of services rendered by RCTC through the SERVICES CONTRACTOR, as set forth in Exhibit A, RCTC Services Contractor. 2.3 The Parties mutually agree: 2.3.1 That SBCTA's total obligation to RCTC shall Not -Exceed Four Million Five Hundred Thousand Dollars ($4,500,000), for the services rendered through the SERVICES CONTRACTOR. 2.3.2 That RCTC's total obligation to SBCTA shall Not -Exceed Three Hundred Fifty Thousand Dollars ($350,000), for the services rendered through the SOFTWARE CONTRACTOR. 2.4 It is agreed that in the event that either Party does not have sufficient funds to implement the PROJECT, either Party may terminate this Agreement as provided in Section 3.2 below. The Agreement No. 19-1002204 Page 2 of 10 331 terminating Party shall be responsible for any amounts required to cover their share of the cost to the date of Agreement termination. 2.5 SBCTA shall be fully responsible for obtaining cost reimbursements of CMAQ funds. SBCTA shall ensure that the CMAQ funds are used for authorized purposes in compliance with laws, regulations, and the provision of the terms in this agreement, and that performance goals are achieved. 2.5 RCTC shall maintain during the term of this Agreement and for three years thereafter accounting records which cover the receipt and disbursement of all funds provided for the programs administered and implemented under this Agreement. Such records shall be made available for inspection during normal business hours by duly authorized representatives of SBCTA, SBCTA's auditors, Caltrans, Federal Highway Administration, and the United States Department of Transportation, so that SBCTA can comply with the Single Audit Act and OMB Circular No. A-133. In addition, the federal provisions set forth in Exhibit C, Federal Provisions shall apply to this Agreement. ARTICLE 3. TERM 3.1 This Agreement shall commence on July 1, 2019, and terminate on June 30, 2022, unless it is extended by a written amendment approved by the Parties. 3.2 Either Party may terminate this Agreement by giving thirty (30) days written notice to the other for no or any reason, including, but not limited to, changes in legislation, or rules and regulations impacting the services provided by the SOFTWARE CONTRACTOR and/or SERVICES CONTRACTOR. The Parties shall compensate the other party for work performed up to the effective date of the termination. 3.3. The Executive Directors of both SBCTA and RCTC shall have the authority in their sole discretion to give notice of termination on behalf of their respective agencies. ARTICLE 4. INDEMNIFICATION AND INSURANCE 4.1 It is understood and agreed that neither SBCTA nor any officer, official, employee, director, consultant, agent, member or volunteer thereof is responsible for any damage or liability occurring by reasons of anything done or omitted to be done by RCTC under or in connection with any work authority or jurisdiction delegated to RCTC under this Agreement. It is understood and agreed that, pursuant to Government Code Section 895.4, RCTC shall fully defend, indemnify and save harmless SBCTA, and all its officers, officials, employees, directors, consultants, agents or volunteers from all claims, suits or actions of every name, kind, and description brought for or on account of injury (as defined in Government Code Section 810.8) occurring by reason of anything done or omitted to be done by RCTC or its consultants under or in connection with any work, authority or jurisdiction delegated to RCTC under this Agreement. It is understood and agreed that neither RCTC nor any officer, official, employee, director, consultant, agent, or volunteer thereof is responsible for any damage or liability occurring by reasons of anything done or omitted to be done by SBCTA under or in connection with any work authority or jurisdiction delegated to SBCTA under this Agreement. It is understood and agreed that, pursuant to Government Code Section 895.4, SBCTA shall fully defend, indemnify and save harmless RCTC, and all its officers, officials, employees, directors, consultants, agents and volunteers from all claims, suits or actions of every name, kind, and description brought for or on Agreement No. 19-1002204 Page 3 of 10 332 account of injury (as defined in Government Code Section 810.8) occurring by reason of anything done or omitted to be done by SBCTA under or in connection with any work, authority or jurisdiction delegated to SBCTA under this Agreement. SBCTA and RCTC, respectively, shall indemnify, pursuant to the provisions above, any Public Agency Participant for any disclosure by SBCTA or RCTC, respectively, of Confidential Information in violation of privacy policies relating to this Project, this Agreement or any applicable law. 4.2 Without in any way affecting the indemnity provisions identified in this Agreement, the Parties shall, at their own sole expense, and prior to the commencement of any work, procure and maintain in full force, insurance through the entire term of this Agreement and shall be written with at least the following limits of liability: 4.2.1 Professional Liability - Shall be provided in an amount not less than $1,000,000, per claim and $2,000,000 in the aggregate. The Parties shall secure and maintain this insurance or "tail" coverage provided throughout the term of this Agreement and for a minimum of three (3) years after Agreement completion. 4.2.2 Workers' Compensation - Worker's Compensation insurance shall be provided in an amount and form to meet all applicable requirements of the Labor Code of the State of California, including Employers Liability with $1,000,000 limits, covering all persons providing services on behalf of each Party and all risks to such persons under this Agreement. 4.2.3 Commercial General Liability - To include coverage for Premises and Operations, Contractual Liability, Personal Injury Liability, Products/Completed Operations Liability, Broad - Form Property Damage and Independent Contractors' Liability, in an amount of not less than $1,000,000 per occurrence, combined single limit, and $2,000,000 in the aggregate written on an occurrence form. For products and completed operations a $2,000,000 aggregate shall be provided. 4.2.4 Automobile Liability - To include owned, non -owned and hired automobiles, in an amount of not less than $1,000,000 per occurrence, combined single limit, and in the aggregate written on an occurrence form. 4.2.5 Network and Privacy Insurance — The Parties shall each carry, or shall cause its contractors to carry, Network and Privacy (Errors and Omissions) insurance in an amount of not less than $1,000,000 per claim and $1,000,000 in the annual aggregate, protecting SBCTA and RCTC from the following exposures relating to either Party or any of its contractors performance under the Agreement: (i) the theft, dissemination and/or unauthorized disclosure of use of confidential information and personally identifiable information (not to be limited bank information, social security numbers, health information, credit card account information, and confidential corporate information). Such insurance shall also include coverage for credit monitoring, notification expenses and other related costs associated with mitigating a data security or privacy breach; and (ii) the introduction of a computer virus into, or otherwise causing damage to, a Agreement No. 19-1002204 Page 4 of 10 333 computer, computer system, network or similar computer -related property and the data, software, and programs used herein. If such insurance is maintained on an occurrence basis, the Parties or its contractors shall maintain such insurance for an additional period of one year following the end of the applicable Term. If such insurance is maintained on a claims -made basis, the Parties or its contractors shall maintain such insurance for an additional period of three years following the end of the applicable Term. 4.2.6 Proof of Coverage — The Parties shall furnish certificates of insurance to each Party evidencing the insurance coverage required above, prior to the commencement of performance of services hereunder, and such certificates shall include the other Party as an additional insured on all insurances except Workers' Compensation and Professional Liability. Prior to commencing any work, the Parties shall furnish each Party with a certificate(s) of insurance, executed by a duly authorized representative of each insurer, showing compliance with the insurance requirements set forth in this Article. If the insurance company elects to cancel or non -renew coverage for any reason, the responsible Party will provide 30 days' notice of such cancellation or nonrenewal to the other Party. If the policy is cancelled for nonpayment of premium, the Parties shall provide the other Party ten (10) days' notice. The Parties shall maintain such insurance from the time each Party commences performance of services hereunder until the completion of such Services. All certificates of insurance are to include the contract number and Project Manager's name. 4.2.7 Additional Insured - All policies, except for Workers Compensation and Professional Liability policies, shall contain endorsements naming each Party and its officers, employees, agents, and volunteers as additional insureds with respect to liabilities arising out to the performance of Services hereunder. The additional insured endorsements shall not limit the scope of coverage for each Party to vicarious liability but shall allow coverage for each Party to the full extent provided by the policy. 4.2.8 Waiver of Subrogation Rights — The Parties shall require the carriers of the above required coverages to waive all rights of subrogation against each Party, its officers, employees, agents, volunteers, contractors, and subcontractors. All general auto liability insurance coverage provided shall not prohibit either Party or its contractors employees or agents from waiving the right of subrogation prior to a loss or claim. The Parties hereby waive all rights of subrogation against the other Party. 4.2.9 All policies required herein are to be primary and non-contributory with any insurance carried or administered by the Parties. 4.2.10 Certificates/Insurer Rating/Cancellation Notice - (i) The Parties shall maintain and shall require its contractors to maintain such insurance from the time the Project commences until the Project is completed, except as may be otherwise required by this Section. (ii) The Parties may legally self -insure, but shall require its contractors to place insurance with insurers having an A.M. Best Company rating of no less than A:VIII and licensed to do business in California. Agreement No. 19-1002204 Page 5 of 10 334 (iii) The Parties and its consultants shall replace certificates, policies and endorsements for any insurance expiring prior to completion of the Project. ARTICLE 5. RIGHTS OF SBCTA AND RCTC The Executive Directors of both SBCTA and RCTC shall have full authority to exercise their respective entities' rights under this Agreement. ARTICLE 6. OWNERSHIP OF MATERIALS/CONFIDENTIALITY/USE OF DATA 6.1 Ownership - All documents and data prepared by the Parties or their contractors pursuant to this Agreement shall become the common property of SBCTA and RCTC in both electronic and hard copy formats. SBCTA and RCTC shall comply with all applicable state and federal law with regard to its use of such data, but shall not otherwise be limited in any way in its use of such data at any time, provided that any such use not within the purposes intended by this Agreement shall be at the respective party's sole risk and provided that the other party shall be indemnified against any damages resulting from such use, including the release of this material to third parties for a use not intended by this Agreement. Neither party to this Agreement shall sell the data or other materials prepared under this Agreement without the written permission of both parties. 6.2 Confidentiality - All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other materials developed, either created by or provided to the Parties in connection with the performance of this Agreement, other than advertisements and collateral material, or Documents and Data developed for the purpose of or otherwise subject to public disclosure, shall be held confidential by the Parties. Such materials shall not, without the prior written consent of the Parties, be used by either Party for any purposes other than the performance or operation of the PROJECT, as described in Article 7.7. Nor shall such materials be disclosed to any person or entity not connected with the performance or operation of the PROJECT, as described in Article 7.7. Nothing furnished to the Parties that is otherwise known to the Parties or is generally known, or has become known, to the related industry shall be deemed confidential. The Parties shall not use either the other Party's name or insignia, photographs of the project, or any publicity pertaining to the Services in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of the Parties, except as otherwise part of the regular operation and advertisement of the PROJECT. 6.3 Use of Data - All Documents and Data, as defined above, shall be provided to the other Party in electronic media. Documents and Data in electronic media shall be provided in a form that will allow each Party to use, access, and manipulate the data to prepare reports and perform other PROJECT activities contemplated by this Agreement. All Documents and Data shall be provided to each Party within 30 days upon written notice. ARTICLE 7. CONFIDENTIAL INFORMATION/NON-DISCLOSURE. 7.1 Confidential Information. "Confidential Information" shall include: all user names, passwords, or other log -in credentials used, provided, or accessible in connection with the PROJECT; all data or information accessible in connection with the PROJECT; all source code, work product, proprietary information, server logs, technical information, trade secrets, and proprietary systems related to the PROJECT; all personal information of PROJECT participants, including but not limited to a participant's residence address, employment address or hours of employment used for the purpose of assisting private entities in the establishment or implementation of carpooling or ridesharing programs Agreement No. 19-1002204 Page 6 of 10 335 and subject to California Penal Code Section 637.6, as well as names, biographical information, demographic information, use data, contact information, or similar personal information of participants; and any and all data, content, materials, documents and/or other information related to the PROJECT designated, from time to time, in writing by the Parties as Confidential Information. 7.2 Non -Disclosure. Except as otherwise provided in Article 7.7. below, or as required by law, both Parties shall hold the Confidential Information in confidence, shall take reasonable precaution to protect and keep the Confidential Information confidential, shall not disclose the Confidential Information to any person or party not specifically authorized in writing by affected party to receive the Confidential Information, and shall not use the Confidential Information for any purpose other than as necessary to operate the PROJECT. Further, neither party shall disclose a participant's personal information, including but not limited to a participant's residence address, employment address or hours of employment used for the purpose of assisting private entities in the establishment or implementation of ridesharing programs, to any other person or use such information for purposes other than as necessary to operate the PROJECT, without the prior written consent of the participant, as required by California Penal Code section 637.6. Parties shall limit access to the Confidential Information only to individuals who are directly involved in operation of the PROJECT and shall further ensure that such individuals are legally bound to maintain the confidentiality of the Confidential Information on substantially the same terms as set forth herein. The foregoing restrictions on disclosure shall not apply to Confidential Information which is (a) already known by the recipient, (b) becomes, through no act or fault of the recipient, publicly known, (c) received by recipient from a third party without a restriction on disclosure or use, (d) independently developed by recipient without reference to the other party's Confidential Information, or (e) is required by law, or process of law, to be disclosed. This provision shall not be interpreted to limit, in any way, RCTC's ability to use the source code, work product, proprietary information, server logs, technical information, trade secrets, and proprietary systems related to software used for operations of the IE511/RIDESHARE PROGRAMS, and the parties acknowledge that the foregoing is the sole property of ROTC. 7.3 Expiration Immediately upon (a) the expiration or termination of this Agreement, or (b) a request by a party, the other party shall turn over to requesting party all Confidential Information of or directly pertaining to the requesting party, as identified in Article 6.1, and all documents or media containing any such Confidential Information, and any and all copies or extracts thereof, except that each party's legal counsel may retain one copy of all Confidential Information in its office solely for archival legal purposes. The foregoing shall not be interpreted to require the Parties to remove Confidential Information stemming from PROJECT databases to which the each Party may be entitled a copy of, nor to cease use of such information on termination of this Agreement, provided that such use is for operation of 511, Rideshare and/or Vanpool Programs. The Parties recognize that, pursuant to this provision, the Parties may request copies of or export files from PROJECT databases containing Confidential Information of commuters and employers participating in the PROJECT. The requesting Party shall be solely responsible for maintaining the confidentiality and security of such data, and shall indemnify the other Party, pursuant to Article 6.1 of this Agreement, for any claims arising out of use or retention of such data. This obligation shall survive termination of this Agreement. 7.4 Key Personnel. The Parties shall designate key personnel ("Key Personnel") requiring web based access to the RIDESHARE SOFTWARE, VANPOOL SOFTWARE and/or IE511/RIDESHARE PROGRAMS. Key Personnel shall use the log -in information provided by SBCTA and/or RCTC and all Confidential Information only and strictly for the operation of the PROJECT and shall not disclose or share such log -in information, or any other Confidential Information, whether or not employed or in any Agreement No. 19-1002204 Page 7 of 10 336 way associated with either Party, who has not been specifically approved in writing to receive such log- in information or other Confidential Information. 7.5 Non -Disclosure and Confidentiality Agreement. To protect Confidential Information, each Party shall require each Key Personnel to execute a Non -Disclosure and Confidentiality Agreement substantially in the form of Exhibit D, attached hereto and incorporated by this reference. The Parties shall provide each Party a signed Non -Disclosure and Confidentiality Agreement for each Key Personnel designated below or designated from time -to -time by SBCTA and RCTC's Executive Director or his designee prior to the Parties disclosure of any log -in information or other Confidential Information to such Key Personnel. SBCTA hereby designates the following individuals as Key Personnel requiring access to the PROJECT: SBCTA RCTC Jenny Herrera, Management Analyst III Brian Cunanan, Kelly Lynn, Chief of Air Quality & Mobility Programs Michelle McCamish, Nicole Soto, Management Analyst II 7.6 This Article 7 and all of its subparagraphs shall survive expiration or termination of the Agreement. 7.7 Notwithstanding any other provision herein, it shall not be a violation of RCTC's obligations under this Agreement to allow access to Confidential Information, by any Public Agency Participant for the purposes of allowing such agency implementing IE511/RIDESHARE PROGRAMS, provided that RCTC has entered into an agreement with such agency which requires the Public Agency Participant to comply with all confidentiality and nondisclosure requirements contained in this Agreement, and to indemnify all other IE511/RIDESHARE PROGRAMS public agency participants related to any access and use of the IE511/RIDESHARE PROGRAMS by the Public Agency Participant. ARTICLE 8 INDEPENDENT CONTRACTOR SBCTA retains RCTC on an independent contractor basis and RCTC and its subconsultants shall not be employees of SBCTA. The subconsultants and other personnel performing the PROJECT under this Agreement on behalf of RCTC shall at all times be under RCTC's exclusive direction and control. RCTC shall pay all wages, salaries, and other amounts due its employees in connection with their performance of the PROJECT under this Agreement and as required by law. RCTC shall be responsible for all reports and obligations respecting such employees, including, but not limited to, social security taxes, income tax withholding, unemployment insurance, and workers' compensation insurance. RCTC retains SBCTA on an independent contractor basis and SBCTA and its subconsultants shall not be employees of RCTC. The subconsultants and other personnel performing the PROJECT under this Agreement on behalf of SBCTA shall at all times be under SBCTA's exclusive direction and control. SBCTA shall pay all wages, salaries, and other amounts due its employees in connection with their performance of the PROJECT under this Agreement and as required by law. SBCTA shall be responsible for all reports and obligations respecting such employees, including, but not limited to, social security taxes, income tax withholding, unemployment insurance, and workers' compensation insurance. ARTICLE 9 ATTORNEYS' FEES AND COSTS If any legal action is instituted to enforce or declare any Party's rights hereunder, each Party, including Agreement No. 19-1002204 Page 8 of 10 337 the prevailing Party, must bear its own costs and attorneys' fees. This Article shall not apply to those costs and attorneys' fees directly arising from any third party legal action against a Party hereto and payable under Article 4, Indemnification and Insurance. ARTICLE 10 CONSENT Whenever consent or approval of any Party is required under this Agreement, that Party shall not unreasonably withhold nor delay such consent or approval. ARTICLE 11 INCORPORATION OF RECITALS The recitals set forth above are true and correct and are incorporated by reference as though fully set forth herein. SIGNATURES ARE ON THE FOLLOWING PAGE Agreement No. 19-1002204 Page 9 of 10 338 IN WITNESS WHEREOF, the Parties hereto have executed this Agreement below. SAN BERNARDINO COUNTY RIVERSIDE COUNTY TRANSPORTATION AUTHORITY TRANSPORATION COMMISSION By: By: Date: By: APPROVED AS TO FORM Raymond W. Wolfe Anne Mayer, Executive Director Executive Officer Date: By: Julianna K. Tillquist Best, Best & Krieger, LLP, General Counsel General Counsel Date: Date: By: Date: CONCURRENCE Jeffery Hill Procurement Manager APPROVED AS TO FORM Agreement No. 19-1002204 Page 10 of 10 339 ATTACHMENT 2 LA SA F E OCTA RIVERSIDE COUNTY TRANSPORTATION COMMISSION San Bernardino County Transportation Authority MEMORANDUM OF UNDERSTANDING BETWEEN THE CALIFORNIA DEPARTMENT OF TRANSPORTATION THE CALIFORNIA HIGHWAY PATROL LOS ANGELES COUNTY SERVICE AUTHORITY FOR FREEWAY EMERGENCIES AND LOS ANGELES COUNTY METROPOLITAN TRANSPORTATION AUTHORITY PURPOSE This Memorandum of Understanding (MOU) document is an agreement between the Los Angeles County Service Authority for Freeway Emergencies (LA SAFE), Orange County Transportation Authority (OCTA), Riverside County Transportation Commission (RCTC) and the San Bernardino County Transportation Authority (Sbcta) referred to as PATICIPATING PARTIES. The purpose of the MOU is to set forth the roles, responsibilities of ALL PARTIES as they embark on the integration of the Inland Empire and the Go511 system merger. This MOU will be updated every five 5 years, if needed but may be modified or updated earlier if the need arises by any party. This MOU is a compilation of goals, policies and procedures to be followed by the PARTIES working together in a coordinated manner to enhance transportation system management and operations in Los Angeles County and the other supporting counties (Orange, Ventura, Riverside, San Bernardino). This MOU is intended to identify the overall commitment and responsibilities in this partnership in managing operations and sharing communications without integrating staff. This MOU covers the following subject areas: 1. Intent 2. Period of Performance 3. Services 4. LA SAFE Responsibilities 5. Participating Agency Responsibilities 6. Joint Responsibilities 7. Key Personnel 8. Funding 340 41= LA SA F E QCTA RIVERSIDE COUNTY TRANSPORTATION COMMISSION San Bernardino County Transportation Authonty 1.0 INTENT The intent of this AGREEMENT is to define and set forth the relationship between LA SAFE and the participating agencies as it relates to the use, operation, management and improvement/enhancement of a regional SoCal 511 system. This AGREEMENT shall enable participating agencies to participate in the ongoing development, connect to, and use the SoCal 511 program and services to provide traveler information to residents and travelers within their county and the region as defined. 2.0 PERIOD OF PERFORMANCE This AGREEMENT shall become effective on July 1, 2019 and shall remain in effect until otherwise amended or terminated per the terms and conditions contained in this AGREEMENT. Each participating agency agrees to provide a minimum 90 days written notice prior to withdrawing from the SoCal 511 program. If as a result of this not being met by any participating agency and a cost is incurred then that agency will be subject to that cost. 3.0 SERVICES Pursuant to the terms and conditions of this AGREEMENT, LA SAFE shall provide participating agencies with traveler information services via the SoCal 511 program to include IVR, Web Services and Mobile Application. SoCal 511 shall provide voice and web -based information and Mobile Application, regarding traffic, transit, commuter services and other related traveler information to residents and travelers of each participating agency / county regions. SoCal 511 shall be developed and operated pursuant to the terms and conditions of LA SAFE Contract No's. PS5295500 and PS5344000. The information services that will be provided by SoCal 511 are identified herein in Exhibit A- LA SAFE Contract No's. PS5295500 and PS5344000. Should participating agencies desire to deploy additional functionality or services beyond those identified in the Contract, or if there is a need to modify the delivery of the services or information specifically for the agency, the agency shall give notice to LA SAFE to open discussions for possible modifications to SoCal 511. All added functionality or service shall become the part of the SoCal 511 system, and may be used by all the participating agencies. Any agreement for new or modified SoCal 511 functionality and services shall be set forth in a formal agreement between 341 RIVERSIDE COUNTY TRANSPORTATION COMMISSION LASAFE San Bernardino County Transportation Authority the parties, shall specifically define the scope of work, specifically define the funding source or funding share for each participant, and shall be incorporated as an amendment' to this AGREEMENT. 4.0 LA SAFE RESPONSIBILITIES LA SAFE will be responsible for the overall development, deployment, operation, maintenance, administration, management, planning and funding of the SoCal 511 program and system. Specific responsibilities shall include but, are not limited to: • Program management and administration; • Program systems management; • Program operations and maintenance; • Contract administration and management; • Program and systems development and enhancements; • Strategic planning and implementation; • Funding; • Intra-regional systems interoperability, • Program communications coordination; • Regional marketing; • Regional coordination; and • Statewide and national coordination 5.0 PARTICIPATING AGENCY RESPONSIBILITIES Participating agencies are responsible for coordinating, managing and representing their county in the development, deployment, operation and management of the SoCal 511 program that specifically relates to their county, its area of responsibility. Specifically, each participating agency is responsible for. • Coordinating with their county agencies, municipalities, and interested parties in the development and use of SoCal 511; • Participating Agency approved marketing, outreach and communications efforts within their county in support of SoCal 511; • Facilitating the discussion of SoCal 511 for and within their county, 342 RIVERSIDE COUNTY TRANSPORTATION COMMISSION LASAFE San Bernardino County Transportation Authority • Identifying and describing to LA SAFE any Participating Agency desired enhancements to SoCal 511; • Support and participation in the overall development, operation, maintenance and management of SoCal 511 for their county; and • Funding for enhancement and maintenance specific to their county and/or other costs agreed upon in advance by the participating agencies and amended into this AGREEMENT. 6.0 JOINT RESPONSIBILITIES LA SAFE and participating agencies agree to collective and cooperative efforts in support of SoCal 511. Such efforts include, but are not limited to: • Promoting and improving traveler mobility throughout the regions thru the use of SoCal 511; • Collaborating on joint funding opportunities; • Coordinating regional SoCal 511 marketing and outreach activities. 7.0 KEY PERSONNEL LA SAFE: OCTA: lain C. Fairweather Senior Manager, LA SAFE Los Angeles County Services Authority for Freeway Emergencies 213.418-3377 fairweatheri@metro.net Patrick Sampson Manager of Motorist Services and Taxi Administration Orange County Transportation Authority (714) 560-5425 psampson@octa.net 343 LASAFE SBCTA: RCTC 8.0 FUNDING RIVERSIDE COUNTY TRANSPORTATION COMMISSION San Bernardino County Transportation Authority Kelly Lynn Chief of Air Quality & Mobility Programs 1170 West Third Street, 2nd Floor San Bernardino, CA 92410 909.884.8276 klynn@gosbcta.com Brian Cunanan Commuter and Motorist Assistance Manager 4080 Lemon St, Riverside, CA 92501 (951) 787-7943 bcunanan@RCTC.org LA SAFE assumes primary responsibility for the funding of the development and operation of SoCal 511. All costs associated with the development and deployment of the baseline SoCal 511, as defined in Contract No. 06SAFE035, shall be fully borne by LA SAFE. Any funding to be provided by the participating agencies in sup port of SoCal 511 shall be limited to actions that are directly related to the operational use, enhancement or expansion of SoCal 511 for their county. Funding by participating agencies of any SoCal 511 services shall be amended into this AGREEMENT before the participating agency incurs any costs associated with SoCal 511. Such amendments shall specifically identify the types of costs to be incurred and paid by the participating agency, services to be received related to those costs, and the 344 �� m LA SA F E OCTA RIVERSIDE COUNTY TRANSPORTATION COMMISSION San Bernardino County Transportation Authority specific methodology for assigning such costs to the participating agencies. Use of any participating agency funds in support of SoCal 511 shall be restricted pursuant to the adopted amendments, and shall be subject to the audit provisions of this AGREEMENT. 345 AGENDA ITEM 10 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Sheldon Peterson, Rail Manager LoreIle Moe -Luna, Multimodal Services Director THROUGH: Anne Mayer, Executive Director SUBJECT: Approval of Metrolink Operating and Capital Subsidies for Fiscal Year 2019/20 and Related Memorandum of Understanding and of the Funding Agreement for the Southern California Optimized Rail Expansion Program for the Riverside Downtown Station Expansion Project STAFF RECOMMENDATION: This item is for the Commission to: 1) Receive and file a report on the Commission's portion of the Fiscal Year 2019/20 Southern California Regional Rail Authority (SCRRA) operating and capital budget; 2) Approve the FY 2019/20 SCRRA operating and capital budget, which results in a total operating and capital subsidy of $23,475,203 from the Commission; 3) Authorize the Executive Director to finalize and execute Memorandum of Understanding (MOU) No. 19-25-078-00 with SCRRA regarding annual funding, including subrecipient matters related to pass -through of federal funding; and 4) Authorize the Executive Director to finalize and execute Agreement No. 19-33-082-00 for the Southern California Optimized Rail Expansion (SCORE) Program Cooperative Agreement for the Riverside - Downtown Station Expansion Project. BACKGROUND INFORMATION: Metrolink is the brand name for the services operated by SCRRA. By virtue of the SCRRA Joint Powers Agreement (JPA), the five member agencies that comprise Metrolink must formally commit to fund their proportionate shares of commuter rail operating and capital costs. Each member agency must approve the budget before adoption of a final budget by the SCRRA Board, no later than June 30, 2019. Service and funding levels are limited by the policy and budget constraints of the member agencies and are negotiated each year. All of the financial information in this staff report is incorporated into the Commission's overall budget; however, in order to comply with the provisions of the JPA, a separate Commission action to adopt the budget is required. The overall amount the Commission will provide to SCRRA is a combination of the following: Agenda Item 10 346 Subsidy Type Amount Operating subsidy Rehabilitation capital expenditure subsidy $ 21,284,172 1,689,261 New capital subsidy 501,770 Total $ 23,475,203 The remainder of this staff report will provide the details that comprise the budget. Fiscal Year 2018/19 Metrolink Review The following is a review of Metrolink's FY 2018/19 activities: • Celebrated its 26t" year of operations; • Completed the third year of operations for the 91/Perris Valley Line (91/PVL) — a 24-mile extension of the 91 Line that connects the Perris Valley area and Riverside; • Established an ongoing discount fare program to further enhance 91/PVL ridership; • Operated positive train control (PTC) on all of the SCRRA-maintained tracks and began implementation on shared tracks with the freight railroads; • Continued growth of mobile ticketing with smartphones and added optic readers to allow for easy connections to the Metro light rail network; • Received delivery of 25 Tier 4 locomotives and initiated testing with 15 of units in service and 10 conditionally accepted; • Operated an extremely successful 2018 Festival of Lights special train season, as well as Rams Football trains and Angel Express trains; • Hired a new CEO and commenced a reorganization effort; and • Held a successful Free Ride - Earth Day Promotion with high ridership gains. Fiscal Year 2019/20 Looking Forward Looking ahead to FY 2019/20, Metrolink intends to: • Continue to prioritize safety; • Actively pursue ways to develop a strong customer focus and generate ridership on all routes including the 91/PVL; • Initiate expanded service on 91/PVL both for weekday and new weekend service from the Perris - South station; • Award a bundled contract for operations that could extend 18 years with options and cost upwards of $3 billion; • Replace ticket vending machines with a new network that continues to accept cash payments; • Continue to improve reliability, on -time performance, and the customer experience by enhancing the rehabilitation program to reduce major failures by retrofitting cars and replacing aging locomotives; and Agenda Item 10 347 " Continue implementing the PTC program system -wide in coordination with the freight railroads. Riverside County Service Impact Proposed for Fiscal Year 2019/20 Three Metrolink commuter rail lines traverse Riverside County the Riverside Line, the Inland Empire -Orange County or IEOC Line, and the 91/PVL Line. With the expanded 91/PVL Line service, the Commission has seen steady growth since operations began in June 2016 and continues to offer fare promotions and marketing efforts to build the ridership base. New service is scheduled to begin in October 2019 that will add additional trains that currently stop in Riverside and have them continue to Los Angeles as well as have the current weekend trains that start in Riverside begin their trip out of Perris - South station. The operating plan also includes the special trains for the Angels Express, Rams Trains and Festival of Lights service. The operating and maintenance costs for the nine Commission -owned commuter rail stations, while not included in the SCRRA budget, are included in the Commission's overall budget under the Rail Department and are funded primarily with 2009 Measure A Western Riverside County (Western County) public transit -rail funds. Commission's Fiscal Year 2019/20 Operating Subsidy Obligation Metrolink's overall proposed budget information for the entire system assumes no fare increases and added expenses being passed on directly to the member agencies in the form of higher subsidies. The FY 2019/20 SCRRA preliminary operating budget is $262,869,000, which is attached. The five county transportation commissions that comprise Metrolink will fund $157,445,000 in subsidies which is 59.9 percent of expenses. All the member agencies have expressed concern about the sustainability of such a large annual subsidy for the service. Additional vigilance will be required going forward so as to control costs and reduce stress on the member agency budgets. The Commission will have the responsibility to provide $21,284,172 for operations and maintenance of way, which represents a $1,624,467 increase or 8.3 percent over the FY 2018/19 SCRRA budget. Traditionally, the Metrolink subsidy as well as the operations and maintenance costs for the initial five Commission -owned commuter rail stations were entirely funded with state Local Transportation Fund (LTF) revenues allocated for rail operations. However, for the fifth consecutive year, the Commission will be forced to dip into LTF rail fund reserves to cover the Metrolink subsidies. For example, the current FY 2019/20 LTF revenue projection for rail is $14,252,000 or 67 percent of the required Metrolink operating subsidy. With the anticipated rate of spending, the LTF rail fund reserves that have been building for many years are estimated to be exhausted within the next few years. As noted previously, operations and maintenance costs for the current nine Commission -owned commuter rail stations will be funded primarily with 2009 Measure A Western County public transit -rail funds due to the lack of sufficient annual LTF funds. Agenda Item 10 348 Commission's Fiscal Year 2019/20 Capital Contribution In prior years, staff executed multiple grants for Federal Transit Administration (FTA) Section 5307, 5309, and 5337 funds that provide ongoing funding for SCRRA capital programs over several years. These FTA grant funds pass through the Commission as the direct recipient and SCRRA as the subrecipient. These funds will be used for various projects including rehabilitation and renovation of rolling stock and track projects, ticket vending machine upgrades, maintenance of way technology, and layover facility improvements. Per SCRRA's annual budget request, the Commission's capital rehabilitation and renovation obligation for FY 2019/20 is $1,689,261. In addition, there is a request for $501,770 for new capital projects. The Commission's total rehabilitation and new capital subsidy uses a portion of the FTA Section 5309 and 5337 funds. The SCRRA Capital Budget plan is based on formula shares by each member agency; the Commission's share will be lowered if matching agency funds are not available. In addition to the specific SCRRA budget requests, the Commission is pursuing a couple of multi- year capital projects utilizing the FTA Section 5307, 5309, and 5337 grant funds already allocated. These include expansion of the Riverside - Downtown Layover Facility, design of additional tracks and platform as part of a Riverside - Downtown Station Expansion Project, and additional track improvements on the corridor. It is estimated these projects will be completed over the next several years and will directly improve rail service within Riverside County. Costs for these projects are included in the Commission's annual budget. As part of the expansion of the Riverside - Downtown Station Expansion Project, staff recommends that the Commission authorize the Executive Director to enter into a cooperative agreement with SCRRA for reimbursements to the Commission for the project development phase and final design costs in the amount of $5,317,000. SCRRA was awarded $763.7 million for its SCORE Program through the state's Transit and Intercity Rail Capital Program (TIRCP). The SCORE Program includes significant capital investments to improve the frequency and performance of rail services throughout the region over the next 10 years. Included in the award is $14,491,000 for the Riverside - Downtown Station Expansion project, which includes, in addition to the funding for environmental and design, $9,174,000 for construction, which will be covered in a subsequent cooperative agreement. The Commission will be the lead agency for the Project. The proposed project would add an additional platform and tracks on the east side of the station, along with a connecting pedestrian overcrossing structure as outlined on the attached Project Location Map (Attachment 4). The project could also include other improvements such as expanded parking; the exact scope will be determined through the environmental process. Total project cost is currently estimated at $26 - $32 million, excluding right of way. Other funding sources such as FTA Section 5307 and State Transit Assistance funds will be used to fully fund the project. Staff anticipates that the project approval and environmental document phase will begin this summer. The project will require an Environmental Impact Report and Environmental Impact Agenda Item 10 349 Statement due to the involvement of a historic structure. The environmental process is anticipated to take 24-36 months. Summary Financial Subsidy Impact to Commission The SCRRA-proposed Commission operating subsidy of $21,284,172, which represents 8.1 percent of the $262,869,000 SCRRA operating budget, will be funded with LTF funds for all operations and federal Congestion Mitigation and Air Quality (CMAQ) funds for PVL operations. The total new capital and rehabilitation project subsidies of up to $2.2 million will be funded with FTA grant funds that will pass through the Commission. The Commission's total subsidy of $23,475,203 related to the FY 2018/19 SCRRA budget is significant and reflects a steady increase on a year-to-year basis. Future rail expansion projects in Riverside County will likely require similar funding increases, and SCRRA will continue to face obligations to upgrade its equipment to meet new emissions reduction requirements and safety needs. The Commission's FY 2019/20 budget includes the $23,475,203 SCRRA subsidy in various budget categories. In addition to approving the Commission's portion of SCRRA-requested subsidies for FY 2019/20 operations and capital needs, staff recommends approval of Agreement 19-25-078-00 with SCRRA regarding annual funding, including subrecipient matters related to pass -through of federal funding. Financial Information for SCRRA Budget Subsidy In Fiscal Year Budget: Yes Year: FY 2019/20 Amount: $23,475,203 Source of LTF Western County rail funds and CMAQ Grants Funds: (Operations); FTA Section 5307, 5309, and 5337 (Capital) Budget Adjustment: No 254199 86101 103 25 86101 $ 12,000,000 GL/Project Accounting No.: 004000 86101 103 25 86101 $ 275,203 034198 86101 103 25 86101 $ 9,000,000 004017 86102 265 33 86102 $ 2,200,000 Fiscal Procedures Approved: \1414,4,,,,atibuz Date: 05/13/2019 Financial Information for SCORE Project MOU In Fiscal Year Yes FY 2019/20 $ 549,000 Bud g Budget: N A / Year: FY 2020 21+ / Amount: $5,068,000 Source of Funds: State TIRCP reimbursements passed through from SCRRA Budget Adjustment: No N/A GL/Project Accounting No.: 004027 416 41608 0000 265 33 41204 Fiscal Procedures Approved: \14.14,4,41 Date: 05/13/2019 Agenda Item 10 350 Attachments: 1) SCRRA Preliminary FY 2019/20 Budget 2) Draft Agreement No. 19-25-078-00 for FY 2019/20 SCRRA Funding 3) Draft Agreement No. 19-33-082-00 Cooperative Agreement for the Riverside Downtown Station Expansion Project 4) Project Location Map Agenda Item 10 351 ATTACHMENT 1 SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY METROLINICa 900 Wilshire Blvd. Suite 1500 Los Angeles, CA 90017 metrolinktrains.com May 1, 2019 TO: Darrell Johnson, Chief Executive Officer, OCTA Darren Kettle, Executive Director, VCTC Anne Mayer, Executive Director, RCTC Phil Washington, Chief Executive Officer, Metro Dr. Raymond Wolfe, Executive Director, SBCTA FROM: Stephanie Wiggins, Chief Executive Officer,VU4A SUBJECT: SCRRA Proposed FY2019-20 Budget On April 26, 2019, the SCRRA Board of Directors authorized the transmittal of the SCRRA Proposed FY2019-20 (FY20) Budget to its Member Agencies for their consideration and adoption. The Board also authorized transmission of Forecast Budgets for FY21, FY22, FY23 and FY24 for Member Agency consideration and programming. Attached for your review is a copy of the April 26 board report. We are scheduled to present the FY20 Budget to the SCRRA Board for adoption on June 14, 2019. Adoption of the annual budget provides the annual funding commitment for General Operations and the Annual Capital Program which includes investments in Rehabilitation and New Capital. Programming amounts for the fiscal years 2021 through 2024 as reflected in the four-year forecast provides more of a long-term approach for planning future year budgets that will be presented for adoption through the annual budget development process. Thank you for your ongoing support and active participation in the development of the FY20 Proposed Budget. SCRRA staff remain available to address any questions you may have as we anticipate adoption of the budget by the SCRRA Board of Directors in June 2019. If you have comments or concerns, please do not hesitate to contact me directly at (213) 452-0258. You may also contact Ronnie Campbell, Chief Financial Officer, at (213) 452-0285. 352 FO METR ❑ LI N Ida SOUTHERN CALIFORNIA REGIONAL RAILAUTHORITY metroiinktrains.com/meeting TRANSMITTAL DATE: April 22, 2019 MEETING DATE: April 26, 2019 ITEM 24 TO: Board of Directors FROM: Stephanie Wiggins, Chief Executive Officer SUBJECT: Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Forecast Issue The Authority is required, under the Joint Exercise of Powers Agreement, to provide to its Member Agencies, on or before May 1 of each year, a Proposed Budget for the coming fiscal year (effective July 1, the start of the fiscal year) for individual agency consideration and approval. Recommendation It is recommended that the Board approve the transmittal of the: 1) Proposed Fiscal Year 2019-20 (FY20) Budget to its Member Agencies not later than May 1, for their consideration and adoption as required in the Joint Powers Agreement, and 2) Proposed forecast for the fiscal years 2021 through 2024 as reflected in the four-year forecast be transmitted to the Member Agencies for their consideration and programming. Strategic Goal Alignment This report aligns with the strategic goal to maintain fiscal sustainability. Adoption of the annual budget provides the annual funding commitment for General Operations and the Annual Capital Program which includes investments in Rehabilitation and New Capital. Programming amounts for the fiscal years 2021 through 2024 as reflected in the four-year forecast provides a more long-term approach for planning future year budgets that will be presented for adoption through the annual budget development process. Background The FY20 budget development process began in August 2018 with a Budget Kickoff Meeting attended by over 50 employees. Budget requests were compiled and submitted 353 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 2 by all Cost Center managers. Budget division staff subsequently analyzed and reviewed the requests with each Cost Center manager and their respective Chief in a series of one- on-one meetings. The primary purpose of the meetings was to provide justification for each line item budget amount requested taking into consideration such factors as: • Funding at a level which will meet the goals of the Authority, • Historic levels of spending, • Current levels of spending, • Known adjustments for the forthcoming year, and • Overarching goal of safety, fiscal sustainability and operational efficiency. These internal meetings began in October 2018 and concluded by mid -January 2019, The FY20 Proposed Budget for Operations and the Capital Program (Rehabilitation/New Capital) was reviewed with the Technical Advisory Committee (TAC) members on December 11, 2018, and with the newly formed Member Agency Advisory Committee (MAAC) meetings on February 19, 2019, and March 15, 2019. An overview of the FY20 Proposed Budget for Operations and Rehabilitation/New Capital (FY20 Proposed Budget) detailing the Total Request for Funding was reviewed in individual conversations with each of the Member Agency Chief Financial Officers (CFOs) and Chief Executive Officers (CEOs) during the months of February and March 2019. During these individual telephonic meetings, substantive agreement was reached on concurrence with the Operating portion of the FY20 Proposed Budget as it would be presented at the Board Workshop on March 22, 2019. General agreement was reached with most of the Member Agencies regarding the funding level for the FY20 Capital Program, and productive conversations continued the day of the Budget Workshop and several days following. Foundation for FY20 Proposed Budget The FY20 Proposed Budget provides funding to achieve the following: • Increase ridership and revenue, thereby reducing the reliance on operating subsidies from our Member Agencies; ✓ Attracting new riders through Marketing activities, brand awareness, raising the recommendation score. ✓ Retaining current riders, through the improvement of on -time performance, and train reliability, comfort and convenience. • Continued emphasis on safe operations, with the implementation of intraoperative Positive Train Control (PTC) as the centerpiece of Metrolink's efforts; • Increase of Farebox Revenue through advertising efforts; 354 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 3 • Contract Bundling to improve overall efficiencies, achieve greater accountability, and streamline contract administration. • Enhance customer experience and loyalty through: ✓ A customer loyalty program ✓ Continuing improvements to the mobile ticketing application and a modernized ticket vending system; • Invest in existing assets to maintain a state of good repair by: ✓ Funding critical rehabilitation projects, ✓ Improving processes to accelerate project delivery The achievement of these goals is closely tied to maintaining our rolling -stock, equipment and structures in a state of good repair. Board Budget Workshop At the March 22, 2019 Budget Workshop, staff presented the FY20 Proposed Budget to the Board. At the Budget Workshop, Metrolink staff provided an overview of current year accomplishments and then focused on new initiatives reflected in the FY20 Budget consistent with the CEO's vision. The vision reflects the central focus of customer -first, supported by the pillars of Safety and Security, an Integrated System, and Modernized Business Practices. At that meeting, suggestions and inquiries were brought forward: • In the Operations Budget: ✓ Staffing Needs for Government Relations o Based upon feedback at the Workshop, the CEO has determined that the additional Government Relations FTE request can be accommodated by repurposing an existing vacancy. Therefore, the new FTE request is withdrawn. ✓ Additional New Service on the Ventura Line o Service was added to provide an additional round trip each Saturday from April 6, 2020 to October 5, 2020. (Only that portion April 6, 2020 through June 30, 2020 is included in the FY20 Operating Budget) ✓ Revisions to the Special Trains to reallocate expense where Members wished to share costs o Changes in total reduced the Special Train Revenue by $0.1 m, reduced Expense by $0.1 m, making these changes Subsidy neutral. ✓ Marketing Budget Needs o Board members inquired as to why the investment in marketing was decreasing so drastically. This was due to the one-time investment of $3.9m in FY19, which is not included in FY20. Staff mentioned there would be some residual impacts from the marketing investment in FY20. Staff also mentioned that ridership had not increased, but that revenue was close to neutral despite a decrease in Inland Empire riders due to on -time 355 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 4 performance issues on the Riverside and IE-OC Lines because the marketing investment had helped to offset declines. Staff would like more time to review the continued results of the current marketing investment before requesting an additional investment. If warranted, we would bring forth as a FY20 Budget Amendment. • In the Capital Program: ✓ Substitution of the Riverside Switch for the deferral of two projects — Emergency Support Vehicles and Automatic Equipment Identification scanners and the conversion of two others to Engineering studies. This action was taken as a result of immediate on -time performance benefits of the switch. • High Speed Rail Funding for Bookend Projects ✓ Staff provided the information that total funding for High Speed Rail Bookend Projects statewide is $1.1 billion. Of that amount, $500 million was assigned to Southern California. Two of the projects that were included in the MOU between a coalition of Southern California agencies and the High Speed Rail Authority (the Southern California MOU) were funded with the $500 million — $76.7M was assigned to the Rosecrans-Marquardt Grade Separation (which supports more capacity for the Orange County and 911PV Lines) and $423.3m was assigned to the Link US project which has a systemwide relationship to six of seven Metrolink lines and will enable operation of lines to be linked at Union Station with "through service". Opportunities to work with the state and the high-speed rail authority will continue to be pursued to advance other projects in the Southern California MOU and in the SCORE program more broadly. Subsequent to the Budget Workshop, changes were made to the Operating Budget to include new service on the Ventura Line and changes to the Special Trains which created a net increase to Member Operating Subsidies of $0.07M. Changes were also made to the Capital Program. The Rehabilitation budget for Metro was reduced by $21.0M, as a result of funding capacity. This reduction affected only Line Specific Projects on the Valley subdivision and the Ventura -LA County subdivision. With respect to New Capital, a decision to reprioritize projects created a reduction of $1.01 M. FY20 Operating Budget The following table presents two blocks of columns. The first, Budget Workshop depicts the FY20 Proposed Operating Budget, as presented to the Board on March 22, 2019. The second block of columns, FY20 Revised depicts the effect of the subsequent revisions on revenues, expenditures and operating subsidies as result of that meeting. 356 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 5 Budget Workshop ($ millions) FY19 Budget FY20 Budget FY20 vs FY19 Revenues Expenditures 100.8 251.4 105.5 262.9 4.7 11.5 4.6% 4.6% Total Operating Subsidy 150.6 157.4 6.8 4.5% Revised Operating Subsidy by Member Agency: FY20 Revised FY20 Revised Revised vs Budget Workshop FY20 Revised vs FY19 105.4 262.9 -0.07 0.1% 0.01 0.0% 4.6 4.6% 11.5 4.6% 157.4 0.07 0.0% 6.9 4.6% Budget Workshop ($ millions) FY19 FY20 Budget Budget FY20 vs FY19 Metro 75.1 77.9 2.8 3.8% OCTA 29.4 30.4 1.0 3.3% RCTC 19.7 21.2 1.6 8.0% 5BCTA 16.1 17.1 1.0 6.4% VCTC 10.3 10.7 0.4 4.2% Total Operating Subsidy 150.6 157.4 6.8 4.5% FY20 Revised FY20 Revised Revised vs Budget Workshop FY20 Revised vs FY19 78.0 0.05 0.1% 2.9 3.8% 30.3 -0.07 -0.2% 0.9 3.0% 21.3 0.05 0.2% 1.6 8.3% 17.2 10.7 0.01 0.0% 0.04 0.4% 1.0 6.5% 0.5 4.6% 1574 0.07 0.0% 6.9 4.6% FY20 Capital Program - Rehabilitation During the months of November and December 2018, and January of 2019, staff met with the Member Agencies both jointly and individually to review the requested projects for FY20. During these meetings, staff provided an overview of the call for projects process stating that the Metrolink Rehabilitation Plan (MRP) forms the basis for the amounts presented. Staff described the process for the ranking and prioritization of projects, and the optimization of the fiscal request from the Member Agencies that ensures fulfillment of the Authority's strategic goals through annual investment in our varied asset classes. Questions regarding proposed scope of the projects were answered, and additional supporting documentation was provided. The forecast for Rehabilitation requirements over the next five fiscal years is shown below: 357 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 6 Life of Project Basis Rehabilitation FY2019-20 FY2020-21 FY2021-22 FY2022-23 FY2023-24 $ 63.7m $161.1m $213.1m $217.6m $222.1 m Request/Adopt Forecast/Program Forecast/Program Forecast/Program Forecast/Program Completion of Rehabilitation projects are multi -year in nature. As such, the funding for the FY20, FY21, FY22, FY23 and FY24 requests may be viewed as each having a four- year funding commitment which would have the following estimated cashflow impact over the subsequent fiscal years: FY2019-20 PROPOSED & FY2021-24 FORECAST CASHFLOW - REHABILITATION CASH BASIS CASH OUTLAY FROM FY20 FROM FY21 ($ millions) Budget Forecast FY2019-20 3.1 FY2020-21 21.6 8.1 FY2021-22 18.7 56.4 FY2022-23 20.4 40.3 FY2023-24 56.4 FY2024-25 FY2025-26 FY2026-27 Total $ 63.7 $ FROM FY22 Forecast FROM FY23 FROM FY24 Total Forecast Forecast By Year 3,1 29.7 10.7 - - 85,8 74.6 10.9 146.1 53.3 76.1 11.1 196.9 74.6 54.4 77.7 206.7 76.1 55.5 131.7 77,7 77,7 161.1 $ 213.1 $ 217.6 $ 222.1 $ 877.6 Does not include cashflow generated by projects approved in prior years. FY20 Capital Program - New Capital Staff met during December 2018 and January 2019 to determine projects to be recommended for New Capital in FY20. Projects were presented that will enhance safety and security, improve system reliability, increase ridership, maximize capacity, improve efficiency, provide environmental benefit, and contribute to the strategic goals of the Authority. New Capital projects are subject to the same ranking, prioritization and optimization as the Rehabilitation projects described above. The Proposed New Capital Budget was revised after the presentation at the March 22, 2019 Budget Workshop. In March 15, 2019 MAAC meeting it was determined that the Power Switch at Riverside Downtown station was a higher priority project due to the immediate on -time performance benefits and project readiness. Therefore, other projects were deferred to allow the Switch project's inclusion. Additionally, it was determined that the higher priority need of 358 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four --Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 7 two Engineering Studies was included to determine the scope and budget for future capital investments of the locomotive overhauls and modernization needs of the EMF and CMF. The forecast for New Capital requests over the next five fiscal years is shown below: Life of Project Basis New Capital FY2019-20 $ 3.0m Request/Adopt FY2020-21 $ 30.6m Forecast/Program FY2021-22 $144.8m Forecast/Program FY2022-23 $ 86.6m Forecast/Program FY2023-24 $ 57.2m Forecast/Program Completion of New Capital Projects are multi -year in nature. As such, the funding for the FY20, FY21, FY22, FY23 and FY24 requests may be viewed as each having a four-year funding commitment which would have the following estimated cashflow impact over the subsequent fiscal years: FY2019-20 PROPOSED & FY22021-24 FORECAST CASHFLOW - NEW CAPITAL CASH BASIS CASH OUTLAY ($ millions) FY2019-20 FY2020.21 FY2021-22 FY2022-23 FY2023.24 FY2024-25 FY2025-26 FY2026-27 Total FROM FY20 Budget 0.1 0.7 1.2 1.0 FROM FY21 Forecast 1.5 10.7 7.7 10.7 FROM FY22 Forecast 7.2 50.7 36.2 50.7 FROM FY23 Forecast 4.3 30.3 21.6 30.3 FROM FY24 Forecast 2.9 20.0 14.3 20.0 Total By Year 0.1 2.3 19.2 63.7 80.1 92.3 44.6 20.0 $ 3.0 $ 30.6 $ 144.8 $ 86.6 $ 57.2 $ 322.2 Does not include cashflow generated by projects approved in prior years Note: Applies to all Tables - Numbers may not foot or cross foot due to rounding. Funding of Capital Program Member Agencies provide funding in two different modes: ✓ One mode is on a Life of Project basis with the commitment of grant funds; ✓ the other is on a Cash Basis 359 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 8 The FY20 Capital Program presented during our Budget Workshop totaled $87.8m. In the weeks following the budget workshop, staff has received funding commitments that allow us to maximize the available funding from all 5 Member Agencies. On this basis, we will be recommending that the board adopt a revised FY20 Capital Program (Rehabilitation/New Capital) Budget totaling $66.8M. FY20 Budget - Overall Summary The FY20 Proposed Budget for Metrolink includes new budgetary authority of $329.7M. The Proposed Budget consists of Operating Budget authority of $262.9M, an increase of 4.6% as compared to the FY19 Adopted Budget. Capital Program authority totals $66.8M; $63.7M for Rehabilitation Projects, and $3.1 M for New Capital Projects. Carryover of Rehabilitation Projects approved in prior years is $159.3M, and carryover of New Capital Projects approved in prior years is $36.0M. Capital Program amounts in this document refer to Member Agency requested commitments only. Other funding sources which include BNSF, UPPR and staff direct grants are not reflected in this document since they do not require Member Agency Board action. Staff will communicate to both BNSF and UPPR under the Capital Project requirements for their proportionate share of any related Capital Project(s) as required. FY20 Operating Budget Changed Budget Assumptions The FY20 Proposed Budget does not include any proposed increase to the base fare structure. The FY20 Proposed Budget includes increased service for a total of 3.0 million service miles through the operation of 175 weekday trains and 92 weekend trains. Increases in service are included for the San Bernardino, 911PVL, Orange County and Ventura Lines. Special Trains, previously Third -Party Agreements have been included in the Operating Budget. Five new positions are being requested; two in Train Operations, two in Maintenance of Way/Capital, one in Administration. Operating Budget Summary The Operating Revenues reflect a projected net increase of $4.6M or 4.6% from FY19. The year over year changes are detailed below in the Operating Revenues section. The Operating Expenditures reflect an increase of $11.5M or 4.6% increase from FY19. Details of the year over year change are explained below in the Operating Expenditures section. Operating Revenues Operating Revenues include Farebox, Dispatching, Maintenance -of -Way (MOW) Revenues, interest, other minor miscellaneous revenues, and are estimated to total 360 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April26, 2019 Page 9 $105.4M for FY20, an increase of $4.6M or 4.6% compared to the FY19 Adopted Budget. Farebox Revenues, the largest component of the operating revenue of the budget, are projected at $90.0M, an increase $4.3M or 5.1 % compared to the FY19 Adopted Budget. Dispatching and MOW revenues from the freight railroads and Amtrak are based on existing agreements at the current rate of usage. The FY20 Dispatch Revenue projection of $2.2M estimates an increase of $52k or 2.5% from the FY19 Adopted Budget. The FY20 MOW Revenues are projected to increase $0.5M or 3.6%. Operating Expenditures Operating Expenditures are presented in the following four categories: Train Operations, Maintenance -of -Way (MOW), Administration and Services, and Insurance. The Train Operations component of the Operating budget contains those costs necessary to provide Metrolink commuter rail services across the six -county service area, which includes the direct costs of railroad operations, equipment maintenance, required support costs, and other administrative and operating costs. The FY20 Proposed Budget for expenditures related to Train Operations is $153.6M. Ordinary MOW expenditures are those costs necessary to perform the inspections and repairs needed to ensure reliable, safe, efficient operation of trains and safety of the public. The FY20 proposed budgeted amount for expenditures related to MOW is $47.0M. Administration and Services include internal expenditures related to Train Operations. The FY20 Proposed Budget for expenditures related to Administration & Services is $48.1 M. The Category of Insurance and Legal is $14.2M for the FY20 Proposed Budget. Overall, the total FY20 Proposed Budgeted for expenditures have increased from the FY19 Adopted Budget by $11.5M or 4.6%. The components of this change are as described below. • Total Train Operations have increased by $1.3M. The primary drivers of this increase are: ✓ Fuel costs are higher by $2.9M due to higher diesel prices; ✓ Train Operations Services have increased $1.8M; ✓ Rail Agreements increased by $1.0M; ✓ Special Trains were added to the Operating Budget (previously TPA) for $0.8M; ✓ TVD Maintenance increased by $0.6M; ✓ Other increased by $0.2M; 361 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 10 ✓ Equipment Maintenance decreased by $1.2M due to reduced material for Rolling Stock repairs; ✓ Transfers to Other Operators decreased by $1.2M; ✓ Marketing decreased by $3.6M due to the one-time marketing program in FY19. • MOW has increased by $5.7M primarily as a result of: ✓ Changes to Salaries & Benefits previously charged to Capital Projects $1.8M; ✓ Change in ICAP calculation which transferred $1.5M from Capital Projects to the Operations Budget; ✓ Signal Maintenance (MEC) increase of $1.0M; ✓ Track Maintenance (VTMI) increase of $0.9M; ✓ Consulting increase of $0.5M. • Administration and Services have increased by $7.0M. The primary drivers of this increase are: ✓ Overhead increased $1.9M due to a correction to last year's projection of Other Post -Employment Benefits (OPEB) of $0.8M and increase to this year OPEB of $0.4m, and an increase of $0.6M for office rental; ✓ Amounts associated with our Indirect Cost Allocation Plan (ICAP) previously charged to Capital projects caused an increase of $1.7M: ✓ DBE consultants for $1.2M previously charged to Capital projects; ✓ PTC maintenance and support increase of $0.9M; ✓ Change to Salaries & Fringe $0.8M; ✓ Information Technology increases $0.3M; ✓ Engineering Consultants increase $0.2M. • Total Insurance expense decreased by $2.5M ✓ Insurance premiums lower by $0.5M; ✓ Decrease as a result of a change in the projected claim liability of $3.0M. Member Agency Operating Subsidy • Member Agency subsidies are required to fund the difference between the total costs of operations and available revenues. The Revised FY20 Proposed Budget estimates total Member Agency contributions to equal $157.4M, an increase of $6.9M or 4.6% more than the FY19 Budget. • A year over year comparison of net operating subsidy by Member Agency is presented in Attachment E. In response to Member Agency requests, this schedule reflects the FY20 Proposed member subsidy in whole dollars which are required to create Member Agency Board requests. 362 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 11 Capital Budget Carryover from Prior Years Capital Projects are frequently multi -year endeavors. Unexpended project balances are referred to as "Carryovers" because their uncompleted balance moves forward to the following year. Projects authorized in prior years but "carried over" total $159.3M for Rehabilitation and $36.0m for New Capital. They are shown in detail on Attachments F and G, respectively. Capital Rehabilitation The Capital Rehabilitation authorization request for FY20 was identified as necessary investments to maintain a state -of -good repair. These projects total $63.7m and are represented in detail in Attachment H. The total Rehabilitation Program by asset type includes: ASSET TYPE TOTAL Communications $ 2.4m Facilities 3.1 m Non -Revenue Fleet 4.1 m Rolling Stock 2.9m Signals 13.5m Structures 7.2m Track 30.5m $63.7m New Capital The New Capital authorization request for FY20 was identified as necessary for safe and efficient rail operations. These projects total $3.0m and are shown in detail in Attachment i. Operating Budget Attachments The attachments as listed below provide additional detail on the FY20 Proposed Budget for the Operating as described: 363 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 12 • Attachment A -- FY20 Proposed Operating Budget - a detail of the Operating Revenues, Expenses and Subsidy adopted for FY19 and proposed for FY20. This attachment also shows variances between FY19 Adopted Budget and FY20 Proposed Budget in dollars and percentages. • Attachment B — Historical Actual and Budgeted Operating Statements. Actual Operating expense for FY16, FY17 & FY18, Adopted Operating Budget for FY19 and Proposed Operating Budget for FY20, with a variance comparison between FY19 Adopted Budget and FY20 Proposed Budget. • Attachment C — FY20 Proposed Operating Budget by Member Agency • Attachment D — FY20 Proposed Operating Budget by Line • Attachment E — FY20 Budgeted Operating Subsidy — FY20 Proposed Budget Operating Subsidies by Member Agency presented in whole dollars, with comparisons to FY19 Adopted Budget. Capital Program Budget Attachments The attachments as listed below provide additional detail on the FY20 Proposed Budget for the Capital Program as described: • Attachment F — FY20 Rehabilitation Carryover Projects- Details ongoing Rehabilitation Projects approved in prior years by subdivision, project category and Member Agency. • Attachment G — FY20 New Capital Carryover Projects - Details ongoing New Capital Projects approved in prior years by subdivision, project category and Member Agency. • Attachment H — FY20 Proposed Rehabilitation Projects Detail list -- Presents original request and funded amounts by subdivision, project category and Member Agency share. • Attachment I — FY20 Proposed New Capital Projects Detail list - Presents original request and funded amounts by subdivision, project category and Member Agency share. Operating Budget Forecasts for FY21, FY22, FY23 and FY24 Upon approval by the Board, the FY20 Proposed Budget will be transmitted to Member Agencies for consideration and adoption. FY21, FY22, FY23 and FY24 forecasted budgets will also be transmitted to the Member Agencies for consideration and 364 Transmittal of the Proposed Fiscal Year 2019-20 Budget and Four -Year Budget Forecast Transmittal Date: April 22, 2019 Meeting Date: April 26, 2019 Page 13 programming. The four-year forecasts will only be considered for adoption individually during the applicable year. The Attachments -Operating Budget Forecasts for FY21, FY22, FY23, FY24 • Attachment J -- FY21 Forecasted Operating Budget • Attachment K — FY22 Forecasted Operating Budget • Attachment L — FY23 Forecasted Operating Budget • Attachment M — FY24 Forecasted Operating Budget The assumptions reflected in the FY21, FY22, FY23 and FY24 Forecasted Operating Budgets are based on contractual escalators and other known changes in combination with a projected increase factor based on the trends of each category of expense. Next Steps April — May, 2019 Staff present at Member Agencies' Committee and Board meetings as requested June 14, 2019 FY20 Proposed Budget to Board for Adoption Budget Impact There is no budgetary impact as a result of this report. Approval to transmit the Proposed Budget to the Member Agencies for review and adoption is the next step in the FY20 Budget Development process. The FY20 Proposed Budget will then be presented to this Board for review and adoption at the June 14, 2019 meeting. Any actions taken by our Member Agencies prior to that meeting will be reported. From a public service viewpoint Metrolink is simply the best investment to reduce freeway traffic and improve air quality in Southern California. Because 85% of Metrolink riders can choose to drive, Metrolink removes 1-2 lanes of parallel freeway traffic in each direction during peak hours on the 5, 10, 60, 91, 101 and 134 freeways. Prepared by: Christine Wilson, Senior Manager Finance ,e 4,-(,( Ronnie Campbell Chief Financial Officer 365 FY 20 Proposed Operating Budget 0 ATTACHMENT ($000's) FY 18-19 Adapted Budget FY 19-20 Proposed Budget Variance FY20 Proposed vs FY19Adopted $ Variance % Variance Operating Revenue Farebox Revenue B2,904 87,739 4,835 5.8% Special Trains - 219 219 n/a Fare Reduction Subsidy 2,732 2,025 (706) -25.9% Subtotal -Pro Forma FareBox 85,636 89,983 4,347 5.1% Dispatching 2,120 2,172 52 2.5% Other Revenues 490 257 (233) -47.5❑/0 MOW Revenues 12,561 13,011 450 3.6❑/a Total Operating Revenue 100,806 105,423 4,617 4.6% Operating Expenses Operations & Services Train Operations 46,872 48,733 1,861 4.0% Equipment Maintenance 38,133 36,638 (1,496) -3.9% Contingency (Train Ops) - - - n/a Fuel 18,744 21,730 2,986 15.9❑/❑ Non -Scheduled Rolling Stock Repairs 260 160 (100) -38.5❑/❑ Operating Facilities Maintenance 1,684 1,749 65 3,9% Other Operating Train Services 482 977 495 102.7❑/0 Special Trains 793 793 n/a Rolling Stock Lease 336 230 (106) -31.4% Security- Sheriff 5,889 6,095 206 3.5% Security - Guards 2,450 2,552 102 4,2% Supplemental Additional Security 690 660 (30) -4.3❑/❑ Public Safety Program 389 421 32 8.2% Passenger Relations 1,732 1,797 65 17% TVM Maintenance/Revenue Collection 9,055 9,652 597 6.6❑/0 Marketing 5,380 1,769 (3,610) -67.1❑/❑ Media &External Communications 458 459 0,1% Utilities/Leases 3,473 2,695 (778) -22.4% Transfers to Other Operators 6,496 5,301 (1,195) -18.4❑/a Amtrak Transfers 2,400 2,400 - 0.0❑/n Station Maintenance 1,806 2,230 425 23.5❑/n Rail Agreements _ 5,400 6,362 963 17.8% Subtotal Operations & Services 152,129 153,404 1,276 0.8% Maintenance -of -Way MoW - Line Segments 40,711 46,254 5,543 13.6% MoW - Extraordinary Maintenance 591 712 121 20.6% Subtotal Maintenance -of -Way 41,301 46,966 5,665 13.7% Administration & Services Ops Salaries & Fringe Benefits 13,782 14,631 849 6,2❑/o Ops Non -Labor Expenses 7,635 8,792 1,156 15.1❑/0 lndirectAdministrative Expenses 17,096 20,755 3,659 21.4% Ops Professional Services 2,579 3,962 1,383 53.6% Subtotal Admin &Services 41,093 48,140 7,047 17.1❑/a Contingency (Non -Train Ops) 204 200 (4) -2,0% Total Operating Expenses 234,727 248,710 13,984 6.0% Insurance and Legal Liability/Property/Auto 11,418 11,906 488 4.3❑/a Net Claims / Si 4,000 1,000 (3,000) -75,0❑ib Claims Administration 1,211 1,252 41 3.4❑/n Net Insurance and Legal 16,629 14,158 (2,471) -14.9% TOTAL EXPENSE 251,356 262,869 11,5121 4.6% Net Loss (150,550) (157,445) (6,896) 4.6❑/❑ Ail Member Subsidies 150,550 157,445 6,896 4.6% Surplus / (Deficit) - - n/a !Numbers may not foot due to rounding. 366 Historical Actual and Budgeted Operating Statements ATTACHMENT B FY2015.16 FY2016-17 FY2017-18 FY2018.19 FY2019.20 Oinu n's) Actual Actual Actual Adopted Budget Proposed Budget FY19-20 Proposed Budget vs. FY18-19 Adopted Budget Variance % Operati ng Revenue Farebox Revenue 83,652 82,883 82,542 82,904 87,739 4,835 5.8% Special Trains - 219 219 n/a Fare Reduction Subsidy 873 490 157 2,732 2,025 (706) -25.9% Subtotal -Pro Forma FareBox 84,524 83,373 82,699 85,636 89,983 4,347 5.1% Dispatching 2,120 2,016 2,133 2,120 2,172 52 2.5% Other Revenues 429 762 463 490 257 (233) -47.5%u MOW Revenues 12,434 12,384 12,789 12,561 13,m 450 3,6% Total Operating Revenue 99,507 98,535 98,084 100,806 105,423 4,617 4.60/0 Operating Expenses Operations &Services Train Operations 41,887 41,616 42,116 46,872 48,733 1,861 4.0% Equipment Maintenance 33,751 35,422 34,242 38,133 36,638 (1,496) -3.99/n Contingency (Train Ops) - - n/a Fuel 17,381 18,207 17,577 18,744 21,730 2,986 15.9% Non -Scheduled Rolling Stock Repairs 136 1 56 260 160 (100) -38.5% Operating Facilities Maintenance 1,149 1,475 1,493 1,684 1,749 65 3.9% Other Operating Train Services 239 449 722 482 977 495 102.7% Special Trains 793 793 n/a Rolling Stock Lease 638 230 11 336 230 (106) -31.4% Security - Sheriff 4,912 5,511 5,662 5,889 6,095 206 3.5% Security - Guards 1,685 1,283 1,931 2,450 2,552 102 4.2% Supplemental Additional Security - 520 227 690 660 (30) -4.3%u Public Safety Program 217 203 193 389 421 32 8.2% Passenger Relations 1,748 1,868 1,723 1,732 1,797 65 3.7% TVM Maintenance/Revenue Collection 6,554 7,934 13,188 9,055 9,652 597 6.6% Marketing 1,137 716 1,307 5,380 1,769 (3,610) -67.1% Media & External Communications 343 249 320 458 459 0.1% Utilities/Leases 2,046 2,614 2,804 3,473 2,695 (778) -22.4% Transfers to Other Operators 6,488 6,003 3,818 6,496 5,301 (1,195) -18.4% Amtrak Transfers 1,287 1,307 1,678 2,400 2,400 GM%a Station Mal ntenance 1,419 1,196 1,575 1,806 2,230 425 23,5% Rail Agreements 5,207 5,155 4,938 5,400 6,362 963 17.8% Subtotal Operations&Services 128,223 131,960 130,582 152,129 153,404 1,276 0.8%a Maintenance -of -Way MoW - Line Segments 37,936 37,355 42,411 40,711 46,254 5,543 13.6% MoW - Extraordinary Maintenance 1,518 1,260 594 591 712 121 20.6% Subtotal Maintenance -of -Way 39,453 38,615 43,005 41,301 46,966 5,665 13.7% Administration & Services Ops Salaries & Fringe Benefits 12,892 13,808 12,507 13,782 14,631 849 6.2% Ops Non -Labor Expenses 5,322 5,046 5,890 7,63S 8,792 1,156 15.1% indirectAdministrative Expenses 12,417 14,090 19,333 17,096 20,755 3,659 21.4% Ops Professional Services 2,019 1,963 2,687 . 2,579 3,962 1,383 53.6% Subtotal Admin &Services 32,651 34,907 40,417 41,093 48,140 7,047 17.19/a Contingency (Non -Train Ops) 47 2 151 204 200 (4) -2.0% Total Operating Expenses 200,374 205,481 214,019 234,727 248,710 13,984 6.0% insurance and Legal Liabiilty/Property/Auto 11,634 11,061 9,748 11,418 11,906 488 4,3%0 NetClaims/SI 3,855 5,115 8,551 4,00G 1,000 (3,000) -75,0% Claims Administration 421 704 585 1,211 1,252 41 3.4% Net Insurance and Legal 15,909 16,880 18,803 16,629 14,158 (2,471) -14.9% Total Expense Before BNSF 216,283 222,364 232,902 251,356 262,869 11,512 4.6% Loss Before BNSF (116,776) (123,829) (134,818) (150,550) (157,445) (6,896) _ 4.6% Member Subsidies Operations 109,003 119,148 124,736 133,920 143,287 9,367 7.0% insurance 18,079 16,787 17,663 16,629 14,158 (2,471) -14,9% Total Member Subsidies 127,082 135,934 142,399 150,550 157,445 6,896 4.6% Surplus / (Deficit) Before BNSF 10,306 12,106 7,581 1 1 BNSF LEASED LOCOMOTIVE COSTS - I n/a Total BNSF Lease Loco Expenses 10,397 5,669 n/a Member BNSF Lease Subsidies 11,545 6,055 - - I n/a Surplus / (Deficit) -BNSF Lease 1,148 386 - - - - n/a TOTAL EXPENSE 226,680 228,032 232,902 251,356 262,869I 11,512 4.6%a Net Loss (127,173) (129,498) (134,818) (150,550) (157,445) (6,896) 4.6% All Member Subsidies 138,627 141,989 142,399 150,550 157,445 6,896 4,6% Surplus / (Deficit) 11,454 12,491 7,581 - - - n/a Numbers may not foot due to rounding. 367 FY2019-20 Proposed Operating Budget by Member Agency ATTACHMENT C ($000s) FY2019-20 PROPOSED BUDGET - MEMBER ALLOCATION Metro OCTA RCTC SBCTA VCTC Total Operating Revenue Farebox Revenue $ 42,967 $ 24,374 $ 8,134 $ 9,891 $ 2,373 $ 87,739 Special Trains 97 54 45 18 5 219 Fare Reduction Subsidy 1,187 - - 839 - 2,025 Subtotal -Pro Forma FareBox 44,250 24,427 8,179 10,748 2,378 89,983 Dispatching 1,122 717 8 64 262 2,172 Other Revenues 123 54 28 36 17 257 MOW Revenues 7,696 2,613 670 1,553 479 13,011 Total Operating Revenue 53,191 27,812 8,884 12,401 3,135 1 105,423 Operating Expenses Operations & Services Train Operations 25,633 10,888 5,317 5,154 1,742 48,733 Equipment Maintenance 18,025 8,451 4,356 4,255 1,552 36,638 Fuel 10,740 5,906 2,283 2,183 618 21,730 Non -Scheduled Rolling Stock Repairs 83 38 16 18 5 160 Operating Facilities Maintenance 905 416 173 200 55 1,749 Other Operating Train Services 486 134 116 164 77 977 Special Trains 303 226 223 37 5 793 Rolling Stock Lease 109 46 26 33 17 230 Security -Sheriff 3,198 1,212 939 628 119 6,095 Security - Guards 1,211 440 380 268 254 2,552 Supplemental Additional Security 324 180 60 79 17 660 Public Safety Program 200 73 63 44 42 421 Passenger Relations 857 501 169 209 59 1,797 TVM Maintenance/Revenue Collection 4,137 2,104 1,596 1,234 581 9,652 Marketing 825 479 193 197 75 1,769 Media & External Communications 218 79 68 48 46 459 Utilities/Leases 1,278 464 401 283 268 2,695 Transfers to Other Operators 2,973 1,192 378 600 159 5,301 Amtrak Transfers 767 1,526 2 3 101 2,400 Station Maintenance 1,378 304 147 303 98 2,230 Rail Agreements 2,215 1,895 1,533 383 337 6,362 Subtotal Operations & Services 75,865 36,554 18,437 16,321 6,228 153,404 Maintenance -of -Way MoW - Line Segments 24,352 9,311 3,423 6,388 2,780 46,254 MaW - Extraordinary Maintenance 417 102 68 76 49 712 Subtotal Maintenance -of -Way 24,769 9,413 3,491 6,464 2,829 46,966 Administration & Services Ops Salaries & Fringe Benefits 6,941 2,531 2,171 1,538 1,451 14,631 Ops Non -Labor Expenses 4,457 1,939 965 1,002 429 8,792 Indirect Administrative Expenses 9,846 3,576 3,088 2,179 2,065 20,755 Ops Professional Services 1,880 683 590 416 394 3,962 Subtotal Admin & Services 23,123 8,729 6,813 5,135 4,339 48,140 Contingency 95 34 30 21 20 200 Total Operating Expenses 123,853 54,730 28,771 27,941 13,416 1 248,710 Insurance and Legal Liability/Property/Auto 6,161 2,834 1,175 1,359 377 11,906 Net Claims / SI 517 238 99 114 32 1,000 Claims Administration 648 298 124 143 40 1,252 Total Net Insurance and Legal 7,326 3,370 1,398 1,616 448 1 14,158 Total Expense 131,179 58,100 30,168 29,557 13,865 1 262,869 Member Subsidies 1 Total Member Subsidies $ 77,988 1$ 30,288 1$ 21,284 I$ 17,156 $ 10,729 1$ 157,445 Numbers may not foot due to rounding. 368 FY2019-20 Proposed Operating Budget by Line ATTACHMENT D woos) FY2019.20 PROPOSED BUDGET - LINE ALLOCATION San Bernardino Ventura County Antelope Valley Riverside Orange County OC MSEP 1E0C 91/PVL Total Operating Revenue FarehoxRevenue $ 19,165 $ 6,539 $ 13,141 $ 8,968 $ 24,707 $ 416 $ 7,862 $ 6,941 $ 87,739 Special Trains 33 14 31 11 42 - 57 31 $ 219 Fare Reduction Subsidy 2,025 - - - - - - 2,025 Subtotal -Pro Forma FareOox 21,223 6,553 13,172 8,979 24,748 416 7,919 6,972 89,983 Dispatching 165 549 369 6 1,029 16 18 31 2,172 Other Revenues 57 36 41 33 46 1 34 10 257 MOW Revenues 3,496 1,535 3,96E 299 1,669 187 1,122 733 13,011 Total Operating Revenue 24,942 8,664 17,550 9,317 27,493 619 9,092 7,746 105,423 Operating Expenses Operations & Services Train Operations 10,456 5,011 10,397 3,070 7,326 959 5,372 6,142 48,733 Equipment Maintenance 8,135 3,799 7,342 2,654 5,247 1,342 4,335 3,784 36,63E Fuel 4,381 1,880 4,583 1,291 3,964 913 2,663 2,055 21,730 Non -Scheduled Rolling Stock Repairs 38 14 34 11 25 5 19 13 160 Operating Facilities Maintenance 411 153 375 123 276 56 212 142 1,749 Other Operating Train Services 313 129 140 116 60 21 88 109 977 Special Trains 72 17 79 11 112 - 189 314 793 Rolling Stock Lease 50 35 37 32 39 - 31 7 230 Security -Sheriff 1,342 330 1,730 265 812 122 674 821 6,095 Security - Guards 372 424 461 382 196 70 289 357 2,552 Supplemental Additional Security 144 49 99 67 186 3 60 52 660 Public Safety Program 61 70 76 63 32 12 48 59 421 Passenger Relations 419 153 295 140 414 18 234 124 1,797 TVM Maintenance/Revenue Collection 1,790 1,355 1,572 931 1,004 410 1,367 1,222 9,652 Marketing 415 140 233 130 445 16 177 212 1,769 Media & External Communications 67 76 83 69 35 13 52 64 459 Utilities/Leases 393 448 487 404 207 74 305 377 2,695 Transfers to Other Operators 1,241 443 1,177 453 1,401 - 174 413 5,301 Amtrak Transfers - 309 - - 2,091 - - 2,400 Station Maintenance 640 289 462 194 392 14 39 201 2,230 Rail Agreements - 627 - 1,939 1,131 12 1,044 1,609 6,362 Subtotal Operations & Services 30,743 15,749 29,662 12,347 25,397 4,059 17,370 18,077 153,404 Maintenance -of -Way MoW - Line Segments 13,393 7,447 9,865 1,246 5,930 653 4,165 3,556 46,254 MoW - Extraordinary Maintenance 162 113 138 77 101 8 82 31 712 Subtotal Maintenance -of -Way 13,555 7,560 10,003 1,323 6,031 660 4,247 3,507 46,966 Administration & Services Ops Salaries & Fringe Benefits 2,142 2,423 2,648 2,184 1,13E 399 1,656 2,040 14,631 Ops Non -Labor Expenses 1,846 927 1,767 761 1,323 218 1,012 938 8,792 Indirect Administrative Expenses 3,028 3,449 3,748 3,109 1,598 569 2,349 2,904 20,755 Ops Professional Services 578 659 716 594 305 109 449 554 3,962 Subtotal Admin & Services 7,595 7,45E 8,880 6,647 4,364 1,295 5,466 6,435 48,140 Contingency 29 33 36 30 15 5 23 28 200 Total Operating Expenses 51,922 30,800 48,581 20,347 35,807 6,020 27,105 28,120 2413,710 insurance and Legal Liability/Property/Auto 2,797 1,040 2,555 837 1,881 384 1,444 969 11,906 Net Claims /SI 235 87 215 70 158 32 121 81 1,000 Claims Administration 294 109 269 88 198 40 152 102 1,252 Total Net Insurance and Legal 3,326 1,237 3,038 995 2,237 456 1,717 1,152 14-458 Total Expense 55,248 32,037 51,619 21,343 30,044 6,476 28,822 29,280 262,869 Member Subsidies Total Member Subsidies $ 30,306 $ 23,373 $ 34,068 $ 12,025 $ 10,551 $ 5,858 $ 19,730 $ 21,533 $ 157,445 Numbers may not foot due to rounding. 369 History of actual and budgeted Operating Subsidy with variances, and analysis of FY20 vs FY19 Net Local Subsidy by Member Agency ATTACHMENT E Total Net Local Subsidy Metro Share OCTA share RCTC Share SBCTA Share VCTC Share FY19 ADOPTED BUDGET $150,549,696 $75,119,648 $29,403,103 $19,659,705 $16,111,081 $10,256,160 FY20 PROPOSED BUDGET $157,445,412 $77,988,159 $30,287,870 $21,284,172 $17,156,036 $10,729,175 YEAR OVER YEAR CHANGE Total Net Local Subsidy Metro Share OCTA share RCTC Share SBCTA Share VCTC Share FY20 vs FY19 $ Increase $6,895,716 $2,868,511 $884,767 $1,624,468 $1,044,955 $473,015 %Increase 4,6% 3.8% 3.0% 8.3% 6,5% 4,6% Whole numbers are provided as requested by Member Agencies for their board approval and budget adoption. 370 ATTACHMENT F METRDLtNK. FY2019-20 REHABILITATION CARRYOVER PROJECTS PROJECT # SUBDIVISION CATEGORY PROJECT NAME METRO OCTA RCTC SBCTA VCTC TOTAL CARRYOVER 514001 Systemwide Signage 91-LA- RR CMS & PA System 17,418 - - - - 17,418 514002 Olive Track Tie & Track RR - 68,204 - - - 68,204 514003 Orange Communications Communication & Equipment - - - 8,472 - 8,472 514004 Orange Safety Fencing at San Clemente - 6,351 - - - 6,351 514005 Orange Signal Signal & Grade Crossing Rehabilitation - 650 - - - 650 514006 Orange Structures Design Santiago Creek - 3,254 - - - 3,254 514007 Orange Track Wood Crossties - 17,752 - - - 17,752 514008 Orange Track Track & Curve - 1,491 - - 2,974 4,466 514009 Orange Signage CIS/Signage - - - 24,616 - 24,616 514010 Orange & Olive Signal Signal & Gate Detector - 51,107 - - - 51,107 514011 Orange Structures ROW Grade, Ditching, Fencing - 711 - - - 711 514012 Pasadena Track Timber Crossties 2,681 - - - - 2,681 514013 San Gabriel Communications Communication & Equipment 6,579 - - 4,386 - 10,965 514014 San Gabriel Structures Fencing at Fontana, ROW Grading 13,480 - - 8,986 - 22,466 514015 San Gabriel Signage CMS and PA System 9,549 - - 6,004 - 15,553 514016 San Gabriel 'Signal Detector, Crossing Gates 13,064 - - 8,709 - 21,773 514017 San Gabriel Track Wood Crossties - - - 45,863 68,820 114,683 514018 Valley Communications Communication & Equipment - - - - 11,840 11,840 514024 Valley Track Rail and Curves 4,730 - - - - 4,730 514027 Ventura - LA County Signal EC4-EC5, Crossing 4,244 - - - - 4,244 514028 Ventura - LA County Structures ROW Grading, ETC 562 - - - - 562 514029 Ventura - LA County Track Rails & Joints 88 - - - - 88 514030 Ventura - LA County Track Curve 130 3,905 - - - - 3,905 514032 Ventura - VC County Signal Light Fixtures 2,062 - - - - 2,062 514034 Ventura - VC County Signal Signals, Gates 7,906 - - - 13,315 21,222 514035 Ventura - VC County Structures Culvert, Bridges 2,556 - - - - 2,556 514036 Ventura - VC County Track Crossing MP 436.1 47,629 - - - - 47,629 514037 River Communications Communication Upgrade 14,890 5,396 3,015 3,920 - 27,221 514038 River Structures Fencing, ROW Grading 46,993 19,589 10,981 14,246 - 91,809 514039 River Signal Signal/Gates/CP First RR 11,948 4,980 2,792 3,622 - 23,342 514040 Systemwide Communications Facility MOC, TCOSF 1,050 380 213 277 - 1,920 514041 Systemwide Communications Communication, Train Control 708 244 137 178 - 1,267 514042 Systemwide Facilities Tables, Wheel TM 20,189 7,308 4,097 5,315 - 36,909 514043 Systemwide Rolling Stock Fuel Tanker Truck 2,243 708 397 514 - 3,861 ATTACHMENT F 371 PROJECTI # SUBDIVISION CATEGORY PROJECT NAME METRO OCTA RCTC SBCTA VCTC TOTAL CARRYOVER 514044 (Systemwide Facilities EMF Fuel System 16,178 1,743 962 1,269 - 20,173 514045 Systemwide Facilities Storage Racks, Cont. 2,062 747 418 543 - 3,770 514046 Systemwide IT Online, Onboard Ticket Sales 19,621 15,628 10,266 11,260 - 56,775 514047 Systemwide IT Data Warehouse 23,929 9,975 5,592 7,254 - 46,750 514048 Systemwide Facilities TAM Plan, FTAMAP21 1,274 - - - - 1,274 514049 Systemwide IT Ticket Sales Solution 1,537 574 321 16,190 32 18,654 514055 Systemwide Signal Signals, Grade Crossing 2,801 1,168 655 849 - 5,473 514056 Systemwide Track CMF West,Track, Crossing 1,569 654 367 476 - 3,066 514057 Systemwide Track Track Meas/TestlRail Grind 54,296 22,633 12,688 I 16,460 I - 106,077 514058 Systemwide Vehicle 3 Tire Vehicle Replacement 3,132 - - 3,132 514059 Systemwide Vehicle 3 Vehicle, Buy 18 Vehicle 1,841 863 486 616 - 3,806 514060 Orange Track Transition Rails, Joints - 5,239 - - - 5,239 514061 San Gabriel Track Transition Rails, Joints - - - 17,099 26,338 43,436 514062 River Track Rails, Joints 16,541 6,896 3,107 5,015 - 31,559 514063 Valley Security Fencing Lancaster Station 63,604 - - - - 63,604 514065 Systemwide Track Track Measurement 10,250 3,710 2,080 2,698 - 18,739 514066 Ventura - LA County Track Tunnel 26 Drainage 967 - - 2,362 3,329 515100 Olive Track Culvert & Bridge - 167,553 - - - 167,553 515101 Olive Track Ground Penetrating Radar - 178 - - - 178 515102 Orange & Olive Communications Communication System - 14,152 - - - 14,152 515104 Orange Structures ROW Maintenance - 11,178 - - - 11,178 515105 Orange Structures Culvert & Bridge - 1,538,392 - - - 1,538,392 515107 Orange Track Ground Penetrating Radar - - - 13,509 - 13,509 515108 Orange Track Tie - 57,281 - - - 57,281 515109 Pasadena Signal Signal Rehabilitation 6,829 - - - 6,829 515112 Orange Structures Grade Crossing 44,797 - - - - 44,797 515113 Riverside Facilities Layover Improvements - - 418,907 - - 418,907 515114 San Gabriel Communications Communication System 7,397 - - 4,931 - 12,328 515115 San Gabriel Signal Signal Rehabilitation 14,554 - - 2,103 - 16,656 515116 San Gabriel Structures ROW Maintenance 2,756 - - 1,837 - 4,593 515117 San Gabriel Track Ground Penetrating Radar 5,773 - - 3,848 - 9,621 515118 San Gabriel Track Track Rehabilitation 45,124 - - 30,083 - 75,207 515124 Valley Structures ROW Maintenance 102 - - - - 102 515126 Valley Track Ground Penetrating Radar 2,854 - - - - 2,854 515127 Ventura - LA County Communications Communication System 42,186 - - - - 42,186 515132 Ventura - LA County Track Ground Penetrating Radar 62 - - - - 62 515133 Ventura - VC County Communications Communication System 10,295 - - - 863 11,158 515134 Ventura - VC County Signal Cable Replacement - - - - 5,625 5,625 515137 Ventura - VC County Track Sequoia AV Crossing - - - - 20,255 20,255 515138 River Communications Communication Rehabilitation 1,342 559 314 407 203 2,825 372 ATTACHMENT F PROJECT # SUBDIVISION CATEGORY PROJECT DAME METRO OCTA RCTC SBCTA VCTC TOTAL CARRYOVER 515139 River Signal Cable Replacement 1,250 521 292 379 189 2,631 515141 River StructuresB86:C100 ROW Maintenance 25,084 8,475 - 6,164 3,082 42,805 515142 River Track Ground Penetrating Radar 2,211 2,734 1,439 1,699 4,881 12,965 515143 River Track Rail Replacement 2,584 1,077 - 1,387 392 5,441 515145 Systemwide Facilities Upgrade CMF Sanding System 2,047 853 478 621 310 4,310 515147 Systemwide Rolling Stock PH/PHI Loco Overhaul 431 431 237 308 737 2,144 515148 Systemwide Rolling Stock Rail Car Battery 29,696 7,332 - - - 37,028 515151 Systemwide Rolling Stock Overhaul of Gen 1 Railcars 6,194 65,120 69,420 111,990 45,020 297,744 515152 Systemwide Communications PTC Comm & Signal Rehab - 15,214 8,529 11,065 42,030 76,838 515154 Systemwide Track Track Measurement & Test - 3,672 2,059 2,671 10,145 18,546 515155 Systemwide Track Rail Grinding 3,011 1,255 704 913 456 6,338 515159 Valley Track Tunnel 25 Drainage 15 - - - 2,207 2,222 515412 San Gabriel Track Purchase Rail 4 Installation in SBC - - - 46,492 - 46,492 515510 Orange & Olive Track Rail Resurface - 960 - - - 960 516069 Systemwide Facilities Replace NOX2 Monitoring System - - 3,985 3,072 7,058 516130 Ventura - VC County Signal Eleclogic+Crossing Rehab - - - - 14,270 14,270 516410 San Gabriel Track Track Rehabilitation - - - 78,007 - 78,007 516510 Olive Track Rail Grinding - 1,575 - - 1,575 516511 Olive Track Track Panel Replacement - 12,560 - - - 12,560 516610 Orange Track Rail Grinding - 2,082 - - - 2,082 516612 Orange Track Track Panel Replacement - 31,799 - - - 31,799 516621 Orange Structures San Juan Creek Bridge - 1,200,000 - - - 1,200,000 516640 Orange Communications Signal & Grade Rehabilitation - 26,167 - - - 26,167 516819 Redlands Track Track Rehabilitation - - 75,569 - 75,569 516820 Riverside Facilities Downtown Riverside Layover Improvements - - 35,495 - - 35,495 516930 Perris Valley Signal Signal Engineering - - 60,417 - - 60,417 516931 Perris Valley Signal Signal Replacement Parts & Grade Crossing - 90,099 - 90,099 516940 Perris Valley Communications Communication Systems - - 4,648 - - 4,648 517030 Systemwide Facilities Replacement Signal Shelter Locks 28,886 12,041 6,750 8,757 4,379 60,813 517040 Systemwide Communications Communication & PTC Upgrade 133,146 55,501 31,114 40,364 20,182 280,308 517050 Systemwide Rolling Stock Bombardier HVAC Overhaul 340,257 141,833 79,513 103,151 51,576 716,330 517051 Systemwide Facilities CMF Elevator Rehabilitation 32,284 13,457 7,545 9,786 4,893 67,965 517052 Systemwide Facilities Locomotive Wash Rack Drainage 748,819 312,139 174,988 149,488 74,744 1,460,178 517053 SB Shortway Facilities New LTG & Forklift 179,235 74,713 41,884 54,337 - 350,168 517054 Systemwide Facilities Rehabilitation Canopies 2-4 LAUS 452,255 188,792 105,839 137,303 68,651 952,840 517055 Systemwide Facilities Rehabilitation Canopy 5 LAUS 361,075 158,848 89,051 115,526 57,763 802,263 517110 Ventura - VC County Track Replacement Rail Curve 437.76 - - - - 111,463 111,463 517122 Ventura - VC County Structures Replacement Culvert MP 436 - - - - 39,044 39,044 517130 Ventura - VC County Signal Replacement Signal Battery & Cables - - - - 294,145 294,145 517140 Ventura - VC County Communications Communication Signage Rehabilitation - - - 138,277 138,277 ATTACHMENT F 373 PROJECT # SUBDIVISION CATEGORY PROJECT NAME METRO OCTA ROTC SBCTA VCTC TOTAL CARRYOVER 517310 Valley Track Replacement Rail & Ties 59,565 - - - 59,565 517330 Valley Signal Rehabilitation Signai Cont Units 2,360 - - - 2,360 517410 San Gabriel Track Tie Panel Replacement 85,144 - - 56,702 - 141,846 517420 San Gabriel Structures Culvert Rehabilitation 133,605 - - 89,070 - 222,675 517431 San Gabriel Signal Signal Rehabilitation 14,891 - - 9,927 - 24,818 517440 San Gabriel Communications Communication Rehabilitation 7,890 - - 5,260 - 13,150 517610 Orange Track Replacement Rail MP 201-207 - 187,482 - - - 187,482 517620 Orange Structures Replacement 36" Pipe 201.4 - 411,929 - - - 411,929 517640 Orange & Olive Communications Rehabilitation Signage - 21,687 - - - 21,687 517710 River Sub - East Bank Track Replacement Rail and Ties 106,552 26,240 24,900 32,302 16,151 206,144 517711 River Track Replacement Turnouts 49,648 20,695 11,602 15,051 7,526 104,522 517712 River Sub - East Bank Track Rail & Tie - EB Zone 2 194,514 81,083 45,459 58,942 29,490 409,488 517713 River Sub - East Bank Track Tie & Rail - EB Zane 3 27,966 11,656 6,536 8,477 4,240 58,875 517731 River Sub - East Bank Signal Signal Controls Rehabilitation - EB 38,419 16,014 8,978 11,647 5,824 80,883 517740 River Sub - East Bank Communications Communication Rehabilitation - EB 3,908 1,629 909 1,183 594 8,223 517940 PVL Communications Communication & PTC Rehabilitation - - 58,821 - - 58,821 518050 Systemwide Rolling Stock Bombardier (Sentinel) Overhaul 6,734,259 2,807,122 1,573,690 1,958,734 979,368 14,053,174 518110 Ventura - VC County Track Replacement Tie+Ballast - - - - 1,448,098 1,448,098 518140 Ventura - VC County Communications Wayside Communication System Replacement - - - - 25,441 25,441 518620 Orange Structures Culvert Replacement - San Clemente - 966,585 - - - 966,585 518630 Orange Track Grade Crossing Rehabiiitation - 295,291 - - _ - 295,291 518640 Orange & Olive Communications Wayside Communication System Replacement - 108,337 - - - 108,337 518940 PVL Communications Wayside Communication System Replacement - - 29,955 - - 29,955 519010 Systemwide Track Rail Grinding 1,028,584 195,354 201,868 261,883 130,941 1,818,630 519011 Systemwide Track Track Asset Condition Assessments 340,884 142,095 79,659 103,342 51,671 717,651 519012 Systemwide Track SOGR Prioritization 499,703 - 82,418 106,920 53,460 742,500 519020 River Structures Arroyo Seco Bridge Design 587,813 245,025 137,363 178,200 89,100 1,237,500 519031 Systemwide Signal Back Office Hardware & Software Replacement 752,885 - 124,176 161,093 80,546 1,118,700 519032 Systemwide Signal Back Office Systems Upgrades & Testing 398,096 - 65,659 85,180 42,590 591,525 519033 Shartway Signal Grade Crossing Rehabilitation 551,385 229,840 128,859 167,155 - 1,077,239 519034 Shortway Facilities EMF Improvement 450,606 187,831 105,307 136,604 - 880,348 519040 Systemwide Communications PTC Software Updates 732,897 - 120,879 156,816 78,408 1,089,000 519041 Systemwide Facilities PTC Lab Systems Support &Testing 1,029,828 166,127 197,253 255,895 127,948 1,777,050 519050 Systemwide Rolling Stock Bombardier Midlife Overhaul 12,743,081 748,886 2,225,273 2,886,840 1,443,420 20,047,500 519051 Systemwide Rolling Stock Locomotive & Cab Car Camera & DVR Replc 517,216 215,597 120,865 156,798 78,399 1,088,876 519052 Systemwide Rolling Stock Overhaui ROTEM Side Door Motors 271,569 113,202 63,461 82,328 41,164 571,725 519053 Systemwide Rolling Stock HAVC Overhaul -40 ROTEM Cars 522,965 217,994 122,209 158,541 79,270 1,100,979 519054 Systemwide Rolling Stock Rubber Window Gaskets Replc- 50 ROTEM 312,951 130,451 73,132 94,874 47,437 658,845 519055 Systemwide Rolling Stock Push Back Coupler Overhaul - ROTEM 1,639,762 683,522 383,186 497,107 248,553 3,452,130 519060 Systemwide Facilities CMF Car Shop Jacks 449,285 109,622 92,182 119,588 59,794 830,471 374 ATTACHMENT PROJECT # SUBDIVISION CATEGORY PROJECT NAME METRO OCTA RCTC SBCTA VCTC TOTAL CARRYOVER 519061 Systemwide Facilities CM Public Address System 79,753 - 13,154 17,064 8,532 116,503 519062 Systemwide Facilities Renovate Restrooms CM & MOC 428,304 178,535 100,088 129,844 64,922 901,692 519063 Systemwide Vehicle MOW Vehicle Replacement 1,083,829 128,759 199,996 259,455 129,727 1,801,765 519064 Systemwide Facilities Station Envelope Repairs/Replacement 269,973 129,611 53,995 86,427 53,995 594,000 519070 Systemwide lT Switch Equipment Replacement 117,421 48,946 27,440 35,597 17,799 247,203 519090 Systemwide Track Enterprise Asset Management Migration 553,484 230,716 129,341 167,793 83,897 1,165,230 519091 Systemwide IT WM Components 94,050 39,204 21,978 28,512 14,256 198,000 519092 Systemwide IT Condition Based Maintenance Test Equipment 50,720 - 8,366 10,852 5,426 75,364 519093 Systemwide IT Maximo Asset Manasement System Upgrade 661,456 - 109,096 141,530 70,765 982,847 519120 Ventura - VC County Structures Arroyo Simi 1st Crossing Scour Protection - - - - 1,504,755 1,504,755 519130 Ventura - VC County Structures Grade Crossing & Tunnel 26 Electrical Rplc - - - 1,008,137 1,008,137 519140 Ventura - VC County Structures Wayside Communication System Replacement - - - - 86,624 86,624 519160 Ventura - VC County Structures Replace Moorpark Trailer (Crew Base) - - - - 1,527,187 1,527,187 519210 Ventura - LA County Track Track Rehabilitation 1,539,501 - - - - 1,539,501 519211 Ventura - LA County Track Station Pedestrian Crossing 248,292 - - - - 248,292 519220 Ventura - LA County Track ROW Grading/Ditching 221,612 - - - - 221,612 519230 Ventura - LA County Signal Tunnel 26 Electrical Service Replacement 355,123 - - - - 355,123 519240 Ventura - LA County Communications Wayside Communication System Replacement 49,500 - - - - 49,500 519310 Valley Track Tunnel 25 Track Rehab 742,138 - - - - 742,138 519320 Valley Track ROW Grading/Ditching 221,612 - - - - 221,612 519330 Valley Signal Signal Rehabilitation 695,435 - - - - 695,435 519340 Valley Communications Wayside Communication System Replacement 99,000 - - - - 99,000 519410 San Gabriel Track Track Rehabilitation 2,565,189 - - 1,710,126 - 4,275,315 519411 San Gabriel Track Replace Turnouts 1,391,089 - - 927,392 - 2,318,481 519420 San Gabriel Structures Bridge Replacement 459,756 - - 306,504 - 766,260 519430 San Gabriel Signal Signal Rehabilitation 2,225,350 - - 1,483,566 - 3,708,916 519440 San Gabriel Communications Wayside Communication Replacement Parts 193,050 - - 128,700 - 321,750 519510 Orange & Olive Track Track Rehabilitation - 5,168,790 - - 5,168,790 519520 Orange & Olive Track ROW Grading/Ditching - 207,653 - - - 207,653 519620 Orange Structures San Juan Creek Bridge Replacement - 17,402,153 - - - 17,402,153 519621 Orange Structures Bridge Replacement Design MP200,2 - 989,901 - - - 989,901 519630 Orange Signal Signal Rehabilitation - 1,497,132 - - - 1,497,132 519640 Orange Communications Communication Rehabilitation - 346,356 - - - 346,356 519710 River Track LAUS Rehabilitation 1,253,920 - 206,813 268,298 134,149 1,863,180 519711 River Track Track Rehabilitation 1,330,337 554,541 310,879 403,302 201,651 2,800,710 519712 River Track LAUS Track & Signal Rehabilitation 2,363,006 985,001 552,197 716,364 358,182 4,974,750 519730 River Signal Signal Rehabilitation 1,589,612 111,222 280,524 363,923 181,961 2,527,242 519731 River Sub - East Bank Signal Signal Rehabilitation - River EB Zane 2 73,588 30,674 17,196 22,308 11,154 154,918 519732 River Sub - West Sank Signal Signal Rehabilitation - River WB Phase 1 1,557,663 371,528 318,171 412,763 206,381 2,866,406 519733 River Sub - East Bank Signal Replace AC Meter - River EB Zone 1 2,715 1,132 634 823 411 5,715 ATTACHMENT F 375 PROJECT # SUBDIVISION CATEGORY PROJECT NAME METRO OCTA RCTC SBCTA VCTC TOTAL CARRYOVER 519740 River Sub - West Bank Communications Communication Rehabilitation - RiverWB 118,801 21,748 23,181 30,073 15,037 208,841 519741 River Sub - East Bank Communications Communication Rehabilitation - River EB 9,367 3,905 2,189 2,840 1,420 19,720 519760 Systemwide Facilities LAUS West Portal Ticket Booth Expansion 284,501 118,592 66,483 86,249 43,124 598,950 519910 Perris Valley Track Track Rehabilitation - - 3,220,623 - - 3,220,623 519911 Perris Valley Structures Box Springs Area Drainage Assessment - 197,374 - - 197,374 519940 Perris Valley Communications Communication Rehabilitation - - 123,748 - - 123,748 591702 Ventura - LA County Track ROW Grading/Ditching - - - - 8,337 8,337 591704 Ventura - LA County Signal Signal Rehabilitation - - - - 719 719 591705 Systemwide Facilities CMF & EMF Material Hand Equipment 40,619 16,931 9,492 12,314 6,156 85,512 591706 Systemwide Vehicle Field Support Vehicle 179,340 74,756 41,909 54,368 27,184 377,557 591707 Systemwide Communications Replacement Switch Equipment 5,187 2,162 1,212 1,573 787 10,921 591708 River Track ROW Grading 21,675 9,035 5,065 6,571 3,285 45,631 591709 Systemwide Rolling Stock Sentinel LED Light Replacement 87,367 36,418 20,416 26,486 13,243 183,931 591710 Ventura -VC County Facilities Moorpark Layover Hrdngd - - - - 174,113 174,113 591711 Ventura - VC County Track Moorpark Pedestrian Crossing Pnls - - - - 38,798 38,798 591712 San Gabriel Track Sierra Avenue Grace Crossing 19,074 - - 9,187 - 28,261 591713 San Gabriel Track Juniper Avenue Grade Crossing 33,760 - - 16,441 - 50,201 591714 Orange Communications Laguna Niguel Station CIS - 26,892 - - - 26,892 591801 Orange Facilities Marine Sec Improvements - 22,898 - - - 22,898 591804 Ventura - VC County Facilities Safety Improvements - - - - 243,912 243,912 591805 San Gabriel Communications Conduit Discovery - - - 8,485 - 8,485 591901 Valley Track Tunnel 25 Urgent Rehabilitation 62,454 - - - - 62,454 591902 Orange Track Slope Stabilization - 1,682,933 - - - 1,682,933 592110 Ventura - VC County Track Track State of Good Repair - - - - 92,324 92,324 592111 Ventura - VC County Track Turnout at CP Santa Susana - - - - 227,141 227,141 592112 Ventura - VC County Track Katherine Road Crossing - - - - 309,783 309,783 592120 Ventura - VC County Structures Bridge and Culvert Rehab - - - - 1,103,547 1,103,547 592210 Ventura - LA County Track Tie i£ Turnout Replacement 396,583 - - - - 396,583 592220 Ventura - LA County Structures Bridge MP 458.71 1,477,300 - - - - 1,477,300 592221 Systemwide Structures SOGR Bridge Design 634 - - - - 634 592320 Valley Structures Bridge MP 50.64 614,170 - - - - 614,170 592321 Valley Structures Bridge MP 50.51 628,651 - - - - 628,651 592322 Valley Structures Bridge MP 50.77 632,654 - - - - 632,654 592323 Valley Structures Bridge MP 47.45 370,098 - - - - 370,098 592324 Valley Structures Bridge MP 50.46 632,284 - - - - 632,284 592326 Valley Structures Culvert MP 53.84 35,883 - - - - 35,883 592327 Valley Structures Culvert MP 54.13 19,710 _ - - - 19,710 592328 Valley Structures Culvert MP 66.78 256,779 - - - - 256,779 592420 San Gabriel Structures Replacement Bridge MP 40.12 SOGR 681,974 - - 454,650 - 1,136,624 592711 River Track Replacement CP Taylor Turnouts 80,038 33,363 18,704 24,264 12,132 168,502 376 ATTACHMENT F PROJECT # SUBDIVISION CATEGORY PROJECT NAME METRO OCTA RCTC SBCTA VCTC TOTAL CARRYOVER 592712 River Sub - East Bank Track Rail & Tie - East Bank Zane 1 46,124 19,226 10,768 13,990 6,995 97,103 592713 River Sub - East Bank Track Turnouts SOGR - EB Zone 2 32,843 13,694 7,679 9,954 4,987 69,157 593220 Ventura - LA County Structures Bridge 452.1 697,752 - - - - 697,752 593310 Valley Track LANG,ACTN TO,Ties 1,138,159 - - _ - - 1,138,159 593320 Valley Structures Bridge SOGR Phase 2 5,941,161 - - - - 5,941,161 593321 Valley Structures Culverts SOGR Phase 2 130,202 - - - - 130,202 593410 San Gabriel Track Lark Ellen Crossing 198,768 - 132,511 - 331,280 TOTAL 70,685,151 43,232,103 13,471,624 17,599,076 14,316,904 159,304,859 ATTACHMENT F 377 ATTACHMENT G M ETR ❑ LI NIG. FY2019-20 NEW CAPITAL CARRYOVER PROJECTS PROJECT # SUBDIVISION CATEGORY PROJECT NAME METRO OCTA RCTC SBCTA VCTC TOTAL CARRYOVER 414002 Valley Track Vinct/Acton 2nd Platform-Canst 191,244 - - - - 191,244 417005 San Gabriel Track Sierra Avenue Grade Crossing Improvement - - - 89,036 - 89,036 417006 San Gabriel Track Juniper Avenue Grade Crossing Improvement - - - 83,694 - 83,694 417007 Orange Signal CP 4th Street, Santa Ana - 986,262 - - - 986,262 418002 Orange Facilities OCMF Project Study Report - 59,511 - - 59,511 418003 Orange Signal San Juan Capistrano Siding - 3,788,651 - - - 3,788,651 418004 San Gabriel Communication Redlands Pass Rail PTC - - 5,117,707 - 5,117,707 418005 River Track CMF N END Connect Des 759,069 316,412 177,382 230,118 - 1,482,981 419001 Orange Facilities Irvine Maintenance Facility Phase l - 198,000 - - - 198,000 419002 Perris Valley Communication Santiago Peak Microwaves - - 198,000 - - 198,000 419003 Riverside Structures Riverside Layover Facility - - 167,706 - - 167,706 49'I901 San Bernardino Communication LCD Stgns - - 22,938 - 22,938 618001 Systemwide IT Ticket Vending Machine Replacement 9,839,485 1,859,158 3,619,066 2,979,891 4,751,913 23,049,514 TBD Systemwide Business Systems Project Studies 60,300 218,450 122,400 158,950 7,900 568,000 TOTAL 10,850,098 7,426,444 4,284,555 8,682,335 4,759,813 36,003,245 378 ATTACH M ENT G O cG CREATOR 1 BUSHMANM 2 BUSHMANM 3 BUSHMANM 4 BUSHMANM PROJECT REHABILITATION PROJECT PROPOSALS FOR FY2020 BUDGET - 04/18/19 SUBDIVISION MILE POSTS 1899 Rehab Valley 3.67 - _ 76.63 1900 Rehab San Gabriel 1.08- 33.68 1901 Rehab Ventura -LA 441.24- County 462.39 Orange 165.08- Worn High 29.2.30 1902 Rehab CONDITION I M PACT Worn ASSETTYPE High Track Worn High Track Worn- High Track Track PROJECT Valley Subdivision Track Rehabilitation San Gabriel Subdivision Track Rehabilitation TOTAL ORIGINAL REQUEST ATTACHMENT H VERSION 8: 04.18.19 FUNDED REQUEST j METRO OCTA RCTC SBCTA VCTC 10,820,000 9,674,706 TOTAL FUNDED REQUEST - 9,674,706 7,280,000 4,368,000 2,912,000 Ventura Subdivision (LA) 3,910,000 2,296,800 Track Rehabilitation Orange/Olive Subdivision Track Rehabilitation 7,230,000 - 7,230,000 5 BUSHMANM 1906 Rehab Ventura - VC 426A- Warn High Track Ventura Subdivision (VC) 1,870,000 County 441.24 Track Rehabilitation 6 LABRECHEP 1920 Rehab Ventura - LA 444.4- Worn High Signals Signal System 2,931,960 County 462.16 Rehabilitation - LA County 7,280,000 2,296,800 - 7,230,000 - 1,870 000 1,870,000 7 LABRECHEP 1921 Rehab Ventura - VC 426.4- Worn High Signals Signal System 1,755,870 - - - 1,755,870 1,755,870 County 442.62 Rehabilitation - Ventura County 8 LABRECHEP 1922 Rehab Ventura - LA 445.17 - Worn High Signals Grade Crossing Warning 2,248,260 County 461.46 System Rehabilitation - LA _ County 9 LABRECHEP 1923 Rehab Ventura - VC 426.97 - Worn High Signals Grade Crossing Warning 2,022,480 2,022,480 2,022,480 County 444.67 System Rehabilitation - Ventura County 10 HARRINGTONG 1928 Rehab All N/A Marginal Law Rolling Stock Overhaul Rotem Car Side 621,460 295,194 123,049 68,982 89,490 44,745 621,460 Door Mechanisms & Components 11 HARRINGTONG 1929 Rehab All N/A Marginal Low Rolling Stock HVAC Overhaul for Forty 1,301,110 618,027 257,620 144,423 187,360 93,680 1,301,110 (40) Rotem Passenger Cars Phase it 12 STEWARTM 1930 Rehab All N/A Worn High Rolling Stock Gen 1 HVAC Overhaul 928,000 440,800 183,744 (Additional40 Cars) 103,008 133,632 66,816 928,000 13 LABRECHEP 1931 Rehab Valley 4.8- Worn High Signals Signal System 3,980,400 1,609,745 - 1,609,745 76.62 Rehabilitation - Valley Subdivision 14 LABRECHEP 1932 Rehab Valley 5.81- Worn High Signals Grade Crossing Warning 2,171,030 695,984 - - 695,984 76.05 System Rehabilitation - Valley Subdivision ATTACHMENT H 379 0 CREATOR ■ 15 LABRECHEP PROJECT TYPE SUBDIVISION MILE POSTS 1934 Rehab San Gabriel 1.90- 57.6 CONDITION Worn IMPACT ASSET TYPE PROJECT High Signals TOTAL ORIGINAL REQUEST FUNDED REQUEST METRO OCTA RCTC SBCTA Signal System 1,411,330 846,798 564,532 Rehabilitation - San Gabriel Subdivision LA/SB County VCTC TOTAL FUNDED REQUEST 1,411, 330 16 LABRECHEP 1935 Rehab San Gabriel 12.70- Worn High Signals Grade Crossing Warning 4,548,035 2,728,821 - - 1,819,214 - 4,54-8,035 55_24 System Rehabilitation - LA/SB County 17 LIBRINGD 1943 Rehab Orange 165.08- Worn High Structures Orange County- 2,380,000 2,380,000 - - - 2,380,000 212.30 Structures Rehabilitation 18 CONLEYD 1944 Rehab San Gabriel 1.08- Marginal High Communicati ATCS/PTC/CiS/Backhaul 343,200 205,920 - 137,280 - 343,200 57.66 ons Rehabilitation San Gabriel 19 CONLEYD 1945 Rehab Orange 165.08- Marginal High Communicati ATCS/PTC/CiS/Backhaul 601,700 601,700 - - - 601,700 _ 212.30 ons Rehabilitation Orange 20 CONLEYD 1946 Rehab Valley 3.67- Marginal High Communicati ATCS/PTC/CiS/Backhaul 347,60G 347,600 - - - - 347,600 76.63 ons Rehabilitation Valley 21 LIBRINGD 1947 Rehab Ventura -VC 426.4- Worn High Structures Ventura County- 2,500,000 - - - 2,500,000 2,500,000 County 441.24 Structures Rehabilitation 22 LIBRINGD 1948 Rehab San Gabriel 1.08- Worn High Structures San Gabriel Subdivision- 2,313,000 1,387,800 _ 94200 2,313,000 56.52 Structures Rehabilitation 23 CONLEYD 1949 Rehab Ventura - VC 404.5- Marginal High Communicati ATCS/PTC/C1S/Backhaul 189,475 189,475 189,475 County 442.0 ons Rehabilitation Ventura 24 LIBRINGD 1950 Rehab Ventura - LA 441.24- Worn High Structures Ventura Subdivision - Los 2,854,000 County 462.39 Angeles County - Structures Rehabilitation 25 LIBRINGD 1951 Rehab Valley 3.67- Worn High Structures Valley Subdivision - Los 6,406,750 - - 76.63 Angeles County - Structures Rehabilitation 26 CONLEYD 1952 Rehab Ventura - LA 442.0- Marginal High Communicati ATCS/PTC/CIS/Backhaul 380,600 380,600 - - - - 380,600 County 462.39 ons Rehabilitation Ventura ALA} 27 CONLEYD 1954 Rehab San Jacinto 65.0- Good High Communicati ATCS/PTC/CIS/Backhaul 314,600 314,600 - - 314,600 (PVL) 85.40_ _ ons Rehabilitation PVL _ 28 CONLEYD 1956 Rehab River 0.0- Marginal High Communicati ATCS/PTC/CIS/Backhaul 248,600 118,085 49,223 27,595 35,793 17,899 248,600 485.20, ons Rehabilitation River 143.83 29 POGHOSYANE 1957 Rehab All N/A Worn High Non- MOW Vehicle 2,640,220 1,254,105 522,764 293,064 380,192 190,096 2,640,220 Revenue Replacement Fleet 30 POGHOSYANE 1958 Rehab All N/A Worn Low Facilities Facilities Rehabilitation 3,095,000 1,470,125 612,810 343,545 445,680 222,840 3,095,000 ATTACHMENT H 380 to 0 CREATOR 31 POGHOSYANE 32 AZEVEDOA 33 AZEVEDOA PROJECT TYPE SUBDIVISION 1959 Rehab All MILE POSTS N/A CONDITION IMPACT Worn Low ASSET TYPE Non - Revenue Replacement Fleet PROJECT MOW Total Lass Vehicle TOTAL ORIGINAL REQUEST FUNDED REQUEST Ai - METRO .l� OCTA RCTC SBCTA VCTC 508,000 241,300 100,584 56,38E 73,152 36,576 TOTAL FUNDED REQUEST 503,000 1979 Rehab All N/A Worn High Track Rail Grinding FY20 979,000 465,025 193,842 108,669 140,976 70,488 979,000 1981 Rehab All N/A Worn High Track Systemwide Lubrication 1,144,000 543,400 226,512 126,984 164,736 82,358 1,144,000 Study & Impiementation 34 HOLMANS 2004 Rehab Valley N/A Worn Low Signals Pedestrian Gates at Stations 1,500,015 1,500,015 1,500,015 35 HOLMANS 2019 Rehab All N/A Worn Low Non- Overhaul Current 1,000,020 475,010 198,004 111,002 144,003 72,001 1,000,020 Revenue Specialized MOW Fleet Equipment; Phase 1 84,775,715 31,963,859 12,679,851 1,698,261 8,153,245 9,235,335 63,730,550 ATTACHMENT H 381 O z CREATOR 1 LABRECHEP 2 HOLMANS 2001 Capital All 3 HOLMANS NEW CAPITAL PROJECT PROPOSALS FOR FY2020 BUDGET - 04/18/19 PROJECT TYPE SUBDIVISION 1942 Capital All MILE POSTS CONDITION ALL N/A IMPACT ASSET TYPE PROJECT Purchase & Set -Up Trailerized Back -Up Generator Set N/A Marginal Low Facilities Specialized Maintenance Equipment, Phase 1 N/A Signals 2082 Capital San Jacinto N/A N/A N/A Signals Riverside Yard Switch (PV L) 4 HARRINGTONG 2080 Capital All N/A Adequate Low Rolling Stock MP36 Locomotive Overhaul & Tier IV Conversion 5 HOLMANS 2081 Capital All N/A N/A N/A Facilities CMFand EMF modernization TOTAL ORIGINAL REQUEST ATTACHMENT VERSION 8: 04.18.19 FUNDED REQUEST METRO OCTA ROTC SBCTA VCTC TOTAL FUNDED REQUEST 105,930 50,317 20,974 11,758 15,254 7,627 105,930 1,100,030 522,514 217,806 122,103 158,404 79,202 1,100,030 434,000 150,750 212,508 70,742 434,000 650,000 308,750 128,700 72,150 93,600 46,800 650,000 750,000 356,250 148,500 83,250 108,000 54,00D 750,000 3,039,960 1,388,581 515,980 501,770 446,000 187,629 3,039,960 ATTACHMENT I 382 FY2020-21 Forecast - Operating Budget by Member Agency ATTACHMENT J (000's) METRO OCTA ROTC SBCTA VCTC Total Operating Revenue Farebex Revenue $ 43,955 $ 24,935 $ 8,321 $ 10,119 $ 2,428 $ 89,757 Special Event Trains 99 55 46 19 5 224 Fare Reduction Subsidy 756 - - 534 - 1,290 Subtotal -Pro Forma FareBox 44,810 24,989 8,367 10,672 2,433 91,270 Dispatching 1,156 739 B 66 270 2,237 Other Revenues 123 54 2B 36 17 257 MOW Revenues 7,927 2,692 690 1,600 493 13,401 Total Operating Revenue 54,015 28,474 9,092 12,373 3,212 I 107,166 Operating Expenses yerati XIS & Services Train Operations 26,530 11,269 5,503 5,334 1,803 50,439 Equipment Maintenance 18,566 8,704 4,486 4,382 1,598 37,737 Fuel 11,259 6,191 2,394 2,288 648 22,780 Non -Scheduled Rolling Stock Repairs 83 38 16 18 5 160 Operating Facilities Maintenance 932 429 178 206 57 1,802 Other Operating Train Services 501 138 119 169 80 1,007 Special Trains 312 233 230 38 5 817 Rolling Stock Lease 109 46 26 33 17 230 Security -Sheriff 3,310 1,254 971 650 124 6,309 Security - Guards 1,247 453 391 276 262 2,628 Supplemental Additional Security 332 184 61 81 18 676 Public Safety Program 206 75 65 46 43 434 Passenger Relations 883 516 174 216 61 1,1351 TVM Maintenance/Revenue Collection 3,645 1,854 1,406 1,087 512 8,503 Marketing 850 493 199 203 78 1,822 Media & External Communications 228 83 72 51 48 4B1 Utilities/Leases 1,304 474 409 289 273 2,748 Transfers to Other Operators 3,062 1,228 389 618 164 5,460 Amtrak Transfers 767 1,526 2 3 101 2,400 Station Maintenance 1,433 316 153 315 102 2,319 Rail Agreements 2,303 1,971 1,594 398 350 6,617 Subtotal Operations & Services 77,862 37,475 18,837 16,698 6,348 157,221 Maintenance -of -Way - - - - MoW - Line Segments 25,814 9,869 3,628 6,771 2,947 49,029 MoW - Extraordinary Maintenance 434 106 71 79 51 740 Subtotal Maintenance -of -Way 26,247 9,975 3,699 6,850 2,998 49,770 Administration & Services - - - - - Ops Salaries & Fringe Benefits 7,288 2,65E 2,279 1,614 1,523 15,362 Ops Non -Labor Expenses 4,591 1,997 994 1,032 442 9,055 Indirect Administrative Expenses 10,240 3,719 3,212 2,266 2,14E 21,585 Ops Professional Services 1,917 696 601 424 402 4,041 Subtotal Admin & Services 24,036 9,070 7,086 5,338 4,515 50,044 Contingency 95 34 30 21 20 200 Total Operating Expenses 1213,240 ! 56,555 29,652 28,907 13,881 I 257,235 Insurance and Legal Liability/Property/Auto 6,346 2,919 1,210 1,400 388 12,263 Net Claims / SI 533 245 102 118 33 1,030 Claims Administration 668 307 127 147 41 1,290 Total Net Insurance and Legal 7,546 3,471 1,439 1,664 462 1 14,583 Total Expense 135,706 60,026 31,092 30,572 14,342 1 271,818 Member Subsidies Total Member Subsidies $ 81,771 $ 31,553 $ 21,999 $ 18,199 $ 11,130 1$ 164,652 Numbers may not foot due to rounding, 383 FY2021-22 Forecast - Operating Budget by Member Agency ATTACHMENT K (000's) METRO OCTA RCTC SECTA VCTC Total Operating Revenue Farebox Revenue $ 44,614 $ 25,309 $ 13,446 $ 10,271 $ 2,464 $ 91,103 Special Event Trains 102 56 47 19 6 231 Fare Reduction Subsidy 309 - - 218 - 527 Subtotal -Pro Forma FareSox 45,025 25,365 8,493 10,508 2,470 91,861 Dispatching 1,190 761 B 6B 278 2,305 Other Revenues 125 55 28 36 17 262 MOW Revenues 8,165 2,772 710 1,648 508 13,803 Total Operating Revenue 54,505 28,953 9,240 12,260 3,272 1 108,230 Operating Expenses Operations & Services Train Operations 27,592 11,720 5,723 5,547 1,875 52,456 Equipment Maintenance 19,122 8,965 4,621 4,514 1,646 38,869 Fuel 11,007 6,053 2,340 2,237 633 22,270 Non -Scheduled Rolling Stock Repairs 83 38 16 18 5 160 Operating Facilities Maintenance 960 442 183 212 59 1,856 Other Operating Train Services 516 142 123 174 82 1,037 Special Trains 321 240 236 39 6 842 Rolling Stock Lease - - Security - Sheriff 3,409 1,292 1,001 669 127 6,498 Security -Guards 1,284 466 403 284 269 2,707 Supplemental Additional Security 337 187 62 82 18 685 Public Safety Program 212 77 66 47 44 447 Passenger Relations 910 532 180 222 63 1,906 TVM Maintenance/Revenue Collection 3,754 1,909 1,449 1,119 527 8,759 Marketing 850 493 199 203 78 1,822 Media & External Communications 238 86 75 53 50 501 Utilities/Leases 1,330 483 417 294 279 2,803 Transfers to Other Operators 3,093 1,240 393 624 166 5,515 Amtrak Transfers 767 1,526 2 3 101 2,400 Station Maintenance 1,491 329 159 327 106 2,412 Rail Agreements 2,372 2,030 1,642 410 361 6,815 Subtotal Operations & Services 79,647 38,251 19,289 17,079 6,495 160,760 Maintenance -of --Way MoW - Line Segments 26,846 10,264 3,774 7,042 3,065 50,990 MoW- ExtraordinaryMaintenance 451 110 73 82 53 770 Subtotal Maintenance -of -Way 27,297 10,374 3,847 7,124 3,118 51,761 Administration & Services Ops Salaries & Fringe Benefits 7,65E 2,791 2,393 1,695 1,599 16,131 Ops Non -Labor Expenses 4,728 2,057 1,024 1,063 455 9,327 indirect Administrative Expenses 10,650 3,868 3,340 2,357 2,234 22,449 Ops Professional Services 1,975 717 619 437 414 4,163 Subtotal Admin &Services 25,005 9,433 7,377 5,553 4,702 52,069 Contingency 95 34 30 21 20 200 Total Operating Expenses 132,044 58,092 30,542 29,777 14,335 I 264,790 Insurance and Legal Liability/Property/Auto 6,536 3,006 1,247 1,442 400 12,631 Net Claims / SI 549 253 105 121 34 1,061 Claims Administration 688 316 131 152 42 1,329 Total Net Insurance and Legal 7,773 3,575 1,483 1,714 476 1 15,021 Total Expense 139,816 61,667 32,024 31,491 14,811 1 279,810 Member Subsidies Total Member Subsidies $ 85,311 $ 32,714 $ 22,784 $ 19,231 $ 11,539 1$ 171,580 !Numbers may not foot due to rounding. 384 FY2022-23 Forecast - Operating Budget by Member Agency ATTACHMENT L (000's) METRO OCTA RCTC SBCTA VCTC Total Operating Revenue Farebox Revenue $ 45,596 $ 25,865 $ 8,631 $ 10,496 $ 2,518 $ 93,107 Special Event Trains 105 58 49 20 6 238 Fare Reduction Subsidy - - - - Subtotal -Pro Forma Farebxox 45,701 25,923 8,680 10,517 2,524 93,345 Dispatching 1,226 783 9 70 286 2,374 Other Revenues 128 56 29 37 17 267 MOW Revenues 8,410 2,856 732 1,697 523 14,217 Total Operating Revenue 55,464 r 29,619 9,449 12,320 3,350 I 110,203 Operating Expenses Operations & Services Train Operations 28,695 12,189 5,952 5,769 1,950 54,555 Equipment Maintenance 19,696 9,234 4,760 4,649 1,696 40,035 Fuel 10,755 5,914 2,286 2,186 619 21,760 Non -Scheduled Rolling Stack Repairs 84 38 16 18 5 162 Operating Facilities Maintenance 989 455 189 218 61 1,911 Other Operating Train Services 531 146 126 180 85 1,068 Special Trains 331 247 243 40 6 867 Rolling Stock Lease - - - - - - Security - Sheriff 3,511 1,331 1,031 690 131 6,693 Security - Guards 1,323 480 415 293 277 2,788 Supplemental Additional Security 344 191 63 84 18 700 Public Safety Program 218 79 68 48 46 460 Passenger Relations 937 548 185 229 65 1,963 TVM Maintenance/Revenue Collection 3,867 1,967 1,492 1,153 543 9,021 Marketing 850 493 199 203 78 1,822 Media & External Communications 249 91 78 55 52 526 Utilities/Leases 1,370 498 430 303 287 2,888 Transfers to Other Operators 3,155 1,265 401 636 169 5,625 Amtrak Transfers 767 1,526 2 3 101 2,400 Station Maintenance 1,565 345 167 344 111 2,533 Rail Agreements 2,444 2,091 1,691 422 372 7,020 Subtotal Operations & Services 81,680 39,128 19,795 17,523 6,671 164,797 Maintenance -of -Way MoW - Line Segments 27,920 10,675 3,924 7,324 3,187 53,030 MoW - Extraordinary Maintenance 474 116 77 86 56 809 Subtotal Maintenance -of -Way 28,394 10,790 4,002 7,410 3,243 53,839 Administration &Services - - - - - Ops Salaries & Fringe Benefits 8,035 2,930 2,513 1,780 1,679 16,937 Ops Non -Labor Expenses 4,870 2,118 1,054 1,095 469 9,607 Indirect Administrative Expenses 11,076 4,023 3,474 2,451 2,323 23,347 Ops Professional Services 2,034 739 638 450 427 4,288 Subtotal Admin &Services 26,015 9,810 7,679 5,777 4,898 54,178 Contingency 95 34 30 21 20 200 Total Operating Expenses 136,183 59,763 31,505 30,730 14,832 I 273,014 Insurance and Legal Liability/Property/Auto 6,732 3,097 1,284 1,485 412 13,010 Net Claims / SI 565 260 108 125 35 1,093 Claims Administration 701 323 134 155 43 1,355 Total Net Insurance and Legal 7,999 3,679 1,526 1,764 489 11 15,458 Total Expense 144,182 63,443 33,031 32,495 15,321 288,472 Member Subsidies Total Member Subsidies $ 88,718 $ 33,824 $ 23,581 $ 20,174 $ 11,971 1$ 178,269 Numbers may not foot due to rounding. 385 FY2023-24 Forecast - Operating Budget by Member Agency ATTACHMENT M (000's) METRO OCTA RCTC SBCTA VCTC Total Operating Revenue Farebox Revenue $ 46,553 $ 26,408 $ 8,813 $ 10,717 $ 2,571 $ 95,063 Special Event Trains 108 60 50 21 6 245 Fare Reduction Subsidy - - - - - SubtotaI-Pro Forma FareBox 46,661 26,468 8,863 10,738 2,577 95,307 Dispatching 1,263 807 9 72 294 2,445 Other Revenues 130 58 30 38 18 273 MOW Revenues 8,662 2,941 754 1,748 539 14,644 Total Operating Revenue 56,716 30,274 9,655 12,595 3,428 1 112,669 Operating Expenses Operations & Services Train Operations 29,843 12,676 6,190 6,000 2,028 56,737 Equipment Maintenance 20,287 9,511 4,902 4,789 1,747 41,236 Fuel 10,503 5,776 2,233 2,134 604 21,250 Non -Scheduled Rolling Stock Repairs B4 39 16 19 5 163 Operating Facilities Maintenance 1,019 469 194 225 62 1,969 Other Operating Train Services 547 151 130 185 87 1,100 Special Trains 341 254 251 41 6 893 Rolling Stock Lease - - - Security - Sheriff 3,616 1,371 1,062 710 135 6,894 Security - Guards 1,362 495 427 302 286 2,872 Supplemental Additional Security 351 195 65 85 19 715 Public Safety Program 225 82 71 50 47 474 Passenger Relations 965 564 191 236 67 2,022 TVM Maintenance/Revenue Collection 3,983 2,026 1,537 1,1B8 559 9,292 Marketing 850 493 199 203 78 1,822 Media & External Communications 262 95 82 58 55 552 Utilities/Leases 1,411 512 443 312 296 2,974 Transfers to Other Operators 3,218 1,290 409 649 172 5,738 Amtrak Transfers 767 1,526 2 3 101 2,400 Station Maintenance 1,644 363 175 361 117 2,659 Rail Agreements 2,517 2,154 1,742 435 383 7,230 Subtotal Operations & Services 83,795 40,041 20,320 17,984 6,854 168,992 Maintenance -of -Way MoW - Dine Segments 29,037 11,102 4,081 7,617 3,315 55,151 MoW - Extraordinary Maintenance 497 121 81 91 59 849 Subtotal Maintenance -of -Way 29,534 11,223 4,162 7,707 3,374 56,000 Administration & Services Ops Salaries & Fringe Benefits 8,436 3,077 2,639 1,869 1,763 17,784 Ops Non -Labor Expenses 5,016 2,182 1,086 1,128 483 9,895 Indirect Administrative Expenses 11,519 4,184 3,613 2,549 2,416 24,280 Ops Professional Services 2,095 761 657 464 439 4,416 Subtotal Admin & Services 27,066 10,203 7,994 6,010 5,101 56,376 Contingency 97 35 30 21 20 204 Total Operating Expenses 140,492 61,503 32,507 31,722 15,349 281,572 Insurance and Legal Liability/Property/Auto 6,934 3,190 1,323 1,529 424 13,400 Net Claims / SI 582 268 111 128 36 1,126 Claims Administration 715 329 136 158 44 1,382 Total Net Insurance and Legal 8,232 3,787 1,570 1,816 504 1 15,908 Total Expense 148,724 65,289 34,077 33,538 15,852 1 297,481 Member Subsidies f Total Member Subsidies $ 92,007 $ 35,015 $ 24,422 $ 20,943 $ 12,424 1$ 184,812 Numbers may not foot due to rounding. 386 ATTACHMENT 2 (DRAFT) MEMORANDUM OF UNDERSTANDING NO. 19-25-078-00 BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FOR FISCAL YEAR 2019-20 ANNUAL FUNDING MOU This memorandum of understanding (MOU) is effective as of this day of _ 2019, by and between the Southern California Regional Rail Authority (hereinafter referred to as "SCRRA"), 900 Wilshire Blvd Suite 1500, Los Angeles, California 90017, and the Riverside County Transportation Commission, 4080 Lemon Street, 3rd Floor, Riverside, California 92501, a public agency (hereinafter referred to as "RCTC"), which are sometimes individually referred to as "PARTY", and collectively referred to as "PARTIES". I. RECITALS A. RCTC and SCRRA desire to enter into a MOU to define RCTC's financial commitments to the SCRRA fiscal year (FY) 2019-20 operating budget and rehabilitation/renovation and new capital budget (collectively, the "BUDGET"). B. RCTC and SCRRA desire to enter into this MOU to define the respective responsibilities of SCRRA as a subrecipient of RCTC federal funds for costs in connection with the rehabilitation/renovation new and capital budget, and SCRRA's prior year rehabilitation/renovation and new capital costs. C. SCRRA provides commuter rail service operating to, within, or through Los Angeles, Riverside, San Bernardino, Ventura, San Diego and Orange Counties. D. RCTC funds SCRRA commuter rail services benefitting Riverside County on the Riverside Line, Inland Empire -Orange County Line, and 91/Perris Valley Line (91/PVL) consistent with the existing cost sharing formula established by the Joint Powers Agreement forming SCRRA ("JPA"), RCTC Agreement No. M-23- 008, to which RCTC is a party. E. SCRRA's operating budget covers train operations, including operating crews, dispatching, equipment maintenance, fuel, non-scheduled rolling stock repairs, operating facilities maintenance, rolling stock lease payments, security and guard services, public safety programs, passenger relations, ticket vending machine (TVM) maintenance and revenue collection, marketing and market research, media/external relations, utilities and leases, passenger transfers to other operators, Rail Rail program, station maintenance, freight Page 1 of 17 387 rail agreements and general administrative costs that support SCRRA operations (EXHIBIT A- SCRRA Budget). F. RCTC, at its June 12, 2019 meeting, approved RCTC's financial commitments to the SCRRA FY 2019-20 for operating costs as required by the JPA. G. SCRRA's capital budget includes the following rehabilitation/renovation and new capital projects: track, structure, and signal work; layover facility work at Downtown Riverside Metrolink Station; and RCTC's share of system -wide track, signal, information technology, communications, rubber tire vehicles, TVM, and mechanical improvements. H. RCTC, at its June 12, 2019 meeting, approved RCTC's financial commitments to the SCRRA FY 2019-20 rehabilitation/renovation and new capital projects with funds to be drawn down by RCTC from the Federal Transit Administration (FTA) and used to reimburse SCRRA. I. RCTC, in previous Commission meetings, has approved RCTC's financial commitment to prior SCRRA rehabilitation/renovation and new capital projects. Certain projects have not been completed and funds for those carryover projects will be drawn down by RCTC from FTA and used to reimburse SCRRA as work related to the approved projects are completed and invoiced to RCTC. J. SCRRA agrees to provide weed abatement, debris removal, track maintenance, graffiti removal, and other related maintenance, at road crossings, as well as routine maintenance, inspection and repairs of track, structures, signal system, grade crossing warning system and communication infrastructure (collectively, "Maintenance of Way Services") for all operational tracks along the San Jacinto Subdivision. K. Pursuant to the Shared Use Agreement between RCTC and BNSF Railway (BNSF), BNSF is obligated to pay a set rate per mile for trains that are operated and dispatched over the PVL ("BNSF Per Mile Payment Obligation"). L. SCRRA will also maintain within twenty (20) feet from the center line along the freight -only double track, sidings and spurs between Highgrove Junction to the end of the PVL operating segment ("Freight Only Maintenance of Way Services"), provided that the costs for such maintenance are not an RCTC obligation, and shall instead be reimbursed by BNSF pursuant to the BNSF Per Mile Payment Obligation. SCRRA shall invoice BNSF for such costs. RCTC shall work with SCRRA to ensure that SCRRA is reimbursed by BNSF. M. SCRRA agrees to provide special train service as included in the budget and will coordinate schedules and service options with member agencies. II. Scope of MOU Page 2 of 17 388 This MOU specifies the terms and conditions, roles and responsibilities of the PARTIES as they pertain to the subjects and projects addressed herein. Both RCTC and SCRRA agree that each will cooperate and coordinate with the other in all activities covered by this MOU and any other supplemental MOUs that may be required to facilitate the purposes thereof. III. Responsibilities of RCTC RCTC agrees to the following responsibilities for the BUDGET: A. Allocate and pay to SCRRA the RCTC share of the BUDGET for operating costs in the not -to exceed amount of Twenty One Million, Two Hundred Eighty Four Thousand One Hundred and Seventy Two ($21,284,172) for rail operations using state, local and federal funds, which will be invoiced to RCTC on a quarterly basis in advance by SCRRA. B. Program Two Million One Hundred Ninety One Thousand and Thirty One Dollars ($2,191,031) in FTA Section 5337 funds as a subaward under FTA Grant No. CA-2017-121-00 to be drawn down directly by RCTC to reimburse SCRRA as a subrecipient for rehabilitation and renovation projects on the River subdivision, as well as, RCTC's share of systemwide capital projects as listed in Exhibit A. RCTC shall review each invoice and pay all authorized expenses within 30 days following approval of an invoice that is properly submitted in accordance with this MOU. C. Review each SCRRA invoice for rehabilitation/renovation, and RCTC- approved new capital project costs to ensure eligibility for federal reimbursement and make timely drawdown requests to FTA for eligible expenses following approval of the invoice. D. Prepare and submit to the FTA, on a timely basis, all required periodic reports and milestone updates. E. Comply with all requirements of the FTA Master Agreement, found at http://www.fta.dot.gov/documents/21-Master.pdf ("Master Agreement"). F. Monitor SCRRA's respective responsibilities as a subrecipient of RCTC's federal funds for rehabilitation/renovation and new capital costs in connection with the BUDGET and with SCRRA's prior years' carryover budget. G. Per the regular operating formula, as set forth in the JPA, reimburse SCRRA for Maintenance of Way Services performed within twenty (20) feet from the center line along PVL, including any railroad structure or ballast cross-section that is located outside of this twenty (20) feet area (collectively, the "PVL SCRRA Maintenance Area"). These costs shall be included in the quarterly rail operations invoices submitted by SCRRA pursuant to Section III.A and are part Page 3 of 17 389 of the BUDGET allocated not -to -exceed amount set forth therein as listed in Exhibit A. H. For the PVL, be responsible for applicable Maintenance of Way Services that are outside the PVL SCRRA Maintenance Area. RCTC shall not be required to provide flagmen for such Maintenance of Way Services, but shall properly ensure that contractors have safety training for employees. I. Provide security guards for the layover facilities at South Perris and Riverside Downtown stations, which costs shall be reimbursed by SCRRA. SCRRA's payment obligation shall be based on the agreed upon terms in Funding Agreement No. 17-25-100-00. RCTC shall invoice SCRRA on a quarterly basis for the direct security and management costs associated with the security of the layover facilities. J. Require, under its contract(s) for security guard services, that the contractor(s) indemnify SCRRA to the same extent as indemnification is provided to RCTC, and include SCRRA as an additional insured under all applicable policies required by RCTC under the contract(s). K. Make available to SCRRA as part of this MOU station security camera feeds for SCRRA's safety and security needs. However, this MOU does not cover any additional connections requested by SCRRA. Future connections shall be agreed to in writing by the PARTIES, and funding for any costs associated therewith will need to be identified. IV. Obligations of SCRRA SCRRA agrees to the following responsibilities for the BUDGET: A. Establish fiscal controls and accounting procedures sufficient to assure proper accounting for all transactions, so that audits may be performed. SCRRA shall use accounting and fiscal procedures conforming to generally accepted accounting principles (GAAP). B. Comply with the Office of Management and Budget Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), including but not limited to: a. Indirect Cost Rate. SCRRA's submitted federally recognized indirect cost rate negotiated between SCRRA and the FTA. SCRRA will provide RCTC the rates in a separate letter as soon as they are available. If the rates are updated with FTA, within 30 days of approval, SCRRA must reconcile its billings for any over or under -recovery of indirect costs Page 4 of 17 390 previously billed to and reimbursed by RCTC using the provisional rates. Interest may not be claimed on any potential underpayments. C. Comply with the requirements of 49 CFR, Part 26, et. seq., and all other FTA Disadvantaged Business Enterprise (DBE) rules, regulations and policies in carrying out this MOU, and shall implement a stand-alone DBE Program that includes goal setting, outreach, monitoring, and reporting. SCRRA shall create and maintain records of compliance with the DBE obligations in this MOU, and provide compliance information to RCTC upon request. D. Comply with all applicable sections of 2 CFR 200 "Grants and Agreements" pertaining to the management of federally funded assets. SCRRA shall provide all necessary information to RCTC so that RCTC can coordinate with the FTA regarding the requirements 2 CFR 200. E. Comply with all applicable sections of FTA Circular 5010.1.e pertaining to the management of federally funded assets, FTA Circular 4220.1F pertaining to any third party contracts funded with FTA funds, and any other applicable FTA Circulars. SCRRA shall provide all necessary information to RCTC so that RCTC can coordinate with the FTA regarding the requirements in Circular 5010.1.e. F. Assume the role of subrecipient of federal awards and provide RCTC with all the necessary information to remain in compliance as a subrecipient with the Uniform Guidance, FTA requirements, and RCTC Subrecipient Guidelines, all of which are on file at the offices of the PARTIES, and are incorporated herein by reference. G. Comply with all applicable requirements of the FTA Master Agreement, the terms of which are incorporated herein by reference, and be responsible for any violation of FTA rules, regulations or policies, or misuse of funds by SCRRA. H. Submit a separate invoice to RCTC (Attention: Accounts Payable) on a quarterly basis for RCTC's share of the costs associated with the individual components of the BUDGET. Each invoice shall be in a mutually acceptable form and shall include the following information, at a minimum: a. RCTC Agreement No.19-25-078-00; b. Time period covered by the invoice; c. Total invoice amount; d. For rehabilitation/renovation and new capital projects, supporting documentation, such as progress reports, contractor invoices, or other records to indicate payment has been made to contractor(s), or that payment is imminent in the amount of the invoice, and such additional supporting documentation and background information as RCTC may reasonably require (including executed contracts, as further described below): Page 5 of 17 391 e. All information needed for quarterly project reporting and milestone updates to allow RCTC enough time to prepare and submit to the FTA on a timely basis all required or requested FTA reports and updates. In no event shall such reports be received later than ten (10) days prior to the required date of the quarterly submission to the FTA, which is 30 days following the end of each quarter. I. For each invoice submitted to RCTC related to capital projects, provide a progress report, which shall include a description of services performed during invoice period and any significant issues encountered or anticipated; for rehabilitation/renovation and new capital projects, progress report shall include breakdown of percent completed/remaining for projects included in invoice; J. For rehabilitation/renovation and capital projects, provide quarterly reports detailing total amount invoiced to date and balance remaining on projects; K. Provide quarterly budget to actual reports to RCTC and the SCRRA Board of Directors reflecting actual ridership and revenues and expenses at a line item level compared to the adopted operating budget, based on financial information generated by SCRRA's Oracle financial system. Such financial information shall be based on a monthly financial closing process that includes significant accruals and material account reconciliations. a. SCRRA shall also provide reports to RCTC on a quarterly basis for any budgetary transfers fiscal year to date. L. Operate Metrolink commuter rail service on three lines serving Riverside County within budgeted service levels as outlined in Exhibit A. M. Submit invoices to RCTC in a timely manner to allow RCTC to draw down Section 5337 federal funds directly and provide quarterly expenditure report by grant to RCTC no later than the 20th of the month following the end of each quarter reflecting anticipated drawdown of federal funds and funds expended for RCTC-funded capital, rehabilitation/renovation projects, including a progress report on each budgeted rehabilitation/renovation project that includes status of each project, schedule update, anticipated cash flow and drawdowns, and expenditures to budget. N. Provide a reconciliation report to RCTC by March 31, 2020, identifying a surplus or deficit in FY 2018-19 RCTC allocations to the SCRRA for operating and capital expenses. O. Obtain express written permission by July 31, 2021 from RCTC prior to reallocating any unexpended FY 2019-20 RCTC operating funds. P. Provide quarterly reports to RCTC that include updates on Exhibit A, summarizing FY 2019-20 actual data versus budget, to assist in the measurement of performance metrics. Page 6 of 17 392 Q. As applicable, prepare and submit all required reports to federal and state agencies in a timely manner by the due dates established by those agencies in order to avoid any penalties that could impair funding to RCTC. R. To qualify for reimbursement from RCTC, submit (i) a final invoice for operating expenses for FY 2019-20 on or prior to June 30, 2020 for budgeted or adjusted budget operating expenses and a final invoice after reconciliation of operating expenses by March 31, 2021, and (ii) final invoices for rehabilitation/renovation and new capital projects within four years of initial authorization of the relevant project, in accordance with FTA guidelines of the specified grant funds. Should a rehabilitation/renovation or capital project incur a delay, SCRRA shall promptly notify RCTC as to the cause of delay and other pertinent information that may be required to obtain an extension of grant terms, as applicable. Invoices submitted beyond the stated timeframes, unless extended, will be reviewed and may be reimbursed, on a case by case basis, subject to the availability of funding, as determined by RCTC and its grantors. S. Submit invoices to BNSF for dispatching along the PVL and for the Freight Only Maintenance of Way Services. If the annual BNSF Per Mile Payment Obligation exceeds the costs of the Freight Only Maintenance of Way Services, SCRRA shall also invoice BNSF for a portion of the Maintenance of Way Services within the PVL SCRRA Maintenance Area. T. Provide Maintenance of Way Services within the PVL SCRRA Maintenance Area. U. Be responsible for all the fencing maintenance, weeding, trash, graffiti and maintenance within SCRRA's responsibility for track and structures. V. Reimburse RCTC on a quarterly basis for the direct security costs associated with the security of the layover facility located at the Riverside Downtown station and the South Perris Station along the PVL, for a total, not -to -exceed amount of $250,000. W. Make available to RCTC as part of this MOU security camera feeds for RCTC's safety and security needs. Future connections will need to be agreed to in writing by the PARTIES and funding for any costs associated with the project will need to be identified. X. Maintain the 48 fibers provided by RCTC for SCRRA's use. Y. Be responsible for the maintenance of eight (8) TVMs which shall be equally divided among the four (4) new Metrolink stations: Riverside Hunter Park, Moreno Valley/March Field, Downtown Perris and South Perris. Removal of any TVM from the designated station will require written notification to and approval from RCTC prior to work commencing. Page 7 of 17 393 Z. Report on and credit to RCTC's quarterly member agency operating subsidy allocation any revenues received from BNSF for the Freight Only Maintenance of Way Services and any additional Maintenance of Way Services along the PVL on a quarterly basis. Those revenues will be used to offset RCTC's member agency operating subsidy allocation and reported on quarterly invoices. AA.Report on and credit to RCTC's quarterly member agency operating subsidy allocation any revenues received from BNSF for the dispatching along the PVL. BB.Be responsible for the maintenance of the Riverside Downtown and South Perris layover facilities, unless different agreements are made in writing by both PARTIES. CC. Notify RCTC in writing within five (5) business days of the commencement of a federal or state agency review or audit, provide draft and final copies of the related reports within ten (10) business days of receipt from such agency, and provide copies of any SCRRA responses to required corrective actions. SCRRA shall update RCTC on the status of required actions on a quarterly basis until such corrective actions have been completed to the satisfaction of the federal or state agency. DD. Complete all responsibilities of SCRRA which are subject to RCTC reimbursement, as set forth in this MOU, within the total not -to -exceed amounts as set forth in Article III, and Article V of this MOU. EE. Provide written notification to RCTC regarding a proposed change in any rehabilitation/renovation and/or capital project, including, a scope of work, schedule and budget, and obtain RCTC approval prior to implementing changes to or commencing a new project with funds outlined in this MOU. FF. Complete all work to be funded under this MOU in a good and workmanlike manner, consistent with the standard of care generally recognized as being employed by professionals in the same discipline in the State of California, and to the satisfaction of RCTC. Failure of SCRRA to abide by the conditions above may result in delay to payment schedule outlined in Responsibilities of RCTC. V. Maximum Obligation Notwithstanding any provisions of this MOU to the contrary, RCTC and SCRRA agree that RCTC's maximum cumulative payment obligation hereunder shall be Nineteen Million Six Hundred Fifty Nine Thousand Seven Hundred and Five Dollars ($19,659,705) for rail operations; Ten Million Three Hundred Thousand Dollars ($10,300,000) in FTA Section 5337 for capital projects, for a total amount not to exceed Twenty Nine Million, Nine Hundred Fifty -Nine Thousand Seven Hundred and Page 8 of 17 394 Five Dollars ($29,959,705). Any amendments to the BUDGET that increase the amount set forth as due from RCTC will require RCTC board approval. VI. Complete MOU A. This MOU, including any attachments incorporated herein and made applicable by reference, constitutes the complete and exclusive statement of the term(s) and condition(s) between SCRRA and RCTC concerning the subject matter addressed herein and it supersedes all prior representations, understandings, and communications. The invalidity in whole or in part of any term or condition of this MOU shall not affect the validity of other term(s) or conditions(s) of this MOU. The above -referenced Recitals are true and correct and are incorporated by reference herein. B. RCTC'S failure to insist on any instance(s) of SCRRA's performance of any term(s) or condition(s) of this MOU shall not be construed as a waiver or relinquishment of RCTC's right to such performance or to future performance of such term(s) or condition(s), and SCRRA's obligation in respect thereto shall continue in full force and effect. Changes to any portion of this MOU shall not be binding upon RCTC except when specifically confirmed in writing by an authorized representative of RCTC by way of a written amendment to this MOU and issued in accordance with the provisions of this MOU. C. SCRRA's failure to insist on any instance(s) of RCTC's performance of any term(s) or condition(s) of this MOU shall not be construed as a waiver or relinquishment of SCRRA's right to such performance or to future performance of such term(s) or condition(s), and RCTC's obligation in respect thereto shall continue in full force and effect. Changes to any portion of this MOU shall not be binding upon SCRRA except when specifically confirmed in writing by an authorized representative of SCRRA by way of a written amendment to this MOU and issued in accordance with the provisions of this MOU. VII. Authorized Representatives The actions required to be taken by SCRRA and RCTC in the implementation of this MOU are delegated to the respective authorized representative of each PARTY. The authorized representative for SCRRA is its Chief Executive Officer, or designee, and the authorized representative for RCTC is its Executive Director, or designee. VIII. Audit and Inspection Page 9 of 17 395 In its role as a subrecipient, SCRRA shall: A. Maintain a complete set of accounting records in accordance with GAAP for RCTC subrecipient monitoring, FTA, and normal operations purposes. The original records shall be maintained within the SCRRA limits. B. Prepare and file, within nine (9) months after the close of the fiscal year, financial statements of SCRRA for such fiscal year, together with an audit report thereon prepared by and independent certified public accountant. SCRRA shall furnish such audited financial statements to RCTC within ten (10) days of issuance of the audit report. C. Upon reasonable notice, permit the authorized representatives of RCTC and FTA to inspect and audit all work, materials, payroll, books, accounts and other data and records of SCRRA for a period of not less than three (3) years after final payment, or until any on -going audit is completed whichever is longer. For purposes of audit, the date of completion of this MOU shall be the date of RCTC's payment of SCRRA's final billing (so noted on the invoice) under this MOU. a. Upon conclusion of RCTC's monitoring of SCRRA as a subrecipient under this MOU, RCTC shall prepare a notice to SCRRA of any findings or deficiencies and immediate actions to be taken by SCRRA to correct issues involving ineligible uses of federal funds. i. SCRRA shall develop a corrective action plan for any findings or deficiencies within 60 days from the issuance of the review findings to address deficiencies or noncompliance issues. D. With respect to audits in accordance with (C), include these same requirements in construction contracts with SCRRA's contractor(s). E. Comply with the terms and conditions for closeout of subawards. RCTC shall have the right to reproduce any such books, records, and accounts. If the FTA determines that any FTA funds were not spent in accordance with applicable federal rules and regulations, SCRRA shall be responsible for reimbursement of all such improperly expended funds and shall make such reimbursement in the manner specified by FTA. If SCRRA fails to comply with the requirements of this MOU as it pertains to federal requirements as a subrecipient, RCTC may impose additional conditions or take one or more of the following actions, as appropriate: A. Temporarily withhold cash payments; B. Disallow all or part of cost of the activity that is not in compliance; Page 10 of 17 396 C. Wholly or partly suspend or terminate the federal award; D. Recommend that the federal agency initiate suspension or debarment proceedings; or E. Take other remedies that may be legally available. IX. Indemnification and Insurance A. SCRRA shall indemnify, defend and hold harmless RCTC, its officers, directors, employees and agents from and against any and all claims (including attorney's fees and reasonable expenses for litigation or settlement) for any loss or damages, bodily injuries, including death, worker's compensation subrogation claims, damage to or loss of use of property alleged to be caused by the acts, omissions or willful misconduct by SCRRA, its officers, directors, employees, contractors, or agents in connection with or arising out of the performance of this MOU. B. RCTC shall indemnify, defend and hold harmless SCRRA, its officers, directors, employees and agents from and against any and all claims (including attorney's fees and reasonable expenses for litigation or settlement) for any loss or damages, bodily injuries, including death, worker's compensation subrogation claims, damage to or loss of use of property alleged to be caused by the acts, omissions or willful misconduct by RCTC, its officers, directors, employees or agents in connection with or arising out of the performance of this MOU. C. The indemnification and defense obligations of this MOU shall survive its expiration or termination. D. SCRRA maintains property and general liability insurance and/or self- insurance in the amounts and with coverage as set forth in the insurance certificates attached hereto as Exhibit "B". SCRRA shall maintain, for the duration of this MOU, and/or shall require that SCRRA contractors maintain, levels of insurance coverage equivalent to existing coverage, as shown in the attached certificates, against claims for injuries to persons, or damages to property, which may arise from or in connection with SCRRA rail operations or construction by SCRRA, its agents, representatives, employees or subcontractors on RCTC property. Further, the PARTIES agree that SCRRA is responsible for maintenance and repair of damage to, regardless of cause or ownership, all assets that facilitate SCRRA's operations, and shall provide insurance therefore. E. SCRRA shall include RCTC as an additional insured on all insurance policies required to be maintained hereunder. Page 11 of 17 397 X. Additional Provisions RCTC and SCRRA agree to the following mutual responsibilities: A. Term of MOU: This MOU shall terminate upon the completion of the disbursement of the operating and capital funds to SCRRA and the completion of all reports, updates or any other documentation or responsibility of the PARTIES related to the projects in the BUDGET. In all events, this MOU shall terminate within the time limits set forth in applicable FTA procedures and regulations, but in no event later than four (4) years from the date of the Agreement's execution date. This MOU may only be extended upon written mutual consent by both PARTIES. B. Dispute Resolution: In the case of a dispute, the Executive Director and Chief Executive Officer of the PARTIES shall timely attempt to resolve the dispute. If the PARTIES are unable to resolve the dispute, either PARTY may elect to initiate arbitration by a panel of three arbitrators pursuant to the rules of the American Arbitration Association. The panel of arbitrators shall consist of one arbitrator appointed by the governing body of each of the PARTIES, and the third member shall be appointed by mutual consent of the other two arbitrators. C. Modifications: This MOU may be amended in writing at any time by the mutual consent of both PARTIES. No amendment shall have any force or effect unless executed in writing by both PARTIES. D. Laws and Regulations: RCTC and SCRRA shall comply with all applicable federal, state, and local laws, statues, ordinances and regulations of any governmental authority having jurisdiction over the BUDGET. E. Legal Authority: The persons signing below represent that they are authorized to execute this MOU on behalf of their respective PARTY, and that, by so executing this MOU, the PARTIES hereto are formally bound to the provisions of this MOU. F. Severability: If any term, provision, covenant or condition of this MOU is held to be invalid, void or otherwise unenforceable, to any extent, by any court of competent jurisdiction, the remainder of this MOU shall not be affected thereby, and each term, provision, covenant or condition of this MOU shall be valid and enforceable to the fullest extent permitted by law. G. Counterparts: This MOU may be executed and delivered in any number of counterparts, each of which, when executed and delivered shall be deemed an Page 12 of 17 398 original and all of which together shall constitute the same MOU. Facsimile signatures will be permitted. H. Force Majeure: Either PARTY shall be excused from performing its obligations under this MOU during the time and to the extent that it is prevented from performing by an unforeseeable cause beyond its control, including but not limited to: any incidence of fire or flood; acts of God; commandeering of material, products, plants or facilities by the federal, state or local government; national fuel shortage; or a material act or omission by the other PARTY; when satisfactory evidence of such cause is presented to the other PARTY, and provided further that such nonperformance is unforeseeable, beyond the control and is not due to the fault or negligence of the PARTY not performing. I. Assignment: Neither this MOU, nor any of the PARTIES rights, obligations, duties, or authority hereunder may be assigned in whole or in part by either PARTY without the prior written consent of the other PARTY in its sole and absolute discretion. Any such attempt of assignment shall be deemed void and of no force and effect. Consent to one assignment shall not be deemed consent to any subsequent assignment, nor the waiver of any right to consent to such subsequent assignment. J. Obligations To Comply with Law: Nothing herein shall be deemed nor construed to authorize or require any PARTY to issue bonds, notes or other evidences of indebtedness under the terms, in amounts, or for purposes other than as authorized by local, state or federal law. K. Governing Law: The laws of the State of California and applicable local and federal laws, regulations and guidelines shall govern this MOU. Venue shall be in Riverside County. L. Arbitration Fees: Should arbitration arise out of this MOU for the performance hereof, the arbitration fees, and other costs and expenses, including attorney's fees, shall be paid by the PARTY against whose favor the arbitration, or any subsequent legal action arising out of the arbitration, is found. M. Notices: Any notices, requests, or demands made between the PARTIES pursuant to this MOU are to be directed as follows: To SCRRA: To RCTC: Southern California Regional Rail Authority Riverside County Transportation Commission 900 Wilshire Blvd Suite 1500 Los Angeles, CA 90017 Street Address: 4080 Lemon St 3rd Floor Riverside, CA 92501 Page 13 of 17 399 Mailing Address: P.O. Box 12008 Riverside, CA 92502 Attention: Chief Executive Officer Tel: 213-452-0255 E-mail:SCRRACEO@scrra.net Attention: Executive Director Tel: 951-787-7141 E-mail: amayer@rctc.org N. Successors and Assigns: The provisions of this MOU shall bind and inure to the benefit of each of the PARTIES hereto, and all successors or assigns of the PARTIES hereto. O. Survival: All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this MOU, including, but not limited to, the indemnification, reporting, auditing, repayment of improperly expended funds, and records maintenance obligations, shall survive any such expiration or termination. This MOU shall be made effective upon execution by both PARTIES. [Signatures on following page] Page 14 of 17 400 SIGNATURE PAGE TO MOU No. 19-25-078-00 IN WITNESS WHEREOF, the PARTIES hereto have caused this MOU No. 19-25-078-00 to be executed on the date first above written. SOUTHERN CALIFORNIA RIVERSIDE COUNTY TRANSPORTATION REGIONAL RAIL AUTHORITY COMMISSION Chief Executive Officer Executive Director Reviewed and Approved as to Form: SCRRA Legal Counsel ` RCTC General Legal Counsel Page 15 of 17 401 EXHIBIT A-SCRRA BUDGET RCTC's shares of SCRRA's FY 2019-20 Budget, as approved by the SCRRA Board of Directors in July 2019, are shown below: Operating Budget: RCTC Share $ 21,284,172 Net Subsidy $ 21,284,172 Capital Budget: RCTC Share $ 2,191,031 Total $ 2,191,031 y Page 16 of 17 402 EXHIBIT B-INSURANCE CERTIFICATES [attached behind this page] Page 17 of 17 403 ATTACHMENT 3 (DRAFT) COOPERATIVE AGREEMENT NO. 19-33-082-00 BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FOR DOWNTOWN RIVERSIDE METROLINK STATION EXPANSION THIS COOPERATIVE AGREEMENT (Agreement) is effective this day of 2019, by and between the Riverside County Transportation Commission, a public corporation of the State of California, 4080 Lemon St, Riverside, California 92501 (hereinafter referred to as "COMMISSION"), and the Southern California Regional Rail Authority, 900 Wilshire Blvd., Suite 1500, Los Angeles, California 90017, a joint powers authority (hereinafter referred to as "SCRRA"), which are individually referred to as "Party", and collectively referred to as "Parties". RECITALS: WHEREAS, SCRRA is a five -county joint powers authority, created pursuant to California Public Utilities Code Section 130255 and California Government Code Section 6500 et seq., to build, maintain, administer, and operate the "METROLINK" commuter train system on railroad rights -of -way owned by the member agencies and through other shared use and joint operation agreements. The five -county member agencies are comprised of the following: Los Angeles County Metropolitan Transportation Authority (LACMTA), Ventura County Transportation Commission (VCTC), Orange County Transportation Authority (OCTA), San Bernardino County Transportation Authority (SBCTA), and Riverside County Transportation Commission (RCTC); and WHEREAS, SCRRA and its Member Agencies, in partnership with BNSF, California High Speed Rail Authority (CHSRA) and the Los Angeles -San Diego -San Luis Obispo Rail Corridor Agency (LOSSAN), submitted a request to California State Transportation Agency (CaISTA) for $3.7 billion of 2018 Transit and Intercity Rail Capital Program (TIRCP) grant funding for a program of projects known as the Southern 1 404 California Optimized Rail Enhancements (SCORE) Program. The SCORE Program is a series of systemwide improvement projects that combined will allow increases to service across the Metrolink System. WHEREAS, SCRRA was awarded a $875,708,000 TIRCP grant by CaISTA in April 2018 for the SCORE Program. A key project within the SCORE Program is the Downtown Riverside Metrolink Station Expansion, which is eligible for funding under the TIRCP grant. WHEREAS, COMMISSION, as Riverside County's transportation agency and a member agency of METROLINK, and SCRRA wish to work together to define the roles and responsibilities for all services related to the Preliminary Engineering/Environmental Documentation (PE/ED) phase and Plans Specifications and Estimate (PS&E) phase of the Downtown Riverside Metrolink Station Expansion, hereinafter referred to as "PROJECT"; and WHEREAS, SCRRA Board of Directors approved the TIRCP overall budget, which included said PROJECT and WHEREAS, COMMISSION and SCRRA agree that COMMISSION shall be the lead on the PE/ED phase, acquire the necessary real estate interest, and lead the public outreach for the PROJECT; and WHEREAS, SCRRA authorizes COMMISSION a total not to exceed amount of five million three hundred seventeen thousand Dollars ($5,317,000), for all work performed pursuant to Exhibit A — "RCTC Scope of Services" (hereinafter referred to as "SERVICES"), attached herein; and WHEREAS, COMMISSION and SCRRA mutually agree the available funding to perform the SERVICES for the PROJECT shall be expended expeditiously in compliance with all federal and state requirements utilizing COMMISSION's Procurement Policies; and NOW, THEREFORE, it is mutually understood and agreed by COMMISSION and SCRRA as follows: ARTICLE 1. COMPLETE AGREEMENT A. This Agreement, including any attachments incorporated herein and made applicable by reference, constitutes the complete and exclusive statement of the term(s) and conditions(s) of this Agreement between COMMISSION and SCRRA and it supersedes all prior representations, understandings, and communications. The invalidity in whole or in part of any term or condition of this 2 405 Agreement shall not affect the validity of other term(s) or conditions(s) of this Agreement. The above referenced Recitals are true and correct and are incorporated by reference herein. B. COMMISSION's failure to insist on any instance(s) of SCRRA's performance of any term(s) or condition(s) of this Agreement shall not be construed as a waiver or relinquishment of COMMISSION's right to such performance or to future performance of such term(s) or condition(s), and SCRRA's obligation in respect thereto shall continue in full force and effect. Changes to any portion of this Agreement shall not be binding upon COMMISSION except when specifically confirmed in writing by an authorized representative of COMMISSION by way of a written amendment to this Agreement and issued in accordance with the provisions of this Agreement. C. SCRRA's failure to insist on any instance(s) of COMMISSION'S performance of any term(s) or condition(s) of this Agreement shall not be construed as a waiver or relinquishment of SCRRA's right to such performance or to future performance of such term(s) or condition(s), and COMMISSION's obligation in respect thereto shall continue in full force and effect. Changes to any portion of this Agreement shall not be binding upon SCRRA except when specifically confirmed in writing by an authorized representative of SCRRA by way of a written amendment to this Agreement and issued in accordance with the provisions of this Agreement. ARTICLE 2. SCOPE OF AGREEMENT This Agreement specifies the roles and responsibilities of the Parties as they pertain to the subjects and projects addressed herein. Both COMMISSION and SCRRA agree that each will cooperate and coordinate with the other in all activities covered by this Agreement and any other supplemental agreements that may be required to facilitate purposes thereof. ARTICLE 3. DELEGATED AUTHORITY The actions required to be taken by SCRRA in the implementation of this Agreement are delegated to its Chief Executive Officer (CEO) or designee, and the actions required to be taken by COMMISSION in the implementation of this Agreement are delegated to its Executive Director or designee. ARTICLE 4. RESPONSIBILITIES OF COMMISSION COMMISSION agrees to the following responsibilities: A. To be the lead agency for the PE/ED and PS&E phases of the PROJECT and designate a 3 406 Project Manager as its single point of contact to manage the PROJECT and coordinate with SCRRA for all SERVICES under this Agreement B. To provide SERVICES through completion at a cost, up to the not to exceed amount of five million three hundred seventeen thousand Dollars ($5,317,000), in accordance with Exhibit A. C. To be the grantee of five million three hundred seventeen thousand Dollars ($5,317,000) in SCORE TIRCP funds and will be responsible for compliance with the grant, PROJECT management, invoicing, reporting and closeout of the grant. D. To comply and require its consultants/contractors, if applicable to comply with all SCRRA standards, recommended practices, operating rules, and safety requirements, and to comply with all requirements of the SCRRA system configuration management program. E. To be responsible for any SCRRA right -of entry costs and/or flagging costs that may be required for any work related to the SERVICES. F. To enter into agreements for any of the SERVICES and be responsible for payment to consultants and/or contractors' invoices for accuracy, reasonableness, terms, and completeness. G. To prepare and submit, on a quarterly basis, copies of Request for Reimbursement and Progress and Expenditure Reports to SCRRA for actual tasks completed and paid for by COMMISSION. Requests for Reimbursement shall include: 1. A detailed expenditure listing (with references for all required supporting documents) which shall at a minimum include the vendor or employee name, invoice number, period of service and amount paid. Required supporting documentation shall be referenced to the expenditure listing and shall be provided for expense items except for COMMISSION payroll costs. Sufficient detail shall be provided to allow SCRRA to verify all labor, material, overhead, rental, travel and any other cost submitted for reimbursement. All Requests for reimbursement shall be provided in electronic format and sent to both Elizabeth Lun (LunE@scrra.net) and Anne Louise Rice (RiceA@sccra.net). 2. To agree to reimburse any funds not expended for any work related to the SERVICES of the SCORE Program or not expended consistent with funding requirement for the applicable grant. 4 407 H. COMMISSION shall conduct all of its activities in association with the PROJECT in a good and competent manner and in compliance with all applicable federal, state and local rules and regulations, grant requirements and SCRRA's standards, policies, practices and guidelines ARTICLE 5. RESPONSIBILITIES OF SCRRA SCRRA agrees to the following responsibilities for SERVICES: A. SCRRA will formally request on behalf of COMMISSION that the COMMISSION become the implementing agency of SCORE TIRCP funds in the amount of five million three hundred seventeen thousand Dollars ($5,317,000). B. To designate a Project Manager as the point of contact for coordination issues through completion of the Project. C. To provide timely review and responses to all requests from COMMISSION, which include engineering plans, technical repots, and of Requests for Reimbursement and Progress and Expenditure Reports, and to not unreasonably withhold approval of any requests. D. SCRRA shall conduct all of its activities in association with the PROJECT in a good and competent manner and in compliance with all applicable federal, state and local rules, grant requirements and regulations and SCRRA's standards, policies, practices and guidelines. ARTICLE 6. MAXIMUM OBLIGATION Notwithstanding any provisions of this Agreement to the contrary, COMMISSION and SCRRA mutually agree that COMMISSION's maximum cumulative reimbursement obligation hereunder shall be five million three hundred seventeen thousand Dollars ($5,317,000), unless agreed to and amended by both Parties. ARTICLE 7. AUDIT AND INSPECTION COMMISSION shall maintain a complete set of records in accordance with generally accepted accounting principles. Upon reasonable notice, COMMISSION shall permit the authorized representatives of SCRRA, the grantor, or their designees to inspect, copy, and audit all work, materials, payroll, books, accounts and other data and records of COMMISSION as required under TIRCP Master Agreement or until any on -going audit is completed. 5 408 ARTICLE 8. INDEMNIFICATION A. SCRRA shall indemnify and hold harmless COMMISSION, its officers, directors, employees and agents from and against any and all claims (including attorney's fees and reasonable expenses for litigation or settlement) for any loss or damages, bodily injuries, including death, worker's compensation subrogation claims, damage to property to the extent a trier of fact determines same is actually caused by the negligent acts, omissions or willful misconduct of SCRRA, its officers, directors, employees or agents in the performance of this Agreement. B. COMMISSION shall indemnify, defend and hold harmless SCRRA, its officers, directors, employees and agents from and against any and all claims (including attorney's fees and reasonable expenses for litigation or settlement) for any loss or damages, bodily injuries, including death, worker's compensation subrogation claims, damage to property to the extent actually caused by the negligent acts, omissions or willful misconduct by COMMISSION, its officers, directors, employees or agents in connection with or arising out of the performance of this Agreement. ARTICLE 9. ADDITIONAL PROVISIONS: The COMMISSION and SCRRA agree to the following mutual responsibilities: A. Term of Agreement: This Agreement shall continue in full force and effect through June 30, 2022, unless terminated earlier by mutual written consent by both Parties. B. Termination: In the event either Party defaults in the performance of their obligations, under this Agreement or breaches any of the provisions of this Agreement, the non -defaulting Party shall have the option to terminate this Agreement upon thirty (30) days' prior written notice to the other Party. C. Termination for Convenience: Either Party may terminate this Agreement by providing thirty (30) days written notice of its intent to terminate for convenience to the other Party; D. Compliance: COMMISSION and SCRRA shall comply with all applicable federal, state, and local laws, statutes, ordinances, grant requirements, and regulations of any governmental authority having jurisdiction over the PROJECT. E. Legal Authority: COMMISSION and SCRRA hereto warrant that they are duly authorized to execute this Agreement on behalf of said Parties and that, by so executing this Agreement, the Parties hereto are formally bound to the provisions of this Agreement. 6 409 F. Amendments: This Agreement may be amended in writing at any time by the mutual consent of both Parties. No amendment shall have any force or effect unless executed in writing by both Parties. G. Severability: If any term, provision, covenant or condition of this Agreement is held to be invalid, void or otherwise unenforceable, to any extent, by any court of competent jurisdiction, the remainder of this Agreement shall not be affected thereby, and each term, provision, covenant or condition of this Agreement shall be valid and enforceable to the fullest extent permitted by law. H. Counterparts of Agreement: This Agreement may be executed and delivered in any number of counterparts, each of which, when executed and delivered shall be deemed an original and all of which together shall constitute the same agreement. Facsimile signatures will be permitted. I. Assignment: Neither this Agreement, nor any of the Parties rights, obligations, duties, nor authority hereunder may be assigned in whole or in part by either Party without the prior written consent of the other Party. Any such attempt of assignment shall be deemed void and of no force and effect. Consent to one assignment shall not be deemed consent to any subsequent assignment, nor the waiver of any right to consent to such subsequent assignment. J. Obligations To Comply with Law: Nothing herein shall be deemed nor construed to authorize or require any Party to issue bonds, notes or other evidences of indebtedness under the terms, in amounts, or for purposes other than as authorized by local, state or federal law. K. Obligation to Grantor: COMMISSION shall ensure the SCRRA funds dispersed to COMMISSION does not jeopardize the TIRCP grant awarded by CaISTA to SCRRA. COMMISSION shall provide copies of Requests for Reimbursement and Progress and Expenditure Reports, and any other documentation reasonably requested by SCRRA, in order for SCRRA to fulfill its obligation to CaISTA in accordance with EXHIBIT B: The CaISTA — SCRRA TIRCP Master Agreement. L. Governing Law: The laws of the State of California and applicable local and federal laws, regulations and guidelines shall govern hereunder. M. Litigation Fees: Should litigation arise out of this Agreement for the performance thereof, the court shall award costs and expenses, including attorney's fees, to the prevailing Party. N. Notices: Any notices, requests or demands made between the Parties pursuant to this Agreement are to be directed as followed: 7 410 To SCRRA: Southern California Regional Rail Authority 2704 North Garey Avenue Pomona, CA 91767 Attention: Elizabeth Lun Acting Asst. Director, SCORE Tel: (909) 593-6419 Email: lune@scrra.net O. Force Majeure: Either Party shall be To COMMISSION: Riverside County Transportation Commission 4080 Lemon Street Riverside, CA 92501 Attention: Marlin Feenstra Capital Project Manager Tel: (951) 787-7963 Email: mfeenstra(�rctc.orq excused from performing its obligations under this Agreement during the time and to the extent that it is prevented from performing by an unforeseeable cause beyond its control, including but not limited to: any incidence of fire, flood; acts of God; commandeering of material, products, plants or facilities by the federal, state or local government; national fuel shortage; or a material act or omission by the other Party; when satisfactory evidence of such cause is presented to the other Party, and provided further that such nonperformance is unforeseeable, beyond the control and is not due to the fault or negligence of the Party not performing. This Agreement shall be made effective upon execution by both Parties. IN WITNESS WHEREOF, the Parties hereto have caused this Agreement No. 19-33-082-00 to be executed on the date first written above. SOUTHERN CALIFORNIA REGIONAL RIVERSIDE COUNTY TRANSPORTATION RAIL AUTHORITY COMMISSION By: By: Stephanie Wiggins Anne Mayer Chief Executive Officer Executive Director APPROVED AS TO FORM: APPROVED AS TO FORM: By: By: Donald O. Del Rio General Counsel General Counsel 8 411 Exhibits: EXHIBIT A COMMISSION SCOPE OF SERVICE 412 EXHIBIT A COMMISSION SCOPE OF SERVICES 413 Scope of Work Project Management Responsibilities Project management will be performed by RCTC with SCRRA oversight under a cooperative agreement. The managing agency will work cooperatively with BNSF, the City of Riverside, environmental resource agencies, and other stakeholders in delivering this project. The Physical Scope required to complete the project includes: • Partially Demolish/Reface warehouse • Relocate ADA parking • Modify parking lot • Modify existing/Construct new pedestrian at -grade rail crossing • Modify Transit Drop -Off Area o Relocate/Construct Exit Driveway • Construct 720-foot center platform • Construct Pedestrian Overpass o Construct Elevator o Construct Stairs o Construct Bridge • Construct new platform tracks • Remove 1,100 feet of existing track • Relocate/Construct new Control Points • Construct sidewalk • Modify railroad signal system • Extend Culverts • Relocate utilities, as necessary • Construct various other ancillary civil and track improvements Environmental Clearance & Permits The project is subject to compliance with California Environmental Quality Act (CEQA), and National Environmental Policy Act (NEPA). The project proposes to increase station tracks to improve operation of anticipated train meets and to prevent blockages on the BNSF mainline. The project will result in the increase of service and/or alter the facility use. Per a preliminary review, the potential impact to an adjacent historical structure, it is 11 414 anticipated that an Initial Study (IS) with a Negative Declaration (ND) or Mitigated Negative Declaration (MND) would be the minimum required. The exceptions include the following: • Significant cumulative impact on the environment • Significant effect on the environment due to unusual circumstances. • Damage of scenic highways • Use of hazardous waste site • Substantial adverse change in the significance of historical resources Preliminary evaluation of the project's environmental compliance issues include the following topics: • Land Use: The project is located within a mixture of land developments that includes Commercial, Business/Office, and Medium Density Residential Areas. The project is consistent with the existing and planned land use for the project area. 2 • Property acquisition: It is anticipated that the project will affect one business located adjacent to the project area. The project will acquire new right-of-way from the solar panel manufacturing building property located southeast of the existing station platforms; however, the property take should be minimized and a single -vehicle driveway entrance off of 12th Street maintained. If the business becomes not viable due to right-of-way requirements, the project may be required to provide relocation benefits according to the Real Property Acquisition Policies Act, depending on the level of impact. • Visual Resources: Several palm trees line the project area that may be removed as a result of the project. The City of Riverside General Plan policies and objectives protects trees as an important visual resource, and encourages maintaining, preserving, and new planting of trees.2 The project may be required to replace trees that are affected by the project construction. • Cultural Resources: A search of the California Historical Resources Information System (CHRIS) archeological resources was conducted for the project's Area of Potential Effect (APE). The APE consists of the project general Limits of Disturbance (LOD) with a 1/2 mile buffer area. The following is a description of the search results: (See attached map for the APE Map and Location of Identified Archeological Sites) o P-33-009678 and P-33-01391 refer to group of archaeological resources in the same location, John W. North Park north of the project area; o P-33-009769 is a series of three building complexes associated with the historic "Citrus Machinery Pioneering", on the east side of the existing railroad tracks; o P-33-021086 is part of the earlier Santa Ana Railroad that seems to have passed through some of the lots that now hold the Citrus Machinery Pioneering buildings (P-33-9769). It seems to be a railroad spur running from just south of 14th Street and extending up to about 12th Street; • Site (P-33-021086) may potentially be disturbed or covered during the construction of the adjacent industrial buildings. The highest potential area of the site that may remain is the paved areas directly north of 14th Street. None of the proposed alternatives may extend within these limits, and it is unlikely that the any remains of the railroad would be affected by the project. Further investigation of this resource may be required for the environmental documentation. 12 415 " Biological Resource: A search of the CNDDB resulted in five species of interest that are historically present within the project area, of which only one is listed Federally Threatened and State Endangered (western yellow -billed cuckoo). However, the database indicates that all of these species are extant or are no longer present within this area. No species/habitat were identified in the project area in the USFW Critical Habitat dataset and Western Riverside County Multiple Species Habitat Conservation Plan (MSHCP). " The project may result in removal of trees within in the project area, and will be required to comply with requirements of the Migratory Bird Treaty Act. " Hazardous Material: Hazardous Material Preliminary Screening was performed for the project to identify parcels of property or facilities with known or potential environmental contamination that could affect the Project's design, cost, or schedule. The search included databases maintained by various state and federal agencies within one -quarter mile search buffer from the Project Site. Based on the database search report, 25 facilities were listed in one or more databases within 500 feet of the approximate project limits that may have the potential of source of contaminates. These adjacent and nearby facilities pose the highest risk of potential contamination impacting the Project. It is recommended that additional research/investigation activities be completed on key adjacent or nearby properties that pose a potential environmental threat to the Project activities. These additional activities could include obtaining and reviewing agency file records and reports which document and detail known contamination characteristics, extent of impacts, and remediation activities, if applicable. " NoiseNibration and Air quality: the project does not include increase in capacity and will not result in increase in rail traffic. It is not anticipated that the project will increase noise/vibration, and will not result in emissions increase. The project will not have noise and air quality impacts. " The project may result in temporary construction impacts that require the implementation of the following measures: o Coordination with Riverside Transit Authority (RTA) for impacts on bus routes, if any. o Coordination with any utility providers, if the project requires utility relocation that may affect land use surrounding the station. o Maintain access during construction for pedestrians, parking, and local business traffic. The following table summarizes the applicable environmental permits and approvals associated with the project. Table 1: Summary of Anticipated Permits and Approvals Permit or Approval Responsible Agency Status Ai Encroachment Permit Riverside Public Utilities (Riverside Canal) Coordination and permit will be required prior to beginning of construction PS&E scope of work for this project includes the following: " Prepare design documents for bidding construction as follows: o Alternatives Analysis (complete) 13 416 O 30% Design Plans O 60% Design Plans O 90% Design Plans O 100% bid ready Design Plan set and construction specifications • Prepare design reports as follows: o Geotechnical Report o Hydrology and Hydraulic Report o Environmental Constraints Report • Obtain appropriate environmental Mitigation property or credits at mitigation banks as outlined in the Environmental Clearance section of this PDR • Obtain required property, permanent easements, and construction easements • Identify and implement appropriate mitigation measures • Coordinate and obtain resource agency permits • Relocate utilities, as necessary • Construct various other ancillary civil and track improvements Project Schedule Milestone NTP Begin Environmental Phase (PA&ED) NTP + 1 Month Begin Design (PS&E) Phase NTP + 12Months Circulate Draft Environmental Document NTP + 18Months 30% Design Complete NTP + 18 Months End Environmental Phase (PA&ED) NTP + 24 Months 60% Design Complete NTP + 24 Months 90% Design Complete NTP + 30 Months End Design Phase NTP + 36 Month 14 417 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Revised 1/22/2018 4aRe 1 of 15 ,t .Or 111411, - - VINE STREET V.w t r N •••• r- BRkGHtVVOOD # COLLEGE 4.1 �f 0I1 fri • •,,,1 tso 011.11/1.,. i 11, 7 1 !; OWNTQWN. RIVERSIDE STATION iJr . - -",!••— - 1's R--■ - 1111/441PleUr'3TT~RA-CK P-1 - �-- - t - � pBpNSF VT-1 _ _ - - --= EZST TRACK P-7 -- AhSF MTV. r .r•• E.XIS r IKG PASSENGER SITING PPROXIMATELY 2.7:0 SF MARINA% PROPERTY l/ I PRISM AEROSPACE INC • z 3 IERT- 4 r J. ir,-*L_ i,` _. . 7 71'77 7, 7 �.r e riunv.t." f t , __----- ....... 1 N, ii:-,..„ .. -I ,..,14,-" , [ [1 71��i �' ;: -r E_ • 1 .,ir ��+_' ,: - PROP TRACK ST-01 pkop TRAcx sr-p2 R PROP TRA(:k ST-03 POINT OF SlogTCH IN CURVE ,.am ,n 1-4.r• . ATTACHMENT 4 741. � ..� 11•11m11" -EXIST STORAGE TRACk-1 .•- 4111 , N( ••. T+� ...EXIST STORAGE TRACK!' . :a — 5-CAR CONSIST u r m f_ Z a !� z r �Z ~ r O Y cn 4 ii 1 �� _ �� ' CONCEPTUAL NOT FOR TRUCTION '„-100' r i litF RIVERS= COUNTY TR RRSI.ONZRT ION (OM M I SS10H DOWNTOWN RIVERSIDE STATION STATION EXPANSION EXHIBIT SCALE- 1 "=100' DATE. 9-04-2018 419 METIR❑LINIC. Proposed Fiscal Year 2019-20 (FY20) Southern California Regional Rail Authority Budget CEO VISION STEPHANIE WIGGINS Chief Executive Officer METROLINK. Create Value, Exceed Expectations Customer -First • Safety and Security • An Integrated System • Modernizing Business Practices METROLINK FY20 Budget Priorities CUSTOMER FIRST Supported by the pillars of Safety, an Integrated System, and Modernized Business Practices • Continue emphasis on safe operations with Positive Train Control (PTC). • Invest in existing assets to maintain a state -of -good repair by funding critical rehabilitation projects and improving processes to accelerate project delivery. • Increase ridership and Farebox revenue, reducing the financial burden on Member Agencies. ✓ Attract new riders - marketing activities, brand awareness, and raising recommendation score. ✓ Retain current riders - improve on -time performance, train reliability, comfort and convenience. • Enhance customer experience and loyalty through: ✓ Loyalty Program ✓ Continuing improvements to the mobile ticketing application and modernization of ticket vending machines. - METROLIIVIC® FY20 New Service for the 91/PVL Line VFN-URA CO. MORE CONVENIENT SCHEDULES METROLINK COMMUTER RAIL .a LIU • MORE MIDDAY AND EVENING TRAINS • MORE FREQUENCY Sylmar/! a DUE TO COMPLETED THIRD San Fernando 1° ci °5, Nam° �a-� MAIN TRACK (ROSECRANS- ° , MARQUARDT GRADE I,e° +°°` amp° oo r ° ro�� °nr� ��' •� °c d P °� �`� � pay° SEPARATION) i=i=i=rim f_.�.�+t;\6J� <,�'�oa Boa• Qom e �a‘ •e° 1'tcPA�a 5°� c'C • LEVERAGING EXISTING '+ •=•e=•=•=•_•_•_•_\_•=•==mot CREWS AND EQUIPMENT b h \e t°e Ot © �o d ° cp c \c Qp° 0,.., \Q� M•=l Antelope Volley Lne •••I Inland Empire -Orange County Line Me>• Orange County Line M•1 Riverside Line t•M San Bernardino Linn t•= Ventura County Line m•m 91/PerrlsValley Line o Future Station FormeAy Burbank/Bab Hope A'ryart StaSon •• r rmedy San Ber„arddno 5bgm matrolinktrains.com Lancaster • A Palmdale I•y Vincent Grade/ • Acton I Via Princessa • Santa Clarita • A Newhall • lO5 ANC ,I.FS CO_ i °' goo c O p� `mac <cr o Vs ORANGE CO tip Station Served 6y t = Multiple Lines Ms= korak Pacific 5urffiner Metro Rail/Metro Bus G LAX FlyAway Buc Coaster oxarado ro San orogo Sprime area side m Euortdido METRO LINK. ••>_•�• ° .4 r � � °�'e¢ oo� Z Oac° C° rr • Ana eim Canyon 0,5 r+ c" \�Ce pp�Je\a ieAts\p n CapistranoF• �yl� S°c iverside- ntor Pni iverside- CR Downtown iverside- La Sierra oreno Valley/ arch Field orris - wntown erris - South c° S° p°o o°O o •a � Request#2006 91/PV Line —Weekend Extend two "Riverside - Los Angeles" roundtrips to "South Perris - Los Angeles" Request#2007 91/PV Line — Weekdays Extend two "South Perris - Riverside' roundtrips to "South Perris - Los Angeles" 4 METROLINK Revenue Allocation by Member Agency ($000s) METRO Share OCTA Share RCTC Share SBCTA Share VCTC Share Total FY2019-20 Operating Revenue Farebox Revenue $ 44,250 $ 24,427 $ 8,179 $ 10,748 $ 2,378 $ 89,983 Dispatching 1,122 717 8 64 262 2,172 Other Revenues 123 54 28 36 17 257 MOW Revenues 7,696 2,613 670 1,553 479 13,011 Total FY2019-20 $ 53,191 $ 27,812 $ 8,884 $ 12,401 $ 3,135 $ 105,423 Total FY2018-19 $ 50,917 $ 26,010 $ 8,507 $ 12,213 $ 3,159 $ 100,806 Over/(Under) Prior Year $ 2,274 $ 1,802 $ 377 $ 188 $ (24) $ 4,617 Percentage Change 4.5% 6.9% 4.4% 1.5% (0.8%) 4.6% Note: Amounts may not foot or cross foot due to rounding 5 METROLINK. FY20 Proposed Expenditures ($ million) FY2019-20 Proposed Budget FY2018-19 Adopted Budget Year Over Year Change In Expenditures $ $ $ 262.9 251.4 11.5 4.6% Variance Drivers: Train Operations & Services Fuel Train Operations Services (Amtrak) Rail Agreements Special Trains TVM Maintenance Other Eqpt Maintenance (Bombardier/Inventory) Transfers to Other Operators Marketing Maintenance -of -Way Salaries and Benefits- from Capital to Ops Overhead (0/H) Allocation Increase Signal Maintenance (MEC) Track Maintenance (VTMI) Consulting Note: Amounts may not foot or cross foot due to rounding 2.9 M 1.8 M 1.0 M 0.8 M 0.6 M 0.2 M (1.2 M) (1.2 M) (3.6 M) 1.8 M 1.5 M 1.0 M 0.9 M 0.5 M $1.3 M $ 5.7 M Administration & Services Overhead Increase ICAP changes -from Capital to Ops DBE Consultants- from Capital to Ops PTC maintenance and support Salaries & Benefits -COLA & Merit Information Technology Engineering Consultants Insurance Expense Insurance Premiums Claims $ 7.0 M $ 1.9 M $ 1.7 M $ 1.2 M $ 0.9 M $ 0.8 M $ 0.3 M $ 0.2 M $ (2.5 M) $ 0.5 M $ (3.0 M) METROLINK. Expense Allocation by Member Agency ($000s) METRO OCTA Share Share RCTC Share SBCTA Share VCTC Share Total FY2019-20 Expenses Train Operations & Services $ 75,960 $ 36,588 $ 18,466 $ 16,342 $ 6,248 $ 153,604 Maintenance -of -Way 24,769 9,413 3,491 6,464 2,829 46,966 Administration & Services 23,123 8,729 6,813 5,135 4,339 48,140 I nsurance 7,326 3,370 1,398 1,616 448 14,158 Total FY2019-20 $ 131,179 $ 58,100 $ 30,168 $ 29,557 $ 13,865 r$ 262,869 Total FY2018-19 $ 126,037 $ 55,413 $ 28,167 $ 28,324 $ 13,415 $ 251,356 Over/(Under) Prior Year $ 5,143 $ 2,686 $ 2,001 $ 1,233 $ 449 $ 11,512 Percentage Change 4.1% 4.8% 7.1% 4.4% 3.3% 4.6% Note: Amounts may not foot or cross foot due to rounding METROLINK. Subsidy by Member Agency ($000s) METRO Share OCTA Share RCTC Share SBCTA Share VCTC Share Total FY2019-20 Revenues $ 53,191 $ 27,812 $ 8,884 $ 12,401 $ 3,135 $ 105,423 Expenses $ 131,179 $ 58,100 $ 30,168 $ 29,557 $ 13,865 $ 262,869 FY2019-20 $ 77,988 $ 30,288 $ 21,284 $ 17,156 $ 10,729 $ 157,445 FY2018-19 $ 75,120 $ 29,403 $ 19,660 $ 16,111 $ 10,256 $ 150,550 Over/(Under) Prior Year $ 2,869 $ 885 $ 1,624 $ 1,045 $ 473 $ 6,896 Percentage Change 3.8% 3.0% 8.3% 6.5% 4.6% 4.6% Note: Amounts may not foot or cross foot due to rounding 8 - METROLINK FY20 Proposed Rehabilitation Budget FY2019-20 Rehabilitation Project Allocation by Member Agency Asset Category ($000s) METRO Share OCTA Share RCTC Share SBCTA Share VCTC Share Total FY2019-20 Communications $ 1,052 $ 651 $ 342 $ 173 $ 207 $ 2,426 Facilities 1,470 613 344 446 223 3,095 Fleet Vehicles 1,970 821 460 597 299 4,148 Rolling Stock 1,354 564 316 410 205 2,851 Signals 7,381 - - 2,384 3,778 13,543 Structures 1,388 2,380 - 925 2,500 7,193 Track 17,348 7,650 236 3,218 2,023 30,475 Total $ 31,964 $ 12,680 $ 11698 $ 8,153 $ 9,235 $ 63,731 Note: Amounts may not foot or cross foot due to rounding METROLINIC. FY20 Proposed New Capital Budget FY2019-20 Capital Project Allocation by Member Agency Asset Category ($000s) METRO Share OCTA Share RCTC Share SBCTA Share VCTC Share Total FY2019-20 Facilities $ 879 $ 366 $ 205 $ 266 $ 133 $ 1,850 Rolling Stock 309 129 72 94 47 650 Signals 201 21 224 86 8 ' 540 Total $1,389 $ 516 $ 502 $ 446 $ 188 $ 3,040 Note: Amounts may not foot or cross foot due to rounding Timeline - Next Steps METIR❑LINIC. June 2019 Member Agency Committee / Board Meetings June 28, 2019 Public Hearing / Board Approval of FY2019-20 Budget METROLINK MISSION METROLINIC TO PROVIDE SAFE, EFFICIENT, DEPENDABLE AND ON -TIME TRANSPORTATION SERVICE THAT OFFERS OUTSTANDING CUSTOMER EXPERIENCE AND ENHANCES QUALITY OF LIFE. el. in (11) SAFETY I PEOPLE I GROWTH I QUALITY I EFFICIENCY 12 AGENDA ITEM 11 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 12, 2019 TO: Riverside County Transportation Commission FROM: Jenny Chan, Management Analyst Shirley Medina, Planning and Programming Director THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Year 2019/20 SB 821 Bicycle and Pedestrian Facilities Program Funding Recommendations STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the Fiscal Year 2019/20 SB 821 Bicycle and Pedestrian Facilities (SB 821) program recommended project allocations in the amount of $3,901,915; 2) Direct staff to prepare memorandums of understanding (MOUs) with the project sponsors to outline the project schedules and local funding commitments; and 3) Authorize the Chair or Executive Director to execute the MOUs with the project sponsors, pursuant to legal counsel review. BACKGROUND INFORMATION: Each year, two percent of the Local Transportation Fund (LTF) revenue is set aside for bicycle and pedestrian projects through the Commission's SB 821 Program. At its March 2014 meeting, the Commission approved the Technical Advisory Committee's subcommittee recommendation to extend the SB 821 Call for Projects from an annual basis to a biennial basis mainly to accumulate more funding per call. It also set the call release date for the first Monday of every other February and the close date for the last Thursday of every other April, beginning February 2015. Consistent with Commission policy, earlier this year staff released the call for projects on February 4. The cities and the County were notified that an estimated $3,833,000 would be available for programming in FY 2019/20 through the SB 821 program. One-on-one sessions were offered to all eligible agencies, from February 5 through April 19, to review and provide feedback on potential project applications. Proposals were due April 25. The Commission received 35 project proposals, totaling $7,837,250 in SB 821 funding requests. A summary of the applications submitted and related funding requests by geographic area is summarized in the table below. Agenda Item 11 420 Summary of Requests Coachella Valley Western Riverside Projects Submitted Total Funding Request $2,588,408 111111 $ 5, 248, 842 35 $7,837,250 The FY 2019/20 SB 821 Evaluation Committee was comprised of five members representing staff from Caltrans District 8, Coachella Valley Association of Governments, the city of Indian Wells, Riverside Transit Agency, and the Western Riverside Council of Governments. On May 9, the evaluation committee met and reviewed the 35 project applications, based upon the Commission's adopted evaluation criteria as summarized below and described in Attachment 1. Evaluation Criteria Factor Maximum Points Destinations Served Safety Project Enhancement Multimodal Access Matching Funds Population Equity Total Points 15 10 5 5 10 5 50 Initially, an estimated $3,833,000 was available for programming for this year's call for projects. Due to project savings and rescinded funds from projects allocated in previous cycles, staff recommends funding allocations for 12 projects, totaling $3,901,915, approximately a $69,000 increase from the initial estimate. A summary of the recommended allocations is provided in the table below and a full list of the projects is provided in Attachment 2. Summary of Recommended Allocations Coachella Valley Western Riverside Total # of Recommended Projects Total SB 821 Recommended Allocations Recommended Allocations as a of Total Allocations 4 $1,302,406 sm. 33% 8 $2,599,509 67% 12 $3,901,915 100 Per the Commission's SB 821 adopted policies, jurisdictions receiving an allocation have 24 months to complete approved projects and submit claim forms for reimbursement upon project completion. Staff recommends that the Commission direct staff to prepare MOUs with Agenda Item 11 421 the sponsor for each project to outline the project schedule, funding plan, and local agency match commitment. Further, staff recommends that the Commission authorize the Chair or Executive Director to execute the MOUs, pursuant to legal counsel review. Staff will monitor the progress of the projects to ensure timely implementation and delivery and expenditure reimbursements, as the intent of the SB 821 program is to deliver and expend FY 2019/20 and FY 2020/21 funds within the timeframe of this cycle. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2019/20 FY 2020/21 Amount: $1,250,100 $2,651,815 Source of Funds: Local Transportation Funds-SB 821 Budget Adjustment: No N/A GL/Project Accounting No.: 601 62 86106 Fiscal Procedures Approved: \l/,� Date: 05/16/2019 Attachments: 1) RCTC SB 821 Evaluation Criteria 2) FY 2019/20 SB 821 Funding Recommendation Agenda Item 11 422 ATTACHMENT 1 RCTC SB 821 Evaluation Criteria FACTOR , MAXIMUM POINTS DESTINATIONS SERVED — Three points will be awarded for each destination served by the proposed project (e.g. employment center, school/college, retail center, downtown area, park or recreation facility, library, museum, government office, medical facility) up to a maximum of 15 points. *Map with numbered destinations served must be included. -For pedestrian projects, destinations served must be within a 3/-mile or less radius of the proposed project. -For bicycle projects, destinations served must be within a two-mile or less radius of the proposed project. 15 SAFETY — The extent to which the proposed project will increase safety for the non - motorized public. Points will be given for any combination of the following project characteristics: no existing shoulder within project limits, no existing/planned sidewalk or bike route/lane/path adjacent to the project; and/or by providing: documented pedestrian/bicycle collision history, most current and valid 85th percentile speed of motorized traffic in project limits, photos of existing safety hazards project will address, existing pedestrian/bicycle traffic counts, student attendance figures for school served by project. 10 PROJECT ENHANCEMENT — Up to five points will be awarded based on the extent that the proposed project will encourage people to use the proposed facility; e.g. ADA ramps, bicycle lockers or other bicycle amenities, or completing a missing link. Enhancements must exist or be part of the project proposal. 5 MULTIMODAL ACCESS — One point will be awarded for each transit stop or park and ride facility served by the proposed project up to a maximum of five points. *Map with numbered transit stops or park and rides served must be included. -For pedestrian projects, transit stops served must be within a 3/-mile or less radius of the proposed project. -For bicycle projects, transit stops served must be within a two-mile or less radius of the proposed project. 5 MATCHING FUNDS — One point is awarded for each 5% of match provided by the local agency, for a maximum of 10 points at a 50% match. *Supporting documentation of proposed match must be included. 10 POPULATION EQUITY — Calculated by multiplying the local agency's cumulative total allocation by the local agency's population percentage (population percentage calculated by dividing the local agency's population by the total population of Riverside County). An applicant receives five points if the cumulative amount of funds received does not exceed the total of what the applicant would receive if the funds were allocated by population (calculated by RCTC). 5 50 Adopted 1/2015 423 Agency RIVERSIDE COUNTY TRANSPORTATION COMMISSION SB 821 BICYCLE AND PEDESTRIAN PROGRAM FY 2019 CALL FOR PROJECTS FUNDING RECOMMENDATION ATTACHMENT 2 SB 821 Funds Recommended Project Name Total Project Cost Requested Allocation Score Menifee Paloma Wash Trail $ 999,530 $ 499,765 $ 499,765 45 Riverside County Mecca Curb Ramp Accessibility Project (District 4) $ 500,000 $ 250,000 $ 250,000 42 Desert Hot Springs DHS Bike Lanes and ADA Improvements $ 630,906 $ 330,906 $ 330,906 42 Moreno Valley Cactus Avenue/Redwing Drive Ped Hybrid Beacon $ 400,000 $ 200,000 $ 200,000 42 Wildomar Palomar Street/Clinton Keith Road $ 781,540 $ 275,000 $ 275,000 42 Menifee Scott Road/Menifee Road Sidewalk $ 366,526 $ 183,263 $ 183,263 42 Eastvale 65th Street Bicycle and Pedestrain Safety Enhancement $ 700,000 $ 350,000 $ 350,000 42 Carver Tract Sidewalk Safety Improvement - Leyte Avenue, Corregidor Riverside County Avenue, Lingayen Avenue, and Luzon Street (District 4) $ 1,150,000 $ 575,000 $ 575,000 41 Palm Springs Sidewalk Gap Closure Improvements - Sunny Dunes Road $ 293,000 $ 146,500 $ 146,500 41 Riverside Adair Avenue Sidewalk $ 300,000 $ 150,000 $ 150,000 39 Riverside Bonita Avenue Sidewalk $ 420,000 $ 210,000 $ 210,000 39 El Nido Avenue Sidewalk Safety Improvement Project - Orange Avenue to Riverside County Placentia Avenue (District 5) $ 1,282,481 $ 731,481 $ 731,481 39 UNFUNDED Cathedral City Cathedral Canyon Drive Sidewalk Gap Closure $ 451,000 $ 338,400 38 Cathedral City Gerald Ford Drive Bike Lanes Project - Date Palm Drive and Da Vali Drive $ 27,400 $ 21,920 38 Moreno Valley Heacock Street south of Gregory Lane Sidewalk Improvement $ 650,000 $ 520,000 38 Perris Ruby Drive & Redlands Ave Ped Improvements $ 320,000 $ 100,000 38 Washington Street at Ave 50 and Calle Tampico Sidewalk and ADA La Quinta Improvements $ 195,400 $ 97,700 37 Perris North A Street Sidewalk Improvement $ 250,000 $ 125,000 36 Lake Elsinore Joy Street Sidewalk Project $ 121,777 $ 60,889 36 Lake Elsinore Colier Avenue Bike Lane $ 52,000 $ 26,000 36 Mayberry Avenue Sidewalk Safety Improvement - Peartree Lane to Casino Riverside County Road (District 3) $ 544,500 $ 408,375 36 Riverside Cleta Drive & Thrush Drive Improvements $ 340,000 $ 170,000 36 Lake Elsinore Machado Street Sidewalk Project $ 213,318 $ 106,659 35 Rancho Mirage Missing link Sidewalk $ 639,964 $ 319,982 35 San Jacinto Lyon Avenue Sidewalk Installation $ 120,000 $ 60,000 35 Lake Elsinore Lincoln Street Bike Lanes $ 25,000 $ 12,500 35 Tolton Avenue Sidewalk Safety Improvement Project - Grant Street to Truman Riverside County Street (District 2) $ 390,000 $ 310,000 35 Temecula Ynez Road Sidewalk Improvement $ 125,000 $ 91,000 34 Hemet Kirby Street Improvements $ 149,775 $ 124,775 34 Jurupa Valley Etiwanda Avenue & Wineville Bike Lane Striping Project $ 100,000 $ 100,000 34 Cathedral City Perez Road Sidewalk Gap Closure $ 508,000 $ 508,000 33 Lake Elsinore Avenue East Sidewalk Project $ 234,139 $ 117,070 31 Lake Elsinore Avenues West Sidewalk Project $ 224,129 $ 112,065 31 San Jacinto Cottonwood Avenue Ped Improvement Project $ 600,000 $ 90,000 30 La Sierra Avenue Sidewalk Safety Improvement Project - Orchard View Lane to Riverside County Carrara Court (District 1) $ 230,000 $ 115,000 22 TOTAL $ 14,335,385 $ Coachella Valley 7,837,250 $ 3,901,915 Number of Applications 9 Total Funding Request $ 2,588,408 Number of Funded Applications $ 4 Funding Received $ 1,302,406 33% Western Riverside Number of Applications 26 Total Funding Request $ 5,248,842 Number of Funded Applications $ 8 Funding Received $ 2,599,509 67% Riverside Region Total Number of Applications 35 Total Funding Request $ 7,837,250 Number of Funded Applications 12 Funding Available $ 3,901,915 424 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FYS 2019/ 20 & 2020/ 21 SB 821 CALL FOR PROJECTS Funding Recommendations 4 Jenny Chan, Management Analyst, Planning & Programming SB 821 Call for Projects SB 821 • 2 percent of Local Transportation Fund (LTF) revenue • Bicycle and Pedestrian projects • Bike and Pedestrian Master Plans 2 SB 821 Call for Projects Past Commission Actions • March & November 2014 Commission Meetings • Subcommittee Formed • Commission adopted following recommendations: — Biennial Call for Project — Release & close dates — Evaluation Criteria — Minimum 5 evaluators Evaluation Criteria Factor Destinations Served Safety Project Enhancement Multimodal Access Matching Funds Population Equity Total Points Maximum Points 15 10 5 5 10 5 50 3 SB 821 Call for Projects 2019 SB 821 Call for Projects Coachella Valley Western Riverside Total Projects Submitted Total Funding Request 9 26 35 $2,588,408 $5,248,842 $7,837,250 Coachella Valley Western Riverside Total # of Recommended Projects Total SB 821 Recommended Allocations Recommended Allocations as a % of Total Allocations 4 8 12 $1,302,406 $2,599,509 $3,901,915 33% 67/0 100% 4 SB 821 Call for Projects Funding Recommendation Project Name Total Project Cost SB 821 Funds Re uested Recommended Allocation Menifee Riverside Count Desert Hot S • rin s Moreno Valley Paloma Wash Trail Mecca Curb Ramp Accessibility Project (District 4) DHS Bike Lanes and ADA Improvements Cactus Avenue/Redwing Drive Ped Hybrid Beacon Wildomar Palomar Street/Clinton Keith Road Menifee 999,530 $ 500,000 $ $ 630,906 499,765 250,000 $ 330,906 400,000 $ 200,000 781,540 $ Scott Road/Menifee Road Sidewalk $ 366,526 $ Eastvale 65th Street Bicycle and Pedestrain Safety Enhancement Riverside County Carver Tract Sidewalk Safety Improvement - Leyte Avenue, Corregidor Avenue, Lingayen Avenue, and Luzon Street (District 4) Palm Springs Sidewalk Gap Closure Improvements - Sunny Dunes Road Riverside Riverside 499,765 45 250,000 330,906 $ 200,000 275,000 $ 183,263 $ 700,000 $ 350,000 $ 1,150,000 $ 575,000 293,000 $ 146,500 42 42 42 275,000 42 183,263 42 $ 350,000 42 $ 575,000 41 $ 146,500 41 Adair Avenue Sidewalk $ 300,000 $ 150,000 $ 150,000 39 Bonita Avenue Sidewalk $ 420,000 $ 210,000 $ 210,000 39 Riverside County El Nido Avenue Sidewalk Safety Improvement Project - Orange Avenue to Placentia Avenue (District 5) $ 1,282,481 $ 731,481 $ 731,481 39 5 SB 821 Call for Projects Staff Recommendation 1) Approve the Fiscal Year 2019/20 SB 821 Bicycle and Pedestrian Facilities (SB 821) program recommended project allocations in the amount of $3,901,915; 2) Direct staff to prepare memorandums of understanding (MOUs) with the project sponsors to outline the project schedules and local funding commitments; and 3) Authorize the Chair or Executive Director to execute the MOUs with the project sponsors, pursuant to legal counsel review. 6