Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My Public Portal
About
06 June 10, 2020 Commission
RIVERSIDE COUNTY TRANSPORTATION COMMISSION MEETING AGENDA TIME/DATE: 9:30 a.m. / Wednesday, June 10, 2020 LOCATION: BOARD ROOM County of Riverside Administrative Center 4080 Lemon Street, First Floor, Riverside Pursuant to Governor Newsom's Executive Order N-29-20, (March 18, 2020), the Governing Board meeting will be conducted via teleconference in addition to in -person. Due to the COVID-19 pandemic, the Riverside County Transportation Commission will permit public comments via teleconference. Please visit https://countyofriverside.us/ConstituentSpeakingRequest.aspx to complete an ecomment/speaker slip and receive further instructions to participate via teleconference. COMMISSIONERS Chair— Ben J. Benoit Vice Chair —Jan Harnik Second Vice Chair—V. Manuel Perez 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 / Linda Molina, 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 / Kimberly Muzik, 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 Yxstain Gutierrez / Carla Thornton, City of Moreno Valley Scott Vinton / Christi White, City of Murrieta Berwin Hanna / Ted Hoffman, City of Norco Jan Harnik / Kathleen Kelly, City of Palm Desert Lisa Middleton / Dennis Woods, 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. RIVERSIDE COUNTY TRANSPORTATION COMMISSION www.rctc.org MEETING AGENDA * *Actions may be taken on any item listed on the agenda BOARD ROOM County of Riverside Administrative Center 4080 Lemon Street, First Floor, Riverside, California 9:30 a.m. Wednesday, June 10, 2020 Pursuant to Governor Newsom's Executive Order N-29-20, (March 18, 2020), the Governing Board meeting will be conducted via teleconference in addition to in -person. Due to the COVID-19 pandemic, the Riverside County Transportation Commission will permit public comments via teleconference. Please visit https://countyofriverside.us/ConstituentSpeakingRequest.aspx to complete an ecomment/speaker slip and receive further instructions to participate via teleconference. For members of the public wishing to submit written comments, please email comments to the Clerk of the Board at Imobley@rctc.org prior to June 9, 2020 and your comments will be made part of the official record of proceedings. 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 on the Commission's website, www.rctc.org. In compliance with the Americans with Disabilities Act, Government Code Section 54954.2, Executive Order N-29-20, 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. PUBLIC COMMENTS — 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. 4. 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. Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 2 5. PUBLIC HEARING — PROPOSED BUDGET FOR FISCAL YEAR 2020/21 Overview This item is for the Commission to: Page 1 1) Conduct the public hearing on the proposed Budget for FY 2020/21; 2) Approve the salary schedule effective July 2, 2020, located in Appendix B of the proposed budget; 3) Authorize the expenditure of $1.2 million of 91 Express Lanes toll revenues designated as surplus in accordance with the 2013 Toll Revenue Bonds Indenture to fund Commission costs related to the development of agreements related to the funding, construction, operations, maintenance, and use of toll revenues for the future direct, tolled connector linking the SR-241 toll road to the 91 Express Lanes (241/91 connector); and 4) Adopt the proposed Budget for FY 2020/21. 6. PUBLIC HEARING —15 EXPRESS LANES TOLL SCHEDULE ADOPTION Overview This item is for the Commission to: Page 150 1) Approve Resolution No. 20-008, "Resolution of the Riverside County Transportation Commission Adopting the 15 Express Lanes Toll Schedule" and 2) Forward to the Commission to conduct a public hearing at its June 10, 2020 meeting and take final action. 7. 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. 7A. APPROVAL OF MINUTES — MAY 13, 2020 7B. APPROPRIATIONS LIMIT FOR FY 2020/21 Overview Page 202 Page 210 This item is for the Commission to adopt Resolution No. 20-009 "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit", for Fiscal Year 2020/21. Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 3 7C. QUARTERLY INVESTMENT REPORT Page 217 Overview This item is for the Commission to receive and file the Quarterly Investment Report for the quarter ended March 31, 2020. 7D. 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, 2020. 7E. RECURRING CONTRACTS FOR FISCAL YEAR 2020/21 Overview This item is for the Commission to: Page 321 Page 331 1) Approve the single -year recurring contracts in an amount not to exceed $18,181,500 for Fiscal Year 2020/21; 2) Approve the recurring contracts for specialized services in an amount not to exceed $110,830 in FY 2020/21 and $456,170 in FYs 2021/22 — 2024/25; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements on behalf of the Commission. 7F. QUARTERLY PUBLIC ENGAGEMENT METRICS REPORT, JANUARY-MARCH 2020 Page 341 Overview This item is for the Commission to receive and file the Quarterly Public Engagement Metrics Report for January -March 2020. 7G. STATE AND FEDERAL LEGISLATIVE UPDATE Overview This item is for the Commission to receive and file an update on state and federal legislation. Page 347 Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 4 7H. CITY OF CANYON LAKE'S REQUEST TO CONVERT FEDERAL SURFACE TRANSPORTATION BLOCK GRANT TO LOCAL MEASURE A REGIONAL ARTERIAL FUNDS FOR THE RAILROAD CANYON ROAD PAVEMENT REHABILITATION PROJECT Page 357 Overview This item is for the Commission to: 1) Approve the city of Canyon Lake's (Canyon Lake) request for conversion of federal Surface Transportation Block Grant (STBG) funds to local 2009 Measure A Western County Regional Arterial (MARA) funds to the Railroad Canyon Road Pavement Rehabilitation Project (Project); and 2) Authorize the Chief Financial Officer to reimburse Canyon Lake upon presentation of invoices associated with the Project. 71. AGREEMENTS FOR ON -CALL MAINTENANCE AND REPAIR SERVICES FOR THE COMMUTER RAIL STATIONS AND TOLL FACILITIES Overview This item is for the Commission to: Page 360 1) Award the following agreements to provide on -call repair, maintenance and minor construction services for the commuter rail stations and toll facilities for a three-year term, with two two-year options to extend the agreements for a total aggregate amount not to exceed $13,282,500: a) Agreement No. 20-24-040-00 to Braughton Construction; and b) Agreement No. 20-24-082-00 to Procell; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements, on behalf of the Commission; and 3) Authorize the Executive Director, or designee, to execute task orders awarded to the contractors under the terms of the agreements. 7J. COVID-19 IMPACTS TO THE 91 EXPRESS LANES Page 448 Overview This item is for the Commission to receive and file a presentation that provides a summary of COVID-19 impacts to the Commission's 91 Express Lanes. Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 5 7K. 91 EXPRESS LANES MONTHLY STATUS REPORTS Page 464 Overview This item is for the Commission to receive and file the 91 Express Lanes Monthly Reports for three months from January to March 2020. 7L. APPROVAL OF METROLINK OPERATING SUBSIDY FOR FIRST QUARTER OF FISCAL YEAR 2020/21 AND RELATED MEMORANDUM OF UNDERSTANDING Overview This item is for the Commission to: Page 528 1) Receive and file a report on the Commission's portion of the FY 2020/21 Southern California Regional Rail Authority (SCRRA) operating budget; 2) Approve the initial FY 2020/21 SCRRA operating budget, which results in an operating subsidy of $4,533,566 from the Commission; and 3) Authorize the Executive Director to finalize and execute Memorandum of Understanding (MOU) No. 20-25-091-00 with SCRRA regarding annual funding, including subrecipient matters related to pass -through of federal funding 7M. FISCAL YEAR 2020/21 SHORT RANGE TRANSIT PLAN UPDATES AND TRANSIT FUNDING ALLOCATIONS Overview This item is for the Commission to: Page 547 1) Approve the Fiscal Years 2020/21 — FY 2022/23 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 FY 2020/21— 2024/25 SRTP for the Rail and Vanpool Programs; 2) Approve FY 2020/21 Transit Operator Funding Allocations for Banning, Beaumont, Corona, and Riverside; PVVTA; RTA; SunLine; and the Commission's Rail and Vanpool Programs; 3) Adopt Resolution No. 20-010, "Resolution of the Riverside County Transportation Commission to Allocate Local Transit Assistance Funds and State Transit Assistance Funds For the Fiscal Year 2020/2021 "; and 4) Direct staff to add the federally funded and regionally significant projects into the Federal Transportation Improvement Program (FTIP). Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 6 7N. AMENDMENT FOR CONSTRUCTION FREEWAY SERVICE PATROL TOWING SERVICES SUPPORTING THE 1-10 TUNE-UP PROJECT AND FIRST ONE-YEAR TERM EXTENSION Page 1244 Overview This item is for the Commission to: 1) Approve Agreement No. 17-45-061-02 , Amendment No. 2 to Agreement No. 17-45-061-00 with Pepe's Towing (Pepe's) to include Construction Freeway Service Patrol (CFSP) service for the 1-10 Tune -Up Project (Project) for an additional amount of $741,360, and a total amount not to exceed $4,449,313; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission 70. SAN BERNARDINO COUNTY TRANSPORTATION AUTHORITY AGREEMENT FOR BI- COUNTY RIDESHARE PROGRAM SERVICES Overview This item is for the Commission to: Page 1250 1) Approve Agreement No. 20-41-090-00 with the San Bernardino County Transportation Authority (SBCTA) for a two-year term to reimburse the Commission in an amount not to exceed $2.4 million for commuter/employer rideshare (IE Commuter) programs administered by the Commission, on behalf of both agencies, and for the Commission to reimburse SBCTA an amount not to exceed $200,000, for SBCTA's provision of rideshare and vanpool program web -based software, as part of an ongoing bi-county partnership; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission. 7p. FISCAL YEAR 2020/21 MEASURE A COMMUTER ASSISTANCE BUSPOOL SUBSIDY FUNDING CONTINUATION REQUEST Overview This item is for the Commission to: Page 1287 1) Authorize payment of the $2,350/month maximum subsidy per buspool for the period July 1, 2020 to June 30, 2021, to the existing Riverside I buspool; and 2) Require subsidy recipients to meet monthly buspool reporting requirements as supporting documentation to receive payments. Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 7 7Q. INLAND EMPIRE TELEWORK INITIATIVE Overview This item is for the Commission to: Page 1291 1) Authorize staff to develop and implement a comprehensive telework assistance program for Riverside County employers and residents, with outreach activities beginning as early as July 1, 2020, in partnership with the San Bernardino County Transportation Authority (SBCTA) through the IE Commuter program; 2) Authorize staff to work with local and regional government partners, Riverside County businesses, and other stakeholders to identify and encourage additional options for virtual travel and other cost-effective transportation demand management (TDM) strategies; and 3) Authorize staff to quantify vehicle miles traveled (VMT) reductions resulting from the telework assistance program and additional TDM strategies subsequently developed for the purposes of creating potential mitigation credits for transportation projects subject to SB 743. 7R. CITY OF LAKE ELSINORE FUNDING REQUEST FOR CONSTRUCTION OF INTERSTATE 15/MAIN STREET INTERCHANGE IMPROVEMENT PROJECT Page 1325 Overview This item is for the Commission to: 1) Approve programming $5,483,000 of 2009 Measure A Western County Regional Arterial (MARA) funds for the city of Lake Elsinore's (Lake Elsinore) Interstate 15/Main Street Interchange Improvement Project (Main Street IC); 2) Approve Agreement No. 20-72-089-00 between the Commission and Lake Elsinore for the programming of $5,483,000 of MARA for the construction phase of Main Street IC; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement. Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 8 8. AWARD OF INTERSTATE 215/PLACENTIA AVENUE INTERCHANGE PROJECT CONSTRUCTION AGREEMENT TO RIVERSIDE CONSTRUCTION COMPANY Overview This item is for the Commission to: Page 1330 1) Award Agreement No. 20-31-068-00 to Riverside Construction Company to construct the Interstate 215/Placentia Avenue Interchange Project (Project), in the amount of $30,292,082, plus a contingency amount of $3,029,208 for potential change orders, and supplemental work in the amount of $889,500, for a total amount not to exceed $34,210,790, contingent upon action by the California Transportation Commission (CTC) to allocate $14,160,000 of Local Partnership Program (LPP) formula funds to the Project; 2) Approve Agreement No. 20-31-063-00 with the Riverside County Transportation Department (RCTD) for a reimbursement of $30,000 for the Mead Valley Monument to be included in the construction of the Project per County of Riverside request; 3) Approve Agreement No. 20-31-086-00 with the Riverside County Flood Control and Water Conservation District (RCFC&WCD) for the maintenance of detention basins and drainage culverts to be constructed as part of the Project and to be maintained by RCFC&WCD; 4) Approve the use of $14,160,000 of Senate Bill (SB) 1 Local Partnership Program (LPP) Formula Cycle 3 funds for the Project; 5) Approve match funds by programming $12,354,000 of Transportation Uniform Mitigation Fee — Community and Environmental Transportation Acceptability Process (TUMF-CETAP) funds and $1,806,000 of 2009 Measure A Western County New Corridors funds; 6) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreements on behalf of the Commission; and 7) Authorize the Executive Director, or designee, to approve contingency work as may be required for the Project. 9. SENATE BILL 743 UPDATE AND REQUEST TO DELAY IMPLEMENTATION Overview This item is for the Commission to: Page 1373 1) Receive an update on the implementation Senate Bill 743 (Steinberg, 2013) by Caltrans; and 2) Authorize the Chair to request the Governor delay the use of Vehicle Miles Traveled (VMT) as the primary method for assessing transportation impacts on the environment for projects subject to California Environmental Quality Act (CEQA) review. Riverside County Transportation Commission Meeting Agenda June 10, 2020 Page 9 10. ITEM(S) PULLED FROM CONSENT CALENDAR AGENDA 11. 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. 12. ADJOURNMENT The next meeting of the Commission is scheduled to be held on Wednesday, July 8, 2020, Board Room, First Floor, County Administrative Center, 4080 Lemon Street, Riverside. 6/10/2020 Mail - Lisa Mobley - Outlook [EXTERNAL] RCTC: June 10th Meeting: Public Comments: Item 3: Ron Roy Ron Roy <rroy310@gmail.com> Tue 6/9/2020 5:00 PM To: Lisa Mobley <LMobley@RCTC.org> 1 attachments (17 MB) USDOT FHA Diverging Diamond Interchange Information Guide.pdf; To: Clerk of the Board: RCTC From: Ron Roy 35161 Hogan Dr, Beaumont, CA 92223 Re: Divergent Diamond Interchanges: Dear RCTC I am requesting that the commission adopt the Divergent Diamond Interchange (DDI) Design as the standard interchange design for all existing and future interchange projects within the County, including rehabilitation and replacement of existing interchanges. A USDOT FHA summary of a DDI is provided below. The U.S. now has 99 DDI's in operation in over 30 states (https://divergingdiamond.com/ddi- openings-by-date/) . For some reason unknown to me, California is lagging significantly behind. California's has only 3 DDI's approved. One in Manteca in the Central Valley: https://cal.streetsblog.org/2019/06/28/central-valley-to-get-a-diverging-diamond- interchangl See also: https://www.abcl0.com/article/news/local/manteca/first-of-its-kind- interchange-in-california-will-be-built-in-manteca/103-16b950ba-4481-4756-a58e-3d4f32489abd Another has been approved for Ceres California. Also San Bernadino's SBTCA has approved a DDI at University Parkway and 1215. See: https://cros7.permits.performance.gov/permitting-projects/sbd-215- university-parkway-icreconfigure-existing-ic-ramp Please note WRCOG has already studied the DDI: See attachment: Beaumont, where I live, is an ideal location for DDI's. Interchange rehabilitations and replacements have been indicated for the following Beaumont Area Interchanges: Highland Springs Rd/110 110/SR 60 Interchange Oak Valley Parkway/I10 Interchange Cherry Valley Blvd./I10 Interchange In my opinion, the Oak Valley Interchange provides an ideal starting point for completing a DDI in my area. https://outlook.office.com/mail/deeplink?version=2020060101.15&popoutv2=1 1/2 6/10/2020 Mail - Lisa Mobley - Outlook Please note however, that coordination with WRGOG will be necessary. Thank you Ron Roy As summarized in the USDOT FHA Diverging Diamond Interchange Study, page 3 (see attachment) a Divergent Diamond Interchange (DDI) design is described as follows: "The diverging diamond interchange (DDI) is also known as a double crossover diamond (DCD) and is an alternative to the conventional diamond interchange or other alternative interchange forms. The primary difference between a DDI and a conventional diamond interchange is the design of directional crossovers on either side of the interchange. This eliminates the need for left -turning vehicles to cross the paths of approaching through vehicles. By shifting cross street traffic to the left side of the street between the signalized crossover intersections, vehicles on the crossroad making a left turn on to or off of ramps do not conflict with vehicles approaching from other directions. The DDI design has shown to improve the operations of turning movements to and from the freeway facility and significantly reduces the number of vehicle -to -vehicle conflict points compared to a conventional diamond interchange. The DDI also reduces the severity of conflicts, as conflicts between left -turning movements and the opposing through movement are eliminated. The remaining conflicts are reduced to merge conflicts for turning movements, and the reduced- speed crossover conflict of the two through movements. Also the https://outlook.office.com/mail/deeplink?version=2020060101.15&popoutv2=1 2/2 AGENDA ITEM 5 PUBLIC HEARING RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 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 2020/21 STAFF RECOMMENDATION: This item is for the Commission to: 1) Conduct the public hearing on the proposed Budget for FY 2020/21; 2) Approve the salary schedule effective July 2, 2020, located in Appendix B of the proposed budget; 3) Authorize the expenditure of $1.2 million of 91 Express Lanes toll revenues designated as surplus in accordance with the 2013 Toll Revenue Bonds Indenture to fund Commission costs related to the development of agreements related to the funding, construction, operations, maintenance, and use of toll revenues for the future direct, tolled connector linking the SR-241 toll road to the 91 Express Lanes (241/91 connector); and 4) Adopt the proposed Budget for FY 2020/21. BACKGROUND INFORMATION: The annual fiscal budget is the result of staff determining the operating and capital needs for FY 2020/21 and identifying the resources to fund those needs. The policy goals and objectives approved by the Commission on March 11 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. At its January meeting, the Commission approved the mid -year FY 2019/20 and the FY 2020/21 revenue projections for Measure A, LTF, and TUMF revenues. Subsequently in March, the federal government as well as California's Governor Newsom issued emergency declarations related to the COVID-19 pandemic. Further, on March 19, Governor Newsom issued Executive Order N-33-20, a stay at home order to protect the health and well-being of all Californians and to establish consistency across the state in order to slow the spread of COVID-19. The County of Riverside also issued a directive to county residents supporting the Governor's executive order. Agenda Item 5 1 COVID-19 and the related "stay at home" orders have negatively impacted the local, regional, state, and federal economies; the magnitude and duration of these impacts remains uncertain. Nonetheless, at its May meeting, the Commission approved revised FY 2019/20 and FY 2020/21 revenue projections for Measure A, LTF, and TUMF to establish more realistic projections and expectations for the Commission's FY 2020/21 budget and impacts on local jurisdictions. Based on the analysis performed for sales tax revenues by economic category and underlying economic segments, the revised projections anticipate significant decreases in Measure A and LTF revenues. An analysis of TUMF revenues also resulted in significant reductions in projected revenues. Measure A January 2020 Projection May 2020 Projection Decrease ($) Decrease (%) LTF January 2020 Projection May 2020 Projection Decrease ($) Decrease (%) FY 2019/20 FY 2020/21 $ 202,000,000 178,000,000 24,000,000 12% 207,000,000 160,000,000 47,000,000 22% $ 103,000,000 $ 106,000,000 91,000,000 82,000,000 12,000,000 24,000,000 12% 23% TUMF January 2020 Projection May 2020 Projection Decrease ($) Decrease (%) $ 27,000,000 $ 28,000,000 16,000,000 11,000,000 11,000,000 17,000,000 41% 61% The proposed Budget for FY 2020/21 is attached. Considering the COVID-19 impacts, this document contains the minimum components considered necessary to gain an understanding of and approve the FY 2020/21 Budget. The components include an introductory letter; Commission information; the executive summary; the Appropriations Limit; details of the budget process; fund budgets; department budgets; and appendices including a glossary of acronyms and the salary schedule effective July 2, 2020. The budget document does not include other sections generally included such as program revenues and other sources; debt; community profile; and appendices including funding definitions and program/general terms. The Commission's budget is primarily project -driven, although the express lanes operations are service -driven. As a project -driven agency, the Commission accumulates funds, or reserves, for specific projects and programs — resulting in flexibility to adjust project development or programs especially in times of economic downturns. The proposed FY 2020/21 Budget anticipates that total uses will exceed total sources by approximately $114 million. Similar to prior years, the Agenda Item 5 2 accumulated reserves, which include bond proceeds issued in FY 2017/18, will fund the deficiency. In the executive summary, Table 16 provides a summary of the projected fund balance at June 30, 2021, and tables 17-19 provide a summary of budgeted sources and uses from different perspectives (comparative, operating and capital, and fund). Since the Commission is project -driven, personnel costs represent less than 1 percent of budgeted expenditures. Budgeted personnel costs reflect recent Commission actions, including consideration of COVID-19 impacts. First, in July 2019, the Commission paid its net pension liability of approximately $8.6 million. The Executive Director placed a hiring freeze on vacant positions. Accordingly, four vacant positions are not funded in the FY 2020/21 Budget; however, these approved positions remain on the Commission's staff organization chart. Finally, at its May meeting, the Executive Committee approved the suspension of merit increases and the salary range cost of living adjustment in FY 2020/21. The Executive Committee also approved the resulting FY 2020/21 salary ranges at the May meeting. This salary schedule is included in Appendix E to the budget and complies with Government Code §20636, "Compensation Earnable" and California Code of Register §570.5, "Requirements for a Publicly Available Pay Schedule." Staff recommends the Commission approve the salary schedule effective July 2, 2020, located in Appendix B of the proposed FY 2020/21 Budget. With this budget, the Commission will continue to move forward current capital projects to construction, thereby providing a stimulus for the local economy. Significant capital projects include: • Construction on the 60 truck lanes in the Pass area, 91 corridor operations project in Corona, I-15/Railroad Canyon interchange in Lake Elsinore, Mid County Parkway's (MCP) first project at I-215/Placentia Avenue interchange in Perris, and Pachappa underpass on SR-91 in downtown Riverside; • Design -build activities on the 1-15 Express Lanes Project completion in northwestern Riverside County and the 15/91 Express Lanes Connector in Corona; and • Preliminary engineering, final design, and/or right of way acquisition on the 71/91 connector in Corona, 1-15 Express Lanes Project -Southern Extension, and MCP's second project. Other major capital project expenditures include pass -through funding for Measure A local streets and roads, the other SB 132 projects in northwestern Riverside County, Western County TUMF and Measure A regional arterial projects, and several commuter rail station upgrades and improvements. At its November 2019 meeting, the Commission approved the 241/91 Connector term sheet as a framework for future agreements and directed staff to work with agencies to prepared agreements for each respective governing board's consideration. The budget includes $1.2 million in costs related to the development of these agreements related to the funding, construction, operations, maintenance, and use of toll revenues for the future 241/91 connector. Staff recommends that the Commission authorize the expenditure of $1.2 million of 91 Express Agenda Item 5 3 Lanes toll revenues designated as surplus in accordance with the 2013 Toll Revenue Bonds Indenture to fund these costs. A public hearing to allow for public comment on the proposed budget is required prior to the adoption of the proposed budget, including the proposed salary schedule. Accordingly, staff recommends the Commission conduct the public hearing today followed by adoption of the proposed Budget for FY 2020/21. In accordance with the Commission's fiscal policies, the budget must be adopted no later than June 15 of each year. Due to the uncertainties related to the magnitude and duration of COVID-19 impacts, it is likely that the FY 2020/21 budget will require continuous monitoring, assessment and potential adjustment throughout the fiscal year. Staff will likely return to the Commission throughout the year for updates and Commission action when necessary to ensure accuracy and transparency on potential budget adjustments. A summary of the proposed Budget for FY 2020/21 is as follows: Agenda Item 5 4 Revenues and other financing sources: Sales taxes -Measure A and Local Transportation Funds Reimbursements (federal, state, and other) TUMF, including reimbursements State Transit Assistance, including State of Good Repair Tolls, penalties, and fees Other revenues Interest on investments Debt proceeds, including bond premiums Transfers in Total revenues and other financing sources Expenditures and other financing uses: Personnel salaries and fringe benefits Professional and support services Projects and operations Capital outlay Debt service Payment to escrow agent 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) Attachment: FY 2020/21 Proposed Budget FY 2020/21 Budget $ 242,000,000 277,266,400 15,500,000 28,656,900 42,258,900 621,500 3,545,500 714,899,900 177,599,100 1,502,348,200 10,932,000 39,723,400 659,609,700 5,963,800 575,345,900 147,488,000 177,599,100 1,616,661,900 (114,313,700) 821,472,700 $ 707,159,000 Agenda Item 5 5 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FISCAL YEAR 2020/21 June 10, 2020 Honorable Commissioners Riverside County Transportation Commission Riverside, California FY 2020/ 21 Budget Introduction RCTC: Safety. Fiscal Resaonsbility. Economic Recovery. Thank you forreviewing the Fiscal Year (FY)2020/21 budgetforthe Riverside County Transportation Commission (Commission or ROTC). This document provides an opportunity to evaluate the financial backbone of an innovative, active, and ential public transportation agency that connects the lives of Riverside County (County) residents every day. Even in the midst of this recession, we know Riverside County will continue to grow among the fastest of any other area of the state of California (California or State), which makes our mission to provide transportation projects and se rvicesabsolutely critical in protecting and improving the quality of life for over 2.4 million residents. Unfortunately, we face a worldwide crisis created by COVID-19, or the novel coronavirus, which haskilled thousandsof people throughout the world. The cost ofthispandemic in termsof human life cannot be justly quantified; the coststo the economy are staggering aswell. Riverside County'seconomy hasnot been spared by the crisis. Sate and local stay at home orders resulted in thousandsofresidentslosing theirjobseitherpermanently ortemporarilyand significant downturnsin taxrevenuesforpublic agenciessuch asthe Commission. It iswith thisbackdrop that RCTC presents its FY 2020/21 budget. Overall, while the budget predicts lower sales tax revenue from the Commission'svoter-approved Measure A salestax and reduced toll revenue from the 91 Express Lanes, it also laysout a smart and aggressive program of highway, regional arterial, and transit construction to ensure that Riverside County keeps working and createsa transportation system that will be ready fora productive and promising future. While RCTC revenues will be impacted this year, we have no intention of slowing down or impacting progress. Infrastructure development, and especially transportation projects, create jobs and economic opportunity. The Commission will take a leading role in that effort under the direction of our 34-member Commission whose sole aim is in serving the taxpayers of Riverside County. Even with Lower Revenues, Commission Activities Continue at Full Speed The Commission'svoter-approved half -cent salestax program servesasthe main funding source for transportation funding in Riverside County. Prior to the COVID-19 crisis, Measure A sales tax revenues were stable with average annual growth of over 5.5% in the last decade; they are projected at $160 million for FY2020/21. Although Measure A revenueshelp to fund major projects including the 1-15 Express Lanes project, Measure A also funds local transportation priorities and needs. In FY 2020/21, the Commission will return $48.8 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. 7 Funding transportation projectsand servicesrequiresa 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, personswith disabilities, and individuals 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. Chart 1 summarizes the Commission's overall budget of $1.29 billion for FY2020/21 by program, which includesdelivery of capital projectsand funding of administration management, planning and programming, rail and transit operations, smaller programs such as motorist and commuter assistance, toll operations, and debt service. Chart 1—FY2020/21 Budget (in millions$) Management Services,$11.8 Planning and Programming Services,$7.2 Toll Operations, $44.4 People Working —Building a Better Future Rail Maintenance and Operations, $54.3 Public and Specialized Transit, $100.3 Commuter Assistance,$4.9 capital Projects evelopment and Delivery, $486.8 Motorist Assistance, $6.4 The Commission and its project partners at the California Department of Transportation, local jurisdictions, and transit agencieswill continue investing in transportation using a variety of local, state, and federal sourcesto build projects, plan and design new improvement to keep people working and contributing to the local economy. During FY2020/21, the Commission will invest $487 million in capital projects (Chart 1) that include highway, regional arterial, local streets and roads, and rail projects. Riverside County is in a fortunate position in that significant pre -construction work has taken place on a number of projectsand the Commission hassuccessfullysoughtoutfunding from a variety of funding sources to ensure a busy year. Notable capital projects either currently in construction or slated to begin in Western Riverside County in the upcoming fiscal year include the following: 8 " C o m p l e t i o n o f t h e I n t e r s t a t e ( I ) - 1 5 E x p r e s s L a n e s i n C o r o n a , N o r c o , E a s t v a l e a n d J u r u p a V a l l e y ; " O n g o i n g c o n s t r u c t i o n o f t r u c k l a n e s o n S t a t e R o u t e ( S R ) 6 0 i n t h e S a n G o r g o n i o P a s s ; " S t a t i o n a n d o p e r a t i o n a l i m p r o v e m e n t s a t t h e R i v e r s i d e - D o w n t o w n M e t r o l i n k s t a t i o n ; " C o n s t r u c t i o n o f a n e w f r e e w a y i n t e r c h a n g e a t P l a c e n t i a A v e n u e a n d I n t e r s t a t e ( I ) 2 1 5 i n P e r r i s ; " E x p a n s i o n a n d c o n s t r u c t i o n o f m a j o r i m p r o v e m e n t s a t t h e I - 1 5 / R a i l r o a d C a n y o n i n t e r c h a n g e i n L a k e E l s i n o r e ; " A d d i t i o n o f a n e w a u x i l i a r y l a n e o n t h e w e s t b o u n d S R - 9 1 n e a r G r e e n R i v e r R o a d i n C o r o n a ; " R e c o n s t r u c t i o n o f t h e P a c h a p p a U n d e r p a s s a t S R - 9 1 i n D o w n t o w n R i v e r s i d e ; a n d " C o n s t r u c t i o n o f a n e w t o l l c o n n e c t o r t o a n d f r o m t h e R C T C 9 1 E x p r e s s L a n e s a n d t h e 1 5 E x p r e s s L a n e s n o r t h o f S R - 9 1 . T h e C o m m i s s i o n i s a p r o j e c t - d r i v e n a g e n c y . C a p i t a l p r o j e c t c o s t s c o m p r i s e 3 4 % o f t h e C o m m i s s i o n ' s F Y 2 0 2 0 / 2 1 o v e r a l l b u d g e t . C h a r t 2 i l l u s t r a t e s t h e c a p i t a l p r o j e c t s e x p e n d i t u r e s b y f u n c t i o n . C h a r t 2 C a p i t a l P r o j e c t s ( i n m i l l i o n s $ ) O p e r a t i n g a n d C a p i t a l D i s b u r s e m e n t s , $ 0 . 9 R e g i o n a l A r t e r i a l s , $ 3 0 . 0 L o c a l S t r e e t s a n d R o a d s , $ 4 8 . 5 R i g h t o f W a y a n d l L a n d , $ 5 8 . 2 D e s i g n B u i l d , $ 1 0 P e r s o n n e l , P r o f e s s i o n a l , a n d S u p p o r t , $ 9 . 2 P r o g r a m O p e r a t i o n s , $ 7 . 6 F y R C T C E x p r e s s L a n e s P r o g r a m S t r e n g t h e n s a n d E x p a n d s E n g i n e e r i n g , $ 2 6 . 2 O n M a r c h 2 0 , 2 0 1 7 , t h e C o m m i s s i o n o p e n e d t h e e x t e n s i o n o f t h e 9 1 E x p r e s s L a n e s i n t o R i v e r s i d e C o u n t y . T h e $ 1 . 4 b i l l i o n 9 1 P r o j e c t p r i m a r i l y c o n s i s t s o f t w o t o l l e d e x p r e s s l a n e s , a d i r e c t e x p r e s s l a n e s c o n n e c t o r , a n d a n a d d i t i o n a l g e n e r a l p u r p o s e l a n e i n e a c h d i r e c t i o n o f S R - 9 1 b e t w e e n t h e O r a n g e C o u n t y l i n e a n d 1 - 1 5 i n C o r o n a . U n t i l e a r l y M a r c h a n d t h e o n s e t o f t h e C O V I D - 1 9 p a n d e m i c a n d r e s u l t i n g s h u t d o w n o r d e r s , u s a g e a n d r e v e n u e r e g u l a r l y e x c e e d e d o r i g i n a l p r o j e c t i o n s . A s a r e s u l t , t h e C o m m i s s i o n r e c e i v e d a n u p g r a d e i n i t s l o n g - t e r m d e b t r a t i n g s f r o m F i t c h R a t i n g s a n d S & P G l o b a l R a t i n g s d u r i n g F Y 2 0 1 9 / 2 0 . R C T C ' s r a t i n g s h a v e b e e n u p h e l d i n s p i t e o f r e d u c e d t r a f f i c d e m a n d f r o m t h e p a n d e m i c . T h a n k s t o i t s c o n s e r v a t i v e f i s c a l s t r a t e g y a n d r e s e r v e s s e t a s i d e f o r d e b t s e r v i c e , t h e C o m m i s s i o n ' s n e a r t e r m a n d m i d - t e r m d e b t s e r v i c e r e q u i r e m e n t s a r e a l r e a d y f u n d e d . 9 The Commission's venture into toll operations will expand into a much broader role with the opening of the 1-15 Express Lanes project expected in the latter half of 2020. This$472 million effort adds one to two tolled expresslanesto 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. Planning fora New and Uncertain Future Funding isbut one piece of determining the future of transportation. To help guide the Commission through the challenges of population growth, changing demographics, economic needs, and technological change, RC1C 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, pasnger rail service to the Coachella Valley, a variety of active transportation projects, and a new expressway along Ethanac Road. In addition to these projects, local streetsand roadsand new interchangesare equally important. In orderto addressthe future, the Commission adopted a Traffic Relief Plan in May 2020. The plan identifies RC1C'soverall transportation priorities and is intended to be part of an overall strategy to adopt an additional salestaxto fund it. The salestaxeffort has been suspended for the near - term, and RC1C will make it a priority to seek additional sources of funding from the state and federal government. This will be tempered by the possibility of significant changes in travel behavior brought on by COVID-19. Although uncertainty will continue to present challenges, the Commission standsready to meet that challenge thanksto strong and innovative leadership from Commissionersand the 50 staff members. A Commitment to Riverside 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, Twitter and Instagram @theRCTC. Ongoing communication will be critical as needs rapidly change in an uncertain environment. Staff will likely return with periodic budget updates and adjustments. The basic nature of this document reflects the current macroeconomic situation while providing current and needed budgetary information. 10 GOVERN u ENT FiNA NCE 0FF•CER6 AS 6OCIAT iOH Distinguished Budget Presentation Award Riverside County Transportation Commission California 4iu41 Vox H.vnniny July I, 2819 requirements. Accordingly, it will eligibility for another award. Acknowledgments not GFOA Distinguished Budget Award The Government Finance Officers Association 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 1,2019. In orderto receive thisaward, a governmental unit must publish a budget document that meets program criteria asa policy document, an operations guide, a financial plan, and a communicationsdevice. The award isvalid fora period of one year only. This budget providesthe information necessary for the Commission to manage its resources in FY 2020/21. However, due to the impact of COVID-19 on staff resources, the Commission streamlined the document to provide essential information without some details provided in prioryears. Asa result, the document does not conform to the comprehensive award program be submitted to GFOA to determine the Commission's 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. 9gnature on file Signature on file Anne Mayer, Executive Director lheresia Trevino, Chief Financial Officer 11 TABLE OF CONTENTS COMMISSION INTRODUCTION EXECUTIVE SUMMARY Introduction Policy Goalsand Objectives Policy Matrix Budget Overview Commission Personnel Department Initiatives Fund Balances Budget Comparative Operating and Capital Budget Budget by Governmental Fund Type Highway, Regional Arterial, and Rail Programs GANN APPROPRA11ONSLIMIT Section 1: RNANCIALOVERVIEW Fiscal Accountability Policies Functional Management Functional Organization Chart Budget Process Section 2: FUND BUDGETS Budgetary Basisand FundsStructure General Fund Special Revenue Funds Capital ProjectsFunds Debt Service Funds Enterprise Funds Section 3: DEPARTMENTBUDGETS Budget Comparison by Department 3.1: MANAGEMENTStHVICES Executive Management Administration Legislative Affairsand Communications Finance 3.2: REGIONAL PROGRAMS Planning and Programming Rail Public and Specialized Transit Commuter Assistance Motorist Assistance 3.3: CAPITAL PROJECTS Capital Project Development and Delivery Capital ProjectsSjmmary Local Streetsand RoadsSummary 3.4: TOLL OPERATIONS ROTC 91 Express Lanes Section 4: APPENDICES A —Glossary of Acronyms B—Salary Schedule/Organization Chart Narrative history of the Commission and list of principal officers Narrative overview of the operational and financial factorsconsidered Narrative description of policy goalsand objectives Linkage of policy goalsand departmental goalsand objectives Simmarized narrative overview, charts, and tablesof sourcesand uses Personnel expendituresand full-time equivalents Majorinitiativesand summarized usesby department Projected fund balancesbygovernmental fund type and program Schedule of budget by summarized line item Schedule of budget classified by operating and capital purposes Schedule of budget by governmental fund type Listing of budgeted capital project expendituresby program Narrative discussion of the appropriationslimit Description of financial policies Narrative description of Commission functions Organization chart by Commission functions Narrative description of variousbudget stages Narrative description of budgetary basis and funds structure Overview; narrative and chartsof sourcesand uses Overview; narrative and chartsof sourcesand uses by Measure A and non -Measure A special revenue funds Overview; narrative and chartsof sourcesand uses Overview; narrative and chartsof sourcesand uses Overview; narrative and chartsof sourcesand uses Schedule of revenues, expenditures, and otherfinancing sources(uses) by department Mission M issio n Mission M issio n M issio n M issio n Mission Mission M issio n M issio n M issio n Mission statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals statement, budgeted uses, overview, and goals Narrative description of each capital project Schedule of local streetsand roadsdisbursementsby local agency Mission statement, budgeted uses, overview, and goals Explanation of commonly used abbreviations Schedule ofsalariesin accordance with state law and staff organization chart 12 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). lhe Commission's mission isto assume a leadership role in improving mobility in the County. lhe 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. lhe 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 (LTF), 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 2009 through 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 gastaxfund 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. The Commission participates in ongoing funding and governance of the Southern California Regional Rail Authority (SCRRA), known as Metrolink. The Commission ownsand operatesall nine commuter rail stationsserving the County. 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 (I)-15 Express Lanes project, in Fiscal Year (FY) 2017/18 with completion expected in late 2020. The Commission 13 anticipates completion of the 15/91 Express Lanes connector, a tolled connector between the existing RCTC 91 Express Lanesand the future 15 Express Lanesnorth of SR-91, by 2023. 14 Riverside County Transportation Commission List of Principal Officials Name Kevin Jeffries Karen 4iegel Chuck Washington V. Manuel Perez Jeff Hewitt Art Welch Uoyd White Joseph DeConinck Larry Sn ith Randall Bonner Raymond Gregory Steven Hernandez WesSpeake Scott Matas Clint Lorimore Linda Krupa Dana Reed Waymond Fermon Bria n Be rkso n Kathleen Fitzpatrick Bob Magee Bill Zmmerman Yxstain Gutierrez Scott Vinton Berwin Hanna Jan Ha rn ik Lisa Middleton Michael M. Vargas Ted Weill Rusty Bailey Andrew Kotyuk Michael S. Naggar Ben J. Benoit Mike Beauchamp Board of Commissioners Title Member Member Member 2nd Vice Chair(Commission) Member Member Chair(Budget and Implementation Committee), Vice Chair (Toll Policy and OperationsCommittee) Member Member Vice Chair(Budget and Implementation Committee) Member Member Member Member Member Member Member Member Chair (Toll Policy and OperationsCommittee, Western Riverside County Programsand Projects Committee) Member Member Member Member Member Member Vice Chair(Commission) Member Vice Chair(Western Riverside County Programsand ProjectsCommittee) Member Member Member Member Chair(Commission) Governor'sAppointee Management Staff Anne Mayer, Executive Director John Stand iford, Deputy Executive Director Michael Blomquist, Toll Program Director Marlin Feenstra, Project Delivery Director Aaron Hake, External Affairs Director Lorelle Moe -Luna, Multimodal Director lheresia Trevino, Chief Financial Officer Agency County of Riverside, District 1 County of Riverside, District 2 County of Riverside, District 3 County of Riverside, District 4 County of Riverside, District 5 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 Caltrans, District 8 15 Executive Summary Introduction The budget for FY 2020/21 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 showsthe funding sources and fund balances for these 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 majorprogramsand projects. In early March 2020, the federal government as well as the California Governor hied emergency declarations related to the COVID-19 pandemic. Further, on March 19, 2020, the Governor issued an executive stay at home order to protect the health and well-being of all Californians and to establish consistency across the State to slow the spread of COVID-19. The County of Riverside also issued a directive to county residents supporting the Governor's executive order. COVID-19 and the related "stay at home" ordershave negatively impacted the local, regional, state, and federal economies; the magnitude and duration of these impacts is uncertain. This budget is presented based on the best available economic information. The Board and staff will continuously monitor, assoss, and adjust the budgeted revenue and expenditures as necessary throughout the crisis and duration of economic recove ry. Policy Goa Is a nd Objectives As approved at its March 11, 2020 meeting, the Commission is driven by four core mission statements and underlying goalsforthe people of Riverside County and the transportation system upon which they rely: QUAU1Y OF LIFE RC1C is focused on improving life for the people of Riverside County and empowering them to live life at their •ace. Environmental Ste wardshi• Goods Movement RCTC empowersthe residentsof Riverside County to choose how to get safely to where they are going. RCTC protects and preserves the County'senvironment for our residents. RCTC providesaccess, equity, and choice in transportation; RCTC isa mobility partner. RCTC projects and programs are the connection to employment, housing, 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. 16 OPERATIONAL EXCELLENCE RCTC isa responsible and conservative steward oftaxpa erdollars State of Good Repair Promises Fulfilled Innovation Information RCTC investsin road safety and_maintenan Litsresidents' 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 opportunitiesforRverside County residents. ROTC operations are transparent; customers get prompt, reliable, quality service. CONNECTING 1HEECONOMY RCTC isa driverof economic • rowth in Riverside Coun Workforce Mobility Population Growth Economic Impact RCTC improves the economy by creating a robust workforce to workplace system; RCTC helps move the economy of Riverside County. Snce 1976, RCTC hasbeen responsible forconnecting ourCounty'seconomy as the County's population has quadrupled from 550,000 to over 2.4 million today. ROTC has invested over$4 billion in the County'seconomy thanksto Measure A and toll revenues, which has a multiplier impact in terms of jobs and economic opportunity throughout Riverside County. RESPONSIBLE PARTNER RCTC partners with local, re•ional, and state • ovemments to deliver road and transit •ro"ects Streets and Roads Transit Active Transportation Facilities Grants Local Measure A Value RCTC has invested over$1 billion in local prioritiesformaintaining streets and Ioadsand fixing potholes. ROTC isa 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 altematives, including the building of regionaltrailsand bicycle and pedestrian facilitiesin accordance with local general master and active 'transportation plans. RCTC isa steward of state and federal grants to leverage Measure A dollars and improve our communities. IRCTC invests Measure A dollarsintolrctsand programsthat benefit lot ommunitiesthroughout the County. Staff used these core mission statements and goalsto prepare this budget and develop the following short-term objectivesto guide furtherthe development of the FY2020/21 budget. Capital Project Development and Delivery • Continue preliminary engineering, design and/or construction of the 1-15 Express Lanes, 1-15 Express Lanes -Southern Extension, 15/91 Express Lanes connector, 71/91 interchange improvements, SR60 truck lanes, and Mid County Parkway projects included in the Western County Highway Delivery Plan. • Commence construction of the SR-91 Corridor Operations Project (91 COP) and I-15/Railroad Canyon and I-215/Placentia interchange projects. • Maintain and enhance communication and collaboration with the California Department of Transportation (Caltrans) to improve the Commission'sability to deliver critical projects. • Collaborate with local jurisdictions to implement the Transportation Uniform Mitigation Fee (1UMF) regional arterial program projects and facilitate the delivery of eligible arterial improvements in western Riverside County (Western County). 17 " C o n t i n u e a c t i v e e n g a g e m e n t i n s t a t e a n d f e d e r a l e f f o r t s t o s t r e a m l i n e a n d m o d e r n i z e t h e C a l i f o r n i a E n v i r o n m e n t a l Q u a l i t y A c t ( C E Q A ) a n d t h e N a t i o n a l E n v i r o n m e n t a l P o l i c y A c t ( N E P A ) t o i m p r o v e t h e C o m m i s s i o n ' s a b i l i t y t o d e l i v e r c r i t i c a l p r o j e c t s . T o l l O p e r a t i o n s " E f f i c i e n t l y o p e r a t e e x p r e s s l a n e s a n d a c h i e v e h i g h c u s t o m e r s a t i s f a c t i o n t h r o u g h r e d u c t i o n i n c o n g e s t i o n , m o b i l i t y i m p r o v e m e n t s , a n d m a n a g e m e n t o f d e m a n d . R e g i o n a l P r o g r a m s " M a i n t a i n a n a c t i v e i n v o l v e m e n t i n s t a t e a n d f e d e r a l l e g i s l a t i v e m a t t e r s t o e n s u r e t h a t t h e C o m m i s s i o n r e c e i v e s p r o p e r c o n s i d e r a t i o n f o r t r a n s p o r t a t i o n p r o j e c t s a n d f u n d i n g . " S u b s i d i z e r e l i a b l e a n d c o s t - e f f e c t i v e M e t r o l i n k c o m m u t e r r a i l s e r v i c e t o a n d f r o m R i v e r s i d e C o u n t y ; S C R R A i s t h e o p e r a t o r o f M e t r o l i n k . " P r o v i d e l e a d e r s h i p i n t h e p l a n n i n g a n d d e v e l o p m e n t o f t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r r a i l s e r v i c e . " S u p p o r t i n n o v a t i v e p r o g r a m s t h a t p r o v i d e t r a n s i t a s s i s t a n c e i n h a r d t o s e r v e r u r a l a r e a s o r f o r r i d e r s w i t h s p e c i a l t r a n s i t n e e d s . " P r o m o t e c o s t c o n t r o l s a n d o p e r a t i n g e f f i c i e n c y f o r t r a n s i t o p e r a t o r s . " M a i n t a i n e f f e c t i v e p a r t n e r s h i p s a m o n g c o m m u t e r s , e m p l o y e r s , a n d g o v e m m e n t t o i n c r e a s e t h e e f f i c i e n c y o f o u r t r a n s p o r t a t i o n s y s t e m b y e n c o u r a g i n g a n d p r o m o t i n g m o t o r i z e d a n d n o n - m o t o r i z e d t r a n s p o r t a t i o n a l t e r n a t i v e s . " P r o v i d e a m o t o r i s t a i d s y s t e m t h a t e n s u r e s s a f e t y a n d c o n v e n i e n c e t o f r e e w a y m o t o r i s t s . M a n a g e m e n t S e r v i c e s " M a i n t a i n c l o s e c o m m u n i c a t i o n w i t h C o m m i s s i o n e r s a n d e d u c a t e p o l i c y m a k e r s o n a l l i s s u e s o f i m p o r t a n c e t o t h e C o m m i s s i o n . " D e v e l o p a n d e x e c u t e a c o m m u n i c a t i o n s a n d p u b l i c e n g a g e m e n t s t r a t e g y f o r t h e p u r p o s e s o f e d u c a t i o n , i n f o r m a t i o n , a n d c u s t o m e r s e r v i c e . " M a i n t a i n a d m i n i s t r a t i v e p r o g r a m d e l i v e r y c o s t s b e l o w t h e p o l i c y t h r e s h o l d o f 4 % o f M e a s u r e A r e v e n u e s ; t h e F Y 2 0 2 0 / 2 1 M a n a g e m e n t S e r v i c e s b u d g e t i s 2 . 4 1 % o f M e a s u r e A r e v e n u e s . " M a i n t a i n a d m i n i s t r a t i v e s a l a r i e s a n d b e n e f i t s a t l e s s t h a n 1 % o f M e a s u r e A r e v e n u e s ; t h e F Y 2 0 2 0 / 2 1 a d m i n i s t r a t i v e s a l a r i e s a n d b e n e f i t s i s . 8 7 % o f M e a s u r e A r e v e n u e s . " M a i n t a i n p r u d e n t c a s h r e s e r v e s t o p r o v i d e s o m e l e v e l o f i n s u l a t i o n f o r u n p l a n n e d e x p e n d i t u r e s . " M a i n t a i n c u r r e n t s t r o n g b o n d r a t i n g s w i t h r a t i n g a g e n c i e s . " E s t a b l i s h a n d m a i n t a i n r e v e n u e s a n d r e s e r v e s g e n e r a t e d f r o m t o l l o p e r a t i o n s t o b e a v a i l a b l e f o r d e b t s e r v i c e i n a c c o r d a n c e w i t h t o l l s u p p o r t e d d e b t a g r e e m e n t s ; m a i n t e n a n c e , r e p a i r , r e h a b i l i t a t i o n , a d m i n i s t r a t i o n a n d o p e r a t i o n s ; a n d c a p i t a l p r o j e c t s w i t h i n t h e c o r r i d o r . L i n k i n g C o m m i s s i o n a n d D e p a r t m e n t a l M i s s i o n S t a t e m e n t s t h e f o l l o w i n g m a t r i x ( T a b l e 1 ) i l l u s t r a t e s t h e l i n k a g e o f t h e C o m m i s s i o n ' s c o r e m i s s i o n s t a t e m e n t s d e s c r i b e d i n t h i s s e c t i o n t o t h e i n d i v i d u a l d e p a r t m e n t a l m i s s i o n s t a t e m e n t s i n c l u d e d i n e a c h d e p a r t m e n t ' s s e c t i o n . 1 8 Table 1 —Relationship between Commission and Departmental Mission Statements Department Quality of Life Operational Excellence Connecting the Econom Responsible Partner Mane • ement Services Executive Management Administration Extemal Affairs Finance Re • ional Programs Planning and Programming Rail Maintenance and Operations Public and Specialized Transit Commuter Assistance Motorist Assistance Capital Pro'ect Development and Delive Toll Operations Budget Overview • • • X X X X X X X X Total sources (Table 2) are budgeted at $1,502,348,200, an increase of 87%over FY 2019/20 projected sources and 4% decrease over the FY 2019/20 budget. Total sources are comprised of revenues of $609,849,200, transfers in of $177,599,100, and debt proceeds of $714,899,900. the projected fund balance at June 30, 2020 available for expenditures/expenses(excluding amounts restricted for debt service of $15,703,700 and advances receivable of $21,156,300) is $784,612,700. Accordingly, total funding available forthe FY2020/21 budget totals$2,286,960,900. Table 2 — Sources FY 2019-2021 FY18/19 Actual FY 19/ 20 FY 19/ 20 Revised Budget Projected FY 20/ 21 Budget Dollar Percent Change Change Measure A SalesTax L1FSaIesTax STA Sa I es Ta x Intergovernmental lUMFRevenue Tolls, Penalties, and Fees Other Revenue Investment Income TransfersIn Debt Proceeds TOTAL Sources $ 201,205,000 103, 819,400 27,201,800 138,694,400 29,968,500 58, 423, 500 6,264,700 23, 050, 800 139,401, 800 14,946,100 $ 742,976,000 $ 178,000,000 91, 000, 000 31,050,600 260,473,700 17,240,000 67,201,100 652,000 9,500,000 166,746,000 741,095,400 $ 1,562,958,800 178, 000, 000 91, 000, 000 28, 697, 900 169,845,200 17, 240, 000 49,622,000 653,700 10,741,400 167, 757, 300 89,896,000 803,453, 500 $ 160,000,000 82, 000, 000 28, 656, 900 277,266,400 15, 500, 000 42, 258, 900 621,500 3,545,500 177, 599,100 714,899,900 $ 1,502,348,200 $ (18,000,000) (9,000,000) (2,393,700) 16,792,700 (1,740,000) (24,942,200) (30,500) (5,954,500) 10, 853,100 (26,195,500) $ (60,610,600) - 10% -10% -8% 6% -10% -37% -5 - 63% 7% -4 -4 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. Prior to the COVID-19 pandemic in early 2020, Riverside County's economy benefitted from employment gains due to the County'sability to attract businesscswith lower commercial rentsand a skilled laborforce. Population migration to the Inland Empire (i.e., Riverside and San Bernardino counties) occurred due to these employment opportunitiesand a lower cost of living compared to the coastal counties. Improvements in the local labor market and housing advantages had increased economic activity contributing to stable salestax revenue growth through FY2018/19 asnoted on Chart 3. 19 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 FY16/17 FY 17/18 FY18/19 FY 19/20 FY 20/ 21 Measure A Sales Tax t•IWILTFSalesTax ,1111••STA SalesTax }1UM F ,•t(.Federal, State, Loca I Revenues Toll Revenue �w Transfers In Debt Proceeds In May 2020, as noted in Chart 3, the Commission revised its FY 2019/20 and FY 2020/21 revenue projections to establish more realistic projections and expectations for the Commission's FY 2020/21 budget asa result of the COVID-19 crisis. the Governoralso enacted programsthat deferthe collection of sales tax revenues for certain qualifying businesses up to 12 months; the impact of these actions is uncertain. lhe Commission's economic outlook for FY 2020/21 anticipates COVID-19 impacts through much of FY 2020/21 with a gradual recovery; however, availability of state and federal funds could affect funding of the Commission'scapital projectsand programs. Mould a decline in Measure A and OF sales tax revenues continue for a longer period of time and the availability of federal and state revenuescontinue to be uncertain, the timing and scope of the Commission's projects and programs may be impacted. Regardlessof the current and future economic conditions, the Commission facesformidable ongoing challengesin termsof providing needed infrastructure enhancementsto support a population and an economy that hasoutgrown the capacity of itsexisting infrastructure. Fortunately, the foundation of the regional economy continuesto retain many of the fundamental positive attributesthat fueled itsearlier growth, including more affordable 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 L1Fsalestaxes, other revenues and financing sources are required to fund the Commission's programs and projects as illustrated in Chart 4. 20 Chart4—Sources: Major Categories Debt Proceeds4 Measure A SalesTax 11% Transfersln 12% L1FSalesTax 5% STA SalesTax 2% Intergovemmenta118% lUMFRevenue 1% Tolls,Penalties,and Fees3% Investment Income 0% In early May 2020, the California Department of Finance issued a fiscal update which projected a 27% decline in the State'ssalestaxrevenues. lhe State'sprojection isslightly higher but comparable to the Commission'srevised salestaxprojectionsforthe COVID-19 impactson economic categories(general retail, food products, transportation, construction, business to business, and miscellaneous) and underlying economic segments. the Commission receives Measure A and L1Fsalestax revenuesfrom the California Department of Tax and Fee Administration (CDTFA), asstatutorilycreated and authorized successorto the formerCalifomia State Board of Equalization. After considering the state of the local economy due to COVID-19, staff projects Measure A sales tax revenues of $160,000,000 for FY 2020/21. This is a 10%decrease from the FY 2019/20 revised projection of$178,000,000. Generally the Commission reagrogmsitssalestaxrevenue projectionsat midyear bad on the economy and revenue trends; however, the Commission anticipates more frequent reviews throughout FY2020/21 asthe actual COVID-19 impactsbecome known. 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 receivesallocationsforadministration, planning, and programming in addition to funding for Western County rail operations included in the commuter rail Short Range Transit Plan (SRTP). Since LTFsalestax revenues approximate 51%of Measure A sales tax revenues, the Commission applied a similar reduction to LTF revenues. Accordingly, LTF sales tax revenue is budgeted at $82,000,000, a decrease of 10%from the FY2019/20 revised projection of $91,000,000. 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. SB 1 providesadditional STA revenues, including State of Good Repair(SGR) fundsfor transit maintenance, rehabilitation, and capital projects. The FY 2020/21 STA/SGR allocations, based on recent Sate estimates, is$28,656,900. Intergovernmental revenues include reimbursement revenues from federal sources of $103,695,200, state sources of $155,006,100, and local agencies of $18,565,100 for highway and rail capital projects, rail operations and station maintenance, commuter assistance, and motorist assistance programs as well as planning and programming activities. The increase of 6% in FY 2020/21 compared to the FY 2019/20 budget isrelated to increasesin federal and local agency reimbursementsoffset by a decrease in state reimbursements. SB 132 providesstate funding forthe 15/91 ExpressLanesconnectorand pass - through funding to the County for the I-15/Limonite interchange and Hamner Bridge widening and to 21 the County and city of Corona for grade separation projects. Other state reimbursementswill fund the SR60 truck lanes, 71/91 connector, I-215/Placentia Avenue interchange, I-15/Railroad Canyon interchange, and station rehabilitation projects. Federal reimbursements provide funding for the 1-15 Express Lanes -Southern Extension, 91 COP, SR60 truck lanes, Pachappa underpass, Mid County Parkway second construction package, and station rehabilitation projects. In connection with the CoronavirusAid, Relief, and Economic Security (CARES) Act, the Commission anticipatesthat Iessthan 6% of federal revenues will primarily support commuter rail stations and the commuter assistance program. Reimbursement revenuesvaryfrom yearto yeardepending 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). lUMF representsfees assessed on new residential and commercial development in Western County. lhe Commission projectsFY2020/21 lUMFfeesat $15,500,000. The 10%decrease in projected lUMFrevenuesisprimarily related to the anticipated impactsof COVID-19 on new residential and commercial development. FY 2019/20 marked the third complete fiscal year of toll operations for the RCTC 91 Express Lanes following substantial completion of the 91 Project in March 2017. Since opening and through February 2020, the RCTC 91 Express Lanes traffic and toll revenues surpassed initial 2013 financing assumptions and an updated Riverside County 91 Express Lanes Extension Investment Grade Traffic and Revenue Study approved by the Commission in December 2018. As a result of COVID-19 stay at home orders, traffic and related revenues on the RCTC 91 Express Lanes declined below the 2018 updated study. Based on the anticipated impacts of COVID-19 on the RCTC 91 Express Lanes, the Commission conservatively estimates FY 2020/21 toll revenues, penaltiesand feesof $28,205,000 — a 43%decrease from the FY 2019/20 projected revenues of $49,622,000. The Commission anticipatesthe commencement of toll operationsof the 15 ExpressLanesin late 2020. For FY2020/21, the Commission projects$14,053,900 in toll revenues, penaltiesand feesforthe 15 Express Lanes. Other revenue of $621,500 includes property management generated from properties acquired in connection with varioushighway and rail properties. lhe Commission anticipates a 63% decrease in FY 2020/21 investment income due to extremely conservative investment yield projections resulting from lower interest rates in FY 2019/20, especially in response to COVID-19. The FY2020/21 budget projects investment income at a .50%investment yield, compared to lessthan 2%in prior year budgets. Transfers in of $177,599,100 relate primarily to the transfer of available debt proceeds for highway projects; LTFfunding forgeneral administration, planning and programming, rail operations, and grade separation project allocations; approved interfund allocationsforspecific projectsand administrative cost allocations; and debt service requirements from highway, new corridors, and regional arterial funds. Debt proceedsconsist of $47,371,900 in drawdownsfrom the federal Transportation Infrastructure Finance and Innovation Act (11FIA) Loan related to the 1-15 Express Lanes project and $667,528,000 in senior lien and second lien toll revenue refunding bonds(2020 Refunding Bonds) from the refinancing of the Commission's2013 Toll Revenue Senior Lien Current Interest Bondsand 2013 11F1A Loan related to the 91 Project. Total uses (Table 3), including transfers out of $177,599,100, are budgeted at $1,616,661,900, a 5% decrease from the prioryearbudget amount of $1,696,529,400. Program expendituresand transfersout totaling $871,997,800 represent 54% of total budgeted uses in FY2020/21. Program costs decreased by 10%from $965,180,100 in FY2019/20 due to projectsand programs identified below. 22 Table 3 — Uses FY 2019-2021 FY 18/ 19 FY 19/ 20 FY 19/ 20 Actual Revised Budget Projected FY 20/ 21 Budget Dollar Change Percent Change Capital Highway, Rail, and Regional Arterials Capital Local reetsand Roads Com m uter Assistance Debt service Management cervices Motorist Assistance Planning and Programming Public and 43ecialized Transit Rail Maintenance and Operations Toll Operations TOTAL Uses $ 325,373,900 61,069,300 4,738,500 76, 693,100 19, 670,100 7,998,800 4,395,300 147, 691,400 28,126, 800 17, 088, 200 $ 692,845,400 $ 614,141,700 54, 061, 300 4,989,400 706, 924, 000 24,425,300 9,389,700 16, 821, 900 195,123, 600 46,282,500 24, 370, 000 $ 1,696,529,400 $ 461,831,200 54,061,300 4,279,200 76,654,400 24,662,000 7,505,900 9,434,100 174,883,400 40,026,500 18,457,800 $ 871,795,800 $ 579,087,100 48,479,100 5,199, 600 722,833,900 21, 830, 200 8,967,700 8,259,900 120,106,200 56, 083, 200 45, 815, 000 $ 1,616,661,900 $ (35,054,600) -6% (5,582,200) -10% 210,200 4% 15, 909, 900 2 (2,595,100) -11% (422,000) -4% (8,562,000) -51% (75,017,400) -38% 9,800,700 21% 21,445,000 88% $ (79,867,500) -5% Note: Management Servicesincludes Executive Management, Administration, External Affairs, and Finance. Capital highway, rail, and regional arterials budgeted uses of $579,087,100 are 6% lower compared to the FY2019/20 budget due to project activity on the 1-15 Express Lanes, I-15/Limonite interchange, SR 60 truck lanes, and close-out activity on the 91 Project. Localstreetsand roadsexpendituresof $48,479,100 reflect a decrease of $5,582,200 overthe FY2019/20 budget and represent the disbursements of 2009 Measure A to local jurisdictions for the construction, repair, and maintenance of local streetsand roads. Commuterassistance budgeted expendituresof $5,199,600 are 4%higherthan FY2019/20 budget due to a potential commuter assistance program expansion in the eastern county, which is funded by a transferfrom S4FE Debt service of $722,833,900 includesthe refinancing of the 91 Project toll debt with proceedsfrom the 2020 Refunding Bonds. The Commission approved and budgeted for the refinancing in March 2020; however, the Commission postponed the refinancing to FY2020/21 due to market disruptions caused by COVID-19. Management services expenditures of $21,830,200 decreased 11%primarily due to completion of the public engagement program related to the Traffic Relief Plan in FY 2019/20. Expenditures include information technology equipment upgrades, communication and engagement efforts, financial advisory services, and debt service contribution. Motorist assistance expenditures of $8,967,700 decreased 4% due to reductions in call box program costs. Planning and programming budgeted expenditures of $8,259,900 reflect a 51%decrease from the FY 2019/20 budget due to decreased LTF-funded projectsand operationsactivities, otheragency projects, and special studies. Public and specialized transit budgeted expend ituresof $120,106,200 are 38%lowerthan the FY2019/20 budget. In connection with the CARESAct, transit operatorsobtained fundsto help respond to COVID- 19 and maintain transit services during the emergency. With the increased federal funds available, operating subsidy expendituresforpublic transit will decrease in FY2020/21. The rail maintenance and operationsbudgeted expendituresof $56,083,200 are 21%higherthan the FY 2019/20 budget due to funding received for the special event train platform in the city of Indio, station related improvement projects, and an increase in SCRRA Metrolink capital needs. Toll operations expenses are budgeted at $45,815,000 to manage the operations, maintenance, and capital support of the RCTC 91 ExpressLanesand 15 Express Lanes and to pay interest on toll revenue debt. The 88%increase is due to the opening of the 15 Express Lanes in late 2020 and required repair and rehabilitation activity on the RCTC 91 Express Lanes. 23 Chart 5 isan illustration of total usesincluded in the FY2020/21 budget by major categories. Chart 5 —Uses: Major Categories Rail Maintenance and Operations Toll Operations 3% 3% Public and Specialized Transit 7% Planning and Programming 1% Motorist Assistan 1% Management Service 1% Debt Service 45% Commission Personnel Capital Highway, Rail, and Regional Arterials 36% Capital Local Streetsand Roads 3% CommuterAssistance 0% the Commission's salaries and benefits total $10,932,000for FY2020/21.lhisrepresents a decrease of $8,970,500 or45%overthe FY2019/20 budget of $19,902,500 (Chart 6). The decrease relatesprimarily to the one-time disbursement to fund the Califomia Public Employees Retirement System (CaIPERS) net pension liability of $8.6 million in the prior year and not funding four unfilled positions in FY2020/21. Asa cost saving measure in response to the COVID-19 impacts, the FY2020/21 budget does not include a poolforperformance merit -based salary increasesand suspended the annual salary range cost of living adjustment. The Commission's salary schedule for FY 2020/21 is included in Appendix B and complies with Government Code §20636 "Compensation Earnable" and California Code of Register §570.5, "Requirementsfora Publicly Available Pay Schedule." Chart 6—Salaries and Benefits Cost: Ave -Year Comparison $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5, 0 00, 00 0 $- r FY 16/17 r FY17/18 FY18/19 FY 19/ 20 FY 20/ 21 The 50full-time equivalent (RE) positionsincluded in the FY2020/21 budget (Table 4) reflectsa decrease of fourFTEfrom the FY2019/20 budget due to impactsof COVID-19. lhe fourpositions, currently vacant, remain on the organization chart, although they will be unfunded in FY 2020/21. The Commission accomplished significant organization changes over the past few years related to various projects 24 requiring substantial attention at many staff levels. Management continues to be firmly committed to the intent of the Commission's enabling legislation requiring a lean organization. The Commission will continue providing 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 tasks and the demandsto be met. Table 4-Full-Time Equivalents by Department FY 2018-2020 FY18/19 FY 19/ 20 FY 20/ 21 Executive Management 0.7 0.6 Administration 4.8 5.8 External Affairs 4.3 4.0 Rnance 8.2 9.1 Planning and Programming 4.4 5.4 Rail Maintenance and Operations 2.6 3.6 Public and qpecialized Transit 2.8 2.8 Comm uter Assistance 1.4 1.4 Motorist Assistance 0.9 1.0 Capital Project Development and Delivery 13.4 16.7 Toll Operations 2.8 3.6 TOTAL 46.0 54.0 0.7 5.0 3.6 9.3 5.7 3.4 2.7 1.4 1.1 12.0 5.1 50.0 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 9% Hea Ith 13% Salaries 56% Retirement 22% Department Initiatives Staff prepared each department'sbudget based on key acsumptions, accomplishmentsin FY2019/20, major initiatives for FY 2020/21, and department goals and related objectives. Tables 5 through 15 present the key initiatives and summary of expenditures expenses for each department. The department budgetssection containsdetailed discussionsabout each department. Executive Management • Continue project development and delivery asthe key Measure A priority. 25 " F o s t e r g r o w t h i n u s a g e o f e x p r e s s l a n e s a n d e n s u r e t h e i r f i n a n c i a l s u c c e s s . " A c t i v e l y m o n i t o r , a s s s , a n d m a n a g e f i n a n c i a l i m p l i c a t i o n s o f t h e C O V I D - 1 9 c r i s i s . " I n f l u e n c e a n d m o n i t o r t h e i m p l e m e n t a t i o n o f 3 3 7 4 3 r e l a t e d t o t r a n s p o r t a t i o n i m p a c t s a n a l y s i s a n d m i t i g a t i o n a s p a r t o f C E Q A . " C o n t i n u e p l a n n i n g e f f o r t s t o a d v a n c e p a q r n g e r r a i l s e r v i c e i n t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r . " A d v o c a t e f o r s t a t e a n d f e d e r a l i n v e s t m e n t s i n t r a n s p o r t a t i o n t o f u n d n e e d e d t r a n s p o r t a t i o n p r i o r i t i e s i n t h e C o u n t y a n d s t i m u l a t e t h e l o c a l e c o n o m y . " M a i n t a i n r e g i o n a l c o o p e r a t i o n a n d c o l l a b o r a t i o n a s a s i g n i f i c a n t e f f o r t c o n s i s t e n t w i t h t h e p h i l o s o p h y a n d m i s s i o n o f t h e C o m m i s s i o n . " S u p p o r t a c o m p r e h e n s i v e s o c i a l m e d i a o u t r e a c h p r o g r a m t o b u i l d a w a r e n e s s o f t h e C o m m i s s i o n a n d i t s r o l e i n t h e c o m m u n i t y . " M a i n t a i n a n e f f e c t i v e m i d - s i z e d t r a n s p o r t a t i o n a g e n c y w i t h d e d i c a t e d s t a f f . T a b l e 5 - E x e c u t i v e M a n a g e m e n t F Y 1 8 / 1 9 A c t u a l F Y 1 9 / 2 0 R e v i s e d B u d g e t F Y 1 9 / 2 0 F Y 2 0 / 2 1 P r o j e c t e d B u d g e t D o l l a r P e r c e n t C h a n g e C h a n g e S 3 l a r i e s a n d B e n e f i t s $ 3 7 2 , 9 0 0 $ P r o f e s s i o n a l C o s t s L e g a l c e r v i c e s 1 1 5 , 4 0 0 P r o f e s s i o n a l r v i c e s - G e n e r a l 5 8 , 8 0 0 T o t a l P r o f e s s i o n a l C o s t s 1 7 4 , 2 0 0 S i p p o r t C o s t s 6 0 , 6 0 0 l D T A L E x e c u t i v e M a n a g e m e n t $ 6 0 7 , 7 0 0 $ 4 4 5 , 1 0 0 $ 6 7 8 , 7 0 0 $ 2 9 3 , 0 0 0 $ ( 1 5 2 , 1 0 0 ) - 3 4 % 1 7 5 , 0 0 0 2 0 6 , 3 0 0 6 0 , 0 0 0 3 0 , 0 0 0 2 3 5 , 0 0 0 2 3 6 , 3 0 0 9 3 , 6 0 0 7 4 , 8 0 0 7 7 3 , 7 0 0 $ 9 8 9 , 8 0 0 $ 2 0 0 , 0 0 0 6 0 , 0 0 0 2 6 0 , 0 0 0 9 1 , 8 0 0 6 4 4 , 8 0 0 2 5 , 0 0 0 ( 1 , 8 0 0 ) $ ( 1 2 8 , 9 0 0 ) 2 5 , 0 0 0 1 4 % 0 % 1 1 % - 2 % - 1 7 % A d m i n i s t r a t i o n " P r o v i d e h i g h q u a l i t y s u p p o r t s e r v i c e s t o t h e C o m m i s s i o n a n d t o i n t e r n a l a n d e x t e r n a l c u s t o m e r s . " M a i n t a i n t r a n s p a r e n c y a n d p u b l i c a c c e s s i b i l i t y t o C o m m i s s i o n b u s i n e s s d u r i n g C O V I D - 1 9 c r i s i s . " M a i n t a i n a n a c c u r a t e a n d e f f i c i e n t e l e c t r o n i c r e c o r d s m a n a g e m e n t s y s t e m . " I n v e s t i n a n a g e n d a m a n a g e m e n t s y s t e m t o i m p r o v e e f f i c i e n c i e s a n d e n h a n c e t r a n s p a r e n c y . " P r o v i d e t i m e l y c o m m u n i c a t i o n s a n d h i g h q u a l i t y s u p p o r t s e r v i c e s t o C o m m i s s i o n e r s . " U p d a t e t e c h n o l o g y t o i m p r o v e i n t e r n a l p r o c e m n s a n d i n t e r a c t i o n w i t h t h e p u b l i c . " S u p p o r t a n d d e v e l o p a m o t i v a t e d w o r k f o r c e w i t h a f r a m e w o r k o f a c t i v i t i e s a n d p r a c t i c e s t h a t c o m p l y w i t h e m p l o y m e n t l a w s a n d r e g u l a t i o n s . T a b l e 6 - A d m i n i s t r a t i o n F Y 1 8 / 1 9 A c t u a l F Y 1 9 / 2 0 R e v i s e d B u d g e t F Y 1 9 / 2 0 F Y 2 0 / 2 1 P r o j e c t e d B u d g e t D o l l a r P e r c e n t C h a n g e C h a n g e S a l a r i e s a n d B e n e f i t s P r o f e s s i o n a l C o s t s C o m m i s s i o n e r P e r D i e m L e g a l S e r v i c e s P r o f e s s i o n a l r v i c e s - G e n e r a l T o t a l P r o f e s s i o n a l C o s t s a l p p o r t C o s t s C a p i t a l O u t l a y D e b t S e r v i c e T O T A L A d m i n i s t r a t i o n $ 7 7 8 , 5 0 0 $ 1 , 4 8 3 , 8 0 0 $ 1 , 2 4 8 , 9 0 0 4 7 , 7 0 0 7 0 , 3 0 0 6 0 0 , 2 0 0 6 5 , 0 0 0 9 5 , 0 0 0 9 3 5 , 2 0 0 4 5 , 0 0 0 5 0 , 0 0 0 8 9 6 , 5 0 0 7 1 8 , 2 0 0 1 , 0 9 5 , 2 0 0 9 9 1 , 5 0 0 7 8 3 , 6 0 0 1 , 0 9 1 , 6 0 0 9 8 9 , 2 0 0 4 3 2 , 3 0 0 4 5 0 , 2 0 0 2 7 5 , 5 0 0 1 7 , 5 0 0 - - $ 2 , 7 3 0 , 1 0 0 $ 4 , 1 2 0 , 8 0 0 $ 3 , 5 0 5 , 1 0 0 E d e m a l A f f a i r s $ 7 8 1 , 5 0 0 6 5 , 0 0 0 9 5 , 0 0 0 9 5 3 , 6 0 0 1 , 1 1 3 , 6 0 0 1 , 2 7 2 , 6 0 0 4 0 5 , 0 0 0 $ 3 , 5 7 2 , 7 0 0 $ ( 7 0 2 , 3 0 0 ) - 4 7 % 0 % 0 % 1 8 , 4 0 0 2 % 1 8 , 4 0 0 2 % 1 8 1 , 0 0 0 1 7 % ( 4 5 , 2 0 0 ) - 1 0 % N / A $ ( 5 4 8 , 1 0 0 ) - 1 3 % " D e v e l o p e f f e c t i v e p a r t n e r s h i p s w i t h t r a n s p o r t a t i o n p r o v i d e r s t o c o m m u n i c a t e a u n i f i e d m e s s a g e t o C o n g r e s s r e g a r d i n g m o b i l i t y n e e d s . " A d v o c a t e o n b e h a l f o f R i v e r s i d e C o u n t y ' s i n t e r e s t s r e g a r d i n g t h e i m p l e m e n t a t i o n o f 3 3 7 4 3 . " A d v o c a t e p o s i t i o n s i n t h e S t a t e L e g i s l a t u r e a n d i n C o n g r e s s t h a t a d v a n c e t h e C o u n t y ' s t r a n s p o r t a t i o n i n t e r e s t s . " C o n t i n u e a l e a d e r s h i p r o l e i n f o r m u l a t i n g a c o u n t y w i d e d i r e c t i o n o n f e d e r a l t r a n s p o r t a t i o n p o l i c i e s . " C o n d u c t a c o n c e r t e d o u t r e a c h e f f o r t t o n e w f e d e r a l a n d s t a t e r e p r e s e n t a t i v e s o n l o c a l t r a n s p o r t a t i o n i s s u e s . 2 6 " U t i l i z e m o d e r n t e c h n o l o g y t o s u p p o r t a r o b u s t p u b l i c c o m m u n i c a t i o n a n d e n g a g e m e n t e f f o r t f o c u s i n g o n a c c e s s i b l e a n d t r a n s p a r e n t c o m m u n i c a t i o n o f t h e C o m m i s s i o n ' s p r o j e c t s . " D e v e l o p m a r k e t i n g a n d c o m m u n i c a t i o n p l a n s f o r t h e R C T C 9 1 E x p r e s s L a n e s a n d t h e 1 5 E x p r e s s L a n e s . T a b l e 7 - E x t e m a I A f f a i r s F Y 1 8 / 1 9 F Y 1 9 / 2 0 F Y 1 9 / 2 0 F Y 2 0 / 2 1 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e 8 3 I a r i e s a n d B e n e f i t s $ 8 6 9 , 3 0 0 $ 1 , 5 4 2 , 0 0 0 $ 1 , 2 8 8 , 3 0 0 $ 8 4 3 , 4 0 0 $ ( 6 9 8 , 6 0 0 ) - 4 5 % P r o f e s s i o n a I C o s t s L e g a l r v i c e s 3 8 , 4 0 0 4 5 , 0 0 0 2 0 , 0 0 0 3 5 , 0 0 0 ( 1 0 , 0 0 0 ) - 2 2 % P r o f e s s i o n a l s r v i c e s - G e n e r a l 1 , 1 1 5 , 6 0 0 1 , 0 6 6 , 0 0 0 3 , 0 6 3 , 5 0 0 9 8 3 , 5 0 0 ( 8 2 , 5 0 0 ) - 8 % T o t a l P r o f e s s i o n a l C o s t s 1 , 1 5 4 , 0 0 0 1 , 1 1 1 , 0 0 0 3 , 0 8 3 , 5 0 0 1 , 0 1 8 , 5 0 0 ( 9 2 , 5 0 0 ) - 8 % B p p o r t C o s t s 1 8 0 , 8 0 0 6 1 2 , 9 0 0 5 8 9 , 0 0 0 2 3 4 , 1 0 0 ( 3 7 8 , 8 0 0 ) - 6 2 % 1 0 T A L E x t e r n a l A f f a i r s $ 2 , 2 0 4 , 1 0 0 $ 3 , 2 6 5 , 9 0 0 $ 4 , 9 6 0 , 8 0 0 $ 2 , 0 9 6 , 0 0 0 $ ( 1 , 1 6 9 , 9 0 0 ) - 3 6 % F i n a n c e " P r o a c t i v e l y m o n i t o r , a s s c s s , m a n a g e , a n d m i n i m i z e C O V I D - 1 9 c r i s i s f i n a n c i a l i m p a c t s o n t h e C o m m i s s i o n ' s p r o g r a m s a n d p r o j e c t s t o t h e m a x i m u m e x t e n t p o s s i b l e . " C o n t i n u e a p p r o p r i a t e u s e s o f l o n g - a n d s h o r t - t e r m f i n a n c i n g t o a d v a n c e t h e C o m m i s s i o n ' s 2 0 0 9 M e a s u r e A p r o j e c t s . " P r o v i d e s u p p o r t t o t h e 9 1 E x p r e s s L a n e s a n d 1 5 E x p r e s s L a n e s t o l l o p e r a t i o n s c o n t r a c t o r b a c k o f f i c e s t o e n s u r e t h e p r o p e r a c c o u n t i n g o f t o l l r e v e n u e s a n d o p e r a t i o n s a n d m a i n t e n a n c e c o s t s . " K e e p a b r e a s t o f G o v e r n m e n t a l A c c o u n t i n g S t a n d a r d s B o a r d t e c h n i c a l a c t i v i t i e s a f f e c t i n g t h e C o m m i s s i o n ' s a c c o u n t i n g a n d f i n a n c i a l r e p o r t i n g a c t i v i t i e s a n d i m p l e m e n t n e w p r o n o u n c e m e n t s . " U p g r a d e t h e E n t e r p r i s e R e s o u r c e P l a n n i n g ( E R P ) s y s t e m t o b e n e f i t a l l s t a f f i n t h e m a n a g e m e n t o f a c c o u n t i n g a n d p r o j e c t i n f o r m a t i o n a n d a u t o m a t i o n o f a p a p e r l e s s w o r k f l o w s y s t e m . " M a n a g e a c e n t r a l i z e d p r o c u r e m e n t s p r o c e s s i n o r d e r t o s t r e n g t h e n c o n t r o l s a n d e n s u r e c o n s i s t e n c y i n t h e a p p l i c a t i o n o f p r o c u r e m e n t p o l i c i e s a n d p r o c e d u r e s a n d a d h e r e n c e t o a p p l i c a b l e l a w s a n d r e g u l a t i o n s . " S u p p o r t o u t r e a c h a c t i v i t i e s t o e n c o u r a g e d i s a d v a n t a g e d b u s i n e s s e n t e r p r i s e ( D B E ) a n d s m a l l b u s i n e s s e n t e r p r i s e ( S B E ) p a r t i c i p a t i o n i n v a r i o u s c o n t r a c t s . T a b l e 8 - F i n a n c e F Y 1 8 / 1 9 F Y 1 9 / 2 0 F Y 1 9 / 2 0 F Y 2 0 / 2 1 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e a l l a r i e s a n d B e n e f i t s $ 1 , 2 2 1 , 8 0 0 $ 2 , 5 2 3 , 1 0 0 $ 2 , 6 8 4 , 1 0 0 $ 1 , 6 2 5 , 9 0 0 $ ( 8 9 7 , 2 0 0 ) - 3 6 % P r o f e s s i o n a l C o s t s L e g a l S e r v i c e s 6 6 , 0 0 0 2 4 0 , 0 0 0 2 1 0 , 0 0 0 2 7 0 , 0 0 0 3 0 , 0 0 0 1 3 % A u d i t S e r v i c e s 5 0 2 , 0 0 0 5 7 3 , 7 0 0 4 7 3 , 7 0 0 6 2 2 , 3 0 0 4 8 , 6 0 0 8 % F i n a n c i a l A d v i s o r y 1 2 8 , 6 0 0 2 5 0 , 0 0 0 2 7 8 , 5 0 0 2 7 5 , 0 0 0 2 5 , 0 0 0 1 0 % P r o f e s s i o n a l S r v i c e s - G e n e r a l 5 8 2 , 2 0 0 1 , 1 3 6 , 4 0 0 9 4 2 , 7 0 0 1 , 1 9 3 , 7 0 0 5 7 , 3 0 0 5 % T o t a l P r o f e s s i o n a l C o s t s 1 , 2 7 8 , 8 0 0 2 , 2 0 0 , 1 0 0 1 , 9 0 4 , 9 0 0 2 , 3 6 1 , 0 0 0 1 6 0 , 9 0 0 7 % R a p p o r t C o s t s 3 4 1 , 0 0 0 6 0 8 , 8 0 0 3 4 7 , 7 0 0 6 0 8 , 8 0 0 - 0 � / C a p i t a l O u t l a y 1 0 7 , 0 0 0 8 4 5 , 0 0 0 1 8 1 , 7 0 0 9 1 3 , 3 0 0 6 8 , 3 0 0 8 % T r a n s f e r s O u t 1 1 , 1 9 7 , 1 0 0 1 0 , 0 8 7 , 9 0 0 1 0 , 0 8 7 , 9 0 0 1 0 , 0 0 7 , 7 0 0 ( 8 0 , 2 0 0 ) - 1 % 1 0 T A L F i n a n c e $ 1 4 , 1 4 5 , 7 0 0 $ 1 6 , 2 6 4 , 9 0 0 $ 1 5 , 2 0 6 , 3 0 0 $ 1 5 , 5 1 6 , 7 0 0 $ ( 7 4 8 , 2 0 0 ) - 5 % P l a n n i n g a n d P r o g r a m m i n g " M o n i t o r f u n d i n g a u t h o r i t y a n d r e s p o n s i b i l i t y r e l a t e d t o t h e S a t e T r a n s p o r t a t i o n I m p r o v e m e n t P r o g r a m ( S 1 1 P ) . " E n s u r e a d m i n i s t r a t i o n a n d i m p l e m e n t a t i o n o f S 1 1 P / R e g i o n a l I m p r o v e m e n t P r o g r a m ( R I P ) , A c t i v e T r a n s p o r t a t i o n P r o g r a m ( A 1 P ) , a n d o t h e r f u n d e d p r o j e c t s c o n s i s t e n t w i t h C a l i f o r n i a T r a n s p o r t a t i o n C o m m i s s i o n ( C T C ) , C a l t r a n s , a n d S o u t h e r n C a l i f o r n i a A s s o c i a t i o n o f G o v e r n m e n t s ( A G ) p o l i c i e s . " C o n t i n u e t o s t r a t e g i c a l l y p r o g r a m p r o j e c t s f o r a l l l o c a l a g e n c i e s c o u n t y w i d e i n t o t h e F e d e r a l T r a n s p o r t a t i o n I m p r o v e m e n t P r o g r a m ( F 1 1 P ) a n d o b l i g a t e f u n d s i n a n e x p e d i t i o u s m a n n e r f o r t h e m a x i m u m u s e o f a l l a v a i l a b l e f u n d i n g , i n c l u d i n g m o n i t o r i n g t h e u s e o f s u c h f u n d i n g t o p r e v e n t f r o m l a p s i n g . 2 7 " M o n i t o r a l l p r o j e c t s p r o g r a m m e d t o r e c e i v e 2 0 0 9 M e a s u r e A , 1 U M F , s t a t e , a n d f e d e r a l f u n d s t o e n s u r e t i m e l y d e l i v e r y a n d p r e v e n t f u n d s f r o m l a p s i n g . " F o c u s o n i n t e r r e g i o n a l c o n c e r n s a n d m a i n t a i n e f f e c t i v e w o r k i n g r e l a t i o n s h i p s i n v o l v i n g v a r i o u s m u l t i - c o u n t y t r a n s p o r t a t i o n i s s u e s , i n c l u d i n g g o o d s m o v e m e n t . " C o o r d i n a t e p l a n n i n g e f f o r t s w i t h r e g i o n a l a n d l o c a l a g e n c i e s r e l a t i n g t o t h e d e v e l o p m e n t o f R e g i o n a l T r a n s p o r t a t i o n P l a n / S u s t a i n a b l e C o m m u n i t i e s S t r a t e g y ( R T P / S C S ) a n d g r e e n h o u s e g a s r e d u c t i o n ( G H G ) i m p l e m e n t a t i o n g u i d e l i n e s . " P a r t i c i p a t e i n t h e C T C a n d C a l t r a n s ' s f o r u m s i n p r e p a r a t i o n a n d e v a l u a t i o n o f A l P p r o j e c t s f o r t h e s t a t e w i d e a n d M e t r o p o l i t a n P l a n n i n g O r g a n i z a t i o n ( M P O ) f u n d i n g p r o g r a m s t o r e p r e s e n t t h e C o u n t y ' s b e s t i n t e r e s t i n p r o g r a m f u n d i n g . " A d m i n i s t e r t h e B i c y c l e a n d P e d e s t r i a n F a c i l i t i e s P r o g r a m ( 9 3 8 2 1 ) . T a b l e 9 - P l a n n i n g a n d P r o g r a m m i n g F Y 1 8 / 1 9 F Y 1 9 / 2 0 F Y 1 9 / 2 0 F Y 2 0 / 2 1 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e S 3 l a r i e s a n d B e n e f i t s P r o f e s s i o n a l C o s t s L e g a l c e r v i c e s A u d i t c e r v i c e s R n a n c i a l A d v i s o r y P r o f e s s i o n a l c e r v i c e s - G e n e r a l T o t a l P r o f e s s i o n a l C o s t s a i p p o r t C o s t s P r o j e c t s a n d O p e r a t i o n s P r o g r a m O p e r a t i o n s E n g i n e e r i n g C o n s t r u c t i o n R i g h t o f W a y e c i a l a u d i e s O p e r a t i n g a n d C a p i t a l D i s b u r s e m e n t s T o t a l P r o j e c t s a n d O p e r a t i o n s T r a n s f e r s O u t l O T A L P l a n n i n g a n d P r o g r a m m i n g $ 8 5 4 , 8 0 0 $ 2 , 2 2 3 , 3 0 0 $ 2 , 6 1 4 , 6 0 0 1 1 1 , 5 0 0 2 , 1 0 0 4 , 8 0 0 1 1 8 , 4 0 0 1 7 , 5 0 0 1 4 6 , 6 0 0 4 3 5 , 9 0 0 ( 2 9 , 9 0 0 ) 1 , 2 1 7 , 8 0 0 1 , 1 9 8 , 5 0 0 7 3 , 0 0 0 1 5 , 0 0 0 1 , 8 0 0 1 , 4 6 6 , 3 0 0 1 1 4 , 0 0 0 1 5 , 0 0 0 1 , 8 0 0 8 5 8 , 0 0 0 1 , 5 5 6 , 1 0 0 9 8 8 , 8 0 0 1 , 3 5 7 , 0 0 0 1 , 1 7 9 , 1 0 0 3 5 6 , 1 0 0 2 7 3 , 2 0 0 8 7 8 , 0 0 0 7 0 0 , 0 0 0 4 , 9 7 2 , 0 0 0 - 2 0 5 , 0 0 0 7 5 , 5 0 0 5 9 6 , 0 0 0 2 9 5 , 0 0 0 1 , 4 5 5 , 0 0 0 1 , 6 3 4 , 5 0 0 2 , 9 6 8 , 9 0 0 8 , 4 6 2 , 1 0 0 2 , 9 7 8 , 2 0 0 4 3 5 , 7 0 0 3 , 2 2 3 , 4 0 0 1 , 6 7 3 , 4 0 0 $ 4 , 3 9 5 , 3 0 0 $ 1 6 , 8 2 1 , 9 0 0 $ 9 , 4 3 4 , 1 0 0 $ 1 , 4 9 1 , 7 0 0 7 9 , 0 0 0 2 , 0 0 0 1 , 0 8 6 , 5 0 0 1 , 1 6 7 , 5 0 0 1 , 3 6 6 , 9 0 0 3 5 2 , 4 0 0 6 0 0 , 0 0 0 1 0 , 0 0 0 1 3 0 , 0 0 0 8 5 0 , 0 0 0 1 , 2 3 0 , 0 0 0 3 , 1 7 2 , 4 0 0 1 , 0 6 1 , 4 0 0 4 A n ' . 0 c o n $ ( 7 3 1 , 6 0 0 ) - 3 3 % 6 , 0 0 0 8 % ( 1 5 , 0 0 0 ) - 1 0 0 % 2 0 0 1 1 % ( 3 7 9 , 8 0 0 ) - 2 6 % ( 3 8 8 , 6 0 0 ) - 2 5 % 9 , 9 0 0 1 ( 3 , 7 0 0 ) - 1 ( 2 7 8 , 0 0 0 ) - 3 2 % ( 4 , 9 6 2 , 0 0 0 ) - 1 0 0 % ( 7 5 , 0 0 0 ) - 3 7 % 2 5 4 , 0 0 0 4 3 % ( 2 2 5 , 0 0 0 ) - 1 5 % ( 5 , 2 8 9 , 7 0 0 ) - 6 3 % ( 2 , 1 6 2 , 0 0 0 ) - 6 7 % $ ( 8 , 5 6 2 , 0 0 0 ) - 5 1 % R a i l M a i n t e n a n c e a n d O p e r a t i o n s " A s a m e m b e r o f t h e R R A , c o n t i n u e a c t i v e p a r t i c i p a t i o n i n t h e g o v e r n a n c e a n d o p e r a t i o n s o f t h e M e t r o l i n k c o m m u t e r r a i l s y s t e m . " C o n t i n u e t h e p l a n n i n g a n d i m p l e m e n t a t i o n o f c a p i t a l i m p r o v e m e n t s a t t h e c o m m u t e r r a i l s t a t i o n s i n t h e C o u n t y , i n c l u d i n g s e c u r i t y a n d r e h a b i l i t a t i o n p r o j e c t s a n d p a r k i n g r e q u i r e m e n t s . " C o n t i n u e t o s u p p o r t a n d e v a l u a t e a c t i v i t i e s r e l a t e d t o t h e P e r r i s V a l l e y L i n e ( P V L ) s e r v i c e , s u c h a s p r o m o t i n g r i d e r s h i p . " E s t a b l i s h t h e b e s t a p p r o a c h t o b u i l d , m a i n t a i n , a n d o p e r a t e c o s t e f f e c t i v e a n d e n v i r o n m e n t a l l y s u s t a i n a b l e f a c i l i t i e s t h a t m e e t t h e p u b l i c ' s t r a n s p o r t a t i o n n e e d s . " L e a d t h e s e r v i c e d e v e l o p m e n t p r o c e s s a n d a c t i v e l y c o o r d i n a t e w i t h a l l s t a k e h o l d e r s a l o n g t h e C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r f o r i n t e r c i t y p a r r f \ n g e r r a i l s e r v i c e . " A d v a n c e t h e n e x t g e n e r a t i o n r a i l f e a s i b i l i t y s t u d y t o e v a l u a t e f u t u r e g r o w t h o p p o r t u n i t i e s f o r p a n g e r r a i l i n t h e C o u n t y . " C o n s t r u c t t h e s p e c i a l t r a i n s p l a t f o r m i n t h e c i t y o f I n d i o t o s e r v e t h e m u s i c f e s t i v a l e v e n t s a n d r e d u c e c o n g e s t i o n . 2 8 Table 10-Rail Maintenance and Operations FY 18/19 Actual FY 19/20 Revised Budget FY 19/ 20 FY 20/ 21 Projected Budget Dollar Percent Change Change 3ulariesand Benefits $ 547,700 $ Professional Costs Legal Services Professional rvices- General Total Professional Costs Bpport Costs Projects and Operations Program Operations Eng ineering Construction Special udies Operating and Capital Disbursements Total Projects and Operations Capital Outlay Tra nsfers Out TOTAL Rail Maintenance and Operations $ 1,238,000 $ 1,284,900 $ 704,800 $ (533,200) -43% 56,500 225,000 195,000 1,983,000 9,910,900 1,148,500 2,039,500 10,135, 900 1,343,500 2,403,000 3,330,000 3,152,200 2,624,900 2,964,600 2,889,000 600,000 400,000 1,470,000 250,000 82,400 400,000 400,000 19, 793, 500 25, 000, 000 29,147,100 22,500,800 30,434,600 33,086,100 72,900 164,000 179,800 562,900 980,000 980,000 28,126,800 $ 46,282,500 $ 40,026,500 $ 215,000 1,418,100 1,633,100 3,987,600 3,187, 600 550,000 8,971,800 400,000 34,350,000 47, 459, 400 543,500 1,754,800 56,083,200 (10,000) (8,492,800) (8,502,800) 657,600 223,000 (50,000) 7,501,800 9,350,000 17,024,800 379,500 774,800 $ 9,800,700 -4% -86% -84% 20% 8% -8% 510% 0% 37% 56% 231% 79% 21% Public and Specialized Transit • Coordinate the operation of all public transportation services within the County by promoting program efficiency between transit operators. • Coordinate CARESAct allocationsand COVID-19-related service impactswith 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. Table 11 -Public and Specialized Transit FY 18/ 19 Actual FY 19/ 20 Revised Budget FY 19/ 20 FY 20/ 21 Projected Budget Dollar Percent Change Change S3 lades and Benefits Professional Costs Legal Burvices Audit Services Rnancial Advisory ProfessionoIServices- General Total Professional Costs 3ipport Costs Projects and Operations Saecial audies Operating and Capital Disbursements Total Projects and Operations Tra nsfers Out TOTAL Public and Specialized Transit $ 481,000 $ 895,900 $ 784,000 5,500 49,700 15,400 64,500 135,100 50,500 118,936,200 118, 936, 200 28,088,600 $ 147,691,400 12,000 70,000 16,000 201,700 299,700 69,200 250,000 161,610,400 161,860,400 31,998,400 $ 195,123,600 3,500 70,000 16,100 161,600 251,200 52,800 141,920,900 141,920,900 31,874,500 $ 174,883,400 CommuterAssistance $ 497,900 15,000 17,000 529,900 561,900 79,600 200,000 98,992,700 99,192,700 19,774,100 $ 120,106,200 $ (398,000) -44% 3,000 (70,000) 1,000 328,200 25% -100% 6% 163% 262,200 87% 10,400 15% (50,000) -20% (62,617,700) -39% (62,667,700) -39% (12,224,300) -38% $ (75,017,400) -38% • Evaluate the feasibility of expanding CommuterAssistance servicesand incentivescountywide with the goal of stimulating Transportation Demand Management (TDM) in the Coachella Valley and help enhance employerand commuterTDM participation throughout the region. • 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. • Launch and aggressively promote a new Telework Program for Riverside County employers. • 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. 29 " O p t i m i z e p a r k a n d r i d e f a c i l i t i e s t o s u p p o r t c a r / v a n p o o l / b u s p o o l a r r a n g e m e n t s a n d f a c i l i t a t e t r a n s i t c o n n e c t i o n s . " S e e k g r a n t f u n d i n g f o r t h e I n l a n d E m p i r e N e x t G e n e r a t i o n 1 D M S t u d y . " O p e r a t e a c o s t - e f f e c t i v e p r o g r a m w i t h i n t h e C o u n t y t h a t r e s u l t s i n r e d u c t i o n o f s i n g l e o c c u p a n t v e h i c l e s . T a b l e 1 2 - C o m m u t e r A s s i s t a n c e F Y 1 8 / 1 9 F Y 1 9 / 2 0 F Y 1 9 / 2 0 F Y 2 0 / 2 1 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e S a l a r i e s a n d B e n e f i t s $ 2 4 7 , 6 0 0 $ 5 4 5 , 1 0 0 $ 7 7 6 , 1 0 0 P r o f e s s i o n a l C o s t s L e g a l B u r v i c e s 1 3 , 7 0 0 3 1 , 0 0 0 1 4 , 6 0 0 A u d i t S e r v i c e s 1 0 , 0 0 0 - - R n a n c i a l A d v i s o r y 7 , 7 0 0 8 , 0 0 0 8 , 1 0 0 P r o f e s s i o n a l r v i c e s - G e n e r a l 2 5 7 , 3 0 0 5 0 3 , 7 0 0 6 5 8 , 2 0 0 T o t a l P r o f e s s i o n a l C o s t s 2 8 8 , 7 0 0 5 4 2 , 7 0 0 6 8 0 , 9 0 0 S u p p o r t C o s t s 8 5 , 0 0 0 2 8 5 , 8 0 0 1 8 , 4 0 0 P r o j e c t s a n d O p e r a t i o n s P r o g r a m O p e r a t i o n s 2 , 7 4 8 , 9 0 0 3 , 3 1 3 , 3 0 0 2 , 5 0 1 , 3 0 0 E n g i n e e r i n g - - - T o t a l P r o j e c t s a n d O p e r a t i o n s 2 , 7 4 8 , 9 0 0 3 , 3 1 3 , 3 0 0 2 , 5 0 1 , 3 0 0 T r a n s f e r s O u t 1 , 3 6 8 , 3 0 0 3 0 2 , 5 0 0 3 0 2 , 5 0 0 T O T A L C o m m u t e r A s s i s t a n c e $ 4 , 7 3 8 , 5 0 0 $ 4 , 9 8 9 , 4 0 0 $ 4 , 2 7 9 , 2 0 0 M o t o r i s t A s s i s t a n c e $ 2 6 7 , 4 0 0 3 2 , 0 0 0 2 0 , 0 0 0 8 , 0 0 0 6 8 7 , 7 0 0 7 4 7 , 7 0 0 1 7 9 , 7 0 0 3 , 7 4 2 , 0 0 0 3 , 7 4 2 , 0 0 0 2 6 2 , 8 0 0 $ 5 , 1 9 9 , 6 0 0 $ ( 2 7 7 , 7 0 0 ) - 5 1 % 1 , 0 0 0 3 % 2 0 , 0 0 0 N / A - 0 % 1 8 4 , 0 0 0 3 7 % 2 0 5 , 0 0 0 3 8 % ( 1 0 6 , 1 0 0 ) - 3 7 % 4 2 8 , 7 0 0 1 3 % N / A 4 2 8 , 7 0 0 1 3 % ( 3 9 , 7 0 0 ) - 1 3 % $ 2 1 0 , 2 0 0 4 % " M a i n t a i n a h i g h b e n e f i t - t o - c o s t r a t i o r e l a t e d t o t h e p e r f o r m a n c e o f t h e F S P p r o g r a m a n d e x p a n d s e r v i c e i f f u n d i n g o p p o r t u n i t i e s a r i s e . " T r a n s i t i o n f r o m a l o c a l l y p r o v i d e d 1 E 5 1 1 s y s t e m t o a r e g i o n a l s o u t h e r n C a l i f o r n i a 5 1 1 s o l u t i o n . " C o n t i n u e t h e c a l l b o x s y s t e m p r o g r a m t o s e r v e a s a " s a f e n e t " f o r s t r a n d e d m o t o r i s t s i n t h e C o u n t y . T a b l e 1 3 - M o t o r i s t A s s i s t a n c e F Y 1 8 / 1 9 F Y 1 9 / 2 0 F Y 1 9 / 2 0 F Y 2 0 / 2 1 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e S a l a r i e s a n d B e n e f i t s P r o f e s s i o n a I C o s t s L e g a l S e r v i c e s P r o f e s s i o n a l B u r v i c e s - G e n e r a l T o t a l P r o f e s s i o n a I C o s t s S p p o r t C o s t s P r o j e c t s a n d O p e r a t i o n s P r o g r a m O p e r a t i o n s T o t a l P r o j e c t s a n d O p e r a t i o n s T r a n s f e r s O u t T O T A L M o t o r i s t A s s i s t a n c e $ 1 2 5 , 8 0 0 $ 3 0 6 , 1 0 0 $ 3 5 7 , 0 0 0 2 5 , 8 0 0 2 9 7 , 2 0 0 4 4 , 5 0 0 2 5 , 5 0 0 4 7 7 , 5 0 0 4 4 9 , 5 0 0 3 2 3 , 0 0 0 1 4 8 , 0 0 0 3 , 5 8 1 , 6 0 0 5 2 2 , 0 0 0 4 7 5 , 0 0 0 4 2 6 , 0 0 0 2 9 3 , 3 0 0 5 , 3 8 7 , 4 0 0 3 , 6 3 2 , 4 0 0 3 , 5 8 1 , 6 0 0 5 , 3 8 7 , 4 0 0 3 , 6 3 2 , 4 0 0 3 , 8 2 0 , 4 0 0 2 , 7 4 8 , 2 0 0 2 , 7 4 8 , 2 0 0 $ 7 , 9 9 8 , 8 0 0 $ 9 , 3 8 9 , 7 0 0 $ 7 , 5 0 5 , 9 0 0 C a p i t a l P r o j e c t D e v e l o p m e n t a n d D e l i v e r y $ 1 8 0 , 4 0 0 4 5 , 5 0 0 4 7 4 , 0 0 0 5 1 9 , 5 0 0 1 9 9 , 8 0 0 5 , 4 5 2 , 0 0 0 5 , 4 5 2 , 0 0 0 2 , 6 1 6 , 0 0 0 $ 8 , 9 6 7 , 7 0 0 $ ( 1 2 5 , 7 0 0 ) - 4 1 % 1 , 0 0 0 2 % ( 3 , 5 0 0 ) - 1 ( 2 , 5 0 0 ) 0 % ( 2 2 6 , 2 0 0 ) - 5 3 % 6 4 , 6 0 0 1 % 6 4 , 6 0 0 1 % ( 1 3 2 , 2 0 0 ) - 5 % $ ( 4 2 2 , 0 0 0 ) - 4 % " C o n t i n u e p r o j e c t w o r k o n t h e W e s t e r n C o u n t y D e l i v e r y P l a n p r o j e c t s , i n c l u d i n g t h e 1 - 1 5 E x p r e s s L a n e s , S R 6 0 t r u c k l a n e s , 9 1 C O P , M i d C o u n t y P a r k w a y , a n d P a c h a p p a u n d e r p a s s p r o j e c t s . " P r o v i d e 2 0 0 9 M e a s u r e A f u n d i n g t o t h e i n c o r p o r a t e d c i t i e s a n d t h e C o u n t y f o r l o c a l s t r e e t s a n d r o a d s m a i n t e n a n c e , r e p a i r , a n d c o n s t r u c t i o n a n d t o t h e C o a c h e l l a V a l l e y A s s o c i a t i o n o f G o v e r n m e n t s ( C V A G ) f o r h i g h w a y s a n d r e g i o n a l a r t e r i a l s . " P r o v i d e I U M F r e g i o n a l a r t e r i a l f u n d i n g a n d s u p p o r t t o l o c a l j u r i s d i c t i o n s f o r r e g i o n a l a r t e r i a l p r o j e c t e n g i n e e r i n g , r i g h t o f w a y a c q u i s i t i o n , a n d c o n s t r u c t i o n . " M a i n t a i n a r i g h t o f w a y a c q u i s i t i o n a n d m a n a g e m e n t p r o g r a m i n s u p p o r t o f c a p i t a l p r o j e c t s a n d i n t h e m o s t c o s t e f f e c t i v e m a n n e r w i t h i n p r o j e c t s c h e d u l e s , w h i l e a d h e r i n g t o f e d e r a l a n d s t a t e r e g u l a t i o n s . " M a i n t a i n a n d m a n a g e t h e a c c e s s , u s e , s a f e t y , a n d s e c u r i t y o f C o m m i s s i o n - o w n e d p r o p e r t i e s i n c l u d i n g c o m m u t e r r a i l s t a t i o n s , p r o p e r t i e s i n a c q u i s i t i o n p r o c e s s , a n d i n c o m e - g e n e r a t i n g p r o p e r t i e s . " D e v e l o p s t r a t e g i e s t o i m p l e m e n t a l t e r n a t i v e f i n a n c i n g s t r u c t u r e s i n c l u d i n g p u b l i c e x p r e s s l a n e s . 3 0 Table 14 -Capital Project Development and Delivery FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Bulariesand Benefits $ 3,265,200 $ 7,346,700 $ 7,339,100 $ 3,121,600 $ (4,225,100) -58% Professional Costs Legal Bury ices 3,351,300 1,750,300 1,673,300 1,682,000 (68,300) -4% Audit Bury ices 89,600 35,000 39,400 38,000 3,000 9% Rnancial Advisory 99,200 136,400 71,100 78,900 (57,500) -42% Professional Services -General 876,300 5,576,400 1,753,300 2,227,800 (3,348,600) -60% Total Professional Costs 4,416,400 7,498,100 3,537,100 4,026,700 (3,471,400) -46% Sipport Costs 691,300 1,894,900 918,400 2,089,400 194,500 10% Projects and Operations Program Operations 5,652,600 10,370,500 6,761,300 7,592,400 (2,778,100) -27% Engineering 13,111,500 23,271,000 20,945,500 26,225,000 2,954,000 13% Construction 53,145,600 148,302,100 106,029,600 201,788,200 53,486,100 36% Design Build 107,589,300 158,341,500 135,100,000 100,621,100 (57,720,400) -36% Right of Way and Land 19,710,500 92,508,500 34,220,500 58,233,600 (34,274,900) -37% Local Sreetsand Roads 61,069,300 54,061,300 54,061,300 48,479,100 (5,582,200) -10% Regional Arterials 19,203,900 30,967,000 25,000,000 30,000,000 (967,000) -3% Special 3udies 27,900 1,800 - - (1,800) -100% Operating and Capital Disbursements 3,944,100 15,000,000 831,600 850,000 (14,150,000) -94% Total Projects and Operations 283,454,700 532,823,700 382,949,800 473,789,400 (59,034,300) -11% Capital Outlay 4,995,900 4,293,500 3,597,000 3,787,000 (506,500) -12% Debt Service 69,555,700 69,537,500 69,534,500 69,519,000 (18,500) 0% Transfers Out 89,619,700 114,346,100 117,551,100 140,752,100 26,406,000 23% TOTAL Capital Project Development and Delivery $ 455,998,900 $ 737,740,500 $ 585,427,000 $ 697,085,200 $ (40,655,300) -6% Toll Opera tions • Manage the operations of the RCTC 91 Express Lanes and 15 Express Lanes adhering to the Commission's ExpressLanestoll policies. • Monitor, manage, and adjust toll operationsasneeded in response to COVID-19-related changes in traffic volumesand patterns. • Manage toll operations using investment grade traffic and revenue studies and cost estimate assumptionsspecific to each expresslane facility. • Continue 15 ExpressLanestoll planning through development of businessrules. • Provide timely and effective reporting of toll operation metrics including revenue, transactions, carpool usage, and performance indicators. • Participate in the California Toll Operators Committee (CTOC) to advance regional and statewide tolling initiatives, technology, interoperability, and coordination among California toll agencies. Table 15-Toll Operations FY18/19 FY 19/ 20 FY 19/ 20 Actual Revised Budget Projected FY20/21 Dollar Percent Budget Change Change at lariesand Benefits Professional Costs Legal Services Audit cervices Financial Advisory Professional rvices- General Total Professional Costs sjpport and Maintenance Costs Projectsand Operations Program Operations Construction Design Build Total Projects and Operations Capital Outlay Debt Service Transfers Out TOTAL Toll Operations $ 578,400 $ 1,353,400 $ 846,200 206,100 59,000 824,500 350,000 47,000 75,000 2,505,500 250,000 46,000 96,100 2,066,200 1,089,600 3,235,100 6,779,300 2,977,500 2,458,300 4,543,300 3,450,700 11, 670, 200 8,536,900 200,000 6,779,300 11,670,200 8,736,900 1,096,700 766,100 426,000 7,119, 900 637, 386, 500 7,119, 900 4,309,100 3,059,500 2,539,700 $ 24, 208,100 $ 661, 756, 500 $ 25, 577, 700 $ 1,124,400 1,140, 000 64,800 150,000 7,211,100 8,565,900 7,637,700 24,901,800 1,500,000 400,000 26,801,800 315,000 653, 314, 900 1,370,200 $ 699,129,900 $ (229,000) -17% 790,000 226% 17,800 38% 75,000 100% 4,705,600 188% 5,588,400 188% 3,094,400 68% 13,231,600 113% 1,500,000 N/A 400,000 N/A 15,131, 600 130% (451,100) -59% 15,928,400 2% (1,689,300) -55% $ 37,373,400 6% 31 Fund Balances the projected total fund balance as of June 30, 2020 is$821,472,70O. lhe Commission expects the FY 2020/21 budgeted activitiesto result in an $114,313,700 decrease of total fund balance at June 30, 2021 to $707,159,000. lhe primary cause of the decrease is project activities in FY2O2O/21 related to the 1-15 ExpressLanesproject, Mid County Parkway project, rail station rehabilitation and maintenance, Western County Measure A and lUMFregional arterial projects, and public transit allocations. Table 16 presents the componentsof the projected fund balance by program at June 30, 2021. Table 16—Projected Fund Balances by Fund Type and Program at June 30, 2021 Measure A SalesTax Western County Coachella Valley Palo Verde Other Total Restricted: Bond Rnancing $ 10,791,500 $ - $ $ - CommuterAssistance 14,729,800 - Debt Service - - 15,782,200 Economic Development 8,200,300 - - - Highways 10,732,600 36,261,300 68,684,900 Advances/LoansReceivable - - Local 3reetsand Roads 1,300 1,300 600 New Corridors 24,836,300 Planning and Programming - - 1,188,000 Public and arecialized Transit 7,238,900 370,200 172,397,700 Ra i l 29, 865,100 - 16, 592, 800 C ETA P - - 38, 921, 000 Regional Arterials 49,242,300 - 48,801,400 Motorist Assistance - - - 10,097,800 Toll Operations - 139,081,700 Assigned: Management Services TOTAL Fund Balance $ 155, 638,100 $ 36, 632, 800 $ 3,340,000 600 $ 514,887,500 $ 10,791,500 14, 729, 800 15, 782, 200 8,200,300 115, 678, 800 3,200 24, 836, 300 1,188, 000 180, 006, 800 46, 457, 900 38,921,000 98, 043, 700 10, 097, 800 139, 081, 700 3,340,000 $ 707,159,000 Chart 8 illustrates the actual and projected trends in fund balances for each governmental and enterprise fund type from FY2O17/18 through FY2020/21. Chart8—Projected Fund Balance Trends by Fund Type FY2018-2021 $705,000,000 $605,000,000 $505,000,000 $405,000,000 $305,000,000 $205,000,000 $105,000,000 $5,000,000 General Fund Budget Summary Special Revenue Capital Projects Debt Service Fund Enterprise Fund Funds Funds VFY17/18 YFY18/19 .+FY 19/20 idFY20/21 the overall budget for FY 2020/21 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. 32 Table 17 - Budget Comparative by Summarized Line Item FY 2019-2021 FY 18/ 19 Actual FY 19/ 20 FY 19/ 20 Revised Budget Projected FY20/21 Budget Dollar Change Percent Change Revenues Measure A Sales Tax L1FSales Tax SfA S3 le Ta x Federal Reimbursements Mate Reimbursements Local Reimbursements IUMFRevenue Tolls, Penalties, and Fees Other Revenue Investment Income TOTAL Revenues Expend itures/ Expenses Personnel Salariesand Benefits Professional and Sap port Professional Services flapport Costs 1O1ALProfessionaI and alp port Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way/Land Operating and Capital Disbursements aoecial 3udies Local areetsand Roads Regional Arterials TOTAL Projects and Operations Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt Service Capital Outlay TOTAL Expenditures/Expenses Excess (d eficiency) of Revenues over (under) Expend ituresfExpenses Other Rnancing SD urces (Uses) Tra nsfers In Tra nsfers Out Debt Proceeds 11RA Loan Proceeds Payment to Escrow Agent Bond Premium Net Rnancing Sources (Uses) Excess(deficiency) of Revenues over (under) Expend ituresrExpensesand Other Rnancing Sources(Uses) Beginning Fund Balance ENDING FUND BALANCE $ 201,205,000 $ 178,000,000 $ 103,819,400 91,000,000 27,201,800 31,050,600 67,752,600 89,718,700 64, 007, 900 160, 896,100 6,933,900 9,858,900 29, 968, 500 17, 240, 000 58,423,500 67,201,100 6,264,700 652,000 23,050,800 9,500,000 178,000,000 91,000,000 28,697,900 42,514,800 123,494, 700 3,835,700 17,240,000 49,622,000 653,700 10,741,400 588,628,100 655,117,400 545,800,200 9,343,000 19, 902, 500 19, 901, 900 11,735,900 28,173,300 15,951,000 7,996,400 14,313,100 11,065,600 19, 732, 300 21,533,900 13,547,400 53,145, 600 107, 589, 300 19,680,600 143,872,300 1,328,100 61,069,300 19,203,900 42,486,400 34,062,100 24,749,000 154,744,100 158,341,500 92,713,500 203,065,400 1,247,800 54,061,300 30,967,000 27,016,600 24,594,100 22,045,500 106,279,600 135,300,000 34,296,000 173,534,100 695,000 54,061,300 25,000,000 440,970,400 753,951,700 575,805,600 25, 977, 500 50, 715, 600 76, 693,100 6,704,800 511,816,600 49,412,400 2,720,000 563,949,000 6,518,800 27, 245, 000 49,409,400 76, 654, 400 4,660,000 553, 443, 600 1,386,808,400 704,038,500 35,184,500 (731,691,000) (158,238,300) 139,401,800 (139,401,800) 14,946,100 166,746,000 (166,746,000) 625,425,000 75, 703, 000 (142,975,000) 39, 967, 400 14,946,100 598,120,400 167, 757, 300 (167, 757, 300) 89,896,000 89, 896, 000 50,130,600 (133,570,600) (68,342,300) 839,684,400 889,815,000 889,815,000 $ 889,815,000 $ 756,244,400 $ 821,472,700 $ 160,000,000 82, 000, 000 28, 656, 900 103,695,200 155, 006,100 18,565,100 15,500,000 42, 258, 900 621,500 3,545,500 609, 849, 200 10,932,000 21,975,400 17, 748, 000 39,723,400 45, 228, 200 27,375,000 212, 270, 000 101,021,100 58,363,600 135,422,700 1,450,000 48,479,100 30,000,000 659,609,700 513, 066, 600 59,395,900 2,883,400 575, 345, 900 5,963,800 1,291,574,800 (681,725,600) 177,599,100 (177, 599,100) 627, 550, 000 47,371,900 (147,488, 000) 39, 978, 000 567,411,900 (114,313,700) 821,472,700 $ 707,159,000 $ (18,000,000) (9,000,000) (2,393,700) 13,976,500 (5,890,000) 8,706,200 (1,740,000) (24,942,200) (30,500) (5,954,500) (45,268,200) (8,970,500) (6,197,900) 3,434,900 -10% -10% -8% 16% -4% 88% -10% -37% -5% -63% -7% -45% -22% 24% (2,763,000) 11,166,100 2,626,000 57, 525, 900 (57,320,400) (34,349,900) (67,642,700) 202,200 (5,582,200) (967,000) (94,342,000) 1,250,000 9,983,500 163,400 11,396,900 (555,000) -7% 33% 11% 37% -36% -37% -33% 16% -10% -3% -13% (95,233,600) 0% 20% 6% 2% -9% -7% 49,965,400 10,853,100 (10, 853,100) 2,125,000 (28,331,100) (4,513,000) 10,600 (30,708,500) -7% 7% 7% 0% -37% 3% 0% -5% 19,256,900 -14% (68,342,300) -8% $ (49,085,400) -6% 33 Table 18 - Operating and Capital Budget FY 2020/21 FY20/21 FY20/21 FY20/21 Operating Budget Capital Budget 1OTALBudget Revenues Measure A Sa lesTax L1F53lesTax S1\ BaIesTax Federal Reimbursements Sate Reimbursements Local Reimbursements IUMFRevenue Tolls, Penalties, and Fees Other Revenue Investment Income 1OTAL Revenues Expenditures/Expenses Personnel 931a ries a nd Benefits Professional and Sipport Professional Services Sapport Costs TOTAL Professional and Sapport Costs Projects and Operations Program Operations Engineering Construction Design Build Right of Way and Land Operating and Capital Disbursements ecial Sudies Local areetsand Roads Regional Arterials 1OTALProjects and Operations Debt Service Principal Payments Interest Payments Cost of Issuance 1O1AL Debt Service Capital Outlay 1OTAL Expenditures/ Expenses Excess(deficiency) of Revenues over (under) Expenditures/ Expenses Other Fnancing Sburces(Uses) Transfers In Transfers Out Debt Proceeds 11FA Loan Proceeds Bond Premium Payment to Escrow Agent Net Fnancing SD urces (Uses) Excess(deficiency)of Revenues over (under) Expenditures/Expensesand Other Fnancing SD urces (Uses) Beginning Fund Balance ENDING FUND BALANCE $ 22,110,000 82,000,000 28,656,900 28, 326, 900 15,023,900 2,214,400 14,053,900 $ 137,890,000 75,368,300 139,982,200 16,350,700 15,500,000 28,205,000 621,500 1,205,100 2,340,400 193, 591,100 416, 258,100 6,545,700 4,386,300 9,362,800 12,612,600 8,020,900 9,727,100 17,383,700 12,383,600 550,000 8,971,800 134, 572, 700 1,450,000 22, 339, 700 32, 844, 600 26, 825, 000 203,298,200 101,021,100 58, 363, 600 850,000 48,479,100 30, 000, 000 157,928,100 501,681,600 513,066,600 59,395,900 2,883,400 2,883,400 1,861,800 572,462,500 4,102, 000 186, 602, 700 1,104, 972,100 6,988,400 (688,714,000) 28, 895, 200 148, 703, 900 (35,476,800) (142,122,300) 627,550,000 47,371,900 39,978,000 (147,488, 000) 660,946,400 (93,534,500) 667,934,800 (782,248,500) 245, 072, 900 576, 399, 800 $ 913,007,700 $ (205,848,700) $ 160,000,000 82,000,000 28,656,900 103,695,200 155,006,100 18,565,100 15, 500, 000 42, 258, 900 621,500 3,545,500 609, 849, 200 10, 932, 000 21,975,400 17, 748, 000 39,723,400 45, 228, 200 27, 375, 000 212,270,000 101,021,100 58, 363, 600 135,422,700 1,450,000 48,479,100 30, 000, 000 659,609,700 513,066,600 59,395,900 2,883,400 575, 345, 900 5,963,800 1, 291, 574, 800 (681,725,600) 177, 599,100 (177, 599,100) 627, 550, 000 47,371,900 39, 978, 000 (147,488, 000) 567,411,900 (114, 313, 700) 821,472,700 $ 707,159,000 Table 19 - Budget by Fund Type FY 2020/21 FY20/21 General Fund Special Revenue Capital Projects Debt Service Enterprise 1O1ALBud get Revenues Measure A SBIesTax L1FSalesTax SIA S3IesTax Federal Reimbursements State Reimbursements Local Reimbursements IUMFRevenue ToIls, Penalties, and Fees Other Revenue Investment Income 1OTAL Revenues $ $ 160,000,000 $ - $ - $ 82,000,000 - 28,656,900 - - 22,000,000 78,805,100 2,812,100 78,000 3,581,400 151,424,700 - - 1,700 18,563,400 15,500,000 525,000 131,600 2,301,800 341,700 78,500 42,258,900 96,500 691,900 25,714,700 537,776,900 341,700 2,890,600 43,125,300 Expend itures/ Expenses Personnel %lades and Benefits 5,790,100 4,017,500 1,124,400 Professional and Support Professional Services 6,482,800 6,926,700 8,565,900 Support Costs 4,002,900 6,107,400 7,637,700 1OTALProfessional and Support Costs 10,485,700 13,034,100 16,203,600 Projects and Operations Program Operations 2,000 20,324,400 - 24,901,800 Engineering - 27,375,000 Construction 1,250,000 209,520,000 - 1,500,000 Design Build 100,621,100 - 400,000 Right of Way/Land 58,363,600 - - Operating and Capital Disbursements 35,580,000 99,842,700 Special Studies 1,450,000 Local areetsand Roads 48,479,100 Regional Arterials - 30,000,000 1OTALProjects and Operations 38,282,000 594,525,900 26,801,800 Debt Service Principal Payments - 28,495,000 484,571,600 Interest Payments - 41,024,000 18,371,900 Cost of Issuance - 2,883,400 1O1ALDebt Service - 69,519,000 505,826,900 Capital Outlay 1,318,300 4,330,500 - 315,000 1OTALExpend itures'Expenses 55,876,100 615,908,000 69,519,000 550,271,700 Excess (d eficiency) of Revenues over (under) Expend ituresfExpenses Other Financing Sources(Uses) Transfers In TransfersOut Debt Proceeds 11FIA Loan Proceeds Bond Premium Payment to Escrow Agent Net Rnancing Sources (Uses) Excess (deficiency) of Revenues over (under) Expend itures/Expensesand Other Fnancing Sources (Uses) (30,161,400) 25, 579,100 (2,247,200) (78,131,100) 80,599,000 (146, 898,100) 47,371,900 341,700 (24,271,500) (66,628,400) (507,146,400) 69, 519, 000 1,902,000 (2,812,100) (1,370,200) 627,550,000 39, 978, 000 (147,488, 000) 23,331,900 (18,927,200) (24,271,500) 66,706,900 520,571,800 (6,829,500) Beginning Fund Balance 27,930,000 (97,058,300) (23,929,800) 559, 568,100 92, 614, 500 78,500 13,425,400 15,703,800 125,656,300 ENDING FUND BALANCE $ 21,100,500 $ 462,509,800 $ 68,684,700 $ 15,782,300 $ 139,081,700 $ 160,000,000 82, 000, 000 28, 656, 900 103, 695, 200 155, 006,100 18, 565,100 15, 500, 000 42, 258, 900 621,500 3,545,500 609, 849, 200 10, 932, 000 21,975,400 17, 748, 000 39,723,400 45, 228, 200 27, 375, 000 212, 270, 000 101,021,100 58, 363, 600 135, 422, 700 1,450,000 48, 479,100 30, 000, 000 659, 609, 700 513, 066, 600 59, 395, 900 2,883,400 575, 345, 900 5,963,800 1,291,574,800 (681,725,600) 177, 599,100 (177, 599,100) 627, 550, 000 47, 371, 900 39, 978, 000 (147,488, 000) 567,411,900 (114,313,700) 821,472,700 $ 707,159,000 35 Table 20 — Highway, Regional Arterial, and Rail Programs FY 2020/21 Description HIGHWAY ENGINEERING 71/91 connector Grade separation projects 1-15 Express Lanes —Southern Extension Mid County Parkway (MCP) MCP 1-215/Placentia interchange MCP Sweeney mitigation MCP construction contract package 9R91 corridor operations project Pachappa underpass Riverside County-93nta Ana River Trail (detailspresented in Sections5.2Planning and Programming and 5.3 Capital Projects) 9Z-79 realignment 9R-60 truck lanes General (detailspresented in Sbction 5.3 Capital Projects) SJBTOIAL HIGHWAY EN G IN EBZIN G REGIONAL ARTERIAL EN G IN EERIN G 1-15 Railroad Canyon interchange I-10 Highland BoringsAvenue interchange SJBTOIAL REGIONAL ARTERIAL EN G IN EBRIN G RAIL ENGINEERING Moreno Valley March Reid station upgrade Riverside layover facility Riverside Downtown station track and platform Other -Coachella Valley-ain Gorgonio Pass conid or (detailspresented in 52ction 6.2Rail) SUBTOTAL RAIL ENGINEERING TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL ENGINEERING HIGHWAY CONSIRUC11ON 15/91 Express Lanes connector 91 corridor operationsproject 91 Project 91 Express Lanes Hamner bridge widening 1-15 Express Lanes I-15/Umonite interchange Jurupa Avenue grade separation MCP I-215/Placentia interchange MCP Sweeney mitigation Pachappa underpass Riverside County-93nta Ana River Trail (detailspresented in Sbctions5.2Planning and Programming and 5.3 Capital Projects) 9R60 truck lanes General (detailspresented in Sbction 5.3 Capital Projects) SJBTOIALHIGHWAY CONSIRUCIION REGIONALAkIEHIAL CONSIRUC11ON 1-15 Railroad Canyon Interchange Va rio us Westem County MARA and IUMFregionaI arterial projects SJBTOIAL REGIONAL ARTERIAL C O N SIRUC 11O N RAIL CONSIRUCIION Moreno Valley March Reid station upgrade Riverside layover facility Riverside -La Serra station improvements Other Riverside Downtown station mobility improvements(costsand detailsprewnted in .action 5.2Rail) Other -Coachella Valley -San Gorgonio Pass corridor(details presented in Sbction 5.2R9i1) SJBTOTAL RAIL C O N SIRUC 11O N TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL CONSTRUCTION $ 3,000,000 7,000,000 5,500,000 500,000 500,000 50,000 4,000,000 265,000 100,000 600,000 300,000 50,000 400,000 22, 265, 000 700,000 140,000 840,000 1,000,000 20,000 2,700,000 550,000 4,270,000 $ 27,375,000 $ 3,072,000 36,242,000 1,471,000 1,500,000 5,425,000 14, 672, 000 1,500,000 5,000,000 29, 500, 000 155,000 13, 832, 000 10,000 42, 716, 000 190,000 155, 285, 000 24,900,000 13,488,400 38,388,400 224,800 9,300,000 100,000 1,250,000 7,721,800 18, 596, 600 $ 212,270,000 36 Description HIGHWAYDESGN BUILD 15/91 Express Lanesconnector 91 conidoroperationsproject 91 Express Lanes 91 Project 1-15 Express Lanes TOTAL HIGHWAY DESiGN BUILD HIGHWAYRIGHTOFWAYAND LAND 15/91 Express Lanesconnector 60/215 East Junction high occupancy vehicle (HOV) lane connectors 71/91 connector 91 Project 91 conidoroperationsproject Hamner bridge widening Jurupa Avenue grade separation Mcl0nleyAvenue grade separation MCP MCP I-215/Placentia interchange SR-60 truck lanes Pachappa underpass Riverside County -Santa Ana Flyer Trail (detailspresented in 52ctions5.2Planning and Programming and 5.3 Capital Projects) 5t-74/I-15to 7th 3reet SR-91 HOV Ianes/Adamsareet to 60/91/215 interchange General (detailspre.rented in 52ction 5.3 Capital Projects) 31BTOTALHIGHWAY RIGHTOFWAYAND LAND REGIONAL ARTERIAL RIG HTO F WAY AN D LAND 1-15 Railroad Canyon interchange Various Western County MARA and IUMFregionaI arterial projects SJBTOTALREGIONAL ARIFRIALRIG HTOFWAY AND LAND RAIL RIG HTOFWAYAND LAND Flversde layover facility Rverside Downtown station track and platform General SJBIOTAL RAIL RIG HTOF WAYAND LAND TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL RIG HT OF WAY AND LAND GRAND TOTAL HIGHWAY, REGIONAL ARTERIAL, AND RAIL PROGRAMS $ 46,125, 000 215,000 400,000 2,638,100 51,643,000 $ 101,021,100 $ 1,032,000 5,000 700,000 10, 373, 000 275,000 75,000 12, 000, 000 3,000,000 6,900,000 16,150, 000 110,000 170,000 130,000 5,000 5,000 676,100 51,606,100 825,000 4,135,000 4,960,000 70,000 1,600,000 127,500 1,797,500 $ 58,363,600 $ 399.029.700 37 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 Sate 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. the appropriations limit for any fiscal year isequal 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. 20-009 on June 10, 2020, establishing appropriations limits for the Commission at $509,885,755. the FY 2020/21 budget appropriated $270,844,800 in 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 for the FY2020/21 appropriations limit isasfollows: I FY 2019/20 Appropriations Limit $487,698,077 IFY 2020/21 adjustment: x 1.0454947 • Change in California per capita personal income 1.0373% ((3.73+ 100)1 100 = 1.0373) • Change in Population, Riverside County •Calculation of factor for FY 2019/20 1.0079% ((0.79 + 100)1 100 = 1.0079) 1.0373 x 1.0079 = 1.0454947 IFY 2020/21 Appropriations Limit $509,885,762 4487,698,077 x 1.0454947 = $509,885,762 Source: California per capita income —California Department of Finance Population, Riverside County —California Department of Finance 38 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 TDA policiesaswell asdebt agreements. Revenues 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. ROTC -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 expenditures'expensesto the budget on at least a quarterly basis and appropriately notes, explains, and justifies sgnificant deviations. RCTC ensures competitive, transparent, objective, and fair procurement selection proceoccsin accordance with policiesadopted on September11, 2019. 39 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 Caltransorothergovernmental agency. o RCTC depreciates capital and amortizes intangible asccts over the estimated useful life or service concession term. Debt Mana •ement Outstanding sales tax revenue debt cannot exceed $975 million, in accordance with Measure K approved by a majority of the voters in November 2010; RCTC can issue toll -supported debt for specific highway projectsbased on amountsauthorized by the Commission. RCTC maintainsand updatesthe Debt Management Policy, asadopted on March 11, 2020, and Interest Rate SNap Policy, asadopted July 12, 2006, for mattersrelated to salestax revenue and toll -supported indebtedness. RCTC maintainsdebt coverage ratiosof 2.0x on all senior salestax 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. Management Receipts 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, RCTC 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. Accountin• and Financial Re.ortin 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; RCTC obtains audits of Measure A and TDA funding recipientsforcompliance and othermattersin a timely manner. 40 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 FY 2020/21 Board of Commissioners Policy Committees • WRC Programs & Projects • Toll Policy & Operations • Budget & Implementation Advisory Committees • Technical Advisory • Citizens Advisory Executive Committee MEN Executive Management Administration Clerk of the Board & Board Relations Claims Administration Human Resources Office & Records Management Information Technology Rnance Budget Development — Contract Management & Procurement Disadvantaged Business Enterprise Rnancial Management Insurance Administration Investment Management Debt Management External Affairs Goods Movement _ Legislative Advocacy& Analysis Media Relations — Public Information & Communications Multimodal Programs Call Box Program — Commuter Assistance Freeway Service Patrol Rail Operations Transit Planning Capital Project Development & Delivery Congestion Management - Highway& Rail Capital Programs New Corridors Property Management Regional Transportation Plan Sate Transportation Improvement Program - lUM F Pro g ram -nation Maintenance Toll 3/stem Development Operations Rnancing Chart 10 illustrates the relationship between the Commission's functional management or departmentsand the Commission'sfund structure. 41 Chart 10 —Relationship of Functional Management and Fund Structure Special Revenue Capital DebtService Functional Mane •ement/De.ailment General Fund Fund Pro'ectsFund Fund Ente .rise Fund Management cervices Executive Management Administration External Affairs Finance Regional Programs Planning and Programming services X Rail Maintenance and Operations X Public and Specialized Transit X CommuterAssistance 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 updatesasnecessary 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 asscsscompliance 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 2020/21 budget and monitoring of the FY2019/20 budget. Each task issummarized below. Chart 11 — Budget Process ID Task Name Duration 2019 2020 J AISIOIN D JIFIM A MIJ 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 366 days y Short -Tenn Strategic Direction Phase The first phase of the budget processisto 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 County Delivery Plan asupdated and discussed in the Capital Project Development and Delivery department section.Annuallya workshop isheld forthe Board to evaluate and determine 42 where the Commission plans to be and what it desires to accomplish over the next five to ten years. Annual reviews allow for timely responsiveness to any significant political, legislative, or economic developments that 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 assactual results, compared to the current year budget, and map changes in strategy for the ensuing fiscal year. Additionally staff reviews and, if necessary, updatesCommission 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 excessoffund artsoverfund 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. lhe Commission may add new projectsordelete 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 no later than its June meeting, and the Commission conductsa public hearing to allow forpublic 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. lhe 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 Roles a nd Responsibilities Involvement in the budget permeates all staffing levels, as presented in the staff organization chart in Appendix B, at the Commission from clerical support staff to policy makers. Each program manager develops a detailed line item budget that consists of the operating and/or capital componentsand submitsthose budgets, by program, to the department director for review and concurrence. While all departments have operating components, Rail station operations and 43 maintenance and Toll Operations represent the Commission's primary operation functions that consider long-range planning. Details on these operations are included in the Rail and Toll Operationsdepartment sections, 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 Officerand Executive Director review the entire budget for overall consistency with both the short- and long-term strategic direction of the Commission, appropriatenessof funding sourcesforthe identified projectsand programs, and reasonableness of the operating and capital budget expenditures 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, 1UMF, Other Agency Projects, Capital Projects, Debt Service Funds, and Enterprise Fund) foreach function (i.e., administration, operations, programs, intergovernmental distributions, 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 forsupplemental budget appropriationsrequests. Supplemental 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 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 amountsreported in the budgetary schedules. COVID-19Impacts Since March 2020, the local, regional, state, and federal economies have been negatively impacted by the COVID-19crisis. Since the magnitude and duration of these impactsisuncertain, the budget represents the best available economic information. The Board and staff will continuously monitor, amass, and adjust the revised revenue projections and budgeted expendituresasnecessary through the economic recovery from the crisis. 44 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 recognizesgovernmental 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 governmental 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 12 illustrates total sources and uses by fund type for the FY 2020/21 budget. Chart 12 —Total Sources and Uses by Fund Type FY2020/21 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00 3% 4% 44% 47% General Fund Special Revenue Funds Fund Structure 2% 0% Capital Projects Funds 48% 5% 4% Debt Service Fund Enterprise Fund U Total Sources U Total Uses The Commission accountsforitssourcesand usesin 32funds(Chart 13) 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 two enterprise fundsto account forthe RCTC 91 ExpressLanesand 15 Express Lanesoperations. 45 Chart 13—Budgeted Funds Structure FY2020/21 •Adnirislra}Ion •Rail Opera lions -Plowing & Programming General Fund Overview Special Revenue Funds 1989 Measure A •western County •FRghway 2009 MeasureA •wesrem County •Highways •Local$Ireets & Roods • P ubic Tronsil • Specia iced Transit • Bus Transil • Rail Transit & Mainlenulce •Commuler Assistance •New Corridors • Bond Fnancing •ReglonalArterials •EconoMc Development •Coachetta Valley •Highway & R egiona l Arterials • loco I &tree Is & Roads •SpeciafredTransiI Wale Verde Valley •LocalStreefs & Roads •FSP •SAFE •LocaI IranspOnaliOn Funds •Sla le Transit Assistance •Slale of Good Repair •BUMF •Coachella Valley Rail •Other Agency Projects Fund •SB132 J Debt service Fund • RCTC 91 Express Lanes . • 15 Express Lanes the Commission's General fund accounts for all activities not legally required or designated by Board action to be accounted forseparately. For many public agencies, the General fund isthe largest fund; however, it is less significant for the Commission. ire 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 operations as well as planning and programming. Table 21 presents the FY 2020/21 budget for the General fund, followed by a discussion of significant componentsof the budget. 46 Table 21 —General Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Federal Reimbursements State Reimbursements Local Reimbursements Investment Income 101AL Revenues Expenditures Personnel Salaries and Benefits Professional and alp port Professional Services 8ipport Costs 101ALProfessional and Sip port Costs Projects and Operations Program Operations Construction Operating and Capital Disbursement: Special Studies 10TAL Pro jects a nd Operations Debt Burvice Principal Payments Interest Payments 10TAL Debt Service Capital Outlay 101AL Expend itures $ 4,955,500 8,000,000 $ 8,000,000 3,228,600 3,664,700 2,073,100 153,400 400 2,000 642,800 276,100 182,200 9,001,400 4,920,800 3,327,100 3,820,200 7,147,300 2,624,900 21,078,300 1,300,200 25,003,400 12,500 5,000 17,500 612,100 11,941,200 10,257,300 9,415,100 9,754,600 6,687,900 4,214,500 10,902,400 2,000 1,470,000 26,455,000 1,246,000 29,173,000 7,146,000 3,520,400 10,666,400 5,200 250,000 30,782,600 695,000 31,732,800 1,295,200 457,200 37,701,100 50,785,700 52,611,000 Excess (deficiency) of Revenues over (under) Expenditures (28,699,700) (38,844,500) (42,353,700) Other Rnancing Sources(Uses) Transfers In Transfers Out Net Rnancing Surces(Uses) Excess (deficiency) of Revenues over (under) Expendituresand Other Rnancing Sources (Uses) Beginning Fund Balance ENDING FUND BALANCE 33,992,100 41,127,800 43,004,000 (2,208,600) (3,394,600) (1,844,600) ' 31,783,500 37,733,200 41,159,400 3,083,800 26,040,500 $ 29,124,300 $ (1,111,300) (1,194,300) 29,124,300 28,013,000 $ 29,124,300 27,930,000 The sourcesforthe General fund (Chart 14) consist of: $ 22,000,000 3,581,400 1,700 131,600 25,714,700 5,790,100 6,482,800 4,002,900 10,485,700 2,000 1,250,000 35,580,000 1,450,000 38,282,000 1,318,300 55,876,100 (30,161,400) 25,579,100 (2,247,200) 23,331,900 (6,829,500) 27,930,000 $ 21,100,500 $ 14,000,000 175% (83,300) -2% 1,300 325% (144,500) -52% 13, 773, 500 115% (3,625,000) -39% (205,100) -3% (211,600) -5% (416,700) -4% 0% (220,000) -15% 9,125,000 34% 204,000 16% 9,109,000 31% N/A N/A N/A 23,100 2% 5,090,400 10% 8,683,100 -22% (15,548,700) -38% 1,147,400 -34% (14,401,300) -38% (5,718,200) 515% (1,194,300) -4% $ (6,912,500) -25% • Variousfederaland state reimbursementsforplanning activitiesand commuter rail station operations; • Investment income; • Transfersfrom variousfundsforthe 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. 47 Chart 14—General Fund Sources FY2020/ 21 Transfers In 50% Federal ^ Reim bursements 43% Sate Reimbursements 7% Federal reimbursementsrelate to rail station preventative maintenance and PVLoperations. Sate reimbursements include station mobility improvements and PVL operations, as well as STIP funds for PPM activities. Local reimbursements relate to administrative activities. the Commission allocatesand transfersto the General fund a portion of LlFsalestax revenuesfor administration, planning and programming, and railtransitoperationsand capitalforthe following p u rp o se s: • General fund administration allocationsfunded with L1Fsalestax revenues of $115,300 in FY2020/21 reflect a 6%decrease compared to the prior year. • State law sets planning allocations at 3% of estimated LTF sales tax revenues. the FY 2020/21 budget for planning allocations is $2,460,000. The FY 2019/20 revised budget of $3,269,000 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 $2,851,300 in FY 2020/21 will fund General fund allocations for planning, programming, and regional activities. • Commuter rail operating and capital needs determine the amount of LTFallocationsto the extent that revenuesand reserved fund balance are available. The FY2020/21 budget includes$9,000,000 in L1Fallocationsprimarily to 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 otherfundsastransfersin. The FY2020/21 General fund administrative allocation of $5,348,800 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, S3132, and otheragency project fundsof $5,803,700 in FY2020/21 decreased from $6,411,200 in FY2019/20 due to a decreased level of activity requiring administrative support. 48 Chart 15 —General Fund Uses FY 2020/ 21 Capital Outlay 2% Projects a nd Operations 66% Transfers Out 4% Personnel Salaries and Benefits 10% Professional cervices 11% 3apport Costs 7% Chart 15 depicts General fund uses. Personnel salaries and benefits expenditures decreased $3,625,000 primarily due to a one-time disbursement in FY 2019/20 to fund the Commission's CaIPERSnet pension liability. Asa cost savingsmeasure, there will be no performance merit -based salary increasesin FY2020/21. Professional costsdecreased 3%compared to the prioryeardue to completion of the long-range transportation plan and Traffic Relief Plan, aswell as refocusing rail operationsplanning efforts. Support costsdecreased 5%primarily due to completion of the public engagement program related to the Traffic Relief Plan. Program operations expenditures remained unchanged from FY 2019/20. Construction expenditures include Riverside Downtown station mobility improvements. the FY 2020/21 operating and capital disbursements budget includesallocationsof$35,580,000for the Metrolink commuter rail subsidy. Special studies expenditures include corridor plans, pass area transit and next generation rail studies. Capital outlay expenditures increased 2% due to information technology upgradesand station improvements. Transfersout include $318,200 to the Coachella Valley Rail fund foradministrative allocationsand $1,929,000to the General fund foradministration from rail operationsand planning and programming activities. 49 Special Revenue Funds Overview The Commission'sspecial revenue fundsare legally restricted asto use for Measure A projectsand programs, 1UMF 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 d isc ussions. Table 22 -Special Revenue Funds FY2019 -2020 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Measure A SBIesTax $ 201,205,000 $ 178,000,000 $ 178,000,000 L1F Sales Tax 103,819,400 91,000,000 91,000,000 SA les Tax 27,201,800 31,050,600 28,697,900 Federal Reimbursements 59,999,900 78,915,500 31,711,600 Sate Reimbursements 60,779,300 157,231,400 121,421,600 Local Reimbursements 6,780,500 9,858,500 3,833,700 IUMF Revenue 29,968,500 17,240,000 17,240,000 Other Revenue 6,243,600 652,000 653,700 Investment Income 15,954,600 6,262,900 5,301,700 TOTAL Revenues 511,952,600 570,210,900 477,860,200 Expenditures Personnel S13Iariesand Benefits 3,843,800 9,134,000 9,301,100 Professional and Sipport Professional %rvices 7,319,200 18,507,900 6,346,700 Sipport Costs 941,100 5,555,300 4,094,500 1OTALProfessional and Sipport Costs 8,260,300 24,063,200 10,441,200 Projects and Operations Program Operations 12,129,700 22,389,900 16,052,000 Engineering 13,547,400 24,749,000 22,045,500 Construction 53,145, 600 153,274,100 106, 029, 600 Desig n Build 107,589,300 158,341,500 135,100,000 Right of Way/Land 19,680,600 92,713,500 34,296,000 Operating and Capital Disbursements 122,794,000 176,610,400 142,751,500 SDecial Sudies 27,900 1,800 Local Sreetsand Roads 61,069,300 54,061,300 54,061,300 Regional Arterials 19,203,900 30,967,000 25,000,000 IOTALProjects and Operations 409,187,700 713,108,500 535,335,900 Capital Outlay 4,996,000 4,457,500 3,776,800 101ALExpenditures 426,287,800 750,763,200 558,855,000 Excess (deficiency) of Revenuesover (under) Expenditures 85,664,800 (180,552,300) (80,994,800) Other Rnancing S urces(Uses) Transfers In Transfers Out liRALoan Proceeds Net Rnancing SD urces (Uses) Excess (deficiency) of Revenuesover (under) Expend ituresand Other Rnancing urces (Uses) 35,405,500 (120,011,400) 14,946,100 (69,659,800) 53,083,700 (133,086, 300) 75,703,000 (4,299,600) 51,230,200 (138,562,400) 89,896,000 2,563,800 16,005,000 (184,851,900) (78,431,000) Beginning Fund Balance 621,994,100 637,999,100 637,999,100 ENDING RJND BALANCE $ 637,999,100 $ 453,147,200 $ 559,568,100 $ 160,000,000 82,000,000 28,656,900 78,805,100 151,424,700 18,563,400 15,500,000 525,000 2,301,800 537,776,900 4,017,500 6,926,700 6,107,400 13,034,100 20,324,400 27,375,000 209,520,000 100,621,100 58,363,600 99,842,700 48,479,100 30,000,000 594,525,900 4,330,500 615,908,000 (78,131,100) 80,599,000 (146,898,100) 47,371,900 (18,927,200) (97,058,300) 559,568,100 $ 462.509.800 $ (18,000,000) -10% (9,000,000) -10% (2,393,700) -8% (110,400) 0% (5,806,700) -4% 8,704,900 88% (1,740,000) -10% (127,000) -19% (3,961,100) -63% (32,434,000) -6% (5,116,500) -56% (11,581,200) -63% 552,100 10% (11,029,100) -46% (2,065,500) -9% 2,626,000 11% 56,245,900 37% (57,720,400) -36% (34,349,900) -37% (76,767,700) -43% (1,800) -100% (5,582,200) -10% (967,000) -3% (118,582,600) -17% (127,000) -3% (134,855,200) -18% 102,421,200 -57% 27,515,300 52% (13,811,800) 10% (28,331,100) -37% (14,627,600) 340% 87,793,600 -47% (78,431,000) -12% 9,362,600 2% The Commission accounts for Measure A and LTF sales taxes, STA allocations, Western County TUMF, 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 16 illustratesthe variousspecial revenue fund sources. 50 Chart 16 —Special Revenue Funds Sources FY 2020/ 21 Transfers In 12% Investment Income 1% 1UMF Revenue 2% Local Reimbursements 3% Sate Reimbursements 23% Debt Proceeds 7%\ Measure A Sales Tax 24% L1F &Iles Tax 12% STA SalesTax 4% Federal Reimbursements 12% 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 roads maintenance, 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. Asshown in Chart 17, projects and operations expenditures represent the primary use of special revenue fund resources. Chart 17 —Special Revenue Funds Uses FY 2020/21 Personnel Salaries and Benefits 0% Tra nsfers Out 19% • Capital Outlay 1% Professional Services 1% Sapport Costs 1% Projects a nd Operations 78% 51 Measure A Special Revenue Funds Measure A sales tax revenue, which is allocated to the three geographic areas of the County (Chart 18) 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 18 —Measure A Sales Tax Revenues by Geographic Area Coachella Valley 22% Palo Verde Valley 0% WWe stern ounty 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. The fundsaccount forall Measure A project and program expendituresand transfers of debt service for capital projects. the 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 incentivesprogramsaswell as bond financing costs. the Commission isa 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 salestaxrevenuesassecurityforthe Commission'ssenior salestax revenue bondsand subordinate commercial paper notes. Debt service on the bondsis recorded in the Sales Tax 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. 52 Table 23 -Westem County Measure A Funds FY 2019 -2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Measure A Sales Tax Bond Rnancing CommuterAssstance Economic Development Incentives Highways Local areets and Roads New Corridors Public Bus Transit Rai Regional Arterials qoecialized Transit Total Measure A Federal Reimbursements aate Reimbursements Local Reimbursements Other Revenue Investment Income Transfers In 11RA Loan Proceeds TOTAL Sources $ 12,610,800 $ 11,156,000 $ 11,156,000 2,335,300 2,066,000 2,066,000 1,868,300 1,653,000 1,653,000 47,640,900 42,146,000 42,146,000 45,305,500 40,081,000 40,081,000 17,281,500 15,288,000 15,288,000 3,374,600 2,107,000 2,107,000 9,528,200 8,429,000 8,429,000 14,012,000 12,396,000 12,396,000 2,977,600 3,512,000 3,512,000 156,934,700 58, 775, 000 1,864,600 1,052,800 6,169, 600 5,812,400 28,734,500 14, 946,100 138,834,000 78,165,500 46,797,100 2,266,000 535,000 2,472,800 47,933,700 75,703,000 138, 834, 000 31,211,600 40,901,000 1,576,100 619,800 2,152, 900 48,080,200 89,896,000 274,289,700 392,707,100 353,271,600 Uses Personnel Salaries and Benefits 3,152,300 7,421,500 7,710,000 Professional Borvices 3,257,000 6,487,200 3,977,000 aipport Costs 775,700 5,096,300 3,762,900 Projects and Operations Program Operations 7,985,900 15,056,100 11,481,600 Engineering 2,558,200 16,727,700 9,833,300 Construction 21,850,900 123,449,100 78,260,400 Design Build 95,068,900 116,623,500 105,662,000 Right of Way/Land 16,587,200 41,130,500 18,375,500 Operating and Capital Disbursements 9,617,500 21,170,000 6,816,700 qoecialaudies 27,900 1,800 - Local areetsand Roads 45,127,100 39,973,400 39,973,400 TOTAL Projects and Operations 198,823,600 374,132,100 270,402,900 Debt Bervice Capital Outlay 4,996,000 4,457,500 3,776,800 Transfers Out 85,607,100 95,400,000 101,868,300 TOTAL Uses 296,611,700 492,994,600 391,497,900 Excess(deficiency) of Sources over (under) Uses $ (22,322,000) $ (100,287,500) $ (38,226,300) $ 10, 044, 000 1,860,000 1,488,000 37, 942, 000 36, 083, 000 13,763,000 1,897,000 7,588,000 11,160,000 3,161, 000 124, 986, 000 78, 605,100 42, 435, 800 16, 677, 400 491,000 775,200 75,342,900 47,371,900 386,685,300 3,059,200 5,112,500 5,848,900 13,043,200 17,585,000 161, 240, 800 54, 496,100 29, 593, 000 7,124, 500 35, 967, 700 319, 050, 300 4,330,500 109, 345,100 446,746,500 $ (60,061,200) $ (1,112,000) -10% (206,000) -10% (165,000) -10% (4,204,000) -10% (3,998,000) -10% (1,525,000) -10% (210,000) -10% (841,000) -10% (1,236,000) -10% (351,000) -10% (13,848,000) -10% 439,600 1 (4,361,300) -9% 14,411,400 636% (44,000) -8% (1,697,600) -69% 27,409,200 57% (28,331,100) -37% (6,021,800) -2% (4,362,300) -59% (1,374,700) -21% 752,600 15% (2,012,900) -13% 857,300 5% 37,791,700 31% (62,127,400) -53% (11,537,500) -28% (14,045,500) -66% (1,800) -100% (4,005,700) -10% (55,081,800) -15% (127,000) -3% 13, 945,100 15% (46,248,100) -9% 40,226,300 -40% The budgeted Western County Measure A salestax revenues reflect a 10%decrease compared to the prior year due to Measure A sales tax projections affected by COVID-19. Taxable sales changes between jurisdictions within the County also periodically affect the geographic allocation formula from yearto year. Federal reimbursementsforhighway and rail projectsare comparable to FY2019/20 budget and relate primarily to funding from the Federal Transit Administration (FTA), Congestion Mitigation and Air Quality (CMAQ), STP, CARESAct, and Federal Emergency Management Agency. The federal reimbursements are primarily attributable to activity on the SR60 truck lanes project, 9lcorridor operations project, 1-15 ExpressLanes-Southern Extension project, Mid County Parkway'ssecond construction package, Pachappa underpassproject, and station rehabilitation and improvement p rojects. State reimbursements are lower by 9%compared to the FY2019/20 budget and reflect funding from S11P, State Highway Operationsand Protection Program (SHOPP), and S31 Local Partnership Program (LPP) funding for the SR60 truck lanes project, 71/91 connector project, I-15/Railroad Canyon interchange, and various Western County Riverside County Transportation Efficiency Corridor projects. Local reimbursements are higher by 636% compared to the FY 2019/20 budget and are attributable to the 9lcorridor operations project funding from the Orange County Transportation Authority (OCTA). 53 Other revenue is lower by 8%from the prior year and is attributable to property management lease revenues. Investment income decreased 69%compared to the previousyear'sbudget due to extremely conservative investment yield projections in FY2020/21. As in prior years, a significant portion of transfers in consists of sales tax revenue bonds proceeds of $22,369,500 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; • $15,000,000 from the 1989 Measure A Western County highway fund and 2009 Measure A economic development fund to complete the close-out of 91 Project; • $9,989,600 from the TUMFCommunity Environmental Transportation Acceptability Process (CETAP) fund for the Mid County Parkway I-215/Placentia interchange project; • $1,400,000 from the 2009 Measure A Western County new corridors fund for the 71/91 connector project; • $8,220,600 from the 2009 Measure A Western County new corridorsfund for itsshare of the Multi-SpeciesHabitat Conservation Plan (MS-ICP) debt service obligation; • $3,523,100 from the 1UMFCETAPfund for itsshare of the MSHCPdebt service obligation; • $2,812,100 from the Debt Service fund for Build America Bonds(BABs) subsidy payments; • $1,668,000from the Rfund fora station rehabilitation and improvement project; and • $360,000from the SAFEfund fora Next Generation 1DM study. 11RAloan proceedsof $47,371,900 will fund eligible 1-15 Express Lanesproject expenditures. Personnel salariesand benefitsexpendituresdecreased 59%from the prior year resulting primarily from the one-time disbursement in FY 2019/20 to fund the Commission's CaIPERS net pension liability. Asa cost savings measure, there will be no performance merit -based salary increases in FY 2020/21. Measure A Western County professional services expenditures in FY 2020/21 consist of general legal services for the various programs and capital projects and other professional services for highway, rail capital and commuter assistance projects and the Commission's debt programs. the 21%decrease in FY2020/21 reflectsthe prioryearactivity in legal, financial advisory, and other professional services related to various programs and projects. Support costs related to highway and rail projects and property management as well as the commuter assistance program increased $752,600, or 15%, from the prior year due to additional station maintenance, including COVID-19 sanitation, aswell asincreased station general businessinsurance. 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. S ch levels of operations typically fluctuate as project activitiestransition to another phase. Many of the Commission'sWestern 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 5%and 31%, respectively, due to the Mid County Parkway I-215/Placentia interchange, 15/91 Express Lanes connector, and 91 COP. Design -build and right of way activitiesdecreased 53%and 28%, respectively, compared to the prioryeardueto I-15ExpressLanesprojectactivityand 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 FY2020/21. Other design -build related activities during FY 2020/21 include the 15/91 Express Lanes connector project. Right of way acquisition, another major project activity, can be a lengthy process. Right of way acquisition activity, including utilitiesand railroad relocations, will primarily benefit the Mid County 54 Parkway and I-215/Placentia Interchange project and closeout of the 91 Project. Operating and capital disbursements decreased 66%compared to the FY2019/20 budget and relate to Western County intercity bus service, specialized transit expenditures, and rail capital funded by Measure A. In FY2020/21, CARESAct funds will provide significant support for transit operations and capital, thereby reducing Measure A disbursements. Special studiesdecreased 100%compared to the prior year due to completion of feasibility studies performed in the prior year. Local streets and roads, or turn back payments to local jurisdictions and the County, decreased because of lower Measure A sales tax revenues. Capital outlay includes equipment and improvements for the rail program and reflectsa 3%decrease due to station rehabilitation and improvementsin the priorfiscal year. Significant transfersout from the Western County Measure A fundsinclude: • Funding for debt service paymentsof $79,519,000; • $9,000,000 from the 1989 Measure A Western County highway fund to complete 91 Project close-out activities; • $8,220,600 from the 2009 Measure A Western County new corridor fund for its share of the MS-ICPdebt service obligation; • $6,000,000 from the 2009 Measure A Western County economic development fund for 91 Project right of way acquisition costs; • $1,400,000 from the 2009 Measure A Western County new corridor fund for the 71/91 connector project; • $300,000 from the 2009 Measure A Western County highway fund for a 1UMF regional arterial project; and • $4,905,500 for the administrative costsallocation Coachella Valley Measure A Funds these special revenue fundsaccount forCoachella Valley's22%share of the Measure A salestax (Table 24). Table 24—Coachella Valley Measure A Funds FY 2019 —2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change SDurces Measure A BulesTax Highways& Regional Arterials Local3reetsand Roads Specialized Transit Total Measure A Investment Income TOTAL Sources $ 21, 619, 300 $ 19,126, 000 $ 19,126, 000 15,133, 600 13, 389, 000 13, 389, 000 6,485,800 5,738,000 5,738,000 43, 238, 700 1,657,000 38,253,000 38,253,000 562,800 626,600 45,046,800 38,815,800 38, 879, 600 Uses Personnel Salaries and Benefits 1,500 24,300 15,300 Professional 5 rvices 8,600 29,300 18,700 Sjpport Costs 100 200 200 Projectsand Operations Operating and Capital Disbursements 6,000,000 7,000,000 6,206,000 Local areetsand Roads 14,955,500 13,281,400 13,281,400 Regional Arterials 19,203,900 30,967,000 25,000,000 lOTAL Projects and Operations 40,159,400 51,248,400 44,487,400 Tra n sfe rs Out 534,800 357,100 357,100 TOTAL Uses 40,704,400 51,659,300 44,878,700 Excess(deficiency) of 9uurcesover (under) Uses $ 4,342,400 $ (12,843,500) $ (5,999,100) $ 17,159,000 12,011,000 5,148, 000 34, 318, 000 182,200 34, 500, 200 44,700 19,200 200 5,955,900 11,895,700 30, 000, 000 47,851,600 363,000 48, 278, 700 $ (13,778,500) $ (1,967,000) -10% (1,378,000) -10% (590,000) -10% (3,935,000) -10% (380,600) -68% (4,315,600) -11% 20,400 84% (10,100) -34% 0% (1,044,100) -15% (1,385,700) -10% (967,000) -3% (3,396,800) -7% 5,900 2% (3,380,600) -7% $ (935,000) 7% Coachella Valley Measure A salestax revenuesdecreased 10%compared to the prior year due to Measure A sales tax projections affected by COVID-19. Taxable sales changes among the geographic areascan impact the geographic allocation formula from yearto year. 55 Investment income decreased 68%compared to the previous year's budget due to extremely conservative investment yield projections in FY2020/21. Personnel salaries and benefits expenditures increased $20,400 from the prior year due to the allocation of I -Its. The Coachella Valley operating and capital disbursements represent specialized transit funds distributed to S.1nLine Transit Agency (SunLine) for transit operations. Local streets and roads paymentsto localjurisdictionsare 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 projects, underadvance funding agreements, in projectsand operationsin orderto be consistent with the accounting in the ERPsystem. Transfersout of $363,000 relate to the administrative costsallocation. Palo Verde Valley Measure A Fund lhisspecial revenue fund accounts for Palo Verde Valley's less than 1%share of the Measure A salestax (Table 25). Table 25—Palo Verde Valley Measure A Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change SDurces Measure A BulesTax Local areetsand Roads Uses Projects and Operations Local areetsand Roads lOTALProjectsand Operations TransfersOut TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 1,031,600 $ 913,000 $ 913,000 986,700 986,700 44,900 1,031,600 806,500 806,500 106,500 913,000 806,500 806,500 106,500 913,000 $ 696,000 615,700 615,700 80,300 696,000 $ (217,000) -24% (190,800) -24% (190,800) -24% (26,200) -25% (217,000) -24% $ N/A Total Measure A salestax revenuesdecreased 24%compared to the prioryeardue to Measure A sales tax projections affected by COVID-19 as well as taxable sales changes among the geographic areasthat impact the geographic allocation formula from yearto year. Local streets and roads represent the only expenditures in the Palo Verde Valley. Transfers out of $80,300 relate to the administrative costsallocation. Non -Measure A Special Revenue Funds The non -Measure A special revenue funds account for LTFdisbursements; 1UMFWestern County project costs; motorist assistance expendituresfortowing 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 LTF, 1UMF, FSP, SAFE, STA, SGR, Coachella Valley Rail, Other Agency Projects, and SS 132 special revenue funds, respectively. Local Transportation Fund The OF special revenue fund derives its revenue from one quarter of one cent of the state sales tax that is returned to source and providesforfunding of public transit operations in the County, bicycle and pedestrian facility projects, planning, and administration (Table 26). 56 Table 26 — Local Transportation Fund FY 2019 —2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources L1FBuIesTax Investment Income Transfers In TOTAL Sources Uses Projects and Operations Operating and Capital Disbursements lOTALProjectsand Operations Tra n sfe rs 0 ut $ 103,819,400 $ 91,000,000 $ 91,000,000 2,118, 500 713,300 766,500 1,170,000 - 107,107, 900 100, 548, 900 100, 548, 900 26, 203, 200 91,713,300 91,766,500 92,469,100 92,469,100 29, 687, 500 93, 020, 000 93, 020, 000 29, 563, 700 TOTAL Uses 126, 752,100 122,156, 600 122, 583, 700 Excess(deficiency) of Sources over (under) Uses $ (19,644,200) $ (30,443,300) $ (30,817,200) $ 82,000,000 402,400 82,402,400 45, 827, 000 45, 827, 000 16,426,600 62,253,600 $ 20,148,800 $ (9,000,000) -10% (310,900) -44% N/A (9,310,900) -10% (46,642,100) -50% (46,642,100) -50% (13,260,900) -45% (59,903,000) -49% $ 50,592,100 -166% The Commission projectsLTFsalestax revenue in FY2020/21 to decrease 10%from the prior year due to impactsof COVID-19. Investment income decreased 44%compared to the previousyear's budget due to extremely conservative investment yield projections in FY2020/21. In FY2020/21, approximately 86%and 14%of the LTFtransit expenditures of $44,300,000 are for operating and capital purposes, respectively. LIP operating allocations, subject to approval in June 2020, are comprised of 63%to Western County, 34% to Coachella Valley, and 3% to Palo Verde Valley public busoperators. Otheroperating and capitaldisbursementsinclude allocations forS3821 bicycle and pedestrian projectsof$900,000and planning and administration allocations of $627,000 to the County Auditor -Controller and SLAG. Transfersout include allocationsto the Commission'sGeneralfund forplanning and administration of $2,460,000; rail operations of $9,000,000; grade separation projects of $2,000,000; $2,851,300 for planning, programming, and agency share of the administrative costs; and $115,300 for administrative costsallocation. Transportation Uniform Mitigation Fee Fund The TUMF fund accounts for the Commission's share of developer fee assments on new residential and commercial developments in Western County for regional arterials and CETAP corridors (Table 27). TUMF revenues includes$11,000,000 based on projected feesdistributed to the Commission and $4,500,000 related to WRCOG's TUMF Zone reimbursements for the I-15/Railroad Canyon interchange project, a city of Lake Elsinore regional arterial project managed by the Commission. The 10% decrease in TUMF revenues reflects the anticipated impacts of COVID-19 on new residential and commercial development. State reimbursements of $13,920,000 increased 140% forthe I-15/Railroad Canyon interchange project. Investment income decreased 64%compared to the previous year's budget due to extremely conservative investment yield projections in FY 2020/21. The FY2020/21 transfersin of $300,000 relate to funding for the SR79 realignment project from the 2009 Measure A Western County highwaysspecial revenue fund. 57 Table 27-Transportation Uniform Mitigation Fee Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change sources Sate Reimbursements Local Reimbursements lUMFRevenue Other Revenue Investment Income Tra nsfers In TOTAL Sources Uses Personnel Sala riesand Benefits ProfessionaI Burvices Sipport Costs Projects and Operations Program Operations Engineering Construction Right of Way/Land lOTALProjectsand Operations Tra nsfersOut TOTAL Us Excess (d eficiency) of Buurces over (under) Uses 4,999,800 29, 968, 500 38,000 3,026,100 186,200 38, 218, 600 262,000 137,300 16,000 357,200 3,263,700 988,100 525,200 $ 5,800,000 $ 4,000,000 17, 240, 000 18,000 1,205,900 300,000 17, 240, 000 33,900 399,700 300,000 24, 563, 900 21, 973, 600 624,600 171,000 27,900 619,200 1,935,300 6,800,000 24, 734, 000 661,700 169,200 29,100 542,500 1,470,000 6,279,000 7,700,400 5,134,200 1,425,800 34, 088, 500 15, 991, 900 1,524,300 1,524,300 6,975,300 36,436,300 18,376,200 $ 31,243,300 $ (11,872,400) $ 3,597,400 $ 13,920,000 15, 500, 000 34,000 436,400 300,000 30,190, 400 366,700 174,800 28,800 598,000 1,640,000 25, 550, 400 12, 533, 600 40, 322, 000 14, 826, 500 55, 718, 800 $ (25,528,400) $ 8,120,000 140% N/A (1,740,000) -10% 16,000 89% (769,500) -64% 0% 5,626,500 23% (257,900) -41% 3,800 2% 900 3% (21,200) -3% (295,300) -15% 18,750,400 276% (12,200,400) -49% 6,233,500 18% 13,302,200 873% 19,282,500 53% $ (13,656,000) 115% Personnel salaries and benefits reflect a decrease of 41% primarily due to the one-time disbursement in FY2019/20to fund the Commission'sCaIPERSnet pension Iiability.Asa cost savings measure, there will be no performance merit -based salary increases in FY 2020/21. Professional servicesand support costsare comparable to the prioryear. Projects and operations costs increased 18%, as many regional arterial projects move through various stages of engineering, right of way acquisition, and construction. Approximately 80% of the projects and operations costsare attributable to programmed regional arterial projects. The remaining 20%relatesto CETAPprojectssuch asthe Mid County Parkway preliminary engineering and right of way acquisitions. Transfersout represent $1,313,800 to the General fund related to the administrative cost allocation, $3,523,100 to the 2009 Measure A Western County highway fund for1UMFCETAP'sshare of the MSHCPdebt service obligation, and $9,989,600to the 2009 Measure A Western County new corridor fund for the Mid County Parkway I-215/Placentia interchange project. Freeway Service Patrol Fund The FSP fund accountsforthe 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's funding share of $3,500,000 increased 9% from the FY 2019/20 budget. Local reimbursements of $413,000 relate to local grants for project and weekend FSP services. Investment income decreased 30% compared to the previous year's budget due to and extremely conservative investment yield projections in FY 2020/21. Transfers in represent Commission match fundsof $1,965,900 from the S4FEspecial revenue fund. 58 Table 28 -Freeway Service Patrol Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources sate Reimbursements Local Reimbursements Other Revenue Investment Income Transfers In TOTAL Sources Uses Personnel Salaries and Benefits Professional rvices s.ipport Costs Projects and Operations Program Operations lOTALProjectsand Operations Transfers Out TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 3,173, 300 $ 3,200,000 $ 3,166, 600 96,000 34,900 96,000 - 51,600 37,100 3,100 3,600,000 2,400,000 2,400,000 6,859,800 5,733,100 5,665,700 94,300 212,200 229,900 42,300 63,000 32,800 39,800 73,600 47,300 3,559,200 5,368,400 3,565,800 3,559,200 188,400 5,368,400 3,565,800 216,600 216,600 3,924,000 5,933,800 4,092,400 $ 2,935,800 $ (200,700) $ 1,573,300 $ 3,500,000 413,000 26,000 1,965,900 5,904,900 164,600 60,000 62,200 5,425,000 5,425,000 216,300 5,928,100 $ (23,200) $ 300,000 9% 413,000 N/A (96,000) -100% (11,100) -30% (434,100) -18% 171,800 3% (47,600) -22% (3,000) -5% (11,400) -15% 56,600 1% 56,600 1% (300) 0% (5,700) 0% 177,500 -88% Personnel salaries and benefits decreased 22%primarily due to the one-time disbursement in FY 2019/20 to fund the Commission'sCaIPERSnet pension liability. Asa cost savings measure, there will be no performance merit -based salary increases in FY 2020/21. Professional services are comparable to the prior year's budget. Slapport costsdecreased 15%and relate to printing and communication services. Operating costsfortowing servicesin FY2020/21 are higher than the FY 2019/20 budget due to increased towing rates across new FP contracts. Transfers out to the General fund of $216,300 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). Table 29 -Service Authority for Freeway Emergencies Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Sate Reimbursements Local Reimbursements Other Revenue Investment Income 1OTALSurces Uses Personnel Salariesand Benefits Professional Services sipport Costs Projects and Operations Program Operations l0TALProjectsand Operations Transfers Out TOTAL Uses Excess (deficiency) of Sources over (under) Uses $ 2,074,600 $ 1,980,000 $ 2,028,000 139,200 224,600 210,700 1,100 3,000 - 186,700 71,200 14,100 2,401,600 2,278,800 2,252,800 31,500 93,900 127,100 280,700 459,000 442,200 108,200 352,400 246,000 22,400 19,000 66,600 22,400 3,632,000 19,000 66,600 2,531,600 2,531,600 4,074,800 3,455,900 3,413,500 $ (1,673,200) $ (1,177,100) $ (1,160,700) $ 2,000,000 222,300 24,200 2,246,500 15,800 459,500 137,600 27,000 27,000 2,399,700 3,039,600 $ (793,100) $ 20,000 1% (2,300) -1% (3,000) -100% (47,000) -66% (32,300) -1% (78,100) -83% 500 0% (214,800) -61% 8,000 42% 8,000 42% (131,900) -5% (416,300) -12% $ 384,000 -33% 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 decreased 66%compared to the previousyear'sbudget due to extremely conservative investment yield projections in FY2020/21. Personnel salaries and benefits decreased 83%primarily due to the one-time disbursement in FY 2019/20 to fund the Commission'sCaIPERSnet pension liability. Asa cost savings measure, there 59 will be no performance merit -based salary increasesin FY2020/21. Professional servicesremained unchanged from FY 2019/20. Support costs decreased 61% due to the call box upgrade and removal program in FY 2019/20. Projects and operations costs are comparable to the previous year's budget. The transfers out reflect a $1,965,900 match to the State'scontribution for towing services in the FSD special revenue fund, $360,000 to the 2009 Measure A Western County commuter assistance fund forspecial projects, and $73,800to the General fund foradministrative cost allocations. State Transit Assistance Fund the STA fund accountsforthe 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. lhese estimatesnow include funding from SB1 for transit. Table 30—State Transit Assistance Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Surces STA SaIesTax Investment Income TOTAL Sources Uses ProfessonoIServices Projects and Operations Operating and Capital Disbursements 10TAL Projects a nd Operations Tra n sfe rs 0 ut 10TAL Uses Excess (deficiency) of Sources over (under) Uses $ 23,497,600 $ 27,253,800 $ 24,857,000 2,866,200 1,143, 000 1,262,100 26, 363, 800 28, 396, 800 26,119,100 16,800 6,520,200 17,700 17,700 50,110,000 35,690,000 6,520,200 500,700 50,110,000 35,690,000 572,400 572,400 7,037,700 50,700,100 36,280,100 $ 19,326,100 $ (22,303,300) $ (10,161,000) $ 24,704,700 428,900 25,133, 600 18,700 35,423,000 35,423,000 787,300 36,229,000 $ (11,095,400) $ (2,549,100) (714,100) (3,263,200) -9% -62% -11% 1,000 6% (14,687,000) -29% (14,687,000) -29% 214,900 38% (14,471,100) -29% 11,207,900 -50% Investment income decreased 62% compared to the previous year's budget due extremely conservative investment yield projections in FY2020/21. The operating and capital disbursementsconsist of allocations primarily forbuscapital purposes. In FY 2020/21, approximately 58% of the allocations are in Western County, 41% in Coachella Valley, and 1%in Palo Verde Valley. Smilarto the LTFallocations, the STA allocations are subject to Commission approval in June 2020. Transfersout represent rail capital allocationsof $672,000to the Coachella Valley Rail fund and $115,300 to the General fund for administrative cost allocations. State of Good Repair Fund The SGRfund accountsforadditional STA funding under S31 for transit infrastructure repair and service improvements (Table 31). These additional revenues fund eligible transit maintenance, rehabilitation, and capital projects. 60 Table 31 -State of Good %pair Fund FY2019 - 2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources STA S3 I e s Ta x Investment Income TOTAL Sources $ 3,704,200 $ 3,796,800 $ 3,840,900 142,200 47,200 67,400 3,846,400 3,844,000 3,908,300 Uses Projectsand Operations Operating and Capital Disbursements 107,400 5,861,300 1,018,800 1OTAL Projects a nd Operations 107,400 5,861,300 1,018,800 Transfers Out 757,900 941,500 941,400 TOTAL Uses 865,300 6,802,800 1,960,200 Excess (deficiency) of Sources over (under) Uses $ 2,981,100 $ (2,958,800) $ 1,948,100 $ 3,952,200 26,400 3,978,600 5,512,300 5,512,300 1,783,300 7,295,600 $ (3,317,000) $ 155,400 4% (20,800) -44% 134,600 4% (349,000) -6% (349,000) -6% 841,800 89% 492,800 7% $ (358,200) 12% The capital disbursementsconsist of allocationsforbuscapital purposes. In FY2020/21, 75%of the allocations are in Western County, 24%in Coachella Valley, and 1%in Palo Verde Valley. Similar to the LTFand STA allocations, Commission approval of the SGRallocationsoccursin June 2020. Transfers out of $1,668,000 relate to a station rehabilitation and improvement project in the 2009 Measure A Western County rail special revenue fund and $115,300 to the General fund for administrative costsallocations. Coachella Valley Rail Fund The Coachella Valley Rail fund accountsforstate funding for the planning and development of the new Coachella Valley -San Gorgonio Passcorridorrailservice (Table 32). Table 32 -Coachella Valley Dail Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change SD u rc es Federal Reimbursements Sate Reimbursements Investment Income Transfers In TOTALSDurces $ 1,224,900 $ 750,000 $ 500,000 5,942,500 - 88,900 9,400 7,100 350,000 450,000 450,000 1,663,800 7,151,900 957,100 Uses Personnel Sala riesand Benefits 8,900 85,200 21,200 Professional rvices 1,753,400 9,073,200 835,100 Sapport Costs 200 3,700 3,700 Projects and Operations Program Operations - 1,400 Engineering 600,000 400,000 Construction - - lOTALPro jectsand Operations 600,000 401,400 Tra n sfe rs Out 95,900 155,300 155,300 TOTAL U es 1,858,400 9,917,400 1,416,700 Excess (deficiency) of Sources over (under) Uses $ (194,600) $ (2,765,500) $ (459,600) $ 200,000 5,942,500 990,200 7,132,700 2,700 795,000 3,700 550,000 7,721,800 8,271,800 670,000 9,743,200 $ (2,610,500) $ (550,000) -73% 0% (9,400) -100% 540,200 120% (19,200) 0% (82,500) -97% (8,278,200) -91% 0% N/A (50,000) -8% 7,721,800 N/A 7,671,800 1279% 514,700 331% (174,200) -2% $ 155,000 -6% Federal reimbursements represent a Federal Rail Administration (FRA) grant of $200,000 for rail station planning and development. State reimbursements of $5,942,500 relate to State Rail Account grant funds for the special train platform in the city of Indio. Investment income decreased 100% compared to the previous year's budget due to extremely conservative investment yield projections and use of fund balance in FY2020/21. Transfers in of $672,000 and $318,200 reflect STA and General fund allocations, respectively. Personnel salaries and benefits decreased 97%primarily due to the one-time disbursement in FY 2019/20 to fund the Commission'sCaIPERSnet pension liability. Asa cost savings measure, there will be no performance merit -based salary increasesin FY2020/21. Professional servicesdecreased 91%due to the reclassification of costs related to the special events train platform in the city of Indio to engineering and construction. These expenditures include detailed studies and station 61 planning and development on the Coachella Valley -San Gorgonio Passrail corridor. Transfersout to the General fund of $670,000 relate to administrative costsallocations. 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 River 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 FY 2019 - 2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Local Reimbursements Investment Income TOTAL Sources $ 588,700 $ 7,367,900 $ 1,950,900 12,800 200 1,600 601,500 7,368,100 1,952,500 Uses Personnel 8alariesand Benefits 34,700 201,500 146,900 Professional Services - 31,000 35,000 Sipport Costs 300 1,100 300 Projects and Operations Program Operations 146,600 354,100 268,000 Engineering 435,900 878,000 700,000 Construction - 4,972,000 - Right of Way/Land (29,900) 205,000 75,500 1OTALProjects and Operations 552,600 6,409,100 1,043,500 Transfers Out - 725,200 725,200 TOTAL Us 587,600 7,367,900 1,950,900 Excess (deficiency) of Sources over (under) Uses $ 13,900 $ 200 $ 1,600 $ 1,250,700 100 1,250,800 140,300 20,000 350,400 600,000 10,000 130,000 1,090,400 1,250,700 $ 100 $ (6,117,200) -83% (100) -50% (6,117,300) -83% (61,200) -30% (11,000) -35% (1,100) -100% (3,700) -1% (278,000) -32% (4,962,000) -100% (75,000) -37% (5,318,700) -83% (725,200) -100% (6,117,200) -83% (100) -50% 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 S3 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'sMcKlnley 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's Hamner 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 pa9ccd with SB 1, these projectswould not have been built for many years. 62 Table 34—SB132 Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources aate Reimbursements Investment Income Transfers In -OTAL Buurces $ 53,666,800 $ 93,511,800 $ 71,326,000 (7,800) - 600 1,213,700 2,000,000 54,872,700 95,511,800 71,326,600 Uses Personnel Salariesand Benefits 258,600 470,800 389,000 ProfessionaI Services 1,823,100 2,176,500 819,000 Sipport Costs 800 100 5,000 Projects and Operations Program Operations 58,400 973,100 126,100 Eng ineering 7,289,600 4,608,000 9,642,200 Construction 30,306,600 18,053,000 21,490,200 Design Build 12,520,400 41,718,000 29,438,000 Right of Way/ La nd 2,598,100 26,644,000 8,144,600 1OTALProjects and Operations 52,773,100 91,996,100 68,841,100 Transfers Out 1,020,700 868,300 - lOTALUses 55,876,300 95,511,800 70,054,100 Excess (d eficiency) of SD urces over (und er) Uses $ (1,003,600) $ - $ 1,272,500 $ 83,626,400 2,000,000 85,626,400 223,500 267,000 26,000 880,800 7,000,000 14, 997, 000 46,125, 000 16,107, 000 85,109, 800 85, 626, 300 $ 100 $ (9,885,400) -11% N/A 0% (9,885,400) -10% (247,300) -53% (1,909,500) -88% 25,900 25900% (92,300) -9% 2,392,000 52% (3,056,000) -17% 4,407,000 11% (10,537,000) -40% (6,886,300) -7% (868,300) -100% (9,885,500) -10% 100 N/A Personnel salaries and benefits decreased 53%primarily due to the one-time disbursement in FY 2019/20 to fund the Commission'sCaIPERSnet pension liability. Asa cost savings measure, there will be no performance merit -based salary increasesin FY2020/21. Professionalservicesdecreased 88%due to reduced activity in legal services, financial advisory, and traffic and revenue study activities primarily related to the 15/91 ExpressLanesconnectorproject. Support costs increased $25,900 related to utilities, public notices, communications, general supplies and materials, and staff -related costs. Projects and operations decreased $6,886,300 primarily due to right of way activitieson the McKinley Avenue grade separation project and construction on the I-15/Limonite interchange project. 63 Capital Projects Funds Overview The capital projectsfundsaccount forall debt proceedsfrom commercial paper notes, salestax revenue bonds, and toll revenue bonds (Table 35). Table 35 - Capital Projects Funds FY 2019 — 2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Investment Income TOTAL Revenues Other Fnancing Sources (Uses) Tra nsfers In Tra nsfers 0 ut Net Fnancing Sources(Uses) Excess (deficiency) of Revenues over (under) Expenditures and Other Fnancing Sources(Uses) $ 4,157,800 $ 1,371,300 $ 2,968,400 4,157, 800 1,371,300 2,968,400 500,000 (9,924,300) (24,402,400) (22,007,400) (9,424,300) (24,402,400) (22,007,400) (5,266,500) (23,031,100) (19,039,000) Beginning Fund Balance 116,920,000 ENDING FUND BALANCE 111,653,500 111,653,500 $ 111,653,500 $ 88,622,400 $ 92,614,500 $ 341,700 341,700 (24,271,500) (24,271,500) (23, 929, 800) 92,614,500 $ 68.684.700 $ (1,029,600) -75% (1,029,600) -75% 130,900 130,900 N/A -1 (898,700) 4 (19,039,000) -17% $ (19,937,700) -22% As illustrated in the following chartsfor FY2020/21, capital projectsfundssourcesand uses consist of investment income (Chart 19) and transfers out (Chart 20), 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 sales tax revenue debt issuances, toll revenue debt issuances, or sales tax debt refundingsin FY 2020/21. Chart 19 —Capital Projects Funds Sources FY 2020/21 Investm ent Income 100°A) f 64 Chart 20 — Capital Projects Funds Uses FY 2020/ 21 In FY2020/21, the Commission expects to transfer out sales tax bond proceeds of $24,271,500 to the 2009 Measure A Western County Highways special revenue fund for the 1-15 Express Lanes project. 65 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 Commission pledged future Measure A sales taxes as security for Measure A debt service payments on the sales tax revenue bonds and commercial paper notes. In order to advance project development activities, the Commission established a commercial paperprogram in 2005. Periodically the Commission issues commercial paper notes and retires some of the notes with proceedsfrom salestax revenue bonds. The current commercial paperprogram authorization is$60,000,000. Ascredit and liquidity support forthe commercial papernotes, the Commission hasan irrevocable direct draw letterof credit in the amount of $60,750,000 and a reimbursement agreement with a bank that expires in October 2025. lhe costsforthe liquidity support are reflected in the 2009 Measure A Western County Bond Financing special revenue fund. Currently, there are no outstanding commercial papernotes; the FY2020/21 budget does not include any issuances of commercial papernotes. The Commission currently maintainsa 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 papernotes. The salestax revenue bonds are limited tax bonds secured by a pledge of the 2009 Measure A revenues (Limited Tax Bonds). All outstanding salestax revenue bonds are fixed rate bondsthat mature on or before June 2039, prior to the expiration of the 2009 Measure A. Currently, the Commission hasfive seriesof salestax revenue bondsoutstanding: • Series Btaxable bonds issued in November2010 (2010B Bonds) designated asBABsunderthe American Recovery and Reinvestment Act. lhe Commission designated a portion of the BABs asrecoveryzone economic development bonds(RZEDBs).lhe Commission expectsto receive a cash subsidy from the United States Treasury 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 BABssubsidiesoccurred in recent yearsdue to federal sequestration cuts. If sequestration continues, the Commission anticipates a reduction in the FY 2020/21 BABs subsidy of approximately 6.0%; • Tax-exempt bonds issued in July 2013 (2013 Sales Tax Bonds) and partially refunded in December2017. the Commission used a significant portion of the proceedsof the 2013 Sales Tax Bondsto fund a substantial portion of the 91 Project costs; • Tax-exempt refunding bonds issued in September 2016 (2016 Refunding Bonds); • Tax-exempt bondsissued in July 2017 (2017A Bonds) to fund the 1-15 ExpressLanesproject and 91 Project completion costs; • Tax-exempt refunding bonds issued in December2017 (2017BRefunding Bonds); and • Tax-exempt refunding bonds issued in April 2018 (2018 Refunding Bonds). The Commission maintains 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. The debt agreements require the trustee to hold all salestax debt proceedsand a portion of the salestaxrevenuesintercepted from the CDTFAand to segregate allfundsinto separate accounts. These moniesare included in the restricted investmentsheld by trustee in the capital projectsfunds and debt service fund. Underthe salestaxindentures,the Commission may use salestax revenues forany lawful purpose related to the Riverside CountyTlPafterthe trustee hassatisfied debt service requirements. 66 the Debt Service fund of the Commission primarily accounts for all activities related to the sales tax revenue bonds debt incurred by the Commission (Table 36). The Commission does not anticipate any issuancesof salestax bonds in FY2020/21. Table 36 — Debt Service Fund FY 2019 — 2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sources Federal Reimbursements Investment Income TOTAL Sources Expenditures Debt ice Principal Payments Interest Payments TOTAL Debt rvice Capital Outlay TOTAL Expenditures Excess (deficiency) of Revenues over (under) Expenditures Other Fnancing Sources(Uses) Transfers In Transfers Out Net Fnancing Sources (Uses) Excess (deficiency) of Revenuesover (under) Expendituresand Other Fnancing Sources(Uses) $ 2,797,200 $ 556,900 2,803,200 $ 250,700 2,803,200 278,000 3,354,100 25,965,000 43,590,700 3,053,900 3,081,200 27,245,000 27,245,000 42,292,500 42,289,500 69,555,700 69,555,700 69,537,500 69,534,500 69,537,500 69,534,500 (66,201,600) (66,483,600) (66,453,300) 69,504,200 72,534,500 73,523,100 (2,948,300) (2,803,200) (2,803,200) 66,555,900 69,731,300 70,719,900 354,300 Beginning Rind Balance 11,082,900 ENDING FUND BALANCE 3,247,700 4,266,600 11,437,200 11,437,200 $ 11,437,200 $ 14,684,900 $ 15,703,800 $ 2,812,100 78,500 2,890,600 28,495,000 41,024,000 69,519,000 69, 519, 000 (66,628,400) 69, 519, 000 (2,812,100) 66,706,900 78,500 15,703,800 $ 15,782,300 $ 8,900 0% (172,200) -69% (163,300) 1,250,000 (1,268,500) -5% 5% -3% (18,500) (18,500) 0% N/A 0% (144,800) 0% (3,015,500) (8,900) (3,024,400) -4% 0% -4% (3,169,200) -98% 4,266,600 37% $ 1,097,400 7% Reimbursementsconsist of federal cash subsidy paymentsrelated to the 2010BBondsdesignated asBABs. the BABssubsidy paymentsreflect a reduction in the expected paymentsdue to federal sequestration cuts. Investment income is lower than the previous fiscal year due to extremely conservative investment yield projections. Transfers in represent the primary source of funding for the debt service funds and reserves (Chart 21) and consist of funds from the 2009 Measure A Western County Highwaysand Bond Financing special revenue funds. Chart 21 — Debt Service Fund Sources FY 2020/ 21 Federal Reimbursements 4% 'Transfers In 96% 67 Debt Service fund uses (Chart 22) consist of principal and interest debt service payments on the outstanding salestax revenue bonds(2O10B Bonds, 2013 SalesTax Bonds, 2016 Refunding Bonds, 2O17A Bonds, 2O17BRefunding Bonds, and 2018 Refunding Bonds) and transfer of the BABssubsidy paymentsto the 2009 Measure A Western County highwaysand 2009 Measure A Coachella Valley highway and regional arterialsfunds. Chart 22 — Debt Service Fund Uses FY 2020/21 Transfers Out 4% 68 Enterprise Funds Overview In FY 2020/21, the Commission will operate two express lanes systems that are accounted for in separate enterprise funds. lhe RCTC 91 ExpressLanesopened in March 2017, and the Commission anticipatesopening of the 15 ExpressLanesin late 2020. Toll revenues generated on the RCTC 91 Express Lanes are pledged to pay debt service on the tax-exempt toll bonds issued in July 2013 (2013 Toll Bonds) and federal 11RA loan executed with the United Sates Department of Transportation (U.S. DOT) in July 2013 (201311RA Loan) for the 91 Project. The 2013 Toll Bondsconsist of current interest bondsthat have maturity datesthrough June 2048 and capital appreciation bondsthat mature at the accreted value commencing June 2022 through June 2043. lhe 201311RA loan requiresmandatory debt service paymentsat a minimum and scheduled debt service payments to the extent additional funds are available. 11RA debt service paymentscommence on December 1, 2021 through June 1, 2051. The 2013 Toll Bonds and the 201311RA Loan are secured by a lien on the RCTC 91 Express Lanes 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. lhe 2013 Toll Bonds and the 2013 11RA Loan long-term ratings from S&P and Fitch were upgraded to A- and BBB+, respectively, in February 2020 asa result of the strong performance of the RCTC 91 Express Lanescompared to initial rating projections. Future toll revenuesgenerated on the 1-15 ExpressLanesare pledged to pay debt service on the federal 11RA loan executed with the U.S. DOTin 2017 (2017 11RA Loan) for the 1-15 Express Lanes project. Proceedsofthe 201711RA Loan may be drawn upon aftercertain conditionsare met; the Commission anticipatesthat the loan will be drawn in full during FY2020/21. Interest paymentsare 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 201711RA loan isexpected to mature on the earlierof 35 yearsafter substantial completion of the 1-15 ExpressLanesproject or June 1, 2056. The 201711RA Loan issecured by a lien on the 15 ExpressLanestrust estate, which consistsprimarily of toll revenues and non -toll revenues(including account and violations revenues) lessoperating and maintenance expenses of the 15 Express Lanes. For the 2017 11RA Loan, the Commission received long-term ratingsof BBB- and BBBfrom Fitch and Kroll Bond Rating Agency, respectively. Under separate debt indentures for the RCTC 91 Express Lanes and the 15 Express Lanes, the Commission pledged each system'stollrevenuesassecurityforthe respective toll revenue bonds, including 11RA loans. Each debt agreement requiresthe trustee to hold all debt proceedsand the toll revenues from each express lanes' operations and to segregate all funds into separate accounts. Under the toll indentures, a separate flow of funds administered by the trustee prescribesthe use of toll revenuesforeach expresslanessystem. The Commission excludes accretion amounts related to capital appreciation bonds and compounded interest on the 11RA loans, asthey do not affect the annual budget activities. 69 RCTC 91 Express Lanes The RCTC 91 Express Lanes is a four -lane, eight -mile toll road in the median of 9R91 that extends the OCTA 91 Express Lanes at the Orange County/Riverside County line to the SR91/1-15 interchange. It includes a direct express lanes connector from SR91 to 1-15 south of the 15/91 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 isall electronic transactions, with no toll collection booths. Commuterson SR-91 in Corona have a choice of using eitherthe expresslanesorthe general purpose lanes. Table 37—RCTC 91 Express Lanes Enterprise Fund FY2019-2021 FY 18/ 19 Actual FY 19/ 20 FY 19/ 20 FY 20/ 21 Revised Budget Projected Budget Dollar Percent Change Change Revenues Tolls, Penalties, and Fees Investment Income TOTAL Revenues Expenses Personnel Salaries and Benefits Professional and alp port Professional rvices Sipport Costs TOTAL Professional and alp port Costs Program and Operations Program and Operations Construction Design Build TOTAL Projects and Operations Debt Service Principal Payments Interest Payments Cost of Issuance TOTAL Debt rvice Capital Outlay TOTAL Expenses Excess (deficiency) of Revenues over (under) Expenses Other Rnancing Sources (Uses) TransfersOut Debt Proceeds Payment to Escrow Agent Bond Premium Net Financing Sources(Uses) $ 58,423,500 $ 67,201,100 $ 49,622,000 1,738,700 1,339,000 2,011,100 60,162,200 68,540,100 51,633,100 578,400 1,353,400 846,200 1,089,600 3,235,100 2,977,500 2,458,300 4,543,300 3,450,700 4,324,700 7,520,800 5,909,000 6,779,300 11,670,200 8,536,900 - 200,000 6,779,300 7,119, 900 11,670,200 8,736,900 484,571,600 - 7,119, 900 7,119, 900 2,720,000 - 7,119, 900 1,096,700 494,411,500 766,100 7,119, 900 426,000 19,899,000 515,722,000 23,038,000 40,263,200 (447,181,900) 28,595,100 (2,539,700) (4,309,200) (3,059,500) 625,425,000 (142,975,000) 39, 967,400 (4,309,200) 519,357,900 (2,539,700) Excess (deficiency) of Revenues over (under) Expenses and Other Rna ncing Sources (Uses) 35,954,000 Beginning Fund Balance 63,646,900 72,176,000 26,055,400 99,600,900 99,600,900 ENDING FUND BALANCE $ 99,600,900 $ 171,776,900 $ 125,656,300 $ 28,205,000 691,900 28, 896, 900 663,200 6,165, 600 4,284,700 10, 450, 300 15, 340, 800 1,500,000 400,000 17, 240, 800 484,571,600 18,371,900 2,883,400 505,826,900 305,000 534, 486, 200 (505, 589, 300) (1,025,300) 627,550,000 (147,488,000) 39, 978, 000 519,014,700 13, 425, 400 125,656,300 $ 139,081,700 $ (38,996,100) -58% (647,100) -48% (39,643,200) -58% (690,200) -51% 3,188,100 107% (258,600) -6% 2,929,500 39% 3,670,600 31% 1,500,000 N/A 400,000 N/A 5,570,600 48% - 0% 11, 252, 000 158% 163,400 6% 11,415,400 2% (461,100) -60% 18,764,200 4% (58,407,400) 13% 2,034,200 -66% 2,125,000 0% (4,513,000) 3% 10,600 0% (343,200) 0% (58, 750, 600) -81% 26,055,400 26% $ (32,695,200) -19% Tolls, penalties, and fees revenues represent the primary revenue source for the RCTC 91 Express Lanes enterprise fund (Chart 23). Such revenues consist of toll revenues of $25,247,900 based on estimated toll transactions and current RCTC 91 Express Lanes traffic and revenue data as adjusted for projected COVID-19 impacts, while the balance of $2,957,100 represents penalties and fees related to toll transactions and other customer account fees. Investment income representsearningson operating and other restricted funds. Debt proceeds, including bond premium, consist of $667,528,000 in 2020 Refunding Bonds from the refinancing of the Commission's 2013 Toll Bonds and 2013 11RA Loan. The Commission approved this refinancing in March 2020; however, the Commission postponed the transaction due to the market disruptionscaused by the COVID-19 crisis. 70 Chart 23 — RC1C 91 Express Lanes Enterprise Fund Sources FY 2020/21 Tolls, Penalties, and Fees 4% Debt Proceeds 96% Toll operations expenses in FY 2020/21 are necexary to manage the operations, maintenance, and capital support of the RCTC 91 Express Lanes (Chart 24). Personnel salaries and benefits represent less than 1% of the total budgeted uses. Professional and support costs are 2% of budgeted uses and include system, equipment, and road maintenance; insurance; violation enforcement; consulting services; and marketing. Program and operationsof $15,340,800 consist of the contracted operators' expenses related to operating and maintaining the toll lane hardware and software and customer service center, toll processing, and violation collection processing. Construction and design -build costsof $1,500,000 and $400,000, respectively, include required major repair and rehabilitation activity. Debt service includes $498,707,000 for the refinancing of the 91 Project toll debt with proceeds from the 2020 Refunding Bondsand interest paymentsof $7,119,900 forthe current interest portion of the 2013 Toll Bonds. Capital outlay of $305,000 is related to the transition to new 6c transponder technology. Chart24—RC1C 91 Express Lanes Enterprise Fund UsesFY2020/21 Professional Program and and Sapport Operations 2% r 2% Debt Service 96% Payment to escrow agent of $147,488,000 relates to the refunding of the current interest portion of the 2013 Toll Bondswith proceedsfrom the 2020 Refunding Bonds. Transfers out to the General fund of $1,025,300 are administrative cost allocations. 71 15 Express Lanes the 15 Express Lanes is expected to open in late 2020 and will consist of tolled express lanes in each direction from Cajalco Road in Corona to the 9R60 interchange in Jurupa Valley. Tolled revenues and non -toll revenues fund maintenance and operating costs, rehabilitation, capital expenses, and debt service (Table 38). the 15 ExpressLanestoll collection system isall electronic transactions, with no toll collection booths. Commuters on 1-15 have a choice of using either expresslanesorthe general purpose lanes. Table 38—RCTC 15 Express Lanes Enterprise Fund FY2019-2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Federal Reimbursements Tolls, Penalties, and Fees Other Revenue TOTAL Revenues Expenses Personnel $3 lades and Benefits Professional and Sipport Professional cervices Sipport Costs lOTAL Professional and Sipport Costs Program and Operations Program and Operations lOTALProjectsand Operations Capital Outlay TOTAL Expenses Excess(deficiency) of Revenues over (under) Expenses Other Rnancing Sources(Uses) Transfers In TransfersOut Net Rnancing Sources (Uses) Excess (deficiency) of Revenues over (under) Expenses and Other Rnancing Sources(Uses) Beginning Rind Balance ENDING FUND BALANCE $ - $ - $ $ 78,000 14, 053, 900 96,500 14, 228, 400 461,200 2,400, 300 3,353,000 5,753,300 9,561,000 9,561,000 10,000 15, 785, 500 (1,557,100) 1,902,000 (344,900) 1,557,100 $ 78,000 N/A 14,053,900 N/A 96,500 N/A 14,228,400 N/A 461,200 N/A 2,400,300 N/A 3,353,000 N/A 5,753,300 N/A 9,561,000 N/A 9,561,000 N/A 10,000 N/A 15,785,500 N/A (1,557,100) N/A 1,902,000 N/A (344,900) N/A 1,557,100 N/A N/A N/A $ N/A Federal reimbursements budgeted in FY 2020/21 reflects CARES Act funding. Tolls, penalties, and fees revenues represent the primary revenue source for the enterprise fund (Chart 25). Such revenues consist of $12,082,000 based on estimated toll transactions, while the balance of $1,971,900 represents penalties and feesrelated to tolltransactionsand othercustomeraccountfees. Investment income representsearningson operating and other restricted funds. Chart 25—RCTC 15 Express Lanes Enterprise Fund Sources FY 2020/21 Transfers In 12% Other Revenue 1% `l\ --Tolls, Penalties, and Fees 87% 72 Chart 26—RC1C 15 Express Lanes Enterprise Fund Uses FY 2020/ 21 Transfers Out 2% Program and Operations 59% Personnel Salaries and Benefits 3% Professional and Support 36% Toll operationsexpensesin FY2020/21 are necessary to manage the operations, maintenance, and capital support of the 15 ExpressLanes(Chart 26). Personnel salariesand benefitsrepresents3%ofthe total budgeted uses. Professional and support costs is 36% of budgeted uses and includes system, equipment, and road maintenance; insurance; violation enforcement; consulting services; and marketing. Program and operationsof $9,561,000 consist of the contracted operator'sexpensesrelated to operating and maintaining the toll lane hardware and software and customer service center, toll processing, and violation collection processing. Capital outlay of $10,000 isrelated to computerequipment. Transfersout include $344,900 to the General fund forthe administrative cost allocations. 73 Table 39 —Budget Comparison by Department FY2019 —2021 FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Revenues Measure A BulesTax LIFSalesTax STA alesTax Federal Reimbursements Sate Reimbursements Local Reimbursements IUMF Revenue Tolls, Penalties, and Fees Other Revenue Investment Income Total Revenues $ 201,205,000 $ 178,000,000 $ 178,000,000 103,819,400 91,000,000 91,000,000 27,201,800 31,050,600 28,697,900 67,752,600 89,718,700 42,514,800 64,007,900 160,896,100 123,494,700 6,933,900 9,858,900 3,835,700 29,968,500 17,240,000 17,240,000 58,423,500 67,201,100 49,622,000 6,264,700 652,000 653,700 23,050,800 9,500,000 10,741,400 588,628,100 655,117,400 545,800,200 Expend ituresl Exp enses Management Services Executive Management 607,700 773,700 989,800 Administration 2,712,600 4,120,800 3,505,100 External Affairs 2,204,100 3,265,900 4,960,800 Rnance 2,948,600 6,177,000 5,118,400 Total Management %rvices 8,473,000 14,337,400 14,574,100 Regional Programs Planning and Programming Services Rail Maintenance and Operations Public and Specialized Transit CommuterAssstance Motorist Assistance Total Regional Programs Capital Project Development and Delivery Toll Operations Debt rvice Principal Payments Interest Payments Cost of Issuance Total Debt Service Total Expenditures/ Expenses 3,959,600 27,563,900 119, 602, 800 3,370,200 4,178,400 13,598,500 45,302,500 163,125,200 4,686,900 6,641,500 7,760,700 39,046,500 143,008,900 3,976,700 4,757,700 158,674,900 233,354,600 198,550,500 296,823,500 553,856,900 398,341,400 12,779,100 21,310,500 15,918,100 25,977,500 511,816,600 27,245,000 50,715,600 49,412,400 49,409,400 2,720,000 - 76, 693,100 563,949,000 76,654,400 553,443,600 1,386,808,400 704,038,500 Excess (deficiency) of Revenues over (under) Expenditures/ Expenses 35,184,500 (731,691,000) (158,238,300) Other Rnancing Sburces(U%s) Tra nsfers In Transfers Out Debt Proceeds LIRA Loan Proceeds Payment to Escrow Agent Bond Premium Net Rnancing S urces(Uses) Excess (deficiency) of Revenues over (under) Expenditures/ Expenses and Other Rna ncing SD urces (Uses) Beginning Fund Balance 139,401,800 (139,401,800) 14,946,100 166,746,000 (166,746,000) 625,425,000 75,703,000 (142,975,000) 39,967,400 167,757,300 (167, 757, 300) 89,896,000 14, 946,100 598,120,400 89,896,000 50,130,600 (133,570,600) (68,342,300) 839,684,400 889,815,000 889,815,000 Ending Fund Balance $ 889,815,000 $ 756,244,400 $ 821,472,700 $ 160,000,000 82,000,000 28,656,900 103,695,200 155, 006,100 18, 565,100 15,500,000 42,258,900 621,500 3,545,500 609,849,200 644,800 3,572,700 2,096,000 5,509,000 11,822,500 7,198,500 54,328,400 100,332,100 4,936,800 6,351,700 173,147,500 486,814,100 44,444,800 513,066,600 59,395,900 2,883,400 575,345,900 1,291,574,800 (681,725,600) 177, 599,100 (177, 599,100) 627,550,000 47,371,900 (147,488,000) 39,978,000 567,411,900 (114,313,700) 821,472,700 $ 707,159,000 $ (18,000,000) -10% (9,000,000) -10% (2,393,700) -8% 13,976,500 16% (5,890,000) -4% 8,706,200 88% (1,740,000) -10% (24,942,200) -37% (30,500) -5% (5,954,500) -63% (45,268,200) -7% (128,900) -17% (548,100) -13% (1,169,900) -36% (668,000) -11% (2,514,900) -18% (6,400,000) -47% 9,025,900 20% (62,793,100) -38% 249,900 5% (289,800) -4% (60,207,100) -26% (67,042,800) -12% 23,134,300 109% 1,250,000 0% 9,983,500 20% 163,400 6% 11,396,900 2% (95,233,600) -7% 49,965,400 -7% 10,853,100 7% (10,853,100) 7% 2,125,000 0% (28,331,100) -37% (4,513,000) 3% 10,600 0% (30,708,500) -5% 19,256,900 -14% (68,342,300) -8% $ (49,085,400) -6% 74 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 27 —Executive Management Support Costs 14% Professional Costs 40% Expenditures Salaries and Benefits 46% Executive Management has a budget of $644,800 (Table 40) for oversight of all Commission functions. lhe 34%decrease in salaries and benefits reflects the one-time disbursement to fund the Commission'sCalPERSretirement net pension liability in the priorfiscal year. Asa cost savings measure, there will be no performance merit -based salary increases in FY 2020/21. Professional costsof $260,000 include legal feesand organizational consulting services. Support costs include variousmembership duesand staff -related travel costsof $91,800. Table 40 —Executive Management Expenditure Detail FY18/19 Actual FY 19/ 20 FY 19/ 20 Revised Budget Projected FY 20/ 21 Budget Dollar Percent Change Change Salaries and Benefits Professional Costs Legal Services Professional rvices- General Total Professional Costs &ipport Costs TOTAL Executive Management $ 372,900 $ 115,400 58,800 174,200 60,600 $ 607,700 $ 445,100 $ 678,700 $ 293,000 $ (152,100) -34% 175,000 206,300 200,000 60,000 30,000 60,000 235,000 236,300 260,000 93,600 74,800 91,800 773,700 $ 989,800 $ 644,800 $ 25,000 (1,800) (128,900) 25,000 14% 0% 11% -2% -17% 75 Executive Management Staffing Summary Position FY 18/ 19 FY 19/ 20 FY 20/ 21 Deputy Executive Director 0.10 0.10 Executive Director 0.47 0.38 SeniorAdministrative Assistant 0.00 0.01 Senior Office Assistant 0.16 0.15 FIE 0.73 0.64 Department Overview 0.13 0.40 0.02 0.16 0.71 the Executive Directorisresponsible fordeveloping and implementing new strategiesatthe 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. phis is accomplished through a productive and collaborative effort with the membersofthe Commission and the oversight of the Commission'sExecutive Committee. Asa result of the COVID-19 crisis, under Executive Management's leadership, it will be critical for the Commission to proactively manage and assess the economic consequences of COVID-19 and implement risk management strategies to minimize impacts to programs, projects, and personnel. Further, maintaining transparency in and public accessibility to the Commission's operationswill be essential. Department Goals EM1 — Focus on timely and effective completion of capital projects and implementation of needed transportation services. (Policy Goals Quality of Life, Resoonsible Partner) EM2 — Maximize funding for transportation improvements in Riverside County through legislative advocacy. (Policy Goals Quality of Life) EM3—Support regional transportation solutions in cooperation with surrounding countiesthat are of benefit to Riverside County. (Policy Goa& Quality of Life, Operational Excellence, Responsible Partner) EM4—Maintain effective working relationshipswith Commissionersto strengthen and expand the Commission'sleadership in transportation policy decision -making at all levelsof government and raise the Commission's profile in the community. (Policy Goals. Quality of Life, Operational Excellence) EM5—Promote the Commission'seffectivenessby improving and developing staff skills, using state- of-the-art working tools, and fostering an environment that encourages and rewards individual and team effort. (Policy Goal: Operational Excellence) EM6 —Develop the framework fora Commission culture that enhances productivity, encourages regular and open communication among staff, and promotes the mutual achievement of individual and organizational goalsand objectives. (Policy Goal: Operational Excellence) 76 ID Executive Management Performance Measures and Results FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected EM1 EM3 Expenditures/ Expenses $649,838,400 $553,443,600 $704,038,500 $1,291,574,800 EM5 EM6 Staffing levels 51 46 54 50 EM5 Administration costsas percentage of expenditures/ expenses 1.3% 1.9% 2.8% 2.4% 77 Administration Mission Statement: Comprised of office operations — including information technology, clerk of the board, and human resources, Administration provides quality and efficient services to the Board of Commissioners, staff, and extemal customers in compliance with applicable federal, state, and local requirements. Chart 28 —Administration Capital Outlays 11% 9.apport Costs 36% Expenditures lades and Benefits 22% Professio na I Costs 31% As noted in Table 41, the Administration Department's total budget is $3,572,700 for office operations including management of office space, lease, and equipment; records; Commission and committee meetings; special events; Clerk of the Board; and Human Resources. Salariesand benefitsexpendituresof $781,500 reflect a net decrease of 47%for the one-time disbursement to fund the Commission's CaIPERSretirement net pension liability in the prior year. Asa cost savings measure, the Information Technology Administrator FfEwill remain unfilled and there will be no performance merit -based salary increases in FY 2020/21. Professional costs of $1,113,600 cover variousservicesincluding, but not limited to, Commissioners' per diem, legal fees, and consultant and other professional services and reflect an increase of 2%related to information technology services Sl.tpportcostsof$1,272,600coveradministrative overhead including office maintenance; information technology updates, support, and maintenance; and recruitments. Capital outlay of $405,000 covers office space improvements, information technology improvements and upgrades, and equipment upgrades. 78 Table 41 -Administration Expenditure Detail FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Salariesand Benefits Professional Costs Commissioner Per Diem Legal cervices Professional rvices-General Total Professional Costs alp port Costs Capital Outlay Debt Service TOTAL Ad m inistra do n $ 778,500 $ 1,483,800 $ 1,248,900 47,700 65,000 70,300 95,000 600,200 935,200 45,000 50,000 896,500 718,200 1,095,200 991,500 783,600 1,091,600 989,200 432,300 450,200 275,500 17,500 - - $ 2,730,100 $ 4,120,800 $ 3,505,100 Administration Staffing Summary $ 781,500 65,000 95,000 953,600 1,113, 600 1,272,600 405,000 $ 3,572,700 $ (702,300) -47% 0% 0% 18,400 2% 18,400 2% 181,000 17% (45,200) -10% N/A $ (548,100) -13% Position FY18/19 FY19/20 FY20/ 21 Administrative ServicesManager-Clerk of the Board 1.00 1.00 Deputy Clerk of the Board 1.00 1.00 Deputy Director of Rnance 0.05 0.00 Deputy Executive Director 0.05 0.03 Executive Director 0.00 0.00 FacilitiesAdministrator 0.09 0.02 Human ResourcesAdministrator 1.00 1.00 ITAdministrator 0.00 1.00 Procurement Manager 0.01 0.01 RecordsTechnician 0.96 1.00 SeniorAdministrative Assistant 0.11 0.10 Senior Management Analyst 0.00 0.04 Senior Office Assistant 0.53 0.55 Senior Procurement Analyst 0.00 0.02 FIE 4.80 5.77 Department Overview - Office Operations 1.00 1.00 0.00 0.08 0.10 0.07 1.00 0.00 0.00 1.00 0.17 0.02 0.53 0.02 4.99 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. Department Goals- Office Operations OO1 -Ensure quality service that demonstratesresponsivenessand flexibility and providesservices at the most reasonable cost. (Policy Goal: Operational Excellence) 002 - Facilitate access to Commission information and records. (Policy Goal: Operational Excellence) 79 De pa rtm a nt Overview — Clerk of the Boa rd 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 dutiesrequired by law, rules, or order of the Board. Assuch,thisdepartment hasa direct link and responsibility to serve localtaxpayersand 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. 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: OperationalExcellence) CB2 — Facilitate access to Commission meetings and activities. (Policy Goal: Operational Excellence) Department Overview — Human Resources 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. Department Goals —Human Resources HR1 —Administer human resourcespolicies, procedures, and programsin orderto align personnel laws and the Commission's policies with continuous improvement principles. (Policy Goal: OperationalExcellence) HR2 — Continue to employ and recruit a dynamic and talented workforce. (Policy Goal: OperationalExcellence) HR3—Develop people to be theirbest in orderto meet the needsofthe organization. (PolicyGoal: OperationalExcellence) 80 HR4 — Understand and consistently deliver excellent customer service to all employees. (Policy Goal: Operational Excellence) HR5 —Improve the quality of the work culture. (Policy Goal: Operational Excellence) ID Administration Performance Measures and Results FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected 001 Staff supported: Regularfull-time 51 46 54 50 002 Legal notices 22 29 25 25 CB1, CB2 Commission, Committee, and Ad Hoc meetings 50 53 50 50 CB1 Commissionerssupported (including altemates) 62 62 62 62 HR1, HR4 Employee Policiesand Procedures/Benefitsreview sessions held 2 2 2 2 HR2 Recruitments 6 4 6 4 HR2 Positionsfilled 6 4 6 4 HR3 Employee Training Sessions held N/A N/A 3 3 81 Exte ma I Affairs Mission 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 29 — Exte ma l Affairs S3laries and Benefits 40% Pro fe ssi o n a l Costs 49% Expenditures The External Affairs Department has a total budget of $2,096,000 (Table 42), an overall 36% decrease primarily due to completion of the public engagement program related to the Traffic Relief Plan. Salariesand benefitsreflect a net decrease of45%due to the one-time disbursement to fund the Commission'sCalPERSretirement net pension liability in the prioryear. Asa cost savings measure, there will be no performance merit -based salary increases in FY 2020/21. Professional costsof$1,018,500, reflect an 8%decrease and include legislative advocacy, graphic design, and website updates. Support costs of $234,100, reflect a 62% decrease and include advertising, various membership dues, and subscriptions to business software products and journalistic publications. Support costs also include staff -related travel costs, which remain at flat levels, to Sacramento, Washington, D.C., and professional conferences. Table 42 - External Affairs Expenditure Detail FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Salariesand Benefits Professional Costs Legal cervices Professional Services- General Total Professional Costs 3ipport Costs TOTAL External Affairs $ 869,300 $ 1,542,000 $ 1,288,300 38,400 1,115, 600 45,000 20,000 1,066,000 3,063,500 1,154,000 1,111,000 3,083,500 180,800 612,900 589,000 $ 2,204,100 $ 3,265,900 $ 4,960,800 $ 843,400 35,000 983,500 1,018,500 234,100 $ 2,096,000 $ (698,600) -45% (10,000) -22% (82,500) -8% (92,500) -8% (378,800) -62% $ (1,169,900) -36% 82 ExtemaI Affairs Staffing Summary Position FY 18/ 19 FY 19/ 20 FY20/ 21 Deputy Executive Director 0.59 0.48 External AffairsDirector 0.78 0.78 Legislative AffairsManager 0.96 0.96 Planning and Programming Manager 0.00 0.00 Public Affairs Manager 0.57 0.48 SeniorAdministrative Assistant 0.75 0.75 Senior M anagement Analyst 0.59 0.48 Senior Procurement Analyst 0.02 0.03 FIE 4.26 3.96 Department Overview 0.52 0.60 0.85 0.05 0.38 0.78 0.37 0.05 3.60 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. Legislative Affairs 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 • Advocating for 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 is consistent with the Commission's overall theme of a lean staff and use of consultantsin theirareasof expertise. The Commission retainslegislative consultantswith decades of experience in 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 FY2020/21 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 FY2019/20. 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 takesthe form of 83 actions such as adopting a legislative platform; taking positions on individual bills; and communicating with government decision -makers in writing, verbally, or through trips to capital cities. thus, the Commission'steam approach for legislative advocacy is best likened to a three- legged stool held up by Commissioners, professional staff, and professional legislative consultants. An essential 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; • Self Help Counties Coalition —an alliance of all California countieswith voter -approved sales taxesfortransportation projects; • California Association of Councils of Government — a diverse alliance of transportation and planning agencies that are impacted by the Slate's laws and regulations on land use, air quality, and transportation; • CTOC —an industry group of tolling agenciesthat collaborate on mattersof common interest pertaining to operations, technology, finance and public policy; and • International Bridge, Tunnel, and Tumpike Association —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 the 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 is neceusary to ensure Riverside County taxpayers receive a proportional benefit to any federal investment. Moreover, implementation of the federal Fixing America's Sirface Transportation (FAST) Act continues, meaning significant rulemakings and release of grant funding opportunitiesare anticipated. A key recommendation of the Commission'sStrategic Asssment 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 an on -call grant writing bench comprised offourhighlyqualified firms. This bench was utilized in FY2017/18 and FY2019/20 to pursue competitive state and federal funding from SB 1 and the U.S. DOT. The bench will continue to be called upon in FY2020/21 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 majorstakeholdersthrough many channels, including: • 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; 84 " B u i l d i n g a w a r e n e s s a n d s u p p o r t f o r t h e C o m m i s s i o n ' s p r o j e c t s , s e r v i c e s , a n d f u n d i n g c h a l l e n g e s t h r o u g h a c o m p r e h e n s i v e , d a t a - d r i v e n p u b l i c e n g a g e m e n t p r o g r a m , w i t h t o o l s t o r e c e i v e p u b l i c f e e d b a c k a b o u t t r a n s p o r t a t i o n p r i o r i t i e s a n d f u n d i n g ; " M a i n t a i n i n g a n d e n h a n c i n g t h e R C T C . o r g w e b s i t e a n d s u p p o r t i n g o t h e r C o m m i s s i o n p r o j e c t - r e l a t e d w e b s i t e s ; " P r o v i d i n g n e w s u p d a t e s t h r o u g h R C T C ' s b l o g , T h e P o i n t , a n d s e n d i n g m o n t h l y n e w s l e t t e r s ; " P r o d u c i n g a n d p r o v i d i n g r e s o u r c e m a t e r i a l s , s u c h a s f a c t s h e e t s , b r o c h u r e s , a n n u a l r e p o r t s , a n d n e w s l e t t e r s i n p r i n t a n d d i g i t a l f o r m ; " C o m m u n i c a t i n g w i t h n e w s m e d i a o u t l e t s t h r o u g h n e w s r e l e a s e s , r a d i o a n d t e l e v i s i o n i n t e r v i e w s , a d v e r t i s e m e n t s , a n d c a b l e t e l e v i s i o n r e c o r d i n g s ; " I n t e r a c t i n g w i t h c o m m u n i t i e s o f i n t e r e s t a n d s t a k e h o l d e r g r o u p s , s u c h a s c h a m b e r s o f c o m m e r c e , i n d u s t r y a s s o c i a t i o n s , s e r v i c e c l u b s , a n d o t h e r c o m m u n i t y - b a s e d o r g a n i z a t i o n s a n d b u s i n e a c c s ; " P a r t i c i p a t i n g i n o r h o s t i n g p u b l i c m e e t i n g s ; a n d " M e a s u r i n g p u b l i c a f f a i r s a c t i v i t i e s t o a x o s s p r o g r e s s t o w a r d g o a l s a n d d e t e r m i n i n g t h e m o s t e f f e c t i v e m e a n s o f r e a c h i n g v a r i o u s s t a k e h o l d e r s . T h e C o m m i s s i o n w i l l p l a c e c o n t i n u e d e m p h a s i s o n p r o v i d i n g c o m m u n i c a t i o n s s u p p o r t t o m a j o r p r o j e c t s , s u c h a s : " 1 - 1 5 E x p r e s s L a n e s " S R 6 0 t r u c k l a n e s " P a c h a p p a u n d e r p a s s " I - 1 5 / R a i l r o a d C a n y o n R o a d I n t e r c h a n g e " M i d C o u n t y P a r k w a y ( 1 - 2 1 5 P l a c e n t i a A v e n u e I n t e r c h a n g e ) " 9 1 C O P " 1 5 / 9 1 E x p r e s s L a n e s C o n n e c t o r " 1 - 1 5 E x p r e s s L a n e s - S o u t h e r n E x t e n s i o n " 7 1 / 9 1 C o n n e c t o r " R i v e r s i d e - D o w n t o w n M e t r o l i n k S t a t i o n I m p r o v e m e n t s " C o a c h e l l a V a l l e y - S a n G o r g o n i o P a s s c o r r i d o r r a i l s e r v i c e T h e C o m m i s s i o n a l s o p r o m o t e s h i g h - v a l u e p u b l i c s e r v i c e s , s u c h a s F S P , V a n C l u b , a n d o t h e r m o t o r i s t a n d c o m m u t e r a s s i s t a n c e p r o g r a m s . I n a d d i t i o n , t h e C o m m i s s i o n c o n t i n u e s t o s u p p o r t t h e p u b l i c o u t r e a c h e f f o r t s o f C a l t r a n s D i s t r i c t 8 a n d m e m b e r j u r i s d i c t i o n s , i n r e l a t i o n t o t r a n s p o r t a t i o n p l a n n i n g a n d c o n s t r u c t i o n a c t i v i t i e s . T h e C o m m i s s i o n ' s c o m m u n i c a t i o n s e f f o r t s a l s o f o c u s o n m a r k e t i n g a n d c u s t o m e r s e r v i c e f o r p u b l i c t r a n s i t o p e r a t i o n s i n c l u d i n g M e t r o l i n k s e r v i c e , t h e R C T C 9 1 E x p r e s s L a n e s , a n d t h e 1 5 E x p r e s s L a n e s . T h e C o m m i s s i o n h a s a s i g n i f i c a n t s t a k e i n e n s u r i n g p o s i t i v e e x p e r i e n c e s b y t h e p u b l i c w i t h t h e s e t r a n s i t a n d t o l l s e r v i c e s . A m a j o r e m p h a s i s f o r t h e C o m m i s s i o n i s i n c r e a s e d d i g i t a l c o m m u n i c a t i o n s . T h e F Y 2 0 2 0 / 2 1 b u d g e t i n c l u d e s m a j o r i n v e s t m e n t s t o i m p r o v e t h e C o m m i s s i o n ' s e n g a g e m e n t i n o n l i n e a n d m o b i l e c o m m u n i c a t i o n s w i t h i t s c u s t o m e r s a n d c o n s t i t u e n t s . T h e p u b l i c c a n e x p e c t t o s e e i n c r e a s e d i n f o r m a t i o n f r o m T h e P o i n t , t h e C o m m i s s i o n ' s e - n e w s l e t t e r a n d b l o g ; R C T C . o r g , t h e C o m m i s s i o n ' s w e b s i t e ; a n d s o c i a l m e d i a a c c o u n t s , @ t h e r c t c . S t a f f w i l l c o n t i n u e t o p r o d u c e q u a r t e r l y r e p o r t s t o m o n i t o r t h e e f f e c t i v e n e s s o f t h e s e d i g i t a l c o m m u n i c a t i o n a c t i v i t i e s . I n M a r c h 2 0 1 9 , b a s e d o n d i r e c t i o n p r o v i d e d b y t h e C o m m i s s i o n , s t a f f i n i t i a t e d t h e # R e b o o t M y C o m m u t e p u b l i c e n g a g e m e n t p r o g r a m t o i d e n t i f y t r a n s p o r t a t i o n c h a l l e n g e s f a c e d 8 5 by Riverside County residents. lhe Commission collected public input and opinion polling data from across Riverside County. lhe Traffic Relief Strategy Committee then directed the development of a draft Traffic Relief Plan. lhe Commission adopted the draft Traffic Relief Plan for public review in January 2020. In April 2020 and asa result of the COVID-19 crisis, the Commission took action to decline to place the Traffic Relief Plan on the November 2020 ballot. lhe Commission adopted the final Traffic Relief Plan in May 2020, and it has independent utility asan aspirational planning document supported by grassroots public input. The Commission can use the Traffic Relief plan asa reference point forfuture decisions; the projectsand serviceswithin the plan are unlikely to be delivered without a funding source. Measure A remainsthe Commission's most significant funding source and is tied to specific projects and programs approved by Riverside County voters in 2002. Facts demonstrate that Measure A revenue and status quo funding from state, federal, toll, and development fee programswill not be sufficient to deliver all projects in the Measure A expenditure plan before Measure A sunsets, let alone the additional projects in the Traffic Relief Plan. The Traffic Relief Plan fulfills the objectives of the Commission - adopted 2016 RCTC Strategic Asscssment and meets the requirements of Public Utilities Code Section 240302. Department Goals The Extemal 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. lhe External Affairs Department will adapt to ensure achievement of these broader organizational aims. ExtemalAffairs Performance Measures and Results FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected Legislative action submittalsto Commission 8 10 8 8 Commisson-adopted legislative positions 8 10 8 8 Sate/federal/regional grantspursued 1 4 4 3 Itemsof state orfederal legislation sponsored by the Commission 0 0 0 0 Annual legislative delegation staff briefing 0 0 1 1 Speakersbureau/stakeholderpresentations/events 100 94 110 125 Social media postingsperweek (average) 6 7 6 7 Facebook"likes" 8,000 8,447 8,500 9,500 Twitter followers 1,200 1,154 1,300 1,350 Instagram followers 500 448 600 650 "The Point" postingspermonth (average) 4 4 4 4 "The Point" subscribers 2,000 3,260 3,300 3,500 Website visitorspermonth (average) 12,000 25,698 28,000 29,000 86 Finance Mission Statement: Finance safeguards the Commission's a000ts and maintains strong and prudent fiscal controls in accounting, budgeting, procurements, debt financing, investing, and financial reporting including ongoing disclosure to all interested parties. Finance seeksfinancing altemativesthat complement the Commission'sstrategic direction. Chart 30 - Finance allariesand Benefits 10% Expenditures Professional Costs 15% Capital Outlay 6% the Finance Department'stotal budget is$15,516,700 (Table 43) and reflectsa 5%decrease over the prioryear'sbudget. Department staffing costswill total $1,625,900 and reflect a 36% net decrease due to the one-time disbursement to fund the Commission's CaIPERSretirement net pension liability in the prior year. Asa cost savings measure, there will be no performance merit -based salary increases in FY 2020/21. Professional costs of $2,361,000 include various services related to general and specialized legaI,fine ncialand investment advisory, audits, debt management, CAFRand annual budget graphic design and publication, and procurement. S.rpport costs of $608,800 include insurance, printing, and staff training. Capital outlay of $913,300 includes ERP updates. Transfers out of $10,000,000 and $7,700 are related to funding a portion of the debt service interest payments and administrative costo the General fund, respectively, from the 2009 Measure A Western County bond financing program. Table 43-Finance Expenditure Detail FY 18/ 19 Actual FY19/20 FY19/20 Revised Budget Projected FY20/21 Budget Dollar Percent Change Change Salariesand Benefits Professional Costs Legal Services Audit Services Financial Advisory Professional cervices- General Total Professional Costs 9apport Costs Capital Outlay TransfersOut 10TAL Anance $ 1,221,800 $ 66,000 502,000 128,600 582,200 2,523,100 $ 2,684,100 240,000 573,700 250,000 1,136,400 1,278,800 2,200,100 341,000 608,800 107,000 845,000 11,197,100 10,087,900 $ 14,145,700 $ 16,264,900 $ 210,000 473,700 278,500 942,700 1,904,900 347,700 181,700 10, 087, 900 15,206,300 $ 1,625,900 270,000 622,300 275,000 1,193, 700 2,361,000 608,800 913,300 10, 007, 700 $ 15, 516, 700 $ (897,200) -36% 30,000 13% 48,600 8% 25,000 10% 57,300 5% 160,900 7% 0% 68,300 8% (80,200) -1% $ (748,200) -5% 87 Finance Staffing Summary Position FY 18/ 19 FY 19/ 20 FY20/ 21 Accountant 0.94 0.94 0.99 Accounting Assistant 2.00 2.00 2.00 Accounting aipervisor 0.00 1.00 1.00 Accounting Technician 1.97 2.00 2.00 Chief Financial Officer 0.69 0.62 0.66 Deputy Director of Finance 0.92 0.94 0.92 Procurement Manager 0.14 0.16 0.20 SeniorAdministrative Assistant 0.60 0.67 0.55 Senior Financial Analyst 0.51 0.42 0.60 Senior Management Analyst 0.00 0.01 0.01 Senior Office Assistant 0.31 0.30 0.31 Senior Procurement Analyst 0.15 0.08 0.10 FIE 8.23 9.14 9.34 Department Overview Finance and Accounting Commission resourcesare 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 isissued, 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 agencies as well as providing regular and consistent information disclosure to investors who hold the Commission's sales tax revenue and toll revenue bondsand the U.S. DOTforl1FiA loans. 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 forallfunding sources, including compliance with all applicable lawsand regulationsgoverning those funds. Accounting encomparrrs 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 a ud itors. the Commission also recognizesthe importance of accountability forthe organization. Asa 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 isin place to addressfraud risk, ethical conduct, and financial and operational disclosure and to maintain the public's confidence in the Commission. Accordingly, measures have been implemented based on a conceptual framework related to oversight, reporting, fraud, internal control, and ethics. 88 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 activitiesinclude issuing contract task orders and amendments; ensuring compliance with contract terms, conditions, and deliverables; and monitoring contract balancesto prevent contract overruns. Procurement management also includesoversight of the Commission'sDBEand SBEprogram. phis 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 acts such as its commuter rail stations, toll facilities, and vacant land, and to ensure that insurance requirementsforservicespurchased 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. 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) F2—Manage the Commission'soutstanding debt ensuring compliance with applicable lawsand regulations and continued investor awareness and receptivity to the Commission's program. (Policy Goal: Operational Excellence) 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) F4 — Maintain fiscal and budgetary control through monitoring of periodic results and ensuring consistency with the Commission'sstrategic direction. (Policy Goal: Operational Excellence) F5 — Assure fiscal accountability for Commission funds with general ledger accounting and financial reporting consistent with generally accepted accounting principles. (Policy Goal: Operational Excellence) F6 — Develop and maintain an organizational accountability program encompassing financial and operational functions. (Policy Goal: Operational Excellence) 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) 89 F8 — Review existing procurement policiesand procedures (Policy Goal: Operational Excellence) F9 — Protect the Commission's moots by ensuring appropriate insurance is obtained. (Policy Goal: Operational Excellence) ID Finance Performance Measuresand Results FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected F2 Sa les tax revenue bonds rating Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA Aa2/AA+/AA F2 Toll revenue bond rating: 2013 Bonds 2020 Bonds(pending) SeniorLien Second Lien BBB-/ BBB N/A N/A BBB/ BBB N/A N/A A/BBB+ A/BBB+ A -/BBB A/BBB+ A/BBB+ A -/BBB F2 11F1A loan rating: 201311FiA Loan 201711FiA Loan BBB- BBB-/ BBB BBB BBB-/ BBB BBB+ BBB-/ BBB BBB+ BBB-/ BBB F2 Commercial paper rating 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 1.50°% operating and debt proceeds 0.50%° operating and debt proceeds F5 GFOA Certificate of Achievement Awarded Awarded Awarded Awarded F4 GFOA Distinguished Budget Award Proficient Proficient Proficient N/A F5 Accountspayable invoices procexcd 8,100 8,020 7,700 7,800 F5 Accountspayable checks procexcd 4,500 4,406 4,500 4,500 F3 Audit adjustments 0 0 0 0 F5 Payroll hoursprocessed 112,300 98,044 99,800 104,000 F5 Accounts receivable invoices procexcd 210 248 250 250 F7 Agreementsprocessed 275 280 180 180 90 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 supportsa coordinated regional approach to solve transportation funding issues. Chart31 —Planning and Programming Projects and Operations 38% Expenditures Transfers Out 13% %laries and �Benefits 18% Professo na l Costs 14% Sapport Costs 17% Planning and Programming expenditures of $8,259,900 decreased 51%from last year's budget (Table 44). Salariesand benefitstotal $1,491,700 and reflect a 33%net decrease due to the one- time disbursement to fund the Commission'sCalPERSretirement net pension liability in the prior year. Asa cost savings measure, the Planning and Programming Director FfEwill remain unfilled and there will be no performance merit -based salary increasesin FY2020/21. Professional services totaling $1,167,500 decreased 25% due to completion of the long-range transportation study. Professional servicesinclude air quality analysis; project database management; local, state, and regional planning activities; on -call goods movement consultants; and legal services. &ipport costsincreased 1%or$9,900 and include variousmembership duesand staff -related travel costs. Projectsand operationscostsdecreased 63%primarily due to engineering and construction work for the Santa Ana River Trail project for the District in the previousyear. Transfersout of $1,061,400 are related to administrative coststo the General fund. 91 Table 44-Planning and Programming Expenditure Detail FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Salariesand Benefits Professional Costs Legal services Audit rvices Rnancial Advisory Professional cervices -General Total Professional Costs aipport Costs Projects and Operations Program Operations Engineering Construction light of Way ecial audies Operating and Capital Disbursements Total Projects and Operations Transfers Out TOTAL Planning and Programming $ 854,800 $ 2,223,300 $ 2,614,600 111,500 73,000 15,000 2,100 1,800 4,800 1,466,300 114,000 15,000 1,800 858,000 118,400 1,556,100 17,500 1,357,000 146,600 356,100 435,900 878,000 4,972,000 (29,900) 205,000 1,217,800 596,000 1,198, 500 1,455,000 988,800 1,179,100 273,200 700,000 75,500 295,000 1,634,500 2,968,900 8,462,100 2,978,200 435,700 3,223,400 1,673,400 $ 4,395,300 $ 16,821,900 $ 9,434,100 $ 1,491,700 79,000 2,000 1,086,500 1,167, 500 1,366,900 352,400 600,000 10,000 130,000 850,000 1,230,000 3,172, 400 1,061,400 5 8.259.900 $ (731,600) -33% 6,000 8% (15,000) -100% 200 11% (379,800) -26% (388,600) -25% 9,900 1% (3,700) -1% (278,000) -32% (4,962,000) -100% (75,000) -37% 254,000 43% (225,000) -15% (5,289,700) -63% (2,162,000) -67% $ (8,562,000) -51% Planning and Programming Staffing Summary Position FY18/19 FY19/20 FY 20/ 21 Capital ProjectsManager 0.14 0.34 Chief Rnancial Officer 0.00 0.00 Deputy Executive Director 0.08 0.10 Executive Director 0.42 0.43 External AffairsDirector 0.04 0.04 Legislative AffairsManager 0.00 0.00 Management Analyst 0.98 0.95 MultimodalServicesDirector 0.33 0.40 Planning and Programming Director 0.96 0.82 Planning and Programming Manager 0.00 0.93 Procurement Manager 0.01 0.07 Project Delivery Director 0.02 0.04 Public AffairsManager 0.02 0.02 Right of Way Manager 0.00 0.01 SeniorAdministrative Assistant 0.20 0.20 Senior Management Analyst 1.02 0.94 Senior Procurement Analyst 0.00 0.05 Toll Program Director 0.08 0.08 Toll Project Manager 0.07 0.00 FIE 4.37 5.42 Department Overview Tranwortation Planning and Programming 0.42 0.12 0.10 0.43 0.28 0.04 0.00 0.40 0.00 0.93 0.13 0.10 0.10 0.02 0.20 2.13 0.00 0.24 0.05 5.69 The Planning and Programming Department isresponsible forshort-and long-range transportation planning and programming. Short-range planning and programming involves the development of the five-year S11P and preparation of the six -year F11P for the County. These programming documents identify projects funded from Measure A, 1UMF, transit operators' SRTPs, state and federally funded projects, locally funded regionally significant projects, and local jurisdiction Capital Improvement Plans(CIPs). 92 The department's planning role involves working with the Federal Highway Administration, FTA, CTC, Caltrans, SCAG, councils of governments, local agencies, and other county transportation commissionsin the region on variousplanning effortsrelative to: • Implementation of the SLAG region'sRTP/SCS • Corridorand goodsmovement plans; and • S11P. Programming specifically involvesthe development, review, and approval of projectsforvarious 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 orderto receive federal fundsand approvals, projectsmust be included in the RIP and FT1P in accordance with project delivery schedules and financial constraint requirements. This also includes regionally significant projects that are state only or locally funded. SLAG, as the MPO, is responsible for incorporating all six -county (Imperial, LosAngeles, Orange, Riverside, San Bernardino, and Ventura) transportation improvement programs into one regional programming document, the RTP/SCS S AG 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 targets adopted by California Air Resources Board. The RTP/SCSisupdated every four years, and the FT1Pupdate effort isperformed every 18to 24 months. Multiple amendmentsoccur within each RIP cycle; RTPamendmentsare less frequent as they require air quality conformity analyses. FTlPamendmentscan occurforminorproject changesthat do not affect the conformity determination. The Planning and Programming Department isresponsible forallocating the following local, state, and federal funding sources: 1989 and 2009 Measure A S3821 for pedestrian and bicycle projects Surface Transportation Block Grant (STBG) 2009 Measure A Western County Regional Arterial (MARA) S11P-RIP CMAQ Western CountylUMFregional arterial program ATPMPO County share Transportation Alternatives Program (TAP)* SB 1 LPP Formula Share Mobile Source Air Pollution Reduction Review Committee (MSRC) *TAP funds a re combined with State/MPO ATP Call for Projects ad m inistered byC1C. 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 agencies by participating in regular project delivery team meetings and preparing and submitting the request for authorization/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 projectsto prevent lossof funds. Monthly meetingswith CaltransLocalAssistance are also held to coordinate and address any issues with federal funding obligations and state funding allocations. Partnership development, public and private, iscritical to the Commission'scontinued successin affecting positive transportation decisions to meet future demands. Commission staff works in 93 close coordination with itspartnersto advocate for federal, state, and local funding to improve mobility, mitigate the impactsof goodsmovement, and streamline the programming and project delivery process. Federal Funding CMAQ, S7BG, 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 3399and Assembly Bill (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 modesof transportation such asbiking and walking. The Planning and Programming Department has been involved with the development of the guidelines by participating in workshops and through the Regional Transportation Planning Agencies (RTPA) group to represent the County's best interest for each programming cycle. 5Ta to Funding S71P-RIP.: The Commission workson the development of the S11P in addition to monitoring delivery ofSllPprojectsto ensure the allocation and expenditure of projects by the respective deadlines. Staff is also involved with the development and implementation of current and future SB 1 and ATP cycles, working with the CTC, Caltrans, 9CAG, and RTPAsto ensure projectsin the County are successful in these funding programs. Each county transportation commission throughout the State is responsible for programming RIP funds, which represents75%of the totalSllPfunding available statewide forcapitalenhancement 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 STIPfunding 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 S11P PPM activities. The remaining RIP funds are further distributed geographically among Western County, Coachella Valley, and Palo Verde Valley per the Commission's intra-countySllP formula. The Commission may also considera call for projects for RlPdiscretionary fundswhen sufficient programming capacity isavailable. 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 S11P 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 RIPfundsfor local Measure A salestaxfunds. The CTC administersfederalTAPfundssimilarto S11Pfundsunderthe State'sATPthatwascreated by S399 and AB 101 to encourage increased use of active modesof transportation, such asbiking and walking. Federal TAPfundsare not subject to general fund diversions; however, TAPfundsare authorized each year by the passage of the state budget. SS 1: The State Legislature and Govemor approved SB 1 in April 2017. This transportation tax providesannual revenuesfortransportation purposesstatewide, with a portion coming directly to Riverside County. The CTC is responsible for administering the majority of the SB 1 programs. The 94 Commission receives LPP formula funds over a three-year cycle. the Commission also submits project applications for the S3 1 Solutions for Congested Corridors Program, Trade Corridor Enhancement Program (TCEP), and LPP competitive programs. 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 forprojectsthatwascombined with funding established forthe TCEPunderS31. S3 821: S3 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. The Commission will release its next call for projects in February 2021. Local Funding 2009 Measure A Western County Regional Arterial Program: The Planning and Programming Department manages the 2009 Western County MARA program. The expenditures for these regional arterial capital projects are included in the Capital Project Development and Delivery Department budget. The Commission hasprogrammed MARA fundson projectsbased on a multi - funding callforprojectsorseparate requests. 2009 Measure A Local S`reetsand Roads In order to receive Measure A local streets and roads funding each year, the Commission requiresthe localjurisdictionsto submit a five-yearClPbased 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 MSHCPand in the local agency'srespective TUMFprogram, asapplicable. The Planning and Programming Department proceausadministrative amendmentsto ClPsfor minor changesthat do not affect the total programmed amount orare within budget levels. Sgnificant changesrequire Commission approval. Western County 7UMFRegional Arterial Program: WRCOG administersthe Western County TUMF program and collects the fees from participating jurisdictions. WRCOG disburses to the Commission approximately 45.7%of the TUMFfundscollected. The Commission further distributes these funds equally to the Commission's TUMF CETAP corridors and regional arterial programs. In September2004, the Commission established a program and approved the programming of 23 regional arterial projects. The expendituresforthese regional arterial capital projectsare included in the Capital Project Development and Delivery Department budget. Planning and Programming staff monitorslUMFregional arterial projectsbased on the agreements between local agencies and the Commission. In addition, Commission staff works with local agencies regarding amendments to agreements and any issues regarding project delivery. Staff coordinates future programming of additional TUMFregional arterial projectswith WRCOG and local jurisdiction staff. Long Range Planning and Congestion Management The Commission's involvement with long-range planning efforts includes the coordination and input into planning effortsthroughoutthe 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 CETAPcorridors. • The Commission commenced its first Countywide Long Range Transportation Study (Lklb) in 2017, which wascompleted in December2019. The Lklbprovidesa vision of Riverside County's future integrated transportation system and servesasa document to advocate for changes to transportation policy, legislation, and funding. It also includesa comprehensive review of 95 projects, including highways, arterials, grade separations, transit, and active transportation improvements. • 1he RIP is a 25-year transportation plan developed by SC AG in conjunction with county transportation commissions, sub -regional agencies, local agencies, transit operators, and otherinterested partieswithin the SLAG six -county region. the SLAG 2020 klPadopted in May 2020, incorporates SCS as required under SB 375. The SCS component 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 CMPsystem, the Commission will review the cause of congestion and determine the projects and programsthat can alleviate the congestion along with potential funding. Regional Issues- Freight the Commission focuses 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 is a member of the California Freight Advisory Committee (CFAC). CFAC is a chartered member advisory body representing public and private sector freight stakeholders, including representatives of ports, shippers, carriers, freight -related associations, the freight industry workforce, Caltrans, and RTPAs. CFAC meetsquarterly at variouslocationsacrossthe state to participate in the development of the California Freight Mobility Plan and to advise the State on freight -related priorities, issues, projects, and funding needs. The Commission works with SLAG and partners from the Southern California Consensus Group (Ports of Long Beach and Los Angeles, Alameda Corridor Transportation Authority, Alameda Corridor East Construction Authority, SSCTA, OCTA, Los Angeles County Metropolitan Transportation Authority, Ventura County Transportation Commission, SCAG, and RRA) to identify goods movement priorities in the SLAG region. In 2017, a Companion Study wascompleted forthe 2012 Grade Separation Priority Update Study. The 2012 study wascompleted to update information regarding improving each of the remaining 46 at -grade crossings. The 2017 study identified 11 grade crossingsconsidered ashigh prioritiesfor the local jurisdictionsforthe next 10years. The Commission continuesto work closely with the local jurisdictionsto develop funding strategiesand provide funding assistance to support projectsthat are vital for economic growth and reduction of conflicts between rail and road traffic. In May 2019, the Commission approved the Logistics Mitigation Fee Nexus Study. The study was started in 2017to evaluate a logistics -related regional fee on new warehousing facilitiesasa result of a settlement agreement between the Commission, the County of Riverside, the city of Moreno Valley, and Highland Fairview in response to litigation involving the World Logistics Center. Highland Fairview isthe developer of the World LogisticsCenter, which is planned to encompass more than 40 million square feet of large-scale logisticsoperationsin the eastern portion of Moreno Valley. A result of the study could be a new program that would, for example, set a fee on new distribution centerwarehousesto offset the cost of highway improvementscaused by the growth in trucktripsoriginating orending in the county. The Commission may considerthe implementation of such asprogram in a future year. 96 Department Goals PP1 — Build upon relationships with local, state, and federal agencies to coordinate short- and long-range planning to ensure that transportation projectsreceive funding and approvals. (Policy Goals Quality of Life, Operational Excellence, Responsible Partner) PP2—Continue to seeka strongerrole forcountytransportation commissionsin state and regional transportation and air quality programs in order to direct funding for programs and projectsthat will improve air quality, mobility, and the economy in the County. (Policy Goa& Quality of Life, Connecting the Economy) PP3 — Support local, regional, and state planning efforts in cooperation with SCAG, WRCOG, CVAG, Caltrans, and local agencies including, 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 Goa& Quality of Life, Responsible Partner) PP4 — Continue to advocate for jobs/housing balance and attracting high income jobs to the County in addition to addressing intercounty congestion. (Policy Goal: Connecting the Economy) PP5 — Maintain support of the 9CAG regional F11P and Caltrans project databases to allow for efficient monitoring of projectsand funding obligationswith the ability to share project information with loca I jurisdictions. (Policy Goal: Operational Excellence) PP6 — Ensure maximum funding and flexibility for projects funded with S11P-RIP, SB 1, A1P, and federal FASTAct funds. (Policy Goal: Quality of Life) PP7—Provide support to the Commission'sCapital Project Development and Delivery and Finance departmentsto maintain project funding and schedulesand minimize programming issues. (Policy Goals Quality of Life, Operational Excellence) PP8 — Provide assistance to local agencies in the development of Measure A CIPs, program funding guidelines, and grant applicationsforlocal,regional, state, and federalfunding programs, including facilitating allocation and obligation process required for project delivery. (Policy Goa& Quality of Life, Operational Excellence) PP9—Continue to work with state and federal agenciesto streamline processforfunding and project approvals. (Policy Goals Quality of Life, Operational Excellence) PP10 —Asa 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). PP11 —Facilitate public and private investmentsin clean airtechnology in support of the broader air quality programsforSCAG, SCAQMD, and the County'slocal entities. (Policy Goal: Quality of Life) 97 ID Planning and Programming Performance Measuresand Insults FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected PP6 PP7 Pp8 PP9 Federal projectsmonitored forobligation authority delivery 9 5 10 5 PP7 TUMFregional arterial projectsmonitored for implementation/expenditures 3 3 3 3 PP7 TUMFagreements/amendments 0 0 5 0 PP7 MARA projectsmonitored for implementation/expenditures 4 4 4 5 PP7 MARA agreementsfamendments 0 0 5 0 PP1 PP5 RTP/FllPamended projects 2021 RIP 130 N/A 147 N/A 197 389 140 N/A PP1 PP6 S11P/TCIF/S3 1/ATP programming, allocations, amendments, and extensionsfor Commission projects/local agency projects 30 30 30 30 PP2 SB821 projectsawarded and monitored for extensionsand reimbursements 23 20 28 28 PP8 Measure A local streetsand roadsClP projects 240 333 275 240 PP8 Review/processing of Measure A CIP project amendmentsand extension requests 8 8 10 10 PP11 MSRC projects 1 1 1 1 PP3 2020 RTP/SCSUpdate projects reviewed 747 747 50 N/A 98 Rail Mission Statement: Rail develops and supports parrrnger rail transportation options for increased mobility within Riverside County and the region. Chart 32 — Rail TransfersOut 3% Capital Outlay 1% Projects a nd Operations 85% Expenditures Salaries and Benefits 1% Professional Costs 3% Sapport Costs 7% Rail expenditures of $56,083,200 include Metrolink operations and capital support as well as maintenance and operations of the nine Commission -owned and operated commuter rail stations(Table 45). Salariesand benefitsreflect a 43%decrease due to the one-time disbursement to fund the Commission'sCalPERSretirement net pension liability in the prioryear. Asa cost savings measure, there will be no performance merit -based salary increases in FY 2020/21. Professional costs, which include legal and consultant services, decreased 84%due to refocusing department planning efforts. Support costs include station maintenance, media ads, printing services, and marketing incentives. Projectsand operationsexpendituresof $47,459,400 increased 56%. Program operationscomprise rail state of good repair and a $34,200,000 operating contribution for9CRRA Metrolink operations including the PVL service. the Commission's commuter rail program intends to utilize existing mechanismswithin Metrolinkto asscssand monitoroperationsand budget performance. Program operations relate primarily to station operations. the "next generation" rail feasibility study is included in special studies. Construction increased 510% related to the Indio special eventstrain platform for the Coachella Valley —San Gorgonio PassCorridorrail service. Capital outlay reflects a 231%increase and isdue to a seriesof station -related improvement projectsand an increase in SCRRA Metrolink capital needs. Transfers out of $1,754,800 relate to administrative costs to the General fund. 99 Table 45-bail Expenditure Detail FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Salariesand Benefits $ 547,700 $ 1,238,000 $ 1,284,900 Professional Costs Legal Burvices 56,500 225,000 195,000 Professional rvices-General 1,983,000 9,910,900 1,148,500 Total Professional Costs 2,039,500 10,135,900 1,343,500 aipport Costs 2,403,000 3,330,000 3,152,200 Projects and Operations Program Operations 2,624,900 2,964,600 2,889,000 Engineering 600,000 400,000 Construction 1,470,000 250,000 $iecial audies 82,400 400,000 400,000 Operating and Capital Disbursements 19,793,500 25,000,000 29,147,100 Total Projects a nd Operations 22,500,800 30,434,600 33,086,100 Capital Outlay 72,900 164,000 179,800 Transfers Out 562,900 980,000 980,000 TOTAL Rail Maintenance and Operations $ 28,126,800 $ 46,282,500 $ 40,026,500 Rail Staffing Summary $ 704,800 215,000 1,418,100 1,633,100 3,987,600 3,187, 600 550,000 8,971,800 400,000 34,350,000 47,459,400 543,500 1,754,800 $ 56.083.200 $ (533,200) -43% (10,000) 4% (8,492,800) -86% (8,502,800) -84% 657,600 20% 223,000 8% (50,000) -8% 7,501,800 510% 0% 9,350,000 37% 17,024,800 56% 379,500 231% 774,800 79% $ 9,800,700 21% Position FY18/19 FY19/20 FY20/ 21 Capital Projects Manager 0.01 0.01 Chief Rnancial Officer 0.01 0.00 Deputy Executive Director 0.01 0.03 External AffairsDirector 0.00 0.00 FacilitiesAdministrator 0.89 0.79 Legislative Affairs Manager 0.00 0.00 Management Analyst 0.00 1.00 Multimodal5eryices Director 0.27 0.30 Procurement Manager 0.06 0.11 Project Delivery Director 0.04 0.00 Public AffairsManager 0.05 0.05 Rail Manager 1.00 1.00 5eniorAdministrative Assistant 0.02 0.06 Senior Management Analyst 0.09 0.10 senior Procurement Analyst 0.13 0.16 FIE 2.58 3.61 Department Overview -Rail Operations 0.01 0.01 0.00 0.01 0.70 0.02 0.75 0.30 0.16 0.03 0.05 1.00 0.02 0.10 0.23 3.39 The Rail Department directseffortsin the areasof regional commuter rail, intercity pa'frngerrail, high speed rail, and capital improvementsto support enhanced paryrngerand freight railservice. 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. OtherCommission departments, legal counsel, and consultantsmanage orsupport 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 (CaISTA), CTC, Caltrans, California Public Utilities Commission, California High Speed Rail Authority (CHSRA), FRA, FTA, Amtrak, environmental 100 agencies, University of California Riverside (UCR), transit providers, SCAG, WRCOG, CVAG, San Diego Association of Governments, LosAngeles-San Diego -San LuisObispo (LOSS4N)joint powers authority, local governments, private freight railroads, businers, and property owners. the Commission participatesin the ongoing funding and governance of Metrolink through RRA, 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 member agency 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/PVLdirectly serve Western County. Unlike the other SCRRA member agencies, the Commission ownsand operatesthe 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 Field, Perris — Downtown, and Perris — South (Chart 33). 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 layover facilities. Station operation and maintenance costsare included in the Rail Department budget with servicescurrently coordinated by the Capital ProjectsDevelopment and Delivery Department through the FacilitiesAdministrator. New and ongoing construction projects at these stationsare described in the Capital Project Development and Delivery Department. Chart 33 — Riverside County Metrolink Station Locations Riverside County Metrolink Service Eastvale Corona • west ® Station l Jurupa Valley Norco Jurupa Valley • Pedley Station Riverside iverside = Downtown Station Riverside - Hunter Park/ UCR Station Riverside- Moreno Valley/ La Sierra Station March Field Corona • North Station Station 'sCorona O Gp Lake 92 d, Matthews c� °F Perris • Downtown o oI Station A RCTC Stations N E+E Metrolink Line RIVERSIDE CO. �rrrrrrr�comiu/ Moreno Valley Perris. Perris • South in Station Canyon if Lake Menifee 101 A general description of each of the Commission -owned rail station facilitiesispresented in Chart 34. Chart 34 — Commission -Owned Rail Station Facilities Location to Service Date Size honsitServrces Primary Features '� �` , �1..*—s P " °' RIVERSIDE - DOWNTOWN Riverside Downtown (P244001) 4066 V ine Street, Riverside June 1993 26.5 Rail: 91/PVL 2 platforms with 4 boarding tracks acres IEDC l ne 4 parking lots (1,240 Spaces) Riverside L ne Enclosed pedestrian bridge, elevators, stairwells Amtrak Bus: RTA OmniTrans SunUne Amtrak Mega Bus 04.1.11 —1 Jurupa Valley-Pedley (P244002) 6001 Pedley Road, Jurupa Valley June 1993 4.5 Rail: Riverside Line Platform with boarding track 1 acres Bus: RTA Parking lot [288spaces) PEDLEY Au- Riverside-taSierra [P244003} ` O 10901Indiana Avenue, Riverside 24.69 Rail: 91/PVL Platform with 2 boarding tracks October 1995 acres IEDC Une Parking lot (1,065spaces) 6 Bus: RTA Enclosed pedestrian bridge, elevators, stairwells f" G RIVERSIDE - LA SIERRA Corona -West (P244004) - 155South Auto Center Drive, Corona 5.49 Rail: 91/PVL Platform with 2 boarding tracks m.s October 1995 acres IEDC Line Parking lot [564spaces] Bus: RTA Enclosed pedestrian bridge, elevators, stairwells CORONA - WEST Corona -North Main (P244306) ...in = 250 East Blaine Street, Corona November 6.72 Rail: 91/PVL Platform with 2 boarding tracks imirz, G 2002 acres IEOCLine Parking lot (579 spaces) �; �� Bus: RTA Parking structure (1,000spaces) ;� bridge, CORINA-Corona Cruiser Enclosed pedestrian elevators, stairwells IOITI MAIM Perris -Downtown (P244010j Ne i•J 121South C street, Perris June 2016 5.5 Rail: 91/PVL Platform with boarding track (busten Sit acres Bus: RTA Parking lot (444spaces) ` center MM.. opened 2010) / = olizti; �1 PARK UCH Riverside -Hunter Park/UCR (R244020) 1101 Marlborough Avenue, Riverside June 2016 9.35 Rail: 91/PVL Platform with boarding track acres Bus: RTA Parking lot (528 spaces) , Morena Valley/Mardi Field (P244021) t- 141E0Meridian Parkway, Riverside June 2016 14.47 Rail: 91/PVL Platform with boarding track gr :,_� ' acres Bus: RTA Parking lot [476spaces] Amtrak Stairwell MOREMO VALLEY, MARCH FIFLO -• 4.10., y.101 1 PERRIS - SOOTH Perris -South (P244022) 1304 Case Road, Perris June 2016 40.57 Rail: 91/PVL Platform with boarding track acres Bus: RTA Parking lot (907 spaces) Amtrak (P24) RDOCC ,e Street, 4344Vine Street, Riverside April 2016 3,000 N/A CCTV operations center square Offices and meeting rooms feet 102 Station maintenance includes property management, utilities, grounds maintenance, repairs, cleaning, and security servicesat the Commission -owned rail stations, including the RDOCC. Asa result of the new PVL service and increased stations, LiF allocations are generally used for Metrolink operating contributions and 2009 Measure A Western County rail funds are used for station maintenance. Table 46 summarizesthe rail station maintenance costs. Table 46 - Rail Station Maintenance Summary FY 18/ 19 FY 19/ 20 FY 19/ 20 FY 20/ 21 Actual Budget Projected Budget Equipment $ 382,515 $ 550,600 $ 591,700 maintenance and repairs Grounds maintenance 894,160 1,163,500 1,124,300 and repairs Utilitiesand support 396,546 483,500 501,300 Property management 1,017,024 1,268,600 1,099,800 and operations Security 2,299,710 2,394,200 2,420,000 Improvements 72,868 182,500 179,800 $ 759,300 1,555,200 563,300 1,122,000 2,812,700 543,500 Total expenditures $ 5,062,823 $ 6,042,900 $ 5,916,900 $ 7,356,000 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 passenger rail corridor in the United Sates (Chart 35). Chart 35—Southem Califomia Passenger Rail System Map PA Passenger Rail Stc ion • Amhok Pacific Sud1iner © Mehoiiok CO COASTER © SPRINTER Il ighl Roil) Passenger Roil Service - Amhok Pacific Surfliner Mehalink Venkura County Line - Mefralink Anfalope Volley Line - McrroLink Son Ranardina line - Mehnlink Riverside Line - Mntrallnk91 Line •� Mof clink Orange County Line MerroEnk Inland Empire Orange County Line - COASTER - SPRINTER (Light Roil) 0 � 0 M Mo 0 0 4. "▪ no I—ORS 1 f`R METRO LINK. LonoirColilnem cool onoI nkIT mg. a. Southern California Passenger Rail SYSTEM MAP ■ 1' g° M ,, M o per. '" �xo„pp:ate ,�f.yd� Ow .PANGS RIVERSIDE • ,d M _'.XJMTY COUNTY • v Mai „oc N � 0 5 10 15 20 30 40 Miles SAN DIED COuN1Y dA� 4.40 103 LOSSAN is a joint powers authority originally formed in 1989 to increase ridership, revenue, capacity, reliability, coordination, and 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 Directorscomposed of elected officialsrepresenting rail owners, operators, and planning agenciesalong the rail corridor. In recent years, LOSSAN hasgained more local control over the management and coordination of the southern California rail services. lhe Commission isinvolved to promote travel optionsand connectionsfor County residentsand to be engaged in decisions impacting the rail track rightsthe Commission purchased for commuter rail service. Commission staff also participates in the Technical Advisory Committee that provides technical assistance, service planning, and coordination between variousagenciesto improve customerservice. Department Goals —Rail Operations RO1 —Improve utilization and increase efficiency of commuter rail linesserving the County. (Policy Goals Quality of Life, Responsible Partner) RO2 —Maximize opportunitiesforpublic use of rail -related investment. (Policy Goals Quality of Life, Responsible Partner) RO3—Implement energy efficient systemsand generate revenue to offset maintenance costsof rail properties. (Policy Goals Quality of Life, Operational Excellence) Department Overview — Rail Development In order to expand passenger rail options throughout the County, the Commission conducts feasibility and planning studiesto aeccssthe viability of commuter rail expansion. the Commission engaged a consultant to perform a "next generation" rail feasibility study based on findingsfrom the RCTC Strategic Assessment completed in January 2016. lhe study continues to develop and provide meaningful ridership and cost data that will help make future decisions on how to proceed with rail transit expansions in the County. Significant planning efforts are also underway to explore intercity passenger rail service to the Coachella Valley -San Gorgonio Passcorridor. San Jacinto Branch Line (SIRE) lhe Commission holds title to and manages the 38-mile SJBL (Chart 36) and several adjacent properties, preserved for future pasocnger rail service. BNSF Railway (BN) holdsthe freight rights in the corridor, providing service to local shippers, and performsmaintenance on the line. 104 Chart 36—San Jacinto Branch Line San Jacinto Branch Line Lake Matthews E++++ San Jacinto Branch Line Perris Valley Line Service Area Canyon Menifee Lake Banning Beaus Perris Valley Line Project the Commission substantially completed the PVLin September2016, and operationscommenced in June 2016. 1he construction projectwasa 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. here are timed connectionsto the other routesout of the Riverside Downtown station. -the project included the construction of four paeccnger stations at Riverside —Hunter Park/UCR, Moreno Valley/March Field, 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 layoverfacility at Perris —South forvehicle storage and servicing. the hours of operation are from 4:30 a.m. to 8:00 p.m. on weekdays; the FY 2020/21 Metrolink operating contributions include funding to initiate expanded weekday service and weekend service. 105 Coachella Valley —San Gorgonio Pass Corridor Rail Service In recent years the Commission also focused attention on the creation of intercity pasngerrail 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 alternativesanalysisforthe 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 CaISTA 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. COACHELLA VALLEY— SAN GORGONIO PASS CORRIDOR RAIL SERVICE Since 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 variousstate and federal levels. The Commission established a MOUwith CVAG foritscooperation in the planning as well as funding through a new IDA bus/rail split for the Coachella Valley. This agreement also included the application of Proposition 1Bfundstoward the initial Phase I analysis that included public outreach, development of the project Purpose and Need Statement, and development of the Preliminary AlternativesAnalysisReport. As part of thiseffort, the Commission secured a letter of agreement with Caltrans for its cooperation and modeling support. lhe Commission completed the Phase I planning efforts, including the AlternativesAnalysis, and the FRA approved the Phase I work. In the July 2010 Federal Register notice on High -Speed Intercity Passenger Rail (HSIPR) program, it clearly outlinesthe planning process needed to be eligible forHSlPRfunds. This process identifies the need fora Service Development Plan (SDP) with the following requirements: • Clearly demonstrate the purpose and need; • Analyze alternativesforthe proposed paovongerrail service; • Identify the alternative that best meetsthe purpose and need; • Identify the discrete capital projectsrequired; and • Demonstrate the operational and financial feasibility. To continue the development of this project, the Commission partnered with Caltrans and successfully applied forand wasawarded a $2,900,000 FRA grant to complete the corridorstudy's SDP. lhiswasthe only rail corridorin the country awarded these planning grant funds. Staffworked through the multiple agreements needed in order to utilize thisfunding in coordination with the FRA and Caltrans. In order to expedite project development, a highly qualified consultant is preparing the SDPand lead the environmental processneeded forthe NEPA documentation. This project is ongoing and incorporated in the FY 2020/21 budget. lhe Commission prepares an annual SRTPforthe Coachella Valley -San Gorgonio Passcorridor 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 trainspresentsthe best alternative fordeveloping 106 service along the corridor. The 141-mile trip between LosAngelesand the Coachella Valley would crossfourcounties(Chart 37). Stops and station locations are yet to be determined. Due to the trip length and time of approximately three hours, Amtrak -style service with largerseatsand 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 greaterabilityto initiate service overfreight railroads based on a national agreement. The initial service plan anticipatestwo daily round trips along the corridor. The approved Alternative Analysisrecommended a preferred alignment. Chart37-Coachella Valley -San Gorgonio Pass Corridor Rail Service -Proposed Altemative Los Angoras Union Station High *Wed Rail Loma Linda Riverside :1i1 r2.�;!yi,i 4 V::,. Cabazon Palm Springs S1:]Lil=-:.I.1 rsc Ilimaidr.� l l! i� Y Rancho Mirage_ India LEGEND Alternative' - Potential Station) The Commission continuesto playa proactive role in the development ofa statewide, high speed pa9irngerrail 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 isa proposed funding mechanism to move the state high speed rail project forward. The CHSRA began work on a project level environmental asccssment and corridor alignment study for the section between LosAngelesand 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 participatesin the Southern California Inland Corridor Group meetings. The Commission actively contributed to the development of the supplemental Alternatives Analysis efforts. Workon thiseffort hasslowed down with the release of the latest businessplan that extends the development of this Phase 11 section from LosAngelesto San Diego via the Inland Empire to beyond 2030. The Commission signed a MOU along with the other southern California transportation entitiesand SC AG to commit $1 billion in unallocated Proposition 1A fundsforearly investment to be spent locally for rail transportation improvement projects. With recent developmentsrelated to the aate'shigh speed rail project, staff will continue to monitorprogress and Iookforopportunitiesto benefit the regional rail network. 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) RD2 -Maintain effortswith local agencies, other southem California counties, and the state and federal governmentsto expand intercity patscngerrailservice into the County and the Coachella Valley. (Policy Goals Quality of Life, Responsble Partner) 107 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) ID Rail Performance Measures and Results FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected RO1 RD1 Average weekday daily ridership on existing commuterlines • Riverside Line • IEOC Line • 91/PVL 3,721 4,624 3,330 3,868 4,656 3,293 3,962 4,784 3,256 N/A N/A N/A RO1 Farebox recovery ratio • Riverside Line • IEOC Line • 91/PVL 43.0% 31.9% 27.7% 42.1% 31.9% 27.7% 43.7% 31.6% 26.5% N/A N/A N/A 108 Public and Specialized Transit Mission Statement: Public and Specialized Transit coordinates the operation of all public transit services within the County. the Commission provides financial oversight and compliance monitoring, as well as evaluates program efficiency and effectiveness between transit operators in achieving regional goals to reduce congestion, improve air quality and mobility options for all users. Public and Specialized Transit also maintainsand improves, asresourcesallow, mobility optionsto meet travel needs of seniors, personswith disabilities, and persons of limited meansto enhance quality of life through innovative solutionsand better coordination of existing services. Chart38—Public and Specialized Transit Transfers Out_ 16% Expenditures Professional Costs 1% Projects a nd Operations 83% Public and specialized transit uses are budgeted at $120,106,200 for FY2020/21, as presented in Table 47, and consist primarily of capital projects and operationscostsaswell astransfersout to Commission fundsforadministration, planning, and rail purposes. The 44%decrease in salariesand benefits reflects the one-time disbursement to fund the Commission's CaIPERS retirement net pension liability in the prior year. Asa cost savings measure, there will be no performance merit - based salary increasesin FY2020/21. Overall, operating and capital disbursements decreased 39% as a result of federal CARES Act funding available to transit operatorsin FY2020/21 forCOVID-19 impacts. L1Fdisbursementsconsist of transit operating and capital allocationsto public transit operatorsof $44,300,000; bicycle and pedestrian facilitiesallocationsto citiesand the County of $900,000; and planning and administration allocationsto otheragenciesof $627,000. STA/SGRdisbursementsof $40,935,300 are primarily for buscapital purposesin Western County, Coachella Valley, and Palo Verde Valley. The STA and Rtransit allocations reflect the use of $11,095,400, and $3,317,000 in fund balances, respectively. 109 Measure A disbursements include $2,900,000forWestern County specialized transit funding of the second year of the 2018 Call for Project& the majority of other Measure A disbursements relates to other Measure A public transit programs: • $949,600forWestern County Consolidated Transportation Service Agency allocations; • $2,424,900 for Western County intercity bus services; and • $5,955,900 for Coachella Valley public and specialized transit. the Commission disbursMeasure A public transit allocationsmonthly to Riverside Transit Agency (RTA) and S.1nLine, the major transit providers in the Western County and Coachella Valley, respectively. LIF, STA, and SGRtransfersout comprise: • $9,000,000 for rail operations; • $2,000,000forgrade separations; • $5,311,300 for planning; • $345,900 for ad ministration; • $1,918,000 for station rehabilitation and improvement project; and • $422,000 for Coachella Valley rail operationsand capital. Transfersout of $776,900 relate to administrative coststo the General fund. Table 47 -Public and Specialized Transit Expenditure Detail FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change Sala riesand Benefits $ 481,000 $ 895,900 $ 784,000 $ 497,900 $ (398,000) -44% Professional Costs Legal Burvices 5,500 12,000 3,500 15,000 3,000 25% Audit Burvices 49,700 70,000 70,000 - (70,000) -100% Rnancial Advisory 15,400 16,000 16,100 17,000 1,000 6% Professional cervices -General 64,500 201,700 161,600 529,900 328,200 163% Total Professional Costs 135,100 299,700 251,200 561,900 262,200 87% S p p o rt Costs 50,500 69,200 52,800 79,600 10,400 15% Projects and Operations Special 2udies 250,000 200,000 (50,000) -20% Operating and Capital Disbursements 118,936,200 161,610,400 141,920,900 98,992,700 (62,617,700) -39% Total Projects and Operations 118,936,200 161,860,400 141,920,900 99,192,700 (62,667,700) -39% Transfers Out 28,088,600 31,998,400 31,874,500 19,774,100 (12,224,300) -38% 1OTALPublic and Specialized Transit $ 147,691,400 $ 195,123,600 $ 174,883,400 $ 120,106,200 $ (75,017,400) -38% Public and Specialized Transit Staffing Summary Position FY18/19 FY19/20 FY 20/ 21 Accountant 0.06 0.06 Chief Rnancial Officer 0.11 0.15 Deputy Director of Rnance 0.00 0.01 Deputy Executive Director 0.06 0.06 External Affa irs Dire c to r 0.00 0.01 Management Analyst 1.00 1.00 MultimodalSeryices Director 0.40 0.30 SeniorAdministrative Assistant 0.05 0.04 Senior Management Analyst 0.01 0.02 Senior Procurement Analyst 0.06 0.12 Transit Manager 1.00 1.00 FIE 2.75 2.77 0.01 0.03 0.00 0.05 0.01 0.25 0.30 0.04 1.01 0.00 1.00 2.70 110 Department Overview The Commission haspublic transit operatoroversight and fiduciary responsibilitiesand ensuresthat annual fiscal auditsand a state triennial performance audit are conducted in accordance with TDA regulations. lhe Commission also reviews public transit operatoractivitieson an annual basis and recommendspotential productivity improvementsto make servicesmore cost effective and efficient. In addition, the Commission ensuresthat specialized transit allocationsare expended in accordance with funding agreementsand engagesaudit firmsto perform certain agreed -upon proceduresforthe Measure A specialized transit funding recipients. The Commission also develops and engages the Citizens and Specialized Transit Advisory Committee (CSTAC) as an advisory body that more effectively distributes and promotes public and specialized transit information to va rioussta ke hold ers. Public Transit The Public and Specialized Transit Department is responsible for approving SRTPs and programming federal, state, and local funds within the County for eight public transit operators consisting of: • The citiesof Banning, Beaumont, Corona, and Riverside; • Commission'sCommuterRail and CommuterAssistance Vanpool Programs; • Palo Verde Valley Transit Authority; • RTA; and • SunLine. The Public and Specialized Transit Department coordinatesthe annual development, review, and approval of the operator SRTPs as well as allocates transit funding resources to public transit programs. lhe Commission oversees and allocates the following funding resources: Measure A, LTF, STA, SGR, FTA, and LCTOP funds for public transit. Commission staff works closely with each transit operator to ensure that funds are properly programmed and included in the SRTP for inclusion into the F11P and/or other major planning documents as necessary for allocation or obligation of funds. With the passage of SB 1, STA revenueswere stabilized and SGRwascreated to provide support for operating and capital rehabilitation projects. The Public and Specialized Transit Department coordinateswith transit operatorsforthe preparation and submission of transit projectsto Caltrans foraward of LCTOPfundsunderthe California AirResourcesBoard'sCap and Trade Program. The LCTOP program provides funding for operating and capital transit projects that reduce greenhouse gas emissions and improve mobility with a priority of serving disadvantaged communities. The State Controller's Office annually appropriates the LCTOP funds. Riverside County'sshare hassupported projectssuch asstation upgradesat the Commission'sPVLstations to encourage active transportation and energy efficiency; free transit ride campaigns; and expansion of SunLine'sHydrogen fueling operations. Funds may also be used to increase service frequency on selected rail and bus lines that operate in disadvantaged communities. lhe County'sshare of the annual allocationshasfluctuated based on state appropriations. Specialized Transit The 2009 Measure A Western County specialized transit program providesa 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 agenciestypically ad ministerspecialized transit operations. The Commission awards2009 Measure A Western County funds for specialized transit through a competitive call for projects. The 2018 111 Call for Projects provided funding for 18 operators over a three-year term through June 30, 2021. the New Call for Projectswill begin in the summer of 2020 and be awarded in the Spring of 2021. Department Goals PST1 —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 Goa& Operating Excellence, Responsible Partner) 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 Goal& Quality of Life, Operational Excellence, Responsible Partner) PST3—Coordinate the operation of all public transportation serviceswithin the County with a goal toward promoting program efficiency and harmony between transit operatorsasoutlined in state law. (Policy Goal& Quality of Life, Operational Excellence, Connecting the Economy, Responsible Partner) PST4—Continue to provide staff resourcesto assist and support the coordination of transit services within the County and throughout the State. (Policy Goa& Quality of Life, Operational Excellence, Connecting the Economy, Responsible Partner) ID Public and Specialized Transit Performance Measures and Results FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected PS13 SRlPssubmitted by operators and reviewed 9 9 9 10 PST3 SRTPamendments 3 4 6 6 PST2 Specialized Transit grantsawarded/monitored 18 18 18 12 PST2 Specialized Transit site visits 18 9 9 12 PST1 Specialized Transit brochuresdistributed 3,500 3,500 3,500 3,500 PST3 Transit operatorquarterly coordination meetings 16 16 16 32 PST4 Social service/partnering agencies monitored in database 412 416 430 450 PST4 Workshopsand meetingsattended with regional partners(i.e. Board meetings, CSTAC, SLAG working groups, workshops) 35 25 25 40 112 Commuter Assista nce Mission Statement: Commuter Assistance helps constituents discover their best commute through meaningful employerand community engagement, rideshare incentives, and advancing technology in order to reduce drive alone trips, regional congestion and vehicle emissions. Chart 39—CommuterAssistance Projects a nd Operations 72% Expenditures Transfers SaIariesand Out Benefits 5%, 5% Pro fe ssio n a l Costs 14% alp port Costs 4% Commuter Assistance expenditures total $5,199,600, which represents a 4% increase from last year's budget (Table 48) due to eastern county Commuter Assistance expansion. Salaries and benefits of $267,400 reflect a 51% decrease due to the one-time disbursement to fund the Commission'sCalPERSretirement net pension liability in the prior year. Asa cost savingsmeasure, there will be no performance merit -based salary increases in FY 2020/21. Professional costs of $747,700 increased 38% over the prior year due to vanpool operations and match for Next Generation 1DM Study. Support costs of $179,700, which include mail and printing services, communications, and other office expenditures, decreased 37% due to reduced media and consolidation of IECommuterand VanClub outreach efforts. Projectsand operationsexpendituresof $3,742,000 consist of: • Regional transportation consultantservicestotaling $2,552,000to manage and implement the program; • Vanpool subsidiesand commuterincentivesvalued at $1,015,000; and • Park and ride lease paymentsof $175,000. 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 $262,800 for administrative costs. 113 Table 48- Commuter Assistance Uses Detail FY18/19 FY19/20 FY19/20 FY20/21 DoIlar Percent Actual Revised Budget Projected Budget Change Change ai la ries and Benefits $ 247,600 $ 545,100 $ 776,100 $ 267,400 $ (277,700) -51% ProfessionaI Costs Legal Services 13,700 31,000 14,600 32,000 1,000 3% Audit Services 10,000 20,000 20,000 N/A Rnancial Advisory 7,700 8,000 8,100 8,000 - 0% Professional rvices- General 257,300 503,700 658,200 687,700 184,000 37% Total Professional Costs 288,700 542,700 680,900 747,700 205,000 38% 3ipport Costs 85,000 285,800 18,400 179,700 (106,100) -37% Projects and Operations Program Operations 2,748,900 3,313,300 2,501,300 3,742,000 428,700 13% Total Projects and Operations 2,748,900 3,313,300 2,501,300 3,742,000 428,700 13% Transfers Out 1,368,300 302,500 302,500 262,800 (39,700) -13% TOTAL Com muter Assstance $ 4,738,500 $ 4,989,400 $ 4,279,200 $ 5,199,600 $ 210,200 4% CommuterAssistance Staffing Summary Position FY18/19 FY19/20 FY 20/ 21 Commuter and Motorist Assistance Manager 0.66 0.65 Deputy Executive Director 0.01 0.01 External AffairsDirector 0.06 0.10 Management Analyst 0.55 0.55 Procurement Manager 0.00 0.04 Public AffairsManager 0.00 0.01 SeniorAdministrative Assistant 0.09 0.00 senior M anagement Analyst 0.01 0.05 FIE 1.38 1.41 Department Overview 0.87 0.01 0.01 0.00 0.05 0.01 0.08 0.35 1.38 While much of the Commission'sworkfocuseson enhancing transportation infrastructure, there is significant value in ensuring that the transportation systems are used efficiently. To fostera more efficient use of infrastructure investments and transit networks, the Commission's Commuter Assistance Program seeksto increase the awarenessof and consideration for alternative modes of transportation such as riding a bus or train, carpooling, vanpooling, walking, bicycling, or teleworking. This transportation demand management strategy, implemented under the "IE Commuter" umbrella in partnership with SBCTA, providesservicesand incentivesto western Riverside and San Bernardino county employers and commuters in an effort to shift behavior away from single - occupant vehicle commuting via the following methods: • Leverage regional campaigns, local outreach, employer health fairand rideshare events, and social media to increase the awarenessfortransportation alternatives; • Partnerwith and serve asa resource to employersto implement TDM programs, services, and incentivesto increase consideration and adoption of transportation alternatives at worksites throughout the region; • Provide both online access (IECommuter.org) and personal support (866-RIDES-IARE) to custom commute information and ridematching services; • Incentivize commutersforbeginning and/or maintaining an altemative commute mode; • Leverage technology to deliver easy -to -use online resourcesand toolsto efficiently engage, educate and serve employer partners, their employees, and other commuters; and • Continue to position IE Commuter as the trusted resource for commuter and employer transportation solutionsin the region. 114 lhe Commission implemented the CommuterAssistance Program in Western County asa specific requirement under Measure A to addresscongestion mitigation. In addition to improving mobility overall, thislDM strategy helpsto improve the quality of life on the commuterfront, helpsto lower costs and increase productivity on the employer front, and has a positive impact on the environment. lhe next couple of years will mark a transitionary period for the Commuter Assistance Program. the Commission will focuson positioning the program for the future and being more visible, more regional, and more innovative to enhance the experience and participation of commuters, communities, and employer partners. • Regionalize 7DM Database and 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 and database. Transitioning to a regional system, connecting commuter and employer data across Los Angeles, Orange, Riverside, San Bemardino, and Ventura programs, will expand the Commuter Assistance Program database and increase ridematching potentialforthose interested in sharing the ride to work via carpool or vanpool. Additionally, the regional platform will offer enhanced functionality and reporting that will bettersupport program administration staff and employer worksite efforts to increase participation in alternative modes. This approach will also net additional cost savingsforthe Commission. • Launch New Community Based Tools the traditional approach for Commuter Assistance Program hasbeen to leverage larger employer(250+) partnershipsto cost effectively access and market to employee commuters. Regionalizing the 1DM platform will introduce new community -based toolsthat will help the program cost effectively engage commuterson the home front aswell. lhiseffort will broaden the reach of the Commission'sCommuterAssistance Program and help further increase the awarenessand consideration of rideshare options. • Evolve the Commission's7DM Program: In October2019, the Commission, through SLAG and in partnership with SBCTA submitted a Caltrans — FY 2020/21 Strategic Partnership Grant Application for the "Inland Empire Next Generation Siared-Ride and Virtual Travel Study." If awarded, this effort will help shape the development of a next generation 1DM program for the Inland Empire and feed into the scope of work for the Commuter Assistance Program program administrator request forproposalsscheduled for release at the end of2021. • Standardize Services and Incentives Countywide: Due to the current Measure A funding structure, core Commuter Assistance Program services(i.e. employer support, leased Park & Rides) and incentives (i.e. $2/day Rideshare Incentives) are limited to western County employers and resident commuters. This often leadsto confusion and inequity for employers with employees from Riverside County but not eligible for the same services/incentives. Staff will evaluate the feasibility of expanding Commuter Assistance Program services and incentives countywide with the goal of stimulating 1DM in the Coachella Valley and to help enhance employerand commuterlDM participation throughout the region. Department Goals CA1 — Operate a cost-effective Commuter Assistance Program resulting in a demonstrable reduction in single occupant vehicle trips, thusassisting with congestion mitigation and improving air quality. (Policy Goals Quality of Life, Responsible Partner) CA2 — Ensure the coordination of ridesharing programs throughout the Inland Empire and the southern California region. (Policy Goals Quality of Life, Operational Excellence, and Responsb/e Partner) 115 CA3 — Broaden the reach of the program to encourage alternative transportation modes amongst all travelers and continue to grow the core base of employers and their employees. (Policy Goa& Quality of Life, Operational Excellence, Responsible Partner) ID Commuter Assistance Performance Measures and Re su lts FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected CA2 Number of Employer Partners N/A 316 325 335 CA3 Number of Employee Transportation Surveys N/A 109,908 82,000 118,000 CA3 RideGuidesProduced N/A 9,477 7,100 10,100 CA1 Rideshare Week Pledges N/A 7,836 8,349 8,600 Incentive Participation: CA1 Rideshare Incentive N/A 1,056 800 1,300 CA1 Rideshare Plus 2,250 2,273 1,700 2,400 CA1 Rideshare Spotlight N/A 2,742 2,000 2,900 CA1 Number of one-way single occupant vehicle trips reduced from Rdeshare Incentive and Rideshare Spotlight participation 176,000 403,929 303,000 489,000 CA2 Leased Park & Ride Spaces 942 942 942 1,006 CA2 VanClub Vanpools N/A 67 75 90 116 Motorist Assistance 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 40 — Motorist Assistance Transfers Out_ 29% Expenditures atlariesand Benefits 2%� Professional Costs 6% 9apport Costs 2% Projects a nd Operations 61% Motorist Assistance expenditures and uses are budgeted at $8,967,700, a decrease of 4% compared to the prioryear budget (Table 49) due to reductionsin call box program costs. Salaries and benefits reflect a decrease of 41% due to the one-time disbursement to fund the Commission'sCalPERSretirement net pension liability in the prior year. Asa cost savingsmeasure, there will be no performance merit -based salary increases in FY 2020/21. Professional costs of $519,500 are comparable to the prioryear. 3.tpport costsof $199,800 decreased $226,200, or53%, due to anticipated one-time expenditures for call box upgrades and removals in the previous year's budget. Reimbursements from SBCTA for half of all locally -provided 511 system related expendituresisincluded in local revenues. Program operations include $5,452,000 in towing contract costsforthe FSPprogram. Projectsand operations costs increased 1% due to anticipated increases in towing rates across new FSD contracts. Transfers out represent SAFE matching funds of $2,325,900 for FSP services and a $290,100 allocation for administrative costs. 117 Table 49 — Motorist Assistance Uses Detail FY18/19 FY19/20 FY19/20 FY20/21 Dollar Percent Actual Revised Budget Projected Budget Change Change 9lariesand Benefits $ 125,800 $ 306,100 $ 357,000 $ 180,400 $ (125,700) -41% ProfessionaI Costs Legal Services 25,800 44,500 25,500 45,500 1,000 2% Professional 9=,rvices- Genera l 297,200 477,500 449,500 474,000 (3,500) -1% Total Professional Costs 323,000 522,000 475,000 519,500 (2,500) 0% 9ipport Costs 148,000 426,000 293,300 199,800 (226,200) -53% Projects and Operations Program Operations 3,581,600 5,387,400 3,632,400 5,452,000 64,600 1% Total Projects and Operations 3,581,600 5,387,400 3,632,400 5,452,000 64,600 1% Transfers Out 3,820,400 2,748,200 2,748,200 2,616,000 (132,200) -5% lOTALMotorist Assistance $ 7,998,800 $ 9,389,700 $ 7,505,900 $ 8,967,700 $ (422,000) -4% Motorist Assistance Staffing Summary Position FY 18/ 19 FY19/20 FY20/ 21 Commuter and Motorist Assistance Manager 0.34 0.35 0.13 External Affa irs Dire c to r 0.02 0.00 0.05 Management Analyst 0.45 0.45 0.00 Procurement Manager 0.01 0.05 0.05 Public Affairs Manager 0.00 0.02 0.01 SeniorAdministrative Assistant 0.00 0.05 0.00 Senior M a nage me nt Analyst 0.02 0.06 0.72 Senior Procurement Analyst 0.01 0.02 0.09 FIE 0.85 1.00 1.05 Department Overview Asa SUE, the Commission is responsible for providing a motorist aid system for the County. This 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 FM program patrolsthe most congested Riverside County freeways and assistsstranded motoristsby getting them back on the road ortowed to a safe location off the freeway at no charge to motorists. FSP service is also provided in construction zones through separate funding agreements with Caltrans and Commission -funded construction projects to help mitigate congestion; and • The call box system allows motorists to call for assistance in the event of a mechanical breakdown, accident, or other emergency on the freeway. Department Goal MA1 —Provide efficient delivery of a comprehensive motorist aid system (511, FM, Call Box) and an outstanding level of service to the traveling public. (Policy Goals Quality of Life, Operational Excellence, Responsible Partner) 118 ID Motorist Assistance Performance Measures and Results FY18/19 Estimated FY18/19 Actual FY19/20 Estimated FY20/21 Projected MA1 Numberof call boxes 241 231 158 158 MA1 Numberof call box calls 1,466 1,384 1,100 900 MA1 Number of vehicle assists 46,184 44,607 46,000 48,000 MA1 Numberof 511 phone calls 108,000 114,045 108,000 103,000 MA1 Number of 511 web visits 205,000 213,689 220,000 224,000 119 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 41 —Capital Project Development and Delivery Salariesand Benefits 0% Tra nrs� Outut 21% Debt Service 10% Capital Outlay 0% Expenditures Pro fe ssio n a l Costs 1% Projects a nd Operations 68% the budgeted expenditures and transfers out total $697,085,200 to coverall of the Commission's major capital projects(Table 50). Salariesand benefitsexpendituresrepresent lessthan 1%of the budgeted uses and reflect a decrease of 58%due to the one-time disbursement to fund the Commission'sCalPERSretirement net pension liability in the prior year. Asa cost savingsmeasure, two Capital Projects Manager FFEs will remain unfilled and will be unfunded in FY 2020/21. Additionally, there will be no performance merit -based salary increasesin FY2020/21. Professional costsof $4,026,700 primarily relate to general legal costs, specialized legal and financial advisory servicesrelated to the toll program, public communications, and property management services. Support costsof $2,089,400 consist primarily of servicesneeded to maintain the Commission'sreal properties in a condition that complies with all local codes and regulations governing property maintenance. 120 General project costs of $7,592,400 comprise program management provided by Bechtel Infrastructure (Bechtel) and permitsforhighway and rail capital projects. Significant projects included in engineering expenditures of $26,225,000 relate to the 1-15 Express Lanes -Southern Extension project; Mid County Parkway; the 71/91 connector project; grade separation projects; various commuter rail improvement and rehabilitation projects; and various Western County 1UMFregional arterial projects. Construction expenditures of $201,788,200 primarily relate to the 1-15 Express Lanes project; 15/91 ExpressLanesconnector project; 91 COP; SR60truck lanes; Pachappa underpass; I-215/Placentia interchange; Hamnerbridge widening; Jurupa Avenue grade separation; variousWestern County Measure A and IUMFregional arterial projects; and rail improvement and rehabilitation projects. Design -build costsof $100,621,100 pertain primarily to the 1-15 Express Lanesproject and the 15/91 Express Lanesconnector project. Right of way expendituresof $58,233,600 on significant projectsinclude the 91 Project; Mid County Parkway and the I-215/Placentia interchange; McKinley Avenue and Jurupa Avenue grade separation projects; various Western County 1UMF regional arterial projects; and station improvement projects. Local turnback payments to jurisdictions and the County for local streets and roads repair, maintenance, and construction amount to $48,479,100. 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 disbursementsof $850,000 will be made forcommuter 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 $41,024,000. 1he Commission will make principal paymentsof$28,495,000forthe outstanding sales tax revenue bonds. Significant transfers out consist of the following: • $9,000,000 in 1989 Measure A Western County highway fund to the 2009 Measure A County highway fund forthe 91 Project completion; • $24,271,500 in salestax revenue bond proceedsto fund the 1-15 ExpressLanesproject; • $69,519,000 from 2009 Measure A Western County highway fund to the Debt Service fund for salestax revenue bondsdebt service; • $8,220,600 from the 2009 Measure A Western County new corridor fund to the 2009 Measure A Western County highway fund for its share of the MSHCP debt service contribution; • $5,716,200 from Measure A, SB 132, and 1UMFfor the allocation of administrative coststo the General fund; • $6,000,000 from the 2009 Measure A Western County economic development fund to the 2009 Measure A Western County highway fund for the completion of 91 Project right of way acquisition; • $1,400,000 from the 2009 Measure A Western County new corridorfund to the 2009 Western County highway fund forthe 71/91 connector project; • $300,000 from the 2009 Measure A Western County highway fund to the 1UMF regional arterial fund forthe SR79 realignment project; 121 " $ 9 , 9 8 9 , 6 0 0 f r o m t h e 1 U M F C E T A P f u n d t o t h e 2 0 0 9 M e a s u r e A W e s t e r n C o u n t y h i g h w a y f u n d f o r t h e M i d C o u n t y P a r k w a y s e c o n d c o n s t r u c t i o n p a c k a g e a n d I - 2 1 5 / P l a c e n t i a i n t e r c h a n g e ; " $ 3 , 5 2 3 , 1 0 0 f r o m t h e 1 U M F C E T A P f u n d t o t h e 2 0 0 9 M e a s u r e A W e s t e r n C o u n t y h i g h w a y f u n d f o r i t s s h a r e o f t h e M S - I C P d e b t s e r v i c e c o n t r i b u t i o n ; a n d " $ 2 , 8 1 2 , 1 0 0 f r o m t h e D e b t S e r v i c e f u n d t o t h e 2 0 0 9 M e a s u r e A W e s t e r n C o u n t y h i g h w a y a n d C o a c h e l l a V a l l e y h i g h w a y f u n d s f o r B A B s s u b s i d y r e i m b u r s e m e n t s . T a b l e 5 0 - C a p i t a l P r o j e c t D e v e l o p m e n t a n d D e l i v e r y U s e s D e t a i l F Y 1 8 / 1 9 F Y 1 9 / 2 0 F Y 1 9 / 2 0 F Y 2 0 / 2 1 D o l l a r P e r c e n t A c t u a l R e v i s e d B u d g e t P r o j e c t e d B u d g e t C h a n g e C h a n g e B u l a r i e s a n d B e n e f i t s $ 3 , 2 6 5 , 2 0 0 $ 7 , 3 4 6 , 7 0 0 $ 7 , 3 3 9 , 1 0 0 $ 3 , 1 2 1 , 6 0 0 $ ( 4 , 2 2 5 , 1 0 0 ) - 5 8 % P r o f e s s i o n a l C o s t s L e g a l B u r v i c e s 3 , 3 5 1 , 3 0 0 1 , 7 5 0 , 3 0 0 1 , 6 7 3 , 3 0 0 1 , 6 8 2 , 0 0 0 ( 6 8 , 3 0 0 ) - 4 % A u d i t S e r v i c e s 8 9 , 6 0 0 3 5 , 0 0 0 3 9 , 4 0 0 3 8 , 0 0 0 3 , 0 0 0 9 % R n a n c i a l A d v i s o r y 9 9 , 2 0 0 1 3 6 , 4 0 0 7 1 , 1 0 0 7 8 , 9 0 0 ( 5 7 , 5 0 0 ) - 4 2 % P r o f e s s i o n a l r v i c e s - G e n e r a l 8 7 6 , 3 0 0 5 , 5 7 6 , 4 0 0 1 , 7 5 3 , 3 0 0 2 , 2 2 7 , 8 0 0 ( 3 , 3 4 8 , 6 0 0 ) - 6 0 % T o t a l P r o f e s s i o n a l C o s t s 4 , 4 1 6 , 4 0 0 7 , 4 9 8 , 1 0 0 3 , 5 3 7 , 1 0 0 4 , 0 2 6 , 7 0 0 ( 3 , 4 7 1 , 4 0 0 ) - 4 6 % 3 i p p o r t C o s t s 6 9 1 , 3 0 0 1 , 8 9 4 , 9 0 0 9 1 8 , 4 0 0 2 , 0 8 9 , 4 0 0 1 9 4 , 5 0 0 1 0 % P r o j e c t s a n d O p e r a t i o n s P r o g r a m O p e r a t i o n s 5 , 6 5 2 , 6 0 0 1 0 , 3 7 0 , 5 0 0 6 , 7 6 1 , 3 0 0 7 , 5 9 2 , 4 0 0 ( 2 , 7 7 8 , 1 0 0 ) - 2 7 % E n g i n e e r i n g 1 3 , 1 1 1 , 5 0 0 2 3 , 2 7 1 , 0 0 0 2 0 , 9 4 5 , 5 0 0 2 6 , 2 2 5 , 0 0 0 2 , 9 5 4 , 0 0 0 1 3 % C o n s t r u c t i o n 5 3 , 1 4 5 , 6 0 0 1 4 8 , 3 0 2 , 1 0 0 1 0 6 , 0 2 9 , 6 0 0 2 0 1 , 7 8 8 , 2 0 0 5 3 , 4 8 6 , 1 0 0 3 6 % D e s i g n B u i l d 1 0 7 , 5 8 9 , 3 0 0 1 5 8 , 3 4 1 , 5 0 0 1 3 5 , 1 0 0 , 0 0 0 1 0 0 , 6 2 1 , 1 0 0 ( 5 7 , 7 2 0 , 4 0 0 ) - 3 6 % R i g h t o f W a y a n d L a n d 1 9 , 7 1 0 , 5 0 0 9 2 , 5 0 8 , 5 0 0 3 4 , 2 2 0 , 5 0 0 5 8 , 2 3 3 , 6 0 0 ( 3 4 , 2 7 4 , 9 0 0 ) - 3 7 % L o c a l a r e e t s a n d R o a d s 6 1 , 0 6 9 , 3 0 0 5 4 , 0 6 1 , 3 0 0 5 4 , 0 6 1 , 3 0 0 4 8 , 4 7 9 , 1 0 0 ( 5 , 5 8 2 , 2 0 0 ) - 1 0 % R e g i o n a l A r t e r i a l s 1 9 , 2 0 3 , 9 0 0 3 0 , 9 6 7 , 0 0 0 2 5 , 0 0 0 , 0 0 0 3 0 , 0 0 0 , 0 0 0 ( 9 6 7 , 0 0 0 ) - 3 % a p e c i a l a u d i e s 2 7 , 9 0 0 1 , 8 0 0 - - ( 1 , 8 0 0 ) - 1 0 0 % O p e r a t i n g a n d C a p i t a l D i s b u r s e m e n t s 3 , 9 4 4 , 1 0 0 1 5 , 0 0 0 , 0 0 0 8 3 1 , 6 0 0 8 5 0 , 0 0 0 ( 1 4 , 1 5 0 , 0 0 0 ) - 9 4 % T o t a l P r o j e c t s a n d O p e r a t i o n s 2 8 3 , 4 5 4 , 7 0 0 5 3 2 , 8 2 3 , 7 0 0 3 8 2 , 9 4 9 , 8 0 0 4 7 3 , 7 8 9 , 4 0 0 ( 5 9 , 0 3 4 , 3 0 0 ) - 1 1 % C a p i t a l O u t l a y 4 , 9 9 5 , 9 0 0 4 , 2 9 3 , 5 0 0 3 , 5 9 7 , 0 0 0 3 , 7 8 7 , 0 0 0 ( 5 0 6 , 5 0 0 ) - 1 2 % D e b t S e r v i c e 6 9 , 5 5 5 , 7 0 0 6 9 , 5 3 7 , 5 0 0 6 9 , 5 3 4 , 5 0 0 6 9 , 5 1 9 , 0 0 0 ( 1 8 , 5 0 0 ) 0 % T r a n s f e r s O u t 8 9 , 6 1 9 , 7 0 0 1 1 4 , 3 4 6 , 1 0 0 1 1 7 , 5 5 1 , 1 0 0 1 4 0 , 7 5 2 , 1 0 0 2 6 , 4 0 6 , 0 0 0 2 3 % l O T A L C a p i t a l P r o j e c t D e v e l o p m e n t a n d D e l i v e r y $ 4 5 5 , 9 9 8 , 9 0 0 $ 7 3 7 , 7 4 0 , 5 0 0 $ 5 8 5 , 4 2 7 , 0 0 0 $ 6 9 7 , 0 8 5 , 2 0 0 $ ( 4 0 , 6 5 5 , 3 0 0 ) - 6 % C a p i t a l P r o j e c t D e v e l o p m e n t a n d D e l i v e r y S t a f f i n g S u m m a r y P o s i t i o n F Y 1 8 / 1 9 F Y 1 9 / 2 0 F Y 2 0 / 2 1 C a p i t a l P r o j e c t s M a n a g e r 2 . 8 5 4 . 6 5 C h i e f F i n a n c i a l O f f i c e r 0 . 1 6 0 . 2 1 D e p u t y D i r e c t o r o f F i n a n c e 0 . 0 2 0 . 0 2 D e p u t y E x e c u t i v e D i r e c t o r 0 . 0 8 0 . 1 7 E x e c u t i v e D i r e c t o r 0 . 0 8 0 . 1 7 E x t e r n a l A f f a i r s D i r e c t o r 0 . 1 0 0 . 0 7 F a c i l i t i e s A d m i n i s t r a t o r 0 . 0 1 0 . 1 9 F i n a n c i a l A n a l y s t 0 . 0 0 0 . 5 0 L e g i s l a t i v e A f f a i r s M a n a g e r 0 . 0 4 0 . 0 4 M a n a g e m e n t A n a l y s t 0 . 0 2 0 . 0 5 P l a n n i n g a n d P r o g r a m m i n g D i r e c t o r 0 . 0 4 0 . 1 8 P l a n n i n g a n d P r o g r a m m i n g M a n a g e r 0 . 0 0 0 . 0 7 P r o c u r e m e n t M a n a g e r 0 . 6 2 0 . 5 4 P r o j e c t D e l i v e r y D i r e c t o r 0 . 9 4 0 . 9 6 P u b l i c A f f a i r s M a n a g e r 0 . 3 5 0 . 4 2 R e c o r d s T e c h n i c i a n 0 . 0 4 0 . 0 0 R i g h t o f W a y M a n a g e r 1 . 0 0 0 . 9 9 n i o r A d m i n i s t r a t i v e A s s i s t a n t 0 . 1 8 0 . 1 2 S e n i o r R n a n c i a l A n a l y s t 0 . 1 0 0 . 1 5 n i o r M a n a g e m e n t A n a l y s t 3 . 2 6 3 . 3 0 n i o r M a n a g e m e n t A n a l y s t - T o l l 0 . 0 0 0 . 6 5 S e n i o r P r o c u r e m e n t A n a l y s t 0 . 6 2 0 . 4 7 T o l l O p e r a t i o n s M a n a g e r 0 . 5 6 0 . 6 0 T o l l P r o g r a m D i r e c t o r 0 . 6 8 0 . 5 9 T o l l P r o j e c t M a n a g e r 0 . 9 3 1 . 0 0 T o l l T e c h n o l o g y M a n a g e r 0 . 5 7 0 . 0 0 T r a n s i t M a n a g e r 0 . 0 0 0 . 6 0 F I E 1 3 . 2 5 1 6 . 7 1 2 . 5 7 0 . 1 5 0 . 0 2 0 . 0 9 0 . 0 5 0 . 0 1 0 . 1 4 0 . 0 0 0 . 0 9 0 . 0 0 0 . 0 0 0 . 0 2 0 . 2 9 0 . 8 7 0 . 4 4 0 . 0 0 0 . 9 8 0 . 1 4 0 . 0 2 3 . 2 9 0 . 2 0 0 . 3 9 0 . 4 9 0 . 3 8 0 . 9 0 0 . 4 9 0 . 0 0 1 2 . 0 2 1 2 2 Department Overview 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 localjurisdictionsthrough funding agreements with the Commission. Approximately 70% of the Commission's FY 2020/21 budgeted expendituresoriginatesin 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 1UMF and Measure A regional arterialprojectsadministered 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 Projectsprovidesthe necessary coordination between the Commission and Caltransfor the development of scope, cost, and project delivery schedules for Measure A projects that include S11Pfunding. 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 FY2020/21 budget funded by Measure A, 1UMF, state, or federal fundsaswell as existing and future toll revenues require the continued support of the Bechtel project management team which includes program managers, project engineers, construction engineers, inspectors, contractsadministration, and support staff. The Commission incurred debt for highway (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 atsofthe Commission forwhich the Commission will have operating responsibilities, except for the intangible rights to operate the express lanes on SR91 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'stoll assets and non -financed rail assets are included in the annual budget. 123 fight of Way Acquisition and Support 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 assessment, appraisal and appraisal review, acquisition and relocation, feasibility studies and cost estimates, property management, and utility relocation. The Right of 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 strives to 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 FY2014/15, 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 necessary, enter into new licensor 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. Snce 1990, the Commission hasacquired property astsin the course of rail and highway project implementation. The Commission acquires and transfersto Caltrans most of these parcels upon project completion. Upon project completion, all remaining portions of properties within every project are reasccsocd and deemed surplus, when it has been determined that the continued retention of the property no longersupportsthe Commission'spolicy goalsand objectives. Property acquisition forthe 91 Project began in 2010 with all of the 197 required parcelsacquired and delivered to the design -builder by June 2015. One remaining parcel acquired through condemnation action isin active litigation. Long -Term Strategic Planning The Commission completed a significant effort in December2006 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 assessment of the Western County portion of the 2009 Measure A T1P along with the prioritization of the program of projects. The Commission selected four highway corridors(I-215, I-15, I-10, and SR-91) asthe priority focusfor the first 10 yearsof 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. Project development activities for these projects have been ongoing, including an update and reprioritization in January2010 in response to the economic downturn. 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 124 deferred the 1-10 truck climbing lanes project several years and replaced it with added safety improvements on SR60, which is under construction. For the strategic projects, the Commission completed preliminary engineering and environmental clearance for the Mid County Parkway and SR79 realignment projects and will begin construction on the first construction package for the MCP, the I-215/Placentia interchange. Following the January 2019 Annual Workshop, the Commission assigned an ad hoc committee to establish a new 10-yearWestern County Highway Delivery Plan for2019-2029. Development of the new Western County Highway Delivery Plan focused on Commission -sponsored highway projects in Western County to be delivered between 2019 and 2029. In July 2019 the new Western County Highway Delivery Plan was adopted, for the period 2019- 2029. Projects were placed into three groups based on the likelihood of obtaining full funding. Group 1 projects (or project phases) are considered fully -funded given existing and expected local funding from Measure A, tolls, and other local sourcesaswell asstate and federal funding. Group 2 projects(orproject phases) are partially funded with full funding likely available overthe 2019-2029 period. Group 3 projects represent partner agency -sponsored projects being assisted by Commission funding. While not part of the Commission'sWestern County Highway Delivery Plan these notable projectsare reflected for reference. CVAG developed a strategic plan for Coachella Valley highway and regional arterial projects based 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 has been in operation since June 2016. the Commission develops other rail capital projects in coordination with 9CRRA or based on a rail station plan that is updated periodically. Station operation costsare included in the Rail Department budget. 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 being the most advanced. Right of way acquisition for the 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. Additionally, the Commission will participate in the improvement of a wildlife corridor crossing under SR91, B Canyon, 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. Detailed descriptions of the capital projects, including local streets and roads funding, that are included in the FY2020/21 budget follow the Department Goals. Department Goals CAP1 —Build upon and strengthen the partnership with Caltranstoward timely delivery of identified Measure A, toll program, and STIP projects. (Policy Goals: Quality of Life, Connecting the Economy) 125 CAP2 —To the extent permitted by law, pursue reasonable involvement of local DBE and SBEfirms in contract work. (Policy Goal: Operational Excellence) 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) CAP4 — Work with Caltrans and other agencies toward completion of preliminary engineering and environmental clearance of all projects. (Policy Goal: Quality of Life) CAP5 — Construct the highway projects identified in the budget. (Policy Goals: Quality of Life, Operational Excellence, Connecting the Economy) CAPE — In coordination with the Rail Program Manager, construct capital improvements at existing commuter rail stations as identified in the budget. (Policy Goals: Quality of Life, Operational Excellence, Responsible Partner) CAP7 —Acquire right of way for rail and highway projects identified in the budget. (Policy Goals: Quality of Life, Operational Excellence) CAP8 — Identify innovative financing strategies to fully fund projects identified in the Westem County Highway Delivery Plan. (Policy Goals: Quality of Life, Operational Excellence) Capital ProjectsSummary The following is a summary of the capital projects included in the FY 2020/21 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. Western County Highway and Regional Arterial Projects SR 60 Truck Lanes(P003029) 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. FY2020/21 Cost $ 50,000 Environmental engineering $ 42,716,000 Construction/construction support $ 110,000 Right of way acquisition/support services $ 689,700 Other project -related costs Funding Impact Costs funded with CMAQ, S11P/RIP, SHOPP, and 2009 Measure A highway funds. Caltrans is the lead agency for preliminary engineering and design.The Commission isthe lead agency for right of way acquisition and construction. Operating Budget Impact N/A; state highway operationsare the responsibility of Caltrans. 126 SR 79 Realignment (P003003) Complete post -environmental phase work and permitting for realignment from Gilman Springs Road to Domenigoni Parkway. The total estimated project cost is $1.2 billion. Initiation of subsequent phaseswill be dependent upon the availability of funding. Right of way acquisition dependent upon the availability of funding. FY2020/21 Cost $ 300,000 Preliminary engineering $ 85,900 Other project -related costs Funding 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. 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 Ianeswere open to traffic in March 2017. The 91 Project cost isestimated at $1.4 billion, including financing costs. FY2020/21 Cost $ 1,471,000 Construction $ 10,373,000 Right of way acquisition/support services $ 2,638,100 Design -build $ 1,011,000 Other project -related costs Funding Impact Costsfunded using 2009 Measure A highway and new corridor funds including sales tax revenue bonds and commercial paper, toll revenue bonds, a federal T1RA loan, S11P and State LPPfunds, and 1989 Measure A contribution. Operating Budget Impact 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 costsare paid from the collection of RCTC 91 ExpressLanestoll revenues. Toll operating costsare included in Toll OperationsDepartment budget. 71/91 Connector Project (P003021) Continue right of way acquisition and utility relocation work and environmental revalidation work for improvementsto the 71/91 connector in anticipation of construction funding from the 331 programsand federal grants. Final design began in March 2012.The total estimated project cost is$118 million. FY2020/21 Cost $ 3,000,000 Final design $ 700,000 Right of way acquisition/support services $ 355,700 Other project -related costs Funding Impact 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 fundsand SB 1 LPPfunds. Operating Budget Impact N/A; state highway operationsare the responsibility of Caltrans. 127 SR-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 isanticipated to start in 2020. The project cost isestimated at $43 million, including contingency. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 265,000 Preliminary engineering $ 36,242,000 Construction/construction support $ 215,000 Design -build $ 275,000 Right of way/support services $ 393,100 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 surplus revenue be spent fortransportation purposeswithin the SR-91 corridor. Construction costs will be funded by federal SIBG and Highway Infrastructure Program funds and a contribution from OCTA. N/A; state highway operationsare 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 late 2020. The estimated total project cost is $472 million, including financing costs. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 14,672,000 Construction $ 51,643,000 Design -build $ 3,406,400 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 federal T1FIA loan secured by the Commission funds 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. Such costswill be paid from the collection of 15 ExpressLanestoll revenues. 128 15/91 Express Lanes Connector (P003039) Continue design and construction to add an expresslanesconnectorbetween 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 amendmentsto 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$270 million. FY2020/21 Cost Funding Impact Operating Budget Impact $ 3,072,000 Construction $ 46,125,000 Design -build $ 1,032,000 Right of way/support services $ 1,391,100 Other project -related costs Costs funded primarily by state SB 132 funds with RCTC 91 Express Lanessurplustoll revenuesforthe balance. Operation and maintenance of future tolled express lanes facilitiesare the responsibility of the Commission. Such costswill be paid from the collection of 15 ExpressLanestoll revenues. 1-15 Express Lanes-Southem Extension (P003044) Preliminary engineering and environmental studiescommenced in May 2019 with execution of a consultant contract. The proposed project isto add two express lanes in each direction on the 1-15 between 3R74 and Cajalco Road. The project seeksto extend express lanessouth of the 1-15 Express Lanes project (P003027) currently under construction. Public scoping of the project wascompleted in November2019. Engineering and environmental studieswill ramp up and continue through FY2020/21. Traffic and preliminary engineering studies will continue to determine feasibility and scope of the 1-15 Express Lanes -Southern Extension advanced operations phase. Project development activities began in September 2017 when the Board approved S11Pfundsforthe next phase of project development. FY2020/21 Cost Funding Impact Operating Budget Impact $ 5,500,000 Preliminary engineering $ 1,362,000 Other project -related costs All project development costs funded by Federal CMAQ and Measure A funds. CMAQ funds subsequently replaced S11P funds. Development of future tolled express lanes can be funded by federal and state sources, in addition, to Measure A 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. 129 1-15/ Railroad Canyon Interchange (005104) Continue construction of Phase 1 forthe city of Lake Bsinore. the estimated total project cost is $35 million. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 700,000 Final design $ 24,900,000 Construction/construction support $ 825,000 Right of way/support services $ 527,500 Other project -related costs Costsfunded using IUMF, SB 1 LPP, and S11P. N/A; federal highway operations are the responsibility of Caltrans. Mid County Parkway (P002302, P002324, P002317 & P002320) Continue construction of I-215/Placentia interchange, the first construction package, commence design forthe second construction package, and perform activitiesrelated to post- environmental/permitting, design and right of way for a new corridor from 1-215 to SR79. Construction of this new facility will be completed over many years as funding becomes available and isestimated to cost $1.7 to $1.9 billion. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 5,050,000 Preliminary engineering/final design $ 29,655,000 Construction/construction management/support services $ 23,050,000 Right of way acquisition/support services $ 1,281,300 Other project -related costs Costs for first two construction packages funded with 1UMF CETAP, 2009 Measure A new corridor, SB 1 LPP, and SIBG funds. Responsibility for highway operationshasnot been determined. Pachappa Underpass (P003038) Continue construction phase. Design was performed by Caltrans. Project will remove the Pachappa shoofly and construct the retaining wall, drainage, and trackworkforthe permanent Pachappa underpass. the total project cost is estimated at $18 million with an anticipated completion date in 2020. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 100,000 Engineering support services $ 13,832,000 Construction/construction management/support services $ 170,000 Right of way acquisition/support services $ 269,100 Other project -related costs Costsfunded with federal earmarks, CMAQ, and SB 1 LPPfunds. N/A; federal highway operations are the responsibility of Caltrans and railroad operations a re the responsibility of Union Pacific Railroad. 130 Various Westem County Riverside County Transportation Efficiency Corridor Projects (P003040, P003041, P003042, P003043 & P003132) 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 bySB132. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 7,000,000 Preliminary engineering/final design $ 11,925,000 Construction $ 15,075,000 Right of way acquisition/support costs $ 6,300 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. Santa Ana River Trail (P007201 & P007202) Provide support to the District forthe Santa Ana River Trail projectsundera cooperative planning and development agreement. lhe 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. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 600,000 Preliminary engineering/final design $ 10,000 Construction/construction support services $ 130,000 Right of way acquisition/support costs $ 510,700 Other project -related costs Costswill be funded by the District. N/A; operations a re the responsibility of the District. Costsforthisproject 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. VariousWestem County Highway Projects(P003001, P003005, P003017, P003050, P003051, P005134, P613999, P615133, P622402, P623994, P623999, P683999 & P735000) Provide funding and support for the engineering, construction, and right of way activities related to variousWestern County highway and grade separation projects, including the SR91 high occupancy vehicle (HOV) lanesfrom Adams Street to the 60/91/215 interchange, 60/215 East Junction HOV lane connectors, SR74/I-15 to 7th Street, and SR74 corridor-Ethanac Road projects. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 400,000 Preliminary engineering $ 190,000 Construction $ 691,100 Right of way /support costs $ 2,429,800 Other project -related costs Costsfunded using primarily 1989 and 2009 Measure A highway funds. N/A; federal highway operations are the responsibility of Caltrans. 131 Various Westem County Measure A and 1UMF Regional Arterial Projects (P005203, P005207, P005209, P005102, P005210, P005107, P005116, P005127, P005135, P725000, P665102 & P005200) Provide Western County Measure A and lUMFfunding 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 1UMF regional arterial projects approved by the Commission. Total project costs approved for MARA and 1UMF regional arterial projects approximate $143 million. FY2020/21 Cost Funding Impact Operating Budget Impact $ 140,000 Engineering support services $ 13,488,400 Construction $ 4,135,000 Right of way acquisition/support costs $ 326,400 Other project -related costs Costsfunded using 1UMF regional 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. 91 Express Lanes Major Repair and Rehabilitation (P009103) Commence asphalt overlaysof pavement and sealing of joints in retaining wallson SR-91 from 1-15 to Lincoln Avenue related to an existing underlying native soil condition that has experienced settlement since 91 Project construction. In accordance with an amendment to the Toll Facility Agreement (TFA), Caltranshasagreed to share 50%of the cost. lhe Commission's cost forthiswork isestimated to be $3.4 million forthe duration of the TFA. FY2020/21 Cost Funding Impact Operating Budget Impact Rail Projects $ 1,500,000 Construction $ 400,000 Design -build $ 37,900 Other project -related costs Costs funded with RCTC 91 Express Lanes repair and rehabilitation funds. N/A; federal highway operations are the responsibility of Caltrans. 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. FY2020/21 Cost Funding Impact Operating Budget Impact $ 20,000 Engineering support services $ 9,300,000 Construction/construction management $ 70,000 Right of way support costs $ 168,600 Other project -related costs Costsfunded using FTA Section 5307 grant funds. Operationswill be the responsibility of RRA. 132 Moreno Valley — March Field Station Upgrade (P004026) Perform activities related to engineering and construction to add an additional platform, 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. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 1,000,000 Final design $ 224,800 Construction support services $ 198,200 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. Rverside-Downtown Ration Improvements Project (P004027) Continue environmental studiesforexpand ing operational flexibility through the construction of an additional center platform and associated trackson 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. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 2,700,000 Preliminary engineering $ 1,600,000 Right of way support costs $ 359,200 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 Westem County rail funds. Station Rehabilitation and Security (P004011) Provide funding and support for station upgrades, improvements and security at the Rverside Downtown, Rverside — La Serra, Corona — North Main, West Corona, March Feld - Moreno Valley, and Perris - South stations. Improvements include solar lighting project, parking lot repaving and restriping, elevator modernization, high definition camera replacement, fencing, A1P passcnger access, signage, station painting, and walk -ways improvements. Construction began in FY2017/18with completion anticipated in FY2020/21. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 3,637,000 Property improvements(capital outlay) $ 224,500 Other project -related costs Costsfunded using FTA, MSRC, LCTOP, SB 1, and 2009 Measure A Western County rail funds. Operationswill be the responsibility of the Commission and are funded using 2009 Measure A Westem County rail funds. Various Western County Rail Projects(P004023, P652402, P653823, P653826 &, P654199) Provide Measure A funding and support for right of way activitiesrelated to variousrail projects. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 100,000 Construction support services $ 127,500 Right of way/support services $ 3,305,000 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 that are responsible foroperationsin those areas. 133 bail Station Maintenance (P244001, P244002, P244003, P244004, P244006, P244010, P244020, P244021, P244022, P244024 & P244199) Provide maintenance, improvements, and security at the Riverside Downtown, Jurupa Valley — Pedley, Riverside —La Serra, Corona —West, Corona —North Main, Perris —Downtown, Riverside —Hunter Park/UCR, Moreno Valley —March Field, Perris —South, and RDOCC. FY 2020/ 21 Cost Funding Impact Operating Budget Impact Local Streets and Roads $ 543,500 Property improvements(capital outlay) $ 7,038,900 Other project -related costs Costsfunded using 2009 Measure A Western County rail funds. Station maintenance isthe responsibility of the Commission and isfunded using 2009 Measure A Western County rail funds. Westem County Area Distribute local return funding for local streetsand roads projects in Western County. FY 2020/21 Cost Funding Impact Operating Budget Impact $ 516,000 Banning 825,000 Beaumont 154,000 Calimesa 168,000 Canyon Lake 3,655,000 Corona 1,187,000 Ea stva le 1,537,000 Hemet 1,851,000 Jurupa Valley 1,172,000 Lake Elsinore 1,553,000 Menifee 3,501,000 Moreno Valley 2,180,000 M u rrieta 578,000 N o rc o 1,667,000 Perris 6,499,000 Rive rsid e 775,000 San Jacinto 2,783,000 Temecula 565,000 Wild o m a r 4,917,000 Riverside County 36,083,000 Total Western County (115,300) Less: Allocation of administrative costs $ 35,967,700 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. 134 Coachella Valley Area Distribute local retum funding FY 2020/ 21 Cost Funding Impact Operating Budget Impact for local streetsand roadsprojectsin Coachella Valley. $ 1,233,000 Cathedral City 531,000 Coachella 421,000 Desert Hot qprings 230,000 Indian Wells 1,681,000 Indio 1,299,000 La Quinta 2,391,000 Palm Desert 1,918,000 Palm Springs 789,000 Rancho Mirage 1,518,000 Riverside County 12,011,000 Total Coachella Valley (115,300) Less: Allocation of administrative costs $ 11,895,700 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. Palo Verde Valley Area Distribute local return funding for local streetsand roadsprojectsin Palo Verde Valley. FY 2020/ 21 Cost Funding Impact Operating Budget Impact $ 548,000 Blythe 148,000 Riverside County 696,000 Total Palo Verde Valley (80,300) Less: Allocation of administrative costs $ 615,700 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. 135 Toll Operations Mission Statement: Toll Operations efficiently operates express lanes with high customer satisfaction to reduce congestion, improve mobility, and manage demand. Chart 42 —Toll Operations Salaries and Benefits 0% Pro fessio n a I Costs 1% Debt rvice 94% Expenditures alp port and Maintenance Costs 1% Pro g ra m Operations 4% Toll operations expenses of $699,129,900 represent the third full year of operating expenses and debt service for the RCTC 91 Express Lanes and approximately one-half year of operating expenses for the 15 Express Lanes following substantial completion of the 1-15 Express Lanes project. (Table 51). The 1-15 ExpressLanesproject capital expendituresare included in the Capital Project Development and Delivery Department. Approximately 76%of the expenses and other uses are comprised of operations, maintenance, and support costs, when excluding debt service. Salariesand benefits reflect a decrease of 17% due to the one-time disbursement to fund the Commission's CaIPERS retirement net pension liability in the prioryear. Asa cost saving measure, there will be no performance merit -based salary increases in FY 2020/21. Professional costs of $8,565,900 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. aipport and maintenance costs of $7,637,700 include road and systems maintenance, insurance, credit card processing fees, violationsenforcement, transponder costs, marketing, lease, travel, and other support costs. Program operations costs of $24,901,800 primarily includes the Commission's share of the toll contractor cost to operate the 91 Express Lanes, toll contractor cost for the 15 Express Lanes, system changes to comply with statewide technology requirements, and F5P services. Construction and design build costs of $1,900,000 consist of RCTC 91 Express Lanes repair and rehabilitation. Capital outlay of $315,000 consistsof 6C transponder technology. 136 Debt service of $653,314,900 reflectsthe refinancing of the 2013 Toll Bonds(current interest bonds) and 2013 11F1A Loan related to the 91 Project with the instance of the 2020 Refunding Bonds. IT consists of a $147,488,000 payment to escrow agent, $2,883,400 cost of isgiance, $484,571,600 principal payment, and $18,371,900 interest payment for the 2013 Toll Bonds (current interest bonds) and 2020 Refunding Bonds Transfersout comprise $1,370,200 forthe administrative cost allocation. Table 51 -Toll Operations Uses Detail FY18/19 Actual FY19/20 FY19/20 FY20/21 Dollar Percent Revised Budget Projected Budget Change Change al lariesand Benefits Professional Costs Legal rvices Audit Services Rnancial Advisory ProfessionalServices- General Total Professional Costs sjpport and Maintenance Costs Projects and Operations Program Operations Construction Design Build Total Projects and Operations Capital Outlay Debt Service Tra nsfers Out TOTAL Toll Operations $ 578,400 $ 1,353,400 $ 846,200 206,100 59,000 824,500 350,000 47,000 75,000 2,505,500 250,000 46,000 96,100 2,066,200 1,089,600 2,977,500 3,235,100 4,543,300 6,779, 300 11, 670, 200 2,458, 300 3,450, 700 8,536,900 200,000 6,779,300 1,096,700 7,119,900 4,309,100 $ 24, 208,100 11,670,200 766,100 637, 386, 500 3,059,500 $ 661,756,500 8,736,900 426,000 7,119, 900 2,539,700 $ 25,577,700 Toll OperationsStaffing Summary $ 1,124,400 1,140,000 64,800 150,000 7,211,100 8,565,900 7,637,700 24,901,800 1,500,000 400,000 26,801,800 315,000 653,314,900 1,370,200 $ 699,129,900 $ (229,000) -17% 790,000 226% 17,800 38% 75,000 100% 4,705,600 188% 5,588,400 188% 3,094,400 68% 13,231,600 113% 1,500,000 N/A 400,000 N/A 15,131, 600 130% (451,100) -59% 15,928,400 2% (1,689,300) -55% $ 37,373,400 6% Position FY18/19 FY19/20 FY 20/ 21 Accounting Technician Chief Financial Officer Deputy Director of Finance Deputy Executive Director Executive Director External Affairs Director Fa c ilitie s Ad m in istra to r Financial Analyst Procurement Manager Public AffairsManager Senior Financial Analyst Senior Management Analyst -Toll Senior Procurement Analyst Toll Operations M anager Toll Program Director Toll Project Manager Toll Technology Manager FIE 0.03 0.00 0.03 0.02 0.01 0.03 0.02 0.02 0.03 0.02 0.00 0.00 0.01 0.00 0.00 0.50 0.15 0.02 0.01 0.00 0.39 0.43 1.00 1.35 0.01 0.05 0.44 0.40 0.24 0.33 0.00 0.00 0.43 0.40 2.80 3.57 0.00 0.03 0.06 0.02 0.02 0.03 0.09 1.00 0.12 0.01 0.38 1.80 0.12 0.51 0.38 0.05 0.51 5.13 137 Department Overview ExpressLanesPlanning History In December 2006, the Commission adopted the Western Riverside County Delivery Plan that served asa 10-year capital improvement plan from 2009-2019 for Western County freewaysand highways. To address unprecedented population, economic, and travel demand growth in Western County, the Commission desired to provide freewaycorridorimprovementsbeyond what traditional funding sourceswould be able to provide. The 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. In 2006,the Commission conducted a tollfeasibilitystudythatdetermined thatSR91 and I-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 Tong -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. In FY2019/20, the Commission initiated project development activities for the 15 Express Lanes —Southern Extension, which are included in the Capital Project Development and Delivery Department. ExpressLanesOperations The Toll OperationsDepartment, assupported by contractors, isresponsible forthe management of express lanesin Riverside County in a manner that adheresto the toll policiesforeach system. In addition to operations and maintenance, the responsibilities include toll system design, implementation, violations enforcement, customer service, and associated traffic and incident management. Toll Operationsprovidesdirect oversight to the toll servicesoperatorsand roadside system contractor and administers contracts with the California Highway Patrol for toll enforcement, Caltrans for road maintenance, and various maintenance contracts that fall outside of each operator'sscope of work. The Commission utilizesa marketing servicesconsultant for planning and implementing marketing effortsrelated to the RCTC 91 ExpressLanesand the 15 ExpressLanes. Monitoring and reporting on actual toll transactions and related toll revenues is a primary responsibility for Toll Operations. Staff compares actual transactions and revenue to investment grade study projectionsadopted by the Commission. In addition to monitoring toll revenues, Toll Operationsmonitorsand analyzesoperation and maintenance costsduring the fiscal year. Toll Operations manages the operations and maintenance activities for the new Regional Operations Center and the Facilities and Maintenance Building in Corona, asthese Commission purchased these facilitiesforexpresslanesoperations. Toll Operations supports project development by providing comprehensive input to the tolling concept of operations, contractorprocurements, agency agreements, public outreach, Regional OperationsCenterdevelopment, and toll policiesand businessrules. RCTC 91 Express Lanes In March 2020, the Commission completed its third full year of operation of the RCTC 91 Express Lanes. The completed 91 Project connectsthe OCTA 91 ExpressLaneswith the RCTC 91 Express Lanes using a two-mile long mixing area, allowing vehiclesto use either or both sectionsofthe 91 138 ExpressLanes(Chart 43). The RCTC 91 Express Lanes continue approximately eight milesto the I- 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/I-15 interchange. The Commission hasthe authority to charge tollson the RCTC 91 Express Lanesfor 50 yearsthrough March 2067, based on a 1FA between the Commission and Caltrans. Chart43—RC1C 91 Express Lanes Exit at County Line far destinations in RiversideCountr • Green River Rd • Maple SvW6thSt • SR-71 • Lincoln St • SerlusClubDr • Main Si Exit at County Line for destinations in Orange County: • Gypsum Canyon Rd • 24 t Toll Road • Weir CanyonRdlyorba LindaRHd • Imperial' Hwy • talaeview Ave RIVERSIDE COUNTY Legend Existing 91 Express Lanes ■ 91 Express Lanes Extension County Line Entry/Exit Tone (j Carpool Verification Point 91 Express Lanes Entry/Exit Pants and Prke Signs {Posted price is for the entire hip, sr ra rib Ave OCTA owns and operates the Orange County portion of the 91 Express Lanes. Under a cooperative agreement, the Commission and OCTA use the same operator for the back office and customer service center operations of the 91 Express Lanes. The Toll Operations Center and administrative offices are located in Anaheim and the Customer Service Center in Corona. The joint operation of the 91 Express Lanes provides for cost sharing and a seamless customer experience. Staff coordinatesongoing joint 91 ExpressLanesmarketing effortswith OCTA. In July 2019, a contractor completed the installation of new roadside toll equipment to allow for interfacility trip pricing between the RCTC 91 ExpressLanesand 15 ExpressLanes. Additionally, the new equipment complied with the Slate's requirement to transition to 6c toll transponder technology. This contractor provides maintenance of the roadside toll system for the RCTC 91 Express Lanes. While the Commission and OCTA jointly operate and maintain the 91 Express Lanes, tollsforeach 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 RCTC 91 Express Lanes. The Commission uses these revenues to pay for operation and maintenance expensesand debt service aswell asfund repair and rehabilitation reserves. 15 ExpressLanes After securing the financing in July 2017, the Commission commenced design and construction of the 1-15 Express Lanes project (Chart 44) along the 1-15 corridor from Cajalco Road to State Route (SR) 60, approximately 15 miles, by adding one to two tolled expresslanesin each direction. 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. Under a design -build contract awarded by the Commission in March 2020, an expresslanesconnectorwill connect the RCTC 91 ExpressLanesto the 15 Express Lanesnorth of the 15/91 interchange. The Commission anticipatesopening of the 15 ExpressLanes 139 in late 2020. When the 15/91 Express Lanes connector opens in 2023, the daily operations and maintenance and related costswill become part of the 15 ExpressLanesand the responsibility of the Toll OperationsDepartment. lhe 1-15 ExpressLanesand 15/91 ExpressLanesconnectorprojects are included in the Capital Project Development and Delivery Department budget. Smilarto the RCTC 91 Express Lanes, the Commission hasthe authority to charge tollson the 15 Express Lanes for50 yearsafteropening based on a TFA between the Commission and Caltrans. Chart44-15 Express Lanes LEGEND Express Lanes > Express Lane Ingress Ow Express Lane Egress apress Lane Ingress/Egress r� Tolling Point HZ 1!FAL* CO 010413 CO ❑•■ Can[uGa11Bel o Rance Re. • Jurupa Valley Limonite Ave. 1• Eastvale Riverside • Seeene St • Norco Medan Va16y PtWy. Magnela Ave. 011tatlo Ave.c= ' The 15 Express Lanes operator will provide its back office, customer service, and roadside toll system operations from the Regional Operations Center in Corona. Tolls and non -toll revenues related to the 15 ExpressLaneswill be deposited with the Commission'strustee into the trust estate for the 15 Express Lanes. The Commission will use these revenues to pay for operation and maintenance expensesand debt service aswell asfund repairand rehabilitation reserves. Future Express LanesFacilities The Commission is jointly developing with OCTA and the Transportation Corridor Agencies the 241/91 Express Lanes Connector. This future facility will provide a direct connection to and from the median of the 91 ExpressLanesto the SR241 toll road. In 2019, the three agenciesapproved a term sheet that set forth key areas of agreement for this facility including the responsibility for the 91 ExpressLanesto be the day-to-day operator. When this facility opens, the daily operations and maintenance and related costs will become part of the 91 Express Lanes and the joint responsibility of OCTA and the RCTC Toll Operations Department. 140 Sate and Regional Toll Efforts Toll Operations is also working on several important efforts related to tolling. The Commission is coordinating with 8$CTA regarding its development of express lanes on the 1-15 corridor that commence nearthe vicinity of the Riverside/San Bernardino County line to the north. The Commission isa member of and staff isactively involved in the CTOC, which addreryrsmany 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. Cash Flows from Toll Operations The Commission pledged toll revenues as security for the toll -supported debt for the RCTC 91 Express Lanes and 15 Express Lanes. Information regarding toll debt is included in Fund Budgets/Enterprise Fund discussion. For FY2020/21, the Commission will deposit approximately $13.3 million, to the extent available, to the RCTC 91 Express Lanes repair and rehabilitation fund. Toll Operations expenditures include $9,316,900 for major repair and rehabilitation expensespermitted underthe master indenture. For the fourth full year of operations, the RCTC 91 Express Lanes Engineer's Technical Report projected operations and maintenance costs of approximately $15.8 million, whereas the FY 2020/21 budget isapproximately $18.2 million, including an internal administrative cost allocation. The FY2020/21 costsbudget amount is$2.4 million, or14.8%above the Engineer'sTechnical Report projection. In accordance with the 2013 T1RA Loan agreement, the following expenses account forthe portion over10%, asallowed underthe agreement. The Commission determined that these costsare necessary and permitted. • Higher credit card fees related to toll transactionsthan originally estimated; • Additional legal costsrelated to unanticipated litigation; and • Increased FPcostsrelated to incident management and response, including towing. For FY2020/21, the Commission isnot required to deposit anyfundsto the 15 Express Lanes repair and rehabilitation fund and anticipatesno major repair and rehabilitation expenses. For its first year of operations, the 15 Express Lanes Engineer's Technical Report projected operationsand maintenance costsof approximately $14.5 million, whereasthe FY2020/21 budget isapproximately $16.1 million. The FY2020/21 budgeted costsare $1.6 million, or 10.9%above the Engineer's Technical Report projection. In accordance with the 2017 T1F1A Loan agreement, the budgeted expenses over 10%, as allowed under the agreement, primarily related to toll management consultant coststhat are considered necessary and permitted. The projected cash flows for the RCTC 91 Express Lanes and the 15 Express Lanes for the year ending June 30, 2021 are presented in Table 52. The cash balances at June 30, 2021 include surplustoll revenues. 141 Table 52—RCTC 91 Express Lanesand 15 Express Lanes Projected Cash Flows FY 2020/ 21 Cash balance at July 1, 2020, asprojected Cash flows from operating activities Sourcesof operating funds: Toll revenue Non -toll revenue Total sourcesof operating funds Usesoffundsforoperationsand maintenance: 93lariesand benefits Professional costs Support and maintenance costs Projectsand operations Capital outlay Administrative allocation to General fund Total usesoffundsforoperationsand maintenance Net cash provided by operations RCTC 91 Express Lanes 15 Express Lanes $ 125,656,300 $ 25, 247, 900 2,957,100 12, 082, 000 2,146,400 28, 205, 000 14,228,400 645,300 3,102, 000 4,284,700 8,801,800 305,000 1,025,300 461,200 2,400,300 3,353,000 9,561,000 10,000 344,900 18,164,100 16,130,400 10,040,900 (1,902,000) Cash flows from non -capital financing activities Repair and rehabilitation costs (9,316,900) - Use of surplusfor development of 241/91 connector agreements (1,200,000) - Draw on ramp up reserve - 1,902,000 Net cash provided by (used for) non -capital financing activities (10,516,900) 1,902,000 Cash flows from capital and related financing activities Proceedsfrom 2020 Refunding Bonds, including premium 667,528,000 Payment to escrow agent for refunded bonds (147,488,000) Payment to U.S DOTto repay 2013 TIFIA Loan (484,571,600) Costsof issuance paid in connection with 2020 Refunding Bonds (3,887,000) Interest paid on 2020 Refunding Bonds (11,252,000) Interest paid on 2013 Toll Bonds (7,119,900) Net cash provided by capital and related financing activities 13,209,500 Cash flowsfrom investing activities Interest on investments 691,900 Net cash provided by investing activities 691,900 Net increase in cash Cash balance at June 30, 2021, asprojected Department Goals 13, 425, 400 $ 139,081,700 $ TO1 — Provide effective communication of project progress and toll operations to the Board members, city councils, County Board of SLpervisors, Caltrans, CTC, Federal Highway Administration, 11RA, and bondholders. (Policy Goal: Operational Excellence) 1D2 — Focus on timely and effective completion of toll -related capital projects and implementation of needed transportation services. (Policy GoalsQuality of Life, Connecting the Economy, Responsible Partner) 142 TO3 — Sapport regional transportation solutions in cooperation with toll operators in surrounding counties that are of benefit to Riverside County. (Policy GoalsQuality of Life, Operational Excellence, Responsible Partner) ID Toll Operations Performance Measures and Results FY18/19 Estimated FY18/19 Actuals FY19/20 Estimated FY20/21 Projected 101 Toll transactions 14,490,100 15,143,222 15,788,000 26,700,000 101 Toll revenues $40,187,000 $49,885,288 $44,362,300 $37,836,400 701 Non -toll revenues, excluding investment income $7,569,900 $8,538,672 $5,259,700 $4,422,500 143 Appendix A — Glossary of Acronyms AB Armmbly Bill A1P Active Transportation Program BABs Build America Bonds Bechtel — Bechtel Infrastructure BNSF — BNSFRailway Board — Board of Commissioners for the Riverside County Transportation Commission CAFR — Comprehensive Annual Financial Report California — State of California CaIPERS — California Public Employees Retirement System CaISTA — California State Transportation Agency Caltrans — California Department of Transportation Capital Projects — Capital Projects Development and Delivery, a RC1C department CARESAct — CoronavirusAid, Relief, and Economic curity Act enacted in March 2020 to support the federal govemment'sresponse and help businesscsand individualsin regard to COVID-19 CC1V — Closed -Circuit Television CD1FA — California Department of Tax and Fee Administration CEQA — California Environmental Quality Act CETAP — Community Environmental Transportation Acceptability Process CFAC California Freight Advisory Committee CHSRA California High Speed Rail Authority CIP — Capital Improvement Plan CMA — Congestion Management Agency CMAQ — Congestion Mitigation and AirQuality CMP — Congestion Management Program Commission — Riverside County Transportation Commission County — County of Riverside CSTAC — Citizensand Specialized Transit Advisory Council C1C — California Transportation Commission C1OC — California Toll OperatorsCommittee CVAG — Coachella Valley Association of Governments DBE — Disadvantaged Business Enterprise District — Riverside County Regional Park and Open Space District ERP — Enterprise Resource Planning FASTAct — Fixing America'sSjrface Transportation Act Fitch — Fitch Ratings FRA — Federal Railroad Administration FSP — Freeway Service Patrol FTA — Federal Transit Administration FIE — Full-time Equivalent F11P — Federal Transportation Improvement Program FY — Fiscal Year Gann — Gann Initiative approved by California voters in 1979 GFOA — Govemment Finance OfficersAssociation GHG — Greenhouse Gas HOV — High Occupancy Vehicle (Carpool Lane) HSIPR — High Speed Intercity PasecngerRail I — Interstate IECommuter — Inland Empire Commuterrideshare system IEOC — Inland Empire —Orange County Metrolink Service 144 Inland Empire — Region covering Riverside and San Bernardino counties LCTOP — Low Carbon Transit Operations Programs Limited Tax Bonds — Indebtednesssecured by a specified tax or group of taxes LOSSA N — LosAngeles-San Diego -San LuisObispo, a rail corridor LPP — Local Partnership Program, an SB 1 funding category Lklb — Long Range Transportation Study LTF — Local Transportation Fund MAAC MemberAgency 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 byvotersin November2010 Metrolink — Operating name forSCRRA (see RRA) MOE — Maintenance of Effort Moody's — Moody'sInvestorsService MOU — Memorandum of Understanding MPO — Metropolitan Planning Organization MSHCP — Multi -Species Habitat Conservation Plan MSC — Mobile Source Air Pollution Reduction Review Committee (AB2766) NEPA — National Environmental Policy Act OCTA — Orange County Transportation Authority PPM — Planning, Programming, and Monitoring PVL — Perris Valley Line Metrolink Extension Project RCTC — Riverside County Transportation Commission RCTC 91 Express Lanes — Express lanes on SR-91 from the Orange County line to 1-15 owned and operated by the Commission RDOCC — Riverside Downtown OperationsControl Center RIP — Regional Improvement Program RTA — Riverside Transit Agency RIP — Regional Transportation Plan R1PA — 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 SB 1 — Road and Repair Accountability Act of 2017, state legislation that increased state gas tax for transportation purposesand wassigned by the Governor in April 2017 SB 132 — Sate appropriation approved in April 2017 that provides $427 million in funding for five Riverside County Transportation Efficiency Corridor projects S3743 — State legislation that created a process that changes how transportation impactsare analyzed underCEQA S3821 — State legislation that provides funding for bicycle and pedestrian projectsthrough the TDA SBCTA — San Bernardino County Transportation Authority SBE — Small BusinessEnterprise SC AG — Southern Califomia Association of Governments SCRRA — Southern Califomia Regional Rail Authority SCS — Sustainable CommunitiesStrategy SDP — Service Development Plan 145 SG R SHO PP SJBL SR SRA SRTP STA State STBG S11P SunLine TAP TCEP TDA TDM 1FA TIRA T1P 1UMF U.S. DOT UC R VanClub Western County WRCOG 15 ExpressLanes 91 COP 91 ExpressLanes 91 Project 1989 Measure A 2009 Measure A 2010B Bonds 2013 SalesTax Bonds 201311RA Loan 2013 Toll Bonds 2016 Refunding Bonds 2017A Bonds 2017BRefunding Bonds - State of Good Repair(SB 1 Program) - State Highway Operationsand Protection Program - San Jacinto Branch Line - State Route - State Rail Account — Short Range Transit Plan State Transit Assistance State of California - Surface Transportation Block Grant - State Transportation Improvement Program - SunLine Transit Agency - Transportation AlternativesProgram - Trade Corridor Enhancement Program - Transportation Development Act - Transportation Demand Management - Toll Facility Agreement — Transportation Infrastructure Finance and Innovation Act Transportation Improvement Plan — Transportation/Traffic Uniform Mitigation Fee (Western County/Coachella Valley) - United SatesDepartment of Transportation - University of Califomia at Riverside - RCTC'svanpool subsidy program - Western area of Riverside County - Western Riverside Council of Governments - Express lanes on 1-15 in Riverside County from SR60 to Cajalco Road in Corona owned and operated by the Commission — 91 Corridor Operations Project — Tolled expresslaneson SR-91 in Orange County operated by OCTA (OCTA 91 Express Lanes) and in Riverside County by the Commission (RC1C 91 ExpressLanes) - SR-91 corridor improvement project consisting of two tolled express lanes in each direction of SR91 between the Orange County line and 1-15 and a direct connector, the addition ofa general purpose lane between SR71 and 1-15, and other improvements - Original 1/2 cent transportation salestaxmeasure approved by voters in November 1988 that expired in June 2009 Extension of sales tax measure approved by voters in November2002which became effective upon expiration of original salestaxmeasure on July 1, 2009fora 30-yearperiod - Sales Tax Revenue Bonds, Series B Taxable issued in November2010 - SalesTaxRevenue Bondsissued in July 2013forthe 91 Project - 11RA Loan executed in July 2013 forthe 91 Project - Toll Revenue Bondsissued in July 2013 forthe 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 SalesTax Bonds 146 201711RA Loan — 11RA Loan executed in July 2017 for the 1-15 Express Lanes project 2018 Refunding Bonds — Sales Tax Revenue Refunding Bonds issued in April 2018 to refund all of the SeriesBand SeriesC bondsissued in 2009 2020 Refunding Bonds — RC1C 91 Express Lanes senior and second lien toll revenue bondsapproved by the Commission in March 2020to refund 2013 Toll Bonds (current interest bonds) and 201311RA Loan; the marketing and sale of the bondswassuspended due to the COVID-19 crisisand related market disruption 147 Appendix B-Salary Schedule Effective 7/2/2020 Department Range Monthly Monthly Exempt / FIE No. Minimum Maximum Non -Exempt ADM IN ISTRATIO N Administrative ServicesManager/Clerk of the Board 1 51 $ 9,774 $ 13,195 E Deputy Clerk of the Board 1 32 $ 6,147 $ 8,298 NE Human ResourcesAdministrator 1 45 $ 8,443 $ 11,398 E 1 ITAdministrator 1 45 $ 8,443 $ 11,398 E RecordsTechnician 1 17 $ 4,264 $ 5,757 NE Senior Administrative Assistant 2 25 $ 5,183 $ 6,997 NE Senior Office Assistant 1 13 $ 3,868 $ 5,222 NE Administration Ribtotal 8 CAPITAL PROJECTDEVELOPMENTAND DELIVERY 1 Capital ProjectsManager 5 53 $ 10,263 $ 13,855 E FacilitiesAdministrator 1 45 $ 8,443 $ 11,398 E Project Delivery Director 1 67 $ 14,441 $ 19,495 E Fight of Way Manager 1 53 $ 10,263 $ 13,855 E Senior Management Analyst 3 43 $ 8,041 $ 10,855 E Capital Project Development and Deliery Subtotal 11 EXECUTIVE MANAG EM ENT Deputy Executive Director 1 75 $ 17,553 $ 23,696 E Executive Director 1 83 $ 21,335 $ 28,803 E Executive Management Subtotal 2 RNANCE Accountant 1 33 $ 6,300 $ 8,505 E Accounting Assistant 2 17 $ 4,264 $ 5,757 NE Accounting Supervisor 1 44 $ 8,237 $ 11,120 E Accounting Technician 2 25 $ 5,183 $ 6,997 NE Chief Financial Officer 1 67 $ 14,441 $ 19,495 E Deputy Director of Finance 1 57 $ 11,315 $ 15,275 E Rnancial Analyst 1 35 $ 6,615 $ 8,931 E Procurement Manager 1 53 $ 10,263 $ 13,855 E SeniorRnancialAnalyst 1 43 $ 8,041 $ 10,855 E Senior Procurement Analyst 1 43 $ 8,041 $ 10,855 E Finance Subtotal 12 EXTERNAL AFFAIRS Extema I Affairs Director 1 63 $ 13,098 $ 17,682 E Legislative AffairsManager 1 51 $ 9,774 $ 13,195 E Public AffairsManager 1 51 $ 9,774 $ 13,195 E SeniorManagement Analyst 1 43 $ 8,041 $ 10,855 E External Affairs Subtotal 4 MULTIMODAL SERVICES Commuter and Motorist Assistance Manager 1 51 $ 9,774 $ 13,195 E SeniorManagement Analyst 2 43 $ 8,041 $ 10,855 E Multimodal ServicesDirector 1 63 $ 13,098 $ 17,682 E Transit Manager 1 51 $ 9,774 $ 13,195 E Multimodal ServicesaJbtotal 5 PLANNING AND PROGRAMMING uff:VICES 1 Planning and Programming Director 1 63 $ 13,098 $ 17,682 E Planning and Programming Manager 1 51 $ 9,774 $ 13,195 E SeniorManagement Analyst 2 43 $ 8,041 $ 10,855 E Planning and Programming ServicesSJbtotal 4 RAIL MAINTENANCEAND OPERATIONS Rail Manager 1 51 $ 9,774 $ 13,195 E Management Analyst 1 35 $ 6,615 $ 8,931 E Rail Maintenance and OperationsSubtotal 2 TOLL OPERATIONS SeniorManagement Analyst 2 43 $ 8,041 $ 10,855 E Toll OperationsManager 1 63 $ 13,098 $ 17,682 E Toll Program Director 1 71 $ 15,921 $ 21,493 E Toll Project Manager 1 65 $ 13,753 $ 18,566 E Toll Technology Manager 1 53 $ 10,263 $ 13,855 E Toll OperationsSubtotal 6 Tota I Authorized Positions Administration Capital Project Development and Delivery Executive Management Finance Exte m a l Affa irs Multimodal Services Planning and Programming Services Rail Maintenance and Operations Toll Operations Tota I Authorized Positions 8 11 2 12 4 5 4 2 6 54 'The FY2020/21 budget includesthe funding for50 FIE The unbudgeted and unfilled positions includ e two Capital Projects Managers, ITAdministrator, and Planning ana48gramming Director. Appendix B — FY 2020/21 Organization Chart Human Resources Administrator Board of Commissioners Legal Counsel Deputy Executive Director Administrative Services Manager/ Clerk of the Board Deputy Clerk of the Board ITAdministrator 7— Records Technician Senior Administrative Assistant (2) niorOffice Assistant L Chief Fna ncia I Officer Deputy Director of Finance Senior Financial Accounting Analyst L8ipeir Financial Analyst d LAc Technician Accountant Accounting Technician Accounting Assista nt(2) iimProcurement Manager LSenior Procurement Analyst Unbudgeted and unfilled positions Planning and Programming Director Planning and Programming Manager nior Management Analyst &nior Management Analyst Multimodal Services Director LRail Manager Management Analyst Transit Manager nior Management Analyst External Affairs Director Public Affairs Manager &nior Management Analyst Commuter an Motorist Assistance Manager Senior Management Analyst Legislative Affairs Manager IReclassificationspending Executive Committee approval Project Delivery Director Capital Project Manager (2) Capital Project Manager (2) Right of Way Manager L Senior Management Analyst (3) - Facilities Administrator 71Io72•Tr.T Director Capital Project Manager Toll Project Manager Toll Operations Manager ■ Toll Technology Manager L J Senior Management Analyst (2) 149 PRO POSED BUDGEF FISCAL YEAR 2020/ 21 Theresia Trevino, Chief Financial Officer FY2020121 Budget Considerations COVID-19 Impacts • Salestax revenues • TUM F • Toll transactionsand revenues RCTC projectsand programs • Use of accumulated reservesforprojectsand programs, as necessary • Flexibility to change scope and timing of capital projects • 5lgnificant outsourcing of engineering and operations Financing needsand related costs • Final 11FIA loan drawdown on 1-15 ExpressLanesproject • Resume refinancing of 91 Express Lanestoll debt Budget Summary Beginning Fund Balance Total Estimated Revenues/Sources 1,502,348,200 Revenues Debt Proceeds Transfers In $609,849,200 714, 899, 900 177, 599,100 Total Estimated Expenditures/Expenses/Uses (1,616,661,900) Expenditures/Expenses Debt Service Transfers Out $716,228,900 722,833,900 177,599,100 Revenues/Sourcesunder Expenditures/Expenses/Uses (114,313,700) Ending Fund Balance FY 2020/ 21 RevenueslSources C om pa rison FY 2018/ 19 Actual FY 2019/ 20 Revised Budget FY 2019/ 20 Projected FY 2020/ 21 Budget Percent Change Measure A SalesTax L1FSalesTax SR SalesTax Federal reimbursements Gate reimbursements Local reimbursements IUMF Tolls, Penalties, and Fees Other revenues Investment income Total Revenues Debt proceeds 11F1A loan proceeds Transfers in Total Revenues/Sources $ 201,205,000 103,819,400 27,201,800 67,752,600 64,007,900 6,933,900 29,968,500 58,423,500 6,264,700 23,050,800 $ 178, 000, 000 91,000,000 31,050,600 89,718,700 160,896,100 9,858,900 17,240,000 67,201,100 652,000 9,500,000 $ 178,000,000 91,000,000 28,697,900 42,514,800 123,494,700 3,835,700 17,240,000 49,622,000 653,700 10,741,400 588,628,100 655,117,400 545,800,200 14,946,100 139,401,800 $ 742, 976, 000 $ 665,392,400 75, 703, 000 166, 746, 000 89,896,000 167,757,300 1,562,958,800 $ 803,453,500 $ 160,000,000 82,000,000 28,656,900 103,695,200 155, 006,100 18, 565,100 15,500,000 42,258,900 621,500 3,545,500 609, 849, 200 667,528,000 47, 371, 900 177, 599,100 $ 1,502,348,200 - 10% - 10% - 8% 16% - 4% 88% - 10% - 37% -5% - 63% 0% - 37% 7% - 4% $800 $700 $600 $500 $400 $300 $200 $100 $- Sources Comparison 1 tea% �a1 �a� `a� J0 005 J0 �0 �\(` 067 �0S �05 �05 0� ,0� d� ,0� 00 �s0� 00 Sa Sa sa .< �- a�' �- \ �a� e JtoP \, SAP ��0,0 �J�� �05 , c\ �ok �� �4' as �o �a�� O os� O �o �� SQO \� id FY 2019/20 Revised .\o Budget bid FY2019/20 Projected 1:1FY2020/21 Budget tIF &immary of Expenditures, Expenses, and Uses by Function FY 2018/ 19 Actual FY 2019/ 20 Revised Budget FY 2019/ 20 Projected FY 2020/ 21 Percentage of Budget Function Personnel Professional Support Projectsand operations Capital outlay Debt service Total Expenditures/Expenses Transfers out Total Expenditures/Expenses/Uses 9,343,000 11, 735, 900 7,996,400 440,970,400 6,704,800 76,693,100 553,443,600 139,401,800 $ 19,902,500 28,173, 300 14, 313,100 753,951,700 6,518,800 706, 924, 000 1,529,783,400 166, 746, 000 $ 19,901,900 15, 951, 000 11, 065, 600 575, 805, 600 4,660,000 76,654,400 704, 038, 500 167, 757, 300 $ 692,845,400 $ 1,696,529,400 $ 871,795,800 $ 10,932,000 21,975,400 17, 748, 000 659, 609, 700 5,963,800 722, 833, 900 1,439,062,800 177, 599,100 $ 1,616,661,900 89% 11% 100% Summary of Expenditures, Expenses, and Uses by Department FY 2020/ 21 Budget Percentage of Uses Management Services Regional Programs Capital Project Development and Delivery Toll Operations Debt Service TransfersOut Total Expenditures, Expenses, and Uses $ 11, 822, 500 173,147, 500 486, 814,100 44,444,800 722, 833, 900 177, 599,100 $ 1,616,661,900 3% 45% 11% 100% Management Services Expendituresl Uses FY2018/19 FY2019/20 FY2019/20 FY2020/21 Actual Revised Budget Projecte • Budget Executive Management Administration External Affairs Finance Debt Service Total Expenditures Transfers0ut Total Management Services Executive Management $ 607,700 $ 2,712,600 2,204,100 2,948,600 17,500 773,700 $ 4,120,800 3,265,900 6,177,000 989,800 3,505,100 4,960,800 5,118,400 8,490,500 11,197,100 14,337,400 10,087,900 14, 574,100 10, 087, 900 $ 19,687,600 $ 24,425,300 $ 24,662,000 Administration $ 644,800 3,572,700 2,096,000 5,509,000 11,822,500 10,007,700 $ 21,830,200 Asg External Affairs Finance 30% 18% 47% • 4 and Operations Regional ProgramsExpenditures(Uses FY 2018/ 19 c to FY 2019/ 20 Revised Budget FY 2019/ 20 Projecte FY 2020/ 21 Budget Planning and Programming Services Rail Maintenance and Operations Public and jecialized Transit Commuter Assistance M oto rist Assistance Total Expenditures Transfers Out Total Regional Programs Rail Maintenance Public and !ir Specialized Transit $ 3,959,600 27, 563, 900 119, 602, 800 3,370,200 4,178,400 $ 13,598,500 45,302,500 163,125,200 4,686,900 6,641,500 $ 7,760,700 39, 046, 500 143, 008, 900 3,976,700 4,757,700 $ 7,198, 500 54,328,400 100,332,100 4,936,800 6,351,700 158,674,900 34,275,900 $ 192,950,800 233,354,600 39,252,500 $ 272,607,100 198, 550, 500 37, 578, 600 $ 236,129,100 173,147, 500 25,469,100 198, 616, 600 31% 1116 58% Commuter Assistance Jr - Motorist Assistance r Capital Project Development & Delivery Expenditures/ Use s FY 2018/ 19 Actual FY 2019/ 20 FY 2019/ 20 Revised Budget Projected FY 2020/ 21 Budget Percentage of Expenditures / Uses Salariesand benefits Professional costs Support costs Projects and operations: Program operations Engineering Construction Design build Right of way and land Local streetsand roads Regional arterials Other (special studies/operating & capital disbursements) Capital outlay Debt service Total Expenditures Transfers out Total Capital Project Development & Delivery $ 3,265,200 $ 4,416,400 691,300 7,346,700 $ 7,498,100 1,894,900 5,652,600 10, 370, 500 13,111,500 23,271,000 53,145,600 148,302,100 107, 589, 300 158, 341, 500 19,710,500 92,508,500 61,069,300 54,061,300 19,203,900 30,967,000 3,972,000 15,001,800 4,995,900 4,293,500 69,555,700 69,537,500 7,339,100 3,537,100 918,400 6,761,300 20,945,500 106,029,600 135,100,000 34,220,500 54,061,300 25,000,000 831,600 3,597,000 69,534,500 366,379,200 89,619,700 623,394,400 114,346,100 467,875,900 117, 551,100 $ 455,998,900 $ 737,740,500 $ 585,427,000 $ 3,121,600 4,026,700 2,089,400 7,592,400 26,225,000 201,788,200 100,621,100 58,233,600 48,479,100 30,000,000 850,000 3,787,000 69,519,000 556,333,100 140,752,100 $ 697,085,200 0% 1% 0% 1% 4% 29% 14% 8% 7% 80% 20% 100% Capital Project Highlights 91 Corridor Operations Project 1-15 Exp re ss La n e s 15/91 ExpressLanesConnector Mid County Parkway I-215/Placentia interchange SR-60 Truck Lanes I-15/Railroad Canyon Interchange Pachappa Underpass Toll Operations RC1C 91 Express Lanes 15 Express Lanes Total FY 2019/ 20 FY 2020/ 21 FY 2019/ 20 FY 2020/ 21 FY 2020/ 21 Projected Budget Projected Budget Budge Sources Federal Reimbursements Tolls, Penalties, and Fees Other Revenue Investment Income Transfers In Debt Proceeds $ 49,622,000 28,205,000 2,011,100 691,900 667,528,000 $ 78,000 14,053,900 96,500 1,902,000 Total So u rc e s 51,633,100 696,424,900 Expenses/Uses Personnel Salariesand Benefits 846,200 663,200 Pro fe ssio n a l Se ry ices 2,458,300 6,165,600 S p p o rt Costs 3,450,700 4,284,700 Program Operations 8,736,900 17,240,800 Capital Outlay 426,000 305,000 Debt Service 7,119,900 653,314,900 Tra nsfe rs Out 2,539,700 1,025,300 Total Expenses/Uses 25,577,700 682,999,500 Excess(deficiency)of revenuesover(under) expenses/usesand otherfinancing sources (uses) 26,055,400 13,425,400 Beginning Fund Balance 99,600,900 125,656,300 Ending Fund Balance $ 125,656,300 $ 139,081,700 $ $ 16,130,400 461,200 2,400,300 3,353,000 9,561,000 10,000 344,900 16,130,400 $ 78,000 42,258,900 96,500 691,900 1,902,000 667,528,000 712,555,300 1,124,400 8,565,900 7,637,700 26,801,800 315,000 653, 314, 900 1,370,200 699,129,900 13,425,400 125,656,300 $ 139,081,700 Measure A Administrative Costs FY 2020/21 Budget Benefits, Salaries and 0.87% Administrative Costs, 1.54% Conduct public hearing Authorization and adoption Continue monitoring Next Steps • Review the final budget document • Conduct the public hearing • Approve salary schedule effective 7/2/20 • Adopt Proposed FY2020/21 Budget • Approve use of surplusfor 241/91 connector efforts • Post-COVID-19 salestax, IUMF, and toll revenue trends • Measure A administrative salariesand benefits • Timelinessof federal and state reimbursements • Funding needsforprojectsand programs 1 AGENDA ITEM 6 PUBLIC HEARING RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Toll Policy and Operations Committee Jennifer Crosson, Toll Operations Manager THROUGH: Anne Mayer, Executive Director SUBJECT: 15 Express Lanes Toll Schedule Adoption TOLL POLICY AND OPERATIONS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve Resolution No. 20-008, "Resolution of the Riverside County Transportation Commission Adopting the 15 Express Lanes Toll Schedule" and 2) Forward to the Commission to conduct a public hearing at its June 10, 2020 meeting and take final action. BACKGROUND INFORMATION AND DISCUSSION: The authorizing legislation for the 15 Express Lanes, Streets and Highways Code section 149.8 (c) (4) requires the Commission to make available for public review and comment a proposed toll schedule. In addition, Government Code section 66018, part of the Mitigation Fee Act, requires that prior to approving a resolution which adopts a new fee, a public hearing shall be held as a part of a regularly scheduled meeting. Notice of the time and place of the meeting, including a general explanation of the matter to be considered, shall be published in accordance with Section 6062a. To comply with Streets and Highways Code section 149.8 (c)(4), public notice of the proposed toll schedule was published on the Commission's web site on May 10th for public review and comment 30 days in advance of the June 10, 2020 Commission meeting. To comply with Government Code section 66018, Resolution No. 20-008 "Resolution of Riverside County Transportation Commission Adopting the 15 Express Lanes Toll Schedule" has been prepared for Commission approval and a noticed public hearing will be conducted at its June 10, 2020 meeting. Staff is seeking approval of the proposed resolution that adopts the toll schedule and to forward to the Commission for their approval and to conduct a public hearing. In June 2016, the Commission adopted Resolution No. 16-011, "Resolution of the Riverside County Transportation Commission Regarding Interstate 15 Express Lanes Toll Policy Goals and Toll Policies". In March 2019, the Commission adopted Resolution No. 19-003, "Resolution of the Riverside County Transportation Commission Adopting the Amended and Restated Interstate 15 Agenda Item 6 150 Express Lanes Toll Policy Goals and Toll Policies", which included a revision to the zero -emission vehicle policy. The Amended and Restated Interstate 15 Express Lanes Toll Policy Goals and Toll Policies (adopted March 2019) is Attachment 3 to this report. The adopted 15 Express Lanes Toll Policy Goals and Toll Policies includes toll policy number 19. Pursuant to toll policy 19, the Commission previously adopted the use of dynamic pricing as the method for determining the toll price for the 15 Express Lanes. As described in the previously - adopted 15 Express Lanes Toll Policy Goals and Toll Policies, dynamic pricing employs toll rates that vary in real-time based on actual travel conditions detected in the corridor. The use of dynamic pricing on the 15 Express Lanes will be essential to meeting the adopted 15 Express Lanes goals of providing customers with a safe, reliable, and congestion free trip; balancing commute choice and lane availability; and generating sufficient revenue to meet the Commission's financial obligations and fund long-term costs. Dynamic pricing is achieved with the use of a complex algorithm tailored for the 15 Express Lanes. The algorithm is being provided by the toll services provider, Kapsch, as a part of their scope of work. The algorithm has been customized for the 15 Express Lanes using assumptions from the traffic and revenue study and historical traffic data from Interstate 15, State Route 91, and the 91 Express Lanes. As the installation of the on -road traffic detection system progresses, Kapsch will continue to adjust the algorithm based on the data collected. A proposed resolution and toll schedule are included as Attachments 1 and 2, respectively. The toll schedule includes the following: principles and parameters used by the algorithm, minimum toll rate schedule, maximum toll information, the display of toll rates and abnormal traffic conditions and the suspension of tolling. A summary of each element of the toll schedule is provided below. Principles and Parameters The algorithm was established based on the following principles and parameters: 1. Set the price to achieve free flow speeds of 60-65 mph and exceed the federal minimum requirement of an average speed of 45 mph; 2. Consider traffic volume, density, travel speed, travel time, flow of traffic, and historical traffic patterns; 3. Establish a toll rate for each segment of the 15 Express Lanes; 4. The toll rate will change as frequently as needed to maintain desired traffic conditions, but not more frequently than every three minutes; and 5. The toll rate could in increments up to $3.00 per segment. Minimum Toll Rate The minimum toll rate will initially be 16.9 cents per mile. The minimum toll rate per mile was established based on assumptions used in the traffic and revenue study approved by the Agenda Item 6 151 Commission to support the 2017 financing of the 1-15 Express Lanes Project. The minimum toll rate per mile is multiplied by the mileage for each segment resulting in the minimum toll rate schedule for each segment as provided in figure 1 below. The 15 Express Lanes has four segments in each direction. If a customer travels the full length of the 15 Express Lanes, the minimum toll will be $1.75 and $1.70 in the southbound and northbound direction, respectively. The minimum toll rate allows for minimal tolling during off-peak periods to generate revenue to pay ongoing operation and maintenance costs of the express lanes. The minimum toll rate schedule will be adjusted annually on July 15t by an inflation adjustment tied to the CPI Index Adjuster for the region from January to December of the previous calendar year. Southbound SR 60 to Sixth St. Limonite Ave. to Second St. Sixth St. to Ontario Ave. Magnolia Ave. to Cajalco Rd. $0.30 $0.40 $0.50 $0.55 Total $1.75 Figure 1 Minimum Toll Rate Schedule Toll Rates Northbound Cajalco Rd. to Magnolia Ave. Ontario Ave. to Sixth St. Second St. to Limonite Ave. Sixth St. to SR 60 $0.35 $0.40 $0.50 $0.45 Total $1.70 Toll rates will be determined in real-time based on the level of traffic congestion and other factors consistent with Dynamic Pricing. There is no maximum toll rate. The 15 Express Lanes toll pricing objective adopted by the Commission seeks to "optimize person throughput in the corridor while meeting debt obligations". This policy balances throughput and revenue thereby providing the flexibility to better match lane supply with user demand. This flexibility in the maximum toll rate also supports the creditworthiness of the 15 Express Lanes and ensures the Commission's ability to meet its operating expense and debt obligations. Display of Toll Rates Toll rates will be posted on overhead signs in advance of each entrance to the express lanes. The overhead sign will name the destination and associated price. The signs will generally display the price to the first exit and to the next major exit. An example of an overhead toll rate sign is provided in figure 2. The toll system will capture traffic flow data to determine the amount of time it takes for a customer to travel from the toll rate sign to the toll point. Using that information, the toll system will charge the customer the toll rate they saw on the sign. If real-time communication of the toll rate on the sign is not functioning, a historical toll schedule stored in the sign will be displayed until communication is restored. The stored toll schedule will reflect the average toll for the specific time over the prior two weeks. Agenda Item 6 152 EXPRESS LANES F,as7iParc TO Sixth St TO ONLY $ 0.75 $ 2.70 Figure 2 Overhead Toll Rate Sign Abnormal Traffic Conditions and the Suspension of Tolling From time to time traffic volumes will vary significantly due to a holiday, incident, construction or other atypical occurrence. While the algorithm will adjust toll rates to changes in traffic conditions, it may not react quickly enough in abnormal traffic conditions. While operating the 91 Express Lanes over the past three years, temporary toll schedules have been utilized for holidays, fires, major accidents, the COVID 19 pandemic, and adjacent road closures. The 15 Express Lanes toll schedule allows for the implementation of a temporary toll schedule or to temporarily suspend tolling altogether should abnormal traffic conditions occur. The Executive Director, or designated staff, would implement such measures. The 15 Express Lanes will also have an incident management plan in place similar to the 91 Express Lanes which provides for the immediate identification of on -road incidents and a communication escalation plan. This plan allows for a consistent and quick reaction to unexpected incidents. Sample Peak Period Toll Schedule A recent toll rate simulation was performed by the toll services provider using the dynamic pricing algorithm created for the 15 Express Lanes and pre-COVID-19 traffic data. The simulation produced toll rates for each day of the week. A representative sample of peak -period tolls are shown in figure 3 using 2019 traffic data. The sample, peak -period toll schedule shows the likely highest toll rate in each hour by segment. In early fall 2020 and leading up to the express lanes opening, corridor traffic will be closely analyzed and the 15 Express Lanes dynamic pricing algorithm will be recalibrated based on then - current traffic data. Using the most current data, an updated, opening -day, toll rate schedule will be prepared for use. Agenda Item 6 153 At the opening and during the initial months of the 15 Express Lanes operation, toll rates produced by the dynamic pricing algorithm will be closely monitored by the toll services provider and staff. Deployments of dynamic pricing by other toll agencies across the state indicate that the dynamic pricing algorithm will require constant monitoring and adjustments in the initial months of operation while it collects data about motorist's reaction to pricing. AM Peak Period Southbound 5:00 6:00 7:00 8:00 SR 60 to Sixth St. $0.65 $0.75 $1.25 $0.65 Limonite Ave. to Second St. $0.35 $0.35 $0.35 $0.35 Sixth St. to Ontario Ave. $0.75 $0.75 $3.10 $2.65 Magnolia Ave. to Cajalco Rd. $0.40 $1.05 $2.10 $2.00 Total $2.15 $2.90 $6.80 $5.65 Northbound Cajalco-Magnolia $1.90 $2.75 $4.50 $2.35 Ontario -Sixth $2.40 $5.25 $6.00 $4.05 Second -Limonite $0.40 $1.60 $3.85 $2.80 Sixth-SR60 $0.55 $3.15 $3.95 $3.95 Total $5.25 $12.75 $18.30 $13.15 PM Peak Period Southbound 3:00 4:00 5:00 6:00 SR 60 to Sixth St. $2.65 $4.05 $4.55 $3.55 Limonite Ave. to Second St. $1.45 $1.85 $3.25 $3.10 Sixth St. to Ontario Ave. $1.85 $8.20 $8.50 $7.95 Magnolia Ave. to Cajalco Rd. $2.00 $5.50 $5.50 $1.90 Total $7.95 $19.60 $21.80 $16.50 Northbound Cajalco-Magnolia $0.50 $2.30 $2.95 $1.95 Ontario -Sixth $1.30 $2.15 $3.25 $2.50 Second -Limonite $0.75 $2.80 $4.10 $2.85 Sixth-SR60 $0.55 $1.15 $1.45 $0.75 Total $3.10 $8.40 $11.75 $8.05 Figure 3 Sample Peak Period Toll Schedule using 2019 Traffic Data Staff Recommendation The 15 Express Lanes toll schedule (Attachment 2) provides the basic parameters within which dynamic pricing will operate, a minimum toll rate schedule, policy for displaying the tolls and the ability to respond to abnormal traffic conditions or emergencies. The toll schedule has been posted allowing for the required public review and comment in advance of the 15 Express Lanes opening. Therefore, staff recommends approval of Resolution No. 20-008 "Resolution of the Riverside County Transportation Commission Adopting the 15 Express Lanes Toll Schedule" and forward to the Commission to conduct a public hearing at its June 10, 2020 meeting and take final action. Agenda Item 6 154 Attachments: 1) Resolution No. 20-008 "Resolution of the Riverside County Transportation Commission Adopting the 15 Express Lanes Toll Schedule" 2) 15 Express Lanes Toll Schedule 3) Amended and Restated Resolution of the Riverside County Transportation Commission Regarding Interstate 15 Express Lanes Toll Policy Goals and Toll Policies Approved by the Toll Policy and Operations Committee on May 28, 2020 In Favor: 7 Abstain: 0 No: 0 Agenda Item 6 155 ATTACHMENT 1 RESOLUTION NO. 20-008 RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION ADOPTING THE 15 EXPRESS LANES TOLL SCHEDULE WHEREAS, the Riverside County Transportation Commission (the "Commission") is preparing to operate the 15 Express Lanes. WHEREAS, the 15 Express Lanes Toll Policy Goals and Toll Policies, originally adopted by the Commission in June 2016, and as subsequently amended, provide for implementation of dynamic toll pricing on the 15 Express Lanes. WHEREAS, the Commission now desires to adopt the 15 Express Lanes toll schedule for dynamic pricing ("Toll Schedule"). WHEREAS, the Commission provided notice of a public hearing regarding adoption of this Resolution in a newspaper of general circulation in accordance with Government Code section 6062a. NOW, THEREFORE, be it resolved by the Riverside County Transportation Commission as follows: Section 1. The Riverside County Transportation Commission hereby adopts the Interstate 15 Express Lanes Toll Schedule attached as Exhibit A. The attached Toll Schedule has been approved by the Commission, following the conduct of a public hearing, and shall be communicated to the general public, toll facility users, and the financial community. APPROVED AND ADOPTED this 10th day of June, 2020. 156 RESOLUTION NO. 20-008 Ben J. Benoit, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley Clerk of the Board 157 EXHIBIT A INTERSTATE 15 EXPRESS LANES TOLL SCHEDULE [attached behind this page] 158 ATTACHMENT 2 15 Express Lanes Toll Schedule Definitions Abnormal Traffic- when traffic volumes vary from those of a prior period due to a holiday, incident, construction or other atypical occurrence. Dynamic Pricing — The setting of a toll in real-time based on level of traffic congestion and other factors. Emergency — A national, state or local declared state of emergency or other emergency situation that impacts toll operations. Inflation Factor —The US Bureau of Labor Statistic's Consumer Price Index adjuster for the region from January to December of the previous calendar year that will be applied annually to the Minimum Toll Rate. Minimum Toll Rate — The lowest toll per mile that the Pricing Algorithm can assign. Pricing Algorithm - The methodology by which tolls are set that aims to manage demand for the express lanes by adjusting tolls using real-time and historic traffic data. Segment — A portion of the express lanes in which a customer can enter or exit and to which a single toll is assigned and published on the overhead sign. See Figure 1 for Segments. Segment Minimum Toll Rate — Established by multiplying the Minimum Toll Rate per mile by the number of miles in each segment and rounded up to the nearest $.05. Dynamic Pricing Principles and Parameters 1. The 15 Express Lanes will use Dynamic Pricing to set toll rates to typically achieve free - flow speeds of 60-65 mph and exceed the federal minimum requirement of 45 mph consistent with the 15 Express Lanes toll policy adopted by the Commission at its June 8, 2016 meeting. 2. A Pricing Algorithm which considers traffic volume, density, travel speed, travel time, flow of traffic, and historical traffic patterns will be used to determine the toll rate. 3. The Pricing Algorithm will establish a toll rate for each Segment making up the 15 Express Lanes. 4. The toll rate will change as frequently as needed to maintain desired traffic conditions, but not more frequently than every three minutes; and 5. The toll rate could change in increments up to $3.00 per Segment. 159 Minimum Toll Rates The Minimum Toll Rate will initially be 16.9 cents per mile. This rate was established in consultation with the Commission's Traffic and Revenue consultant and is consistent with the Traffic and Revenue assumptions used as part of the financing of the 1-15 Express Lanes Project. The Minimum Toll Rate will be adjusted annually, effective each July 1, by the Inflation Factor and rounded to the nearest 5 cents. When a toll rate is in effect it shall never be less than the Minimum Toll Rate. Initial Minimum Toll Rates for each Segment are provided below: Figure 1 Minimum Toll Rate Schedule Southbound SR 60 to Sixth St. Limonite Ave. to Second St. Sixth St. to Ontario Ave. Magnolia Ave. to Cajalco Rd. $0.30 $0.40 $0.50 $0.55 Total $1.75 Toll Rates Northbound Cajalco Rd. to Magnolia Ave. Ontario Ave. to Sixth St. Second St. to Limonite Ave. Sixth St. to SR 60 $0.35 $0.40 $0.50 $0.45 Total $1.70 Toll rates will be determined in real-time based on the level of traffic congestion and other factors consistent with Dynamic Pricing. There is no maximum toll rate. The 15 Express Lanes toll pricing objective adopted by the Commission seeks to "optimize person throughput in the corridor while meeting debt obligations". This policy balances throughput and revenue thereby providing the flexibility to better match lane supply with user demand. This flexibility in the maximum toll rate also supports the creditworthiness of the 15 Express Lanes and ensures the Commission's ability to meet its operating and debt obligations. Displaying Toll Rates 1. Toll rates will be posted on overhead signs in advance of each 15 Express Lanes entrance. 2. Each toll rate sign will include toll rates to each of the posted destinations. 3. The customer will be charged the toll posted at the time they passed the toll rate sign. 4. Should the toll rate sign not be able to display tolls for any reason then the historical rate for the same time period will be posted. Abnormal Traffic Conditions or Emergencies and Suspension of Tolling A temporary toll schedule may be implemented, which may include the suspension of tolling, during Abnormal Traffic or Emergencies. 160 ATTACHMENT 3 XPP5S LANES 1-1S EXPRESS LONES PROJECT Toll Policy Report Adopted March 2019 1-15 Express Lanes Project Toll Policy Report EXPRESS LRHES Table of Contents Introduction 1 Toll Policy Goals 2 Toll Policy Summary 4 Toll Policy Descriptions 6 1— 2. Toll Pricing Objectives 6 3. Hours of Operation 7 4. Carpool Occupancy Requirement 8 5 — 6. Toll Interoperability 10 7. Project Development Costs 12 8. Operations and Maintenance Costs 14 9. Project Repayment 16 10. Use of Revenue 17 11. Enforcement 18 12 — 14. Operations and Maintenance Responsibilities 20 15. Signage 22 16. Express Bus Integration 23 17. Design — Facility Ingress and Egress 25 18. Design — Number of Lanes 27 19. Toll Pricing Method 28 20. Toll Exemptions and Discounts 30 21. Toll Payment Method 33 22. Mobile Interface 35 23. High Occupancy Vehicle Declaration Options 36 24. Express Lane Operations Facility 38 1-15 Express Lanes Project 162 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Introduction This report provides a description of the toll policies that form the basis for the Concept of Operations, which serves as the framework for the ultimate design of the 1-15 Express Lanes Project. These toll policies will also be used as key assumptions for the 1-15 Express Lanes Traffic and Revenue Study prepared separately. The 1-15 Express Lanes Project will generally include two tolled express lanes in each direction on Interstate 15 (1-15) in Riverside County between Cajalco Road in Corona and the State Route 60 (SR-60) interchange, a distance of approximately 15 miles. The Project is being developed by the Riverside County Transportation Commission (RCTC) in partnership with the California Department of Transportation (Caltrans) and the Federal Highway Administration (FHWA). The Express Lanes are intended to improve current and projected future congestion by adding capacity that can be managed and operated in a manner consistent with the policies described in this document. RCTC developed a set of toll policy goals that provided a foundation for the development of the policies described in this document. These goals are described in the next section, followed by a table summarizing each of the toll policies and how each policy achieves the stated goals. 1-15 Express Lanes Project 1 163 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Toll Policy Goals Description: In partnership with federal, state, regional, and local agencies, RCTC develops and oversees transportation plans, policies, funding programs, and both short-term and long-range solutions that address the county's increasing mobility, accessibility, and environmental needs. The establishment of Express Lanes on 1-15 within the County has the potential to assist Riverside County in meeting many of its mobility, air quality, and funding challenges. Vital to this effort are toll policies which fulfill RCTC's goals and objectives for transportation system performance and revenue sustainability. RCTC's toll policy goals and objectives are guidelines for developing specific policies and business rules that inform the toll collection aspects of the design and operation of the 1-15 Express Lanes. Given the corridor's adjacency to the SR-91 corridor, and the more recent effort by RCTC in setting policies and goals for Express Lanes in that corridor, the toll policy goals for 1-15 are similar to those developed by RCTC for the Riverside 91 Express Lanes to provide for regional consistency. EXIJDESS LOMES Background: RCTC, in cooperation with the Caltrans, is proposing a project to improve traffic flow and reduce congestion on a portion of 1-15. The project proposes to construct two tolled Express Lanes generally in each direction between the I-15/Cajalco Road interchange and the I-15/SR-60 interchange. All proposed improvements are anticipated to be constructed within existing Caltrans right of way, with the majority of the improvements occurring within the existing 1-15 median. According to the 1-15 Tolled Express Lane Corridor Improvement Program Draft Forecast Traffic Volume Development Report, the primary purpose of the project is to address current and future (2040) travel demand and improve traffic operations on the 1-15 corridor, which has been identified as a corridor that needs capacity improvements to address existing and projected capacity deficiencies from the accelerated growth and development that has taken place in communities along the 1-15 corridor and is expected to continue. As a result of the on -going accelerated growth and development, the 1-15 corridor will experience increased congestion, longer commute times, increased energy consumption, air pollution, higher accident rates and the degradation of the freeway mainline, local interchanges, and the adjacent local arterials. The operational breakdown of these facilities is expected to have significant adverse impacts on the economic vitality of the region and the transport of goods and services along this corridor. 1-15 Express Lanes Project 2 164 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Recommendation: RCTC staff recommends the following goals for the 1-15 Express Lanes: 1. Provide Express Lane customers with a safe, reliable, and congestion free trip. 2. Deliver exceptional, consistent, and responsive customer service. 3. Enact toll policies that balance commute choice and lane availability for all customers. 4. Provide the infrastructure and an incentive for ridesharing and increased transit use as an alternative to driving alone. 5. Generate sufficient revenue to meet Express Lane financial obligations to pay current and long- term costs. 6. Use surplus revenues for transportation improvements exclusively within the Interstate 15 corridor. 1-15 Express Lanes Project 3 165 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Toll Policy Summary # Policy Topic Area Policy Recommendation Toll Policy Goal(s) Met ailli 6 1 Toll Pricing Objectives Optimize person throughput in the corridor while meeting debt obligations. 1,3,4,5 2 Toll Pricing Objectives Establish toll pricing to routinely achieve free -flow speeds of 60-65 mph, always exceeding the 45 mph federal minimum requirement. 1 6 3 Hours of Operation Charge tolls 24 hours a day, seven days a week. 3,5 7 4 Carpool Occupancy Requirement Define carpools as vehicles occupied by 3 or more persons. 3,4 8 5 Toll lnteroperability Adopt the national interoperability standard for automated toll collection systems when adopted by the toll industry. 2 10 6 Toll lnteroperability Adopt the new state interoperability standard for automated toll collection systems when adopted by the California Toll Operators Committee. 2 10 7 Project Development Costs Fund project development costs by current and future Measure A sales tax, toll revenue, and state and federal grants. 3,5 12 8 Operations and Maintenance Costs Fund operations, maintenance, and toll enforcement costs by toll revenue. 2,5 14 9 Project Repayment Repay Measure A sales tax bonds and toll revenue bonds with future Measure A and toll revenue, respectively. 5 16 10 Use of Revenue Use surplus revenue to fund Interstate 15 corridor transportation investments. 2,3,6 17 11 Enforcement Enforce 1-15 Express Lanes toll violations through agreement with the California Highway Patrol and any future state or federal toll violation laws. 1,2 18 12 Operations and Maintenance Responsibilities Maintain Express Lanes and toll systems as a responsibility of RCTC. 1,2 20 1-15 Express Lanes Project 166 4 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES # Policy Topic Area Policy Recommendation Toll Policy Goal(s) Met Page 13 Operations and Maintenance Responsibilities Perform customer service patrol and incident management as a responsibility of RCTC in cooperation with Caltrans and other jurisdictions. 1,2 20 14 Operations and Maintenance Responsibilities Provide customer service and the account relationships as a responsibility of RCTC. 2,5 20 15 Signage Provide toll signage meeting the latest California Manual of Uniform Traffic Control Devices Standards. 1,2 22 16 Express Bus Integration Encourage express bus use through toll policies and Express Lane operations. 3,4,6 23 17 Design — Facility Ingress and Egress Design the roadway and ingress and egress locations meeting Caltrans design standards where feasible and practical. 1,2 25 18 Design — Number of Lanes Construct and operate two Express Lanes in each direction where possible. 1,2,5 27 19 Toll Pricing Method Use Dynamic Pricing to determine the toll price. 1,3,5 28 20 Toll Exemptions and Discounts Provide toll discounts according to legislation and for operations and maintenance vehicles. 1,2 30 21 Toll Payment Method Require all vehicles to have a transponder at time of travel. 1,2,4 33 22 Mobile Interface Implement Mobile Web for FasTrak® customers, but defer the Mobile Toll Payment Application. 1,2,3 35 23 High Occupancy Vehicle Declaration Options Identify HOV3+ carpool customers via a switchable transponder. 1,2,4 36 24 Express Lane Operations Facility Locate the call center, customer service center and traffic management center and administration in close proximity to the Express Lanes. 2 38 1-15 Express Lanes Project 167 5 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 1— 2. Toll Pricing Objectives Description: Express lane pricing serves as a tool to regulate demand and preserve optimal operating conditions. A primary goal of express lanes is to maintain priority access for high occupancy vehicles (HOVs), buses and vanpools to achieve high person throughput. In addition, federal requirements specify minimum operating conditions for HOV and express lanes and prescribe the use of pricing as a means of meeting those requirements. Express lane pricing also generates revenue that can be used to support project development, operating and maintenance costs, and other improvements. Recommendation: 1. Optimize person throughput in the corridor while meeting debt obligations. 2. Establish toll pricing to routinely achieve free flow speeds of 60-65 mph, always exceeding the 45 mph federal minimum requirement Background: A common goal of express lane projects around the country is to optimize the performance of the lanes using pricing. The performance of express lanes can be measured in a number of ways, including person throughput. And although not often stated as a primary goal of express lanes, revenue generation is another measure of performance. Optimizing person throughput in express lanes is achieved by maintaining priority service for HOVs, buses and vanpools by offering toll discounts and ensuring that the express lanes maintain free -flow conditions for these vehicles. Federal requirements define a degraded HOV or express lane facility as one that does not meet a minimum average operating speed of 45 mph for 90 percent of the time over a 180-day monitoring period during weekday peak hours. The requirements specify varying the toll charged to vehicles to bring a degraded facility into compliance. As described in Section 19, dynamic pricing will be used to manage demand in the Express Lanes. The pricing algorithm used to calculate the toll rates can be calibrated to ensure that free -flow speeds of 60-65 mph are routinely achieved in the Express Lanes. Additionally, tolls can be set to ensure that the project generates revenue that will be used to service debt obligations. Assessment: Optimizing person throughput is a common goal of express lane projects and is achieved by using pricing as a mechanism to maintain priority access for vehicles carrying multiple occupants. Pricing will also be used to ensure that the federal minimum operating requirements are met and that the Express Lanes generate revenue necessary to service debt obligations. 1-15 Express Lanes Project 6 168 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 3. Hours of Operation Description: Express lane hours of operation define when toll collection will occur. Toll collection can occur during traditionally defined peak periods or extended peak periods (part time), or can occur 24 hours a day, 7 days a week (full-time). Under part-time operations, all passenger vehicles would be allowed to access the Express Lanes during off-peak hours. Under full-time operations, a minimum toll rate would be charged during off-peak hours. Recommendation: Charge tolls 24 hours a day, seven days a week. Background: Express lanes hours of operation generally fall into one of the following categories: 1. Part-time operations — Toll collection occurs during defined periods of the day. When toll collection is not in effect, the express lanes are open to all vehicles. Toll collection can occur during defined morning and evening peak periods (e.g., 5am-9am and 3pm-7pm) or during extended daytime hours (e.g., 5am-7pm). 2. Full time operations — Toll collection is in effect 24 hours a day, 7 days a week. During non - peak times, the toll rate is often set to a minimum rate. All HOV lanes in the Southern California region operate full time, with the exception of SR-14 between Santa Clarita and Palmdale and SR-60 from Day Street to Redlands Boulevard. This is because Southern California freeways experience sustained hours of congestion, with relatively short off-peak hours. Under such conditions, part-time HOV operation would not be viable. Similar to the region's HOV facilities, all current and planned express lane facilities within the SCAG region are operating or will be operating with full-time tolling. The 91 Express Lanes in Orange County and the extension into Riverside County operate 24/7, and the 1-15 Express Lanes project planned in San Bernardino County has also adopted a 24/7 policy. Having consistent policy helps enforcement and may contribute to a better understanding and reliance on the express lanes network whenever congestion occurs. Assessment: Full-time tolling on the 1-15 Express Lanes is recommended to maximize efficient operation of the Express Lanes and general purpose lanes, and to be consistent with adjoining express lane facilities on the SR 91 and the planned 1-15 Express Lanes in San Bernardino County. 1-15 Express Lanes Project 7 169 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 4. Carpool Occupancy Requirement Description: The HOV occupancy definition establishes the minimum occupancy requirements for discounted and/or free travel within express lanes. This is important because there will be different traffic and revenue results if carpools are defined as two or more persons per vehicle (HOV-2+) or three or more persons per vehicle (HOV-3+). Recommendation: Define carpools as vehicles occupied by 3 or more persons. Background: Under Federal requirement (23 USC § 166), HOV and express lanes facilities must maintain a minimum speed of 45 mph. Caltrans has the responsibility of maintaining operations for the state's HOV lanes, which includes the authority to make operational changes (including occupancy) provided they are compliant with federal and state regulations. Multiple sections of California law pertain to HOV policies on express lanes. The specific legislative authorization given to each facility in the state typically provides that particular entity the authority to set rates and HOV policies on the respective facilities. RCTC's application for the 1-15 Express Lanes Project approved by the California Transportation Commission (CTC) states that vehicles with three or more occupants will be allowed entry into the Express Lanes at no cost initially. The Application acknowledges that it may be necessary to charge for HOV-3+ in the future as demand for the Express Lanes increases. 0 HOV-3+ 3 OR MORE PERSONS PER VEHICLE According to the 2013 CA HOV Lane Degradation Report published by Caltrans, many HOV facilities in the Southern California region are currently experiencing various degrees of performance degradation with a HOV-2+ minimum occupancy requirement. As the region's express lanes network expands, and demand increases, the need to increase the minimum occupancy requirement becomes more apparent. Currently, there are three existing and four planned (excluding this Project) express lane facilities in southern California. The current practices for carpool occupancy policy are summarized as follows: Existing Facilities • Metro 1-10 ExpressLanes — HOV-3+ toll -free during peak periods; HOV-2+ toll -free all other times • Metro 1-110 ExpressLanes — HOV-2+ toll -free 1-15 Express Lanes Project 170 8 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES • OCTA 91 Express Lanes — HOV-3+ toll -free, with the exception of eastbound PM peak period operating with discount toll rates for HOV-3+ Planned Facilities • OCTA 405 Express Lanes —Pending results of the Traffic and Revenue Study • SANBAG 1-10 Express Lanes — HOV-3+ toll -free • SANBAG 1-15 Express Lanes — HOV-3+ toll -free • Riverside 91 Express Lanes — HOV-3+ toll -free, with the exception of eastbound PM peak period operating with discount toll rates for HOV-3+ Assessment: HOV-3+ is recommended as the minimum occupancy requirement for discounted travel for the 1-15 Express Lanes. This is consistent with policy recommendations in the SCAG Regional Express Lanes Concept of Operations and the adjoining SR-91 in Orange/Riverside Counties and future 1-15 Express Lanes in San Bernardino County. 1-15 Express Lanes Project 9 171 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 5 — 6. Toll Interoperability Description: Toll interoperability refers to the ability for customers to use multiple toll facilities with a single toll account. Currently, there are various tolling protocols used across the United States to communicate between the in -vehicle toll transponders and roadside toll readers and only a few of the systems allow a customer to use the same toll transponder at other facilities across state lines. There are national and state initiatives to adopt new interoperability standards. Recommendation: 5. Adopt the national interoperability standard for automated toll collection systems when adopted by the toll industry. 6. Adopt the new state interoperability standard for automated toll collection systems when adopted by the California Toll Operators Committee. Background: The protocol for the exchange of transponder information for toll facilities in California is specified by Title 21 of the California Code of Regulations. The transponders used by California toll agencies are commonly referred to as Title 21 transponders. These transponders are branded as FasTrak® and can be used on any of the California toll facilities. California is the only state currently using the Title 21 transponders. Switchable Title 21 4930111l II IIll11lllllll WSDOT 6C Sticker Legacy Title 21 In 2012, the federal government passed Moving Ahead for Progress in the 21st Century, MAP-21, calling for a national toll interoperability by 2016. The International Bridge, Tunnel, and Turnpike, Authority (IBTTA) is the worldwide association representing toll facility owners and operators and the businesses that that serve them. IBTTA has formed an Interoperability Committee that is working to advance the goal of achieving national interoperability by 2016. They are in the process of selecting the transponder protocols that will undergo further testing and analysis. The Title 21 transponders are not being considered for the national standard. Concurrent with the efforts of IBTTA, the California Toll Operators Committee (CTOC), which was formed to facilitate interoperability within California, has developed a Transition Plan to replace the legacy California protocol (referred to as "Title 21") with a newer and less expensive protocol (referred to as "6C"). This plan proposes that all toll facilities in the state be able to recognize the 6C protocol by 2018 1-15 Express Lanes Project 10 172 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES with full transition by 2020. The 6C protocol is also one of the final protocols being evaluated for the national standard and CTOC is represented in the discussions regarding national interoperability. Assessment: The 1-15 Express Lanes will be consistent with the interoperability standards currently being assessed at the national and state levels. In doing so, 1-15 Express Lanes customers will only have to establish a single toll account to travel on all toll facilities in the state and, depending on the outcome of the national interoperability discussions, may be able to use their account to travel on toll facilities across the country. 1-15 Express Lanes Project 11 173 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 7. Project Development Costs Description: The 1-15 Express Lanes will require funding for project capital costs, necessary for the final design, construction, and initial deployment of the Express Lanes. Capital costs include all items necessary to build new lanes or retrofit existing lanes in order to provide an Express Lane facility, including infrastructure construction, toll collection implementation, and equipment. The funds for capital costs may come from a number of sources, including Riverside County "Measure A" sales tax revenue or state and federal grants. In addition, bonds could be issued or a federal loan obtained for capital costs that are leveraged based on these dedicated tax revenue sources and/or toll revenues from the actual Express Lane facility. EXPRESS LANES Recommendation: Fund project development costs by current and future Measure A sales tax, toll revenue, and state and federal grants. Background: Riverside County Measure A Sales Tax Measure A is a Riverside County half -cent sales tax dedicated to transportation. Voters approved the Measure A program in 1988, which has raised over $1 billion for major highway and local road projects throughout Riverside County. Voters extended Measure A in 2002, ensuring that the program will continue to fund transportation improvements through 2039. Federal Funding In addition to local funding through Measure A, there are multiple federal programs facilitated through the FHWA that could potentially be used to fund the 1-15 Express Lanes. These programs are intended to award funds to projects that upgrade facilities in order to reduce congestion or improve safety. These sources could include, but are not limited to, the Surface Transportation Program, the Highway Safety Improvement Program, Congestion Mitigation and Air Quality funds, or a loan awarded through the Transportation Infrastructure Finance and Innovation Act (TIFIA). 1-15 Express Lanes Project 12 174 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES State Funding California state funding could potentially be available through the State Transportation Improvement Program (STIP). The CTC administers the STIP, which awards funds to eligible highway projects programmed by county transportation agencies. Bonds Many express lane projects throughout the country require some level of financing or debt. A limited tax obligation bond is issued by a government entity which is secured by a pledge of a specific tax revenue and can be used to fund certain capital improvements. However, the ability of a priced managed lane to collect toll revenue creates a dedicated funding source, which could be used to issue and repay a bond. These toll revenue bonds are the most popular to be issued by toll facilities. The authorizing statute for the 1-15 Express Lanes (Streets & Highways Code Section 149.8) permits RCTC to issue bonds to finance the project. Assessment: Financing a project through the issuance of bonds or other means, allows for projects to offer the public more immediate benefits of transportation infrastructure, while spreading the costs of that infrastructure over the life of a project. In this way, the additional interest cost paid by the agency is outweighed by the mobility and economic benefits of having the project available more quickly. Capital costs for the 1-15 Express Lanes are to be funded through current and future Riverside County Measure A sales tax revenues and project toll revenues through bond and TIFIA loan financing. Specifically, the recommendation is that sales tax revenue bonds may be issued by RCTC and repaid through Measure A sales tax revenues, while toll revenue bonds may also be issued and a TIFIA loan executed with repayment ensured through toll revenues collected by the 1-15 Express Lane facility. In addition, it is recommended that additional State and Federal discretionary grant opportunities are sought to supplement project funding. RCTC's project plan of finance is currently being developed as part of project financing activities and will be brought for Board approval in the future. 1-15 Express Lanes Project 13 175 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 8. Operations and Maintenance Costs Description: The 1-15 Express Lanes will require funding for ongoing operation and maintenance costs associated with the project. Toll collection and dedication to enhanced traveler benefits make express lanes unique when compared to other highway projects, and often require greater resources and funding for the operation and maintenance of these services. The cost of express lane operations includes toll collection, standard operations, enhanced enforcement, incident response services, and toll system and facility maintenance. Operation and maintenance activities require a dedicated funding source in order to be viable, which could include local, state, or federal revenues, in addition to actual toll revenues collected as part of the project. Recommendation: Fund operations, maintenance, and toll enforcement costs by toll revenue. Background: As with all transportation infrastructure, a dependable and dedicated source of funding is necessary for operations and maintenance. This is especially true for express lanes, where enhanced services can be necessary to offer reliable travel time savings to toll paying customers. Express lanes are also unique in that the revenue collected from tolls is able to be used as a dedicated source of operation and maintenance funding. The following are general express lanes operations and maintenance costs: Toll Collection Costs Toll collection costs include all costs associated with processing tolls payments, including the labor and materials required to manage customer accounts, perform license plate image reviews, process toll violations and provide general customer service. In addition, the cost of distributing and managing transponder inventory is included. Standard Operation Costs Standard operation includes costs associated with labor and equipment necessary to manage express lane operations, including personnel to monitor traffic and toll operations, generate reports, public outreach, management and oversight, etc. 1-15 Express Lanes Project 14 176 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Enhanced Enforcement In order to manage express lanes demand, it is important that the vehicles using express lanes are either paying the posted toll or meeting the HOV requirement. A thorough enforcement program including the presence of the California Highway Patrol (CHP) is necessary to maintain motorist compliance. Incident Response Services In order to offer a dependable travel time savings, it is important that incident response resources be available to remove any disabled vehicles or objects which may prevent free -flow conditions. Toll System and Facility Maintenance Maintenance costs associated with express lanes include the inspection, upkeep, and replacement of the facility itself and items necessary for toll operation including roadside toll collection equipment and infrastructure, communications infrastructure, and all other hardware and software elements. Assessment: It is recommended that operation and maintenance costs for the 1-15 Express Lanes be funded through toll revenue. Under this assumption, the resources and services necessary for Express Lanes operations will be funded from the project itself. Funding operations through project revenue will require that Express Lane tolls are set at a rate that ensures mobility and travel time benefits to customers, while also generating sufficient revenue to effectively operate the Express Lanes and meet debt obligations. 1-15 Express Lanes Project 15 177 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 9. Project Repayment Description: As described in Section 7, sales tax and toll revenue bonds are anticipated to be issued by RCTC and a federal TIFIA loan executed to finance the 1-15 Express Lanes development costs. Sales tax revenue bonds are to be backed by future Measure A tax revenues and toll revenue bonds are to be backed by future revenues generated by the Express Lanes. Therefore, funds for the repayment of these bonds will be obtained through revenues to be generated by the Measure A sales tax and operation of the Express Lanes. Recommendation: Repay Measure A sales tax bonds and toll revenue bonds with future Measure A and toll revenue, respectively. Background: The authorizing statute for the 1-15 Express Lanes (Streets & Highways Code Section 149.8) permits RCTC to issue bonds to finance the project. It is RCTC's intent to issue bonds backed by both Measure A sales tax revenues and future toll revenues and to repay the bonds using these revenue sources. Assessment: Consistent with the obligations of issuing bonds, RCTC will repay bonds using revenues generated by Measure A sales taxes and Express Lane tolls. 1-15 Express Lanes Project 16 178 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 10. Use of Revenue Description: Express lanes charge tolls and generate toll revenue as a normal function of operation. The 1-15 Express Lanes will require an expenditure plan for all revenue, outlining what activities or functions will be funded from collected toll payments. As stated in Section 9, it is recommended that toll revenues should be used toward repayment of bond debt issued on behalf of the project and also to fund facility operations, maintenance, and enforcement. However, net excess revenue may remain after payments toward operation and maintenance costs and debt service obligations. There are multiple projects and programs which could be funded through the net excess toll revenue from the 1-15 Express Lanes. Recommendation: Use surplus revenue to fund Interstate 15 corridor transportation investments. Background: The goal of most express lane facilities is to generate enough revenue to cover basic operations and maintenance, meet debt obligations (if applicable), as well as to fund replacement and upkeep to the extent that adequate revenue is available. Other facilities dedicate portions of net excess revenue to fund enhanced transit operations within the express lane facility, such as 1-15 in San Diego and 1-95 in South Florida. Statutes for the Metro 1-110 and 1-10 ExpressLanes in Los Angeles County state that toll revenue must first cover the costs incurred in connection with implementation/operation of the program. Metro reinvests surplus toll revenue into the corridor through a grant program. In addition, the 91 Express Lanes in Orange County have adopted the policy of directing net excess revenues to capital improvements within the SR-91 corridor. The authorizing statute for the 1-15 Express Lanes (Streets & Highways Code Section 149.8) permits excess toll revenues to be used for the following purposes: (A) To enhance transit service designed to reduce traffic congestion on 1-15 or to expand travel options along 1-15. Eligible expenses include transit operating costs, acquisition of transit vehicles and transit capital improvements. (B) To make operational or capacity improvements designed to reduce congestion or improve the flow of traffic on 1-15. Eligible expenses include any phase of project delivery to make capital improvements to onramps, connector roads, roadways, bridges, or other structures on 1-15. Assessment: The toll revenue collected as part of the 1-15 Express Lanes operations will be used primarily to fund operation, maintenance, and enforcement costs of the facility, as well as to meet debt obligations for any revenue bonds issued as part of the project. Any remaining net excess revenue will be used to fund transportation improvements within the 1-15 Express Lanes corridor consistent with authorizing statute. 1-15 Express Lanes Project 17 179 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 11. Enforcement Description: Express lanes require effective enforcement policies and programs to operate successfully. Enforcement of vehicle occupancy requirements and toll payment is critical to protecting eligible vehicles' travel time savings and safety. Visible and effective enforcement promotes fairness and maintains the integrity of the facility to help gain acceptance among users and nonusers. Recommendation: Enforce 1-15 Express Lane toll violations through agreement with the California Highway Patrol and any future state or federal toll violation laws. Background: Adequate and effective enforcement policies and incident management are integral elements to express lanes operations to ensure that the facilities are operating at the intended level of performance. Enforcement of vehicle occupancy and/or toll payment requirements is critical to protecting eligible users' travel -time savings and safety. Visible and effective enforcement promotes fairness and maintains the integrity of the facility to help gain acceptance among users and non -users. The enforcement concept for many express lane facilities around the country involves a combination of manual and automated enforcement strategies. Manual enforcement requires CHP officers to be present during the peak hours to serve as a visual deterrent and to monitor vehicles to ensure they are complying with express lane operating policies. Observation areas are provided at strategic locations for officers to park and monitor beacons that illuminate when a vehicle passes through with a switchable transponder (see Section 23 of this report) set to a high -occupancy setting. Beacon lights provide a visual cue for officers to visually inspect the vehicle to verify whether it meets the occupancy requirement. The beacons can also be used to indicate when no transponder or an invalid transponder was detected and can be strategically placed to support stationary enforcement as well as enforcement by officers driving the corridor. CHP will also be relied upon to enforce all other moving violations, including illegal crossing of the express lanes buffer and the requirement for vehicles to have properly mounted license plates. In addition to manual enforcement, License Plate Recognition (LPR) cameras will be located at toll points to capture the license plates of vehicles for which no transponder was detected. If the license plate is able 1-15 Express Lanes Project 180 18 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES to be matched to an account, then the toll amount will be deducted from the account. Otherwise, the license plate information is sent to the Department of Motor Vehicles (DMV) to determine the address of the registered owner for issuance of a toll violation. In the Southern California region, HOV and express lanes enforcements are generally conducted by the CHP in conjunction with automatic tolling systems. The four operating express lane facilities in Southern California, Metro 1-10 ExpressLanes, Metro 1-110 ExpressLanes, OCTA 91 Express Lanes, and SANDAG's I- 15 Express Lanes are all under contract with CHP to conduct violation enforcement. These facilities also employ beacon lights and CHP observation areas where possible. Assessment: Given national experience, including experience with the four express lanes operated in Southern California, manual enforcement is a proven component of successful express lane operations. The presence of CHP vehicles instills confidence to customers and serves as a deterrent for those that may violate. RCTC will establish an agreement with CHP officers to enforce the 1-15 Express Lanes and provide CHP the necessary tools such as enforcement beacon lights and access to transponder information to effectively enforce. In addition, LPR cameras will be used to enforce the requirement for vehicles to carry a transponder. 1-15 Express Lanes Project 19 181 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 12 —14. Operations and Maintenance Responsibilities Description: Express lanes operations and maintenance responsibilities can be managed in a number of ways. These responsibilities include the maintenance of all equipment associated with the toll system, providing oversight of operations and incident management, and providing customer service to manage customer accounts. Each of these responsibilities is integral to the overall performance and operation of the express lanes. Express lane implementing agencies can use agency staff, contract staff or share responsibilities with other agencies. Recommendations: 12. Maintain Express Lanes and toll systems as a responsibility of RCTC. 13. Perform customer service patrol and incident management as a responsibility of RCTC in cooperation with Caltrans and other jurisdictions. 14. Provide customer service and the account relationships as a responsibility of RCTC. Background: Express lane operation and maintenance functions require dedicated resources to maintain hardware and software, monitor performance and manage customer accounts. These functions are described in more detail below. Toll Systems Maintenance The maintenance of toll systems includes the inspection, upkeep, and replacement of the items necessary for toll operations and the supporting infrastructure. Roadside toll collection equipment, communication network components, servers and workstations are all elements of a working toll system that require routine maintenance. Most express lane operating agencies enter into contracts with toll service providers to not only design and construct the toll systems, but also to operate and maintain them for some period of time. The toll system providers are required to develop maintenance tracking systems that keep track of the maintenance requirements for all elements of the toll system. These systems send alerts when there is an equipment malfunction, track maintenance response times, and keep track of equipment inventory. Performance Monitoring and Incident Management An important component of express lane operations is the ability to monitor traffic performance in real- time to ensure that the express lanes are maintaining optimum conditions. This is accomplished using roadside vehicle detection equipment and closed-circuit television cameras that send real time information to a facility where operators can monitor. Operators have the ability to override the toll system (e.g., display a message such as "HOV ONLY") when conditions warrant and to coordinate with 1-15 Express Lanes Project 20 182 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Caltrans, CHP and other jurisdictions as needed. In addition, operators have the ability to dispatch tow trucks to clear incidents. Some express lane operators choose to co -locate their express lane monitoring functions within a regional monitoring center and others choose to establish a dedicated monitoring facility. An example of a regional monitoring center is the Inland Empire Transportation Management Center (IETMC), which serves as an intermodal traffic management facility for San Bernardino and Riverside Counties and is staffed by both Caltrans and CHP personnel. The IETMC opened to service in 2011 and is located in the City of Fontana at the interchange of the 1-15 and 1-210. Customer Service Inland Empire Transportation Customer service includes all of the functions related to account management, payment processing, transponder distribution, violation processing and providing general customer support. Some of these support activities, often referred to as "back office" activities, can take place at offsite facilities. Examples of activities that can be performed offsite include call taking and license plate image review. However, the location(s) of some customer service functions are ideally located in close proximity to the express lanes, including walk-in customer service, customer call center and transponder distribution. Assessment: Express lane operating agencies typically procure a contractor to carry out customer service responsibilities due to the amount of specialized systems and labor required. RCTC will contract with a toll services provider to design, implement, operate and maintain all aspects of the 1-15 Express Lanes toll system. The RCTC Operations Center (see Section 24) will serve as the hub of all customer, maintenance, and operating activities. 1-15 Express Lanes Project 21 183 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 15. Signage Description: The California Manual of Uniform Traffic Control Devices (California MUTCD) provides uniform standards and specifications for all traffic signage in California. The most recent version of the California MUTCD, published in 2014, includes signing guidelines and requirements for express lane facilities. These requirements are intended to standardize the way that express lanes throughout the state are signed to make it easier for the traveling public to understand express lane operating requirements. Recommendation: Provide toll signage meeting the latest California Manual of Uniform Traffic Control Devices standards. Background: The general signing requirements for all new highway projects, including express lanes, must comply with the 2014 California MUTCD. The California MUTCD includes requirements for different types of express lane configurations and operating requirements. Of particular relevance to the 1-15 Express Lanes, are those signs that depict a restricted access facility where all vehicles in the express lanes are required to have a FasTrak° account. Example Pricing Sign Express lane signs included in the California MUTCD generally fall into the following categories: • Overhead -mounted signs designating the start and end of the express lanes as well as intermediate access points. • Overhead -mounted pricing signs that display the toll amount to given downstream locations. In accordance with the guidance in the MUTCD, pricing signs display the current toll to no more than two downstream destinations. Changeable message elements will be used to indicate the toll rate to travel to the destination shown. These signs will also specify the HOV occupancy requirement and that a FasTrak° account is required for vehicles to use the facility. • Median mounted and overhead signs that display the carpool occupancy requirement, the FasTrak° account requirement and hours of operation. Assessment: The 1-15 Express Lanes signage will conform to the standards in the California MUTCD. The design and implementation of the signage will be the result of several sign workshops and plan reviews that will include Caltrans and the FHWA. 1-15 Express Lanes Project 22 184 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 16. Express Bus Integration Description: Transit is an important component in express lanes. If managed through variable pricing to maintain a minimum level of service, express lanes create efficient and reliable transit corridors compared to previously congested freeways. Of the existing HOV and express lanes facilities in the southern California region, most are already served by express bus services. Operating express bus service on express lanes offers several key benefits: • Shortens Travel Times • Improves Travel Time Reliability • Lowers Operating Costs • Increases Person Throughput • Encourages Carpooling and Transit Use • Addresses Equity Concerns • Builds Public Support Recommendations: Encourage express bus use through toll policies and Express Lane operations. Background: Currently, the Riverside Transit Agency (RTA) provides eight express bus services throughout Riverside County, with one route (CommuterLink Express 206) providing service along 1-15 between Temecula and Corona. The CommuterLink Express— Route 206 (Temecula-Murrieta-Lake Elsinore - North Main Corona Metrolink Station) runs daily during weekdays on approximately 30-minute headways, and the general fare costs $3.00 each way (free with valid Metrolink Pass). Route 206 provides connections for commuters travelling from Riverside County to other regions via the North Main Corona Metrolink station. RTA CommuterLink Express services Nicholas Ventrone / The Transit Coalition In anticipation of the 91 Express Lanes extension in Riverside County, the RTA already has two new RapidLink express bus routes programmed for deployment in 2017. These two routes, RapidLink 200 and 205, will provide connections between Riverside and Anaheim as well as Temecula and Anaheim via the 91 Express Lanes. The proposed 1-15 Express Lanes will provide the opportunity for further expansion of express bus services along the corridor. Similar to express bus benefits, the 1-15 Express Lanes can provide opportunities for enhancing and promoting carpooling/vanpooling by commuters. Currently, there are eight Caltrans Park and Ride lots along the 1-15 corridor within Riverside County. Of the eight existing lots, three are located within the I- 15 Express Lanes Project corridor: 1-15 Express Lanes Project 185 23 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES • Canyon Community Church Park And Ride (1504 Taber Street, Corona) — 75 spaces • Norco @ 6th Street Park And Ride (3945 Old Hamner Road, Norco) — 100 spaces • Mira Loma Park and Ride (12105 Limonite Avenue, Mira Loma) — 76 spaces Specialized Transit Services It should be noted that not only will the fixed route bus service discussed benefit from the 1-15 Express Lanes, but also the Specialized Transportation Program funded by RCTC via Measure A funding along with federal funding from the Job Access Reverse Commute (JARC) and New Freedom (NF) programs. These specialized transit services (Dial -A -Ride paratransit) will most likely use the 1-15 Express Lanes. In addition, a handful of non-profit and special criteria providers that operate specialized transportation will also benefit from using the 1-15 Express Lanes. Physical and Policy Considerations Many of the physical design considerations for integrating bus service are similar to express lanes and HOV lanes, which have well -established design criteria. Besides the physical design, each express lane project has a unique set of policies in place that influences how well transit is integrated in a particular corridor. Establishing a set of policies that improves transit service and capacity is also often essential in building public support for often controversial toll lane projects and helps to neutralize the perception that Express Lanes are "Lexus Lanes" that primarily benefit those with higher incomes. Assessment: Encouraging transit and offering benefits for express bus service is a key component of the 1-15 Express Lanes project. Coordination with RTA will take place during the design of the Express Lanes to ensure that transit needs are taken into consideration. 1-15 Express Lanes Project 24 186 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 17. Design — Facility Ingress and Egress Description: This policy is related to the design of access locations, where vehicles can enter and exit the 1-15 Express Lanes. Regulating access is one of the fundamental tools to manage traffic flow in the express lanes, and therefore, it is important to select the access points and design treatment early in the planning phase along with the separation type to help minimize weaving conditions. Recommendation: Design the roadway and ingress and egress locations meeting Caltrans design standards where feasible and practical. Background: Access treatments for express lane facilities fall into the following three categories: Grade -separated direct access drop ramps Grade -separated drop ramps provide access to and from the express lanes using dedicated grade direct access ramps. These types of ramps generally provide access from adjacent freeways/arterials and park and ride facilities for express bus operations, and are desirable where sufficient right-of-way and high traffic volumes in both the express lanes and general purpose lanes warrant the need for such exclusive access. An example of a grade -separated drop ramp is the SR-91 eastbound direct connector to the southbound 1-15 and vice versa being constructed as part of RCTC's SR- 91 Corridor Improvement Project. At -grade limited access At -grade limited access provides access to and from the express lanes at designated locations, typically through at -grade access openings that serve as ingress, egress or combined ingress and egress. Physical barriers or painted striping separates the express lanes from the adjacent general purpose lanes between access locations. Three different approaches for providing at -grade limited access include: • Weave zones — provides combined ingress and egress by short breaks to the physical barriers or striping at designated locations. • Weave lanes — similar to weave zones, except movement is facilitated by a change lane, which isolates the weaving from both the express lanes and the general purpose lanes, thereby minimizing the potential for unstable flow. At -grade limited access configuration on LA Metro ExpressLa nes • Merge lanes — provide dedicated and separated ingress and egress (acceleration and deceleration) lanes. The merge lanes allow drivers the opportunity to adjust their speeds to match 1-15 Express Lanes Project 187 25 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES the lane they are merging into. This design treatment further reduces the potential for unstable flow, as conflicts are avoided in the access lane. Continuous access Continuous access allows vehicles to enter and exit the express lanes for the entire stretch without any specific ingress/egress treatments. The striping that separates the express lanes from the general purpose lanes are generally skip striped. Assessment: A limited access configuration is recommended for the 1-15 Express Lanes because it can reduce toll evasion, ensure greater access control, and is consistent with the access configuration of existing Southern California HOV and express lanes. Further, a limited access configuration is less complicated to design and has a far lower construction cost than direct access ramps and does not require as much toll equipment as may be required for continuous access. Vehicles will be able to access the express lanes at intermediate access points that provide access to local exits and interchanges. Between these points, access will be restricted to prevent weaving and improve overall mobility. A map of proposed access locations is accessible at http://il5project.info/express_lanes_access.php. 1-15 Express Lanes Project 26 188 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 18. Design — Number of Lanes Description: The number of express lanes to be implemented for a particular project is dependent upon several variables, including traffic congestion, occupancy requirements and availability of existing right of way. The Project Approval Document for the 1-15 Express Lanes generally includes a two lane configuration in each direction based on traffic and engineering analysis. This configuration is intended to add capacity, improve operations and fits within existing right of way. Recommendation: Construct and operate two Express Lanes in each direction where possible. Background: A number of criteria must be considered when evaluating the capacity needs of an express lanes project. These include existing and projected traffic congestion, toll discount policies, and the cost and availability of right of way. Some express lane projects simply convert an existing HOV lane to an express lane, others convert an existing lane and construct an additional lane (e.g., LA Metro 1-10 ExpressLanes), and others construct an entirely new lane or lanes (e.g., I-680SB Express Lane in the Bay Area). "p\17-7- T�1 Nir Two lane configuration on LA Metro 1-10 There are currently no existing HOV lanes within the 1-15 ExpressLanes project limits. The preliminary engineering performed as part of the project identified a need for a two lane configuration in each direction to serve future traffic demand. This configuration fits within the existing right of way and helps to ensure that the facility will be able to sustain a high level of service. Assessment: The recommendation for a two lane configuration in each direction where possible is consistent with the project schematics and serves projected traffic demand while fitting within existing right of way. 1-15 Express Lanes Project 27 189 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 19. Toll Pricing Method Description: Express lanes use pricing to manage the number of toll paying customers using the facility. Managing the number of users allows the express lanes to meet performance goals such as those described in Section 1 and Section 2. Variable pricing is to be used to manage traffic, whereby the cost to use the express lanes is directly related to the level of demand for the express lanes. As demand increases, raising the tolls will help manage demand in order to maintain federal performance requirements. Conversely, the price decreases as demand decreases to incentivize more vehicles to utilize the available capacity. Two variable pricing methods are currently in use on facilities across the country: time -of -day pricing and dynamic pricing. Recommendation: Use Dynamic Pricing to determine the toll price. Background: Time -of -Day Pricing Time -of -day pricing employs a fixed toll rate schedule with different toll rates by travel direction, time of day and day of the week. Time - of -day pricing is actively used on the 91 Express Lanes and on express lanes in Denver and Houston. Time -of -day pricing is effective when traffic patterns remain relatively consistent over time. For instance, if congestion reaches the same level at the same time every Monday, then a static price that is capable of maintaining the desired level of traffic volume can be used for that time period. 91 Express Lanes TOLL $2.1111 With time -of -day pricing, tolls vary according to a fixed schedule, with different prices charged based on direction of travel, day of the week, and hour of the day. The toll rates are determined based on historical travel conditions in the corridor, and vary according to demand and congestion. The performance of express lane facilities using time -of -day pricing requires evaluation on a regular basis to ensure that free flow conditions are being maintained in the express lanes. If travel conditions on the express lanes deteriorate overtime, the rates should be increased. Similarly, rates can also be lowered when the express lanes are found to have excess capacity that is not being used effectively. On the 91 Express Lanes, performance is monitored daily and evaluated every three months. 1-15 Express Lanes Project 190 28 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Dynamic Pricing Dynamic pricing employs toll rates that vary in real time based on actual travel conditions detected in the corridor. Dynamic pricing is actively used on most California express lanes, including 1-10 and 1-110 (Los Angeles), 1-15 (San Diego), 1-680 (Alameda County), and 1-880 / SR-237 (San Jose). Dynamic pricing is effective on facilities that have a high level of variability in congestion throughout each day and from day to day. For instance, if a facility does not have a peak period that is consistent from one day to the next or has a high rate of incidents that impact traffic, dynamic pricing allows for the adjustment of the price to match the actual real-time traffic conditions. �: EXPRESS LANES M!NIMEUM TOLL: 5 11.1. TO S To (J. _Iu 0.75 WINS MINS Dynamic pricing provides a real-time monitoring and response capability for express lane operations. Dynamic pricing requires capital investment for both the algorithm and the traffic detection system and also requires ongoing monitoring and maintenance of the pricing algorithm and traffic detection system. Like the time -of -day pricing, dynamic pricing requires variable message signs to communicate price to customers. Assessment: In order to be responsive to real-time traffic conditions that may vary from day to day, it is recommended that the 1-15 Express Lanes use dynamic pricing. Despite the higher capital costs of deployment as compared to time -of -day pricing, dynamic pricing will be valuable to manage traffic and ensure the facility provides reliable travel at all times. The ability to readily adjust pricing and manage demand through dynamic pricing will allow for flexibility, particular in the critical area of overlap with the 91 Express Lanes that use time -of -day pricing. 1-15 Express Lanes Project 29 191 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 20. Toll Exemptions and Discounts Description: Toll discounts and exemptions are required by legislation, law and by agreement with project partners. Discounts have an impact on revenue, operations, customer service center systems and enforcement. It is important to establish toll discounts or exemptions at an early stage to allow for the evaluation of operational impacts and for inclusion in system design. Recommendation: Provide toll discounts according to legislation and for operations and maintenance vehicles. Background: A review of project agreements and legislation suggested that the following vehicle types require evaluation for toll discounts. Transit One of the primary goals of express lane facilities is to offer enhanced transit service. California Vehicle Code defines qualifying mass transit, paratransit and vanpool vehicles, including those that are publically or privately funded. These vehicles will be allowed to travel toll -free in the 1-15 Express Lanes at all times. With the passage of the Fixing America's Surface Transportation Act (the FAST Act) on December 4, 2015, U.S. Code was amended to enable privately -owned buses servicing the public to utilize toll facilities under the same rates, terms and conditions as other public transportation vehicles. RCTC will establish agreements with operators to facilitate toll -free travel at all times. High -Occupancy Vehicles The application for the 1-15 Express Lanes project approved by the CTC and the Federal Agreement between RCTC, FHWA and Caltrans provide direction with regard to the tolling of HOVs. In both instances, HOVs are defined as vehicles with three or more occupants (HOV-3+). The authorizing statute for the Express Lanes (Streets & Highways Code Section 149.8) also specifies free travel for HOV-3+ vehicles initially upon opening. There is no mechanism to regulate the demand of HOV-3+ vehicles when there is a 100% toll discount. As the HOV-3+ volume becomes an increasingly larger percentage of the total 1-15 Express Lanes traffic, it will become increasingly difficult for the dynamic pricing algorithm to effectively manage demand and preserve free flow operations in the 1-15 Express Lanes. Therefore, it is recommended that the speeds in the 1-15 Express Lanes be monitored to determine when the lanes are being degraded. If the average speed in the Express Lanes drops to 60 mph three or more times in a thirty day period after three months of operation, the HOV-3+ discount will be reduced to 50%. The 100% discount will be in place for at least 1-15 Express Lanes Project 30 192 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES the first three months of operation to allow for customers to adjust to the new facility and to incentivize use of the 1-15 Express Lanes by carpoolers. Motorcycles California Vehicle Code 21655.5(b) provides for free passage on preferential lanes for motorcycles. Motorcycle toll transactions will be processed either through a transponder or by reading their license plate. Zero Emission Vehicles (ZEVs) Legislation (AB 1721), enacted as California Vehicle Code Section 5205.5, allows motorists driving ZEVs displaying a DMV-issued Clean Air Vehicle decal to travel in express lanes with a toll -free or reduced rate toll. The statute does not mandate the rate of reduction. The existing legislation is set to expire January 1, 2019 ahead of the 1-15 Express Lanes planned opening. Similar to the tr atment of HOV 3+ vehicles, Tthe toll discount for ZEVs will be 15% upon opening of the Express Lanes.rcduccd to 50% if average speeds drop below 60 mph more than three times in a thirty day period after three months of operation. Emergency Vehicles 4ACCESS DIY CAUF�RN 4 CLEAN AM' VENICGE White and Green Clean Air Vehicle Decals for HOV Lane Use State of California / Dept. of Motor Vehicles California Vehicle Code 23301.5 provides for toll exemption for specifically identifiable emergency vehicles being driven while responding to or returning from an urgent or emergency call, engaged in an urgent or emergency response, or engaging in a fire station coverage assignment directly related to an emergency response. The common method of processing these tolls is through a "non -revenue" account where the transaction is processed by the back office and posted to the account in order to provide a method of monitoring usage. RCTC will establish agreements with the local emergency providers that will outline the specific rules for these non -revenue accounts. Maintenance and Operation Vehicles In order to facilitate access to express lanes for the purposes of performing various maintenance tasks or performing operational checks and testing, it is common for tolling authorities to grant toll -exemption for vehicles being driven for these maintenance purposes. The common method of processing these tolls is through a "non -revenue" account where the transaction is processed by the back office and posted to the account in order to provide a method of monitoring usage. Assessment: In general, vehicles that are eligible to utilize HOV lanes in accordance with applicable federal or state law will be allowed discounted access to the 1-15 Express Lanes. This includes buses (public transit and 1-15 Express Lanes Project 31 193 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES privately operated tour buses), vanpools, motorcycles, HOV 3+ vehicles, ZEVs, emergency vehicles, law enforcement vehicles, and operation and maintenance vehicles. The following discount policies are recommended for each of these vehicle types: • In-service public transit vehicles, private buses, vanpools, and motorcycles will be 100% discounted (toll free) at all times. • All HOV-3+ and zero -emission vehicles (ZEVs) will be 100% discounted (toll free) for the first three months of operation. The discount will be reduced to 50% if the average speed in the Express Lanes drops below 60 mph three or more times in a thirty day period after three months of operation. • Emergency, law enforcement and Express Lanes maintenance vehicles will be 100% discounted (toll free) at all times. 1-15 Express Lanes Project 32 194 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 21. Toll Payment Method Description: Electronic toll collection systems use automatic vehicle identification (AVI) technology to toll vehicles. These AVI systems use in -vehicle transponders and/or LPR cameras to identify vehicles for toll payment. Some facilities require that all vehicles have a transponder as the primary means of toll collection and use LPR cameras as a backup to capture vehicles that don't have a transponder or that have a transponder that fails to be detected. Other facilities allow vehicles to travel without a transponder and use LPR cameras as the primary means of toll collection; this system is known as pay by plate tolling. License -plate tolling equipment Craig F. Walker/The Denver Post Recommendation: Require all vehicles to have a transponder at time of travel. Background: Transponder -Based Toll Collection Electronic toll collection using transponders is a proven technology with high accuracy. The cost associated with the systems needed to process transponder transactions is lower than systems which allow for toll payment by license plate. In addition, as California transitions from the legacy battery - operated transponders to the new, less expensive 6C transponders, the cost for a transponder based toll collection system will decrease even further making transponder based toll collection a far more efficient method of collecting tolls. Most toll facilities that rely on transponders for toll collection also include LPR cameras to capture vehicles without a transponder to minimize revenue leakage. The license plate images are used to associate the transaction with a toll account when a transponder is not read or to look up the registered owner's address for collection of the toll through a toll violation process. As described in Section 23, HOVs are able to use switchable transponders to indicate their vehicle occupancy status and receive the appropriate toll discount. Pay by Plate Pay by plate utilizes LPR cameras and Optical Character Recognition technology to identify a vehicle's license plate number. The automatically generated plate number is independently verified and validated by toll operators in the customer service center, thereby increasing operational costs per toll transaction. This technology is currently being used on Transportation Corridor Agencies (TCA) toll facilities in Orange County, on all toll facilities in the Denver Metro Area (including express lanes), all Dallas / Ft. Worth area toll facilities (including express lanes), Loop 375 express lanes in El Paso, and on the SR-520 and 1-405 1-15 Express Lanes Project 33 195 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES express lanes in the Seattle area. The license plate numbers are collected and the name and addresses of the registered users are requested from the state DMV, from which bills for all the tolls incurred during a specific period are aggregated and sent out to collect payment. Pay by plate tolling not only requires more processing costs, but it results in more revenue loss due to unidentifiable plates and registered owners and lengthens the amount of time to collect toll revenue. In a pay by plate scenario, HOVs are required to register their license plate in advance of making a trip so the toll system can apply the appropriate toll discount. Assessment: Because toll payment by transponder is a proven, accurate solution with a lower transaction cost as compared to pay by plate, it is recommended that RCTC open the 1-15 Express Lanes with a requirement that all vehicles have a transponder. Opening with a transponder requirement will encourage motorists to open an account and obtain a transponder. LPR cameras will be used to enforce this requirement and identify vehicles that don't carry a transponder. This policy also allows HOVs to declare their status using a switchable transponder as described in Section 23. 1-15 Express Lanes Project 34 196 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 22. Mobile Interface Description: Easy access to express lanes information is important to gain customer understanding and compliance. Most toll facilities across the country maintain a website where users can find information about the toll policies and access account information and many of these websites are accessible in a mobile format. In addition, some facilities provide mobile applications that allow users to review recent toll activity and pay tolls without a transponder. Recommendation: Implement Mobile Web for FasTrak® customers, but defer the Mobile Toll Payment Application. Background: Toll facilities across the country provide different mobile interfaces for customers as described below. Mobile Website Many websites currently include desktop and mobile versions. The mobile versions are intended to be viewed from a mobile device such as a smartphone or tablet and typically include the same functionality as the desktop site. A mobile website for express lanes could allow customers to access general express lane information (operating policies, requirements for use, etc.) and to access account information. Mobile Toll Payment Application Depending upon business rules, some toll facilities allow users to user mobile devices to pay tolls without the use of a transponder. For example, the TCA facilities in Southern California allow users to pay tolls from a mobile application within five days before or after a trip is made. Transportation Corridor Agency Mobile Application Interface Assessment: RCTC will require all users to carry a transponder (see Section 21), which is inconsistent with the idea of allowing users to pay tolls using a mobile application. Therefore, a Mobile Payment Application will not be deployed. However, users will have access to a mobile website to access Express Lanes information and to make changes or payments to their account. 1-15 Express Lanes Project 35 197 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 23. High Occupancy Vehicle Declaration Options Description: The primary function of HOV declaration is two -fold: 1) provide a mechanism to easily separate toll payers from those eligible to receive toll discounts, and 2) enable the efficient and effective enforcement of occupancy violations. Two methods of occupancy declaration were considered: the use of self -declaration lanes and switchable transponders. Recommendation: Identify HOV-3+ carpool customers via a switchable transponder. Background: There are different ways that express lanes can require toll -paying and toll -free vehicles to use the express lanes. In Southern California, the carpool declaration options generally fall under the "declaration lane" method (as used by the OCTA 91 Express Lanes and the Riverside 91 Express Lanes currently under construction), and the switchable transponder method (as deployed on the 1-110 and 1-10 ExpressLanes in Los Angeles County). Self -Declaration Lanes Many first generation express lanes involved conversion of pre-existing, barrier -separated HOV lanes with adequate right-of-way for positive separation between toll payers and carpoolers. Known as the "declaration lane" option, this was the mechanism designed and implemented on SR-91 in Orange County, the first express lanes facility which opened in 1995. It will also be utilized on the 91 Express Lanes that are under construction in Riverside County. Declaration lane solutions require eligible carpools to diverge from the main travel lanes to a separated lane at toll zones. These vehicles are charged an appropriate discounted or zero -value toll, and NOV 4 GOV a Single occupancy vehicles (SOV) lane tolling zone with separate declaration lane FHWA Office of Operation/ Proposed 1-95 (if present) occupancy is validated by enforcement personnel Managed Lanes via visual scan. Vehicles without a transponder are considered violators — the same as if they traveled through the main toll lanes without a transponder. Switchable Transponders This method provides a technological method for declaring carpool status on the express lanes through a "switchable" transponder, as implemented on 1-10 and 1-110 in Los Angeles. Switchable transponders allow the customer to self -declare their occupancy status on the transponder itself. The Los Angeles transponder transmits multiple identifications (IDs), in order to associate the correct toll for a vehicle 1-15 Express Lanes Project 36 198 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES based upon its occupancy status. These IDs can be associated with a single occupancy vehicle, HOV-2, and HOV-3+ setting directly on the transponder. For compliant HOVs, the user declares the vehicle's status on the transponder (e.g., sliding the switch to "HOV2" or "HOV3+"), and the appropriate toll rate would be collected. If the same vehicle is being operated without the required occupancy, it would be required to declare appropriately on the transponder and the correct toll would be collected. If no transponder is present (or if it is malfunctioning), LPR (mounted on gantries or median poles) would be used to collect full toll payment from the user (regardless of occupancy status). Example Switchable Transponder Assessment: It is recommended that the 1-15 Express Lanes use switchable transponders for declaring occupancy. Switchable transponders have been successfully deployed on other toll facilities in the state and nationally. Also, as compared to declaration lanes, switchable transponders are more inexpensive to deploy and do not require drivers to make weaving maneuvers while in the Express Lanes, which may improve operational efficiency. With the enforcement strategy described in Section 11, CHP will have the tools necessary to enforce the proper use of the switchable transponder so that violation rates can be kept to a minimum. 1-15 Express Lanes Project 37 199 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES 24. Express Lane Operations Facility Description: The 1-15 Express Lanes will require a facility to house various components of the operations, including a walk-in customer service center, customer call center, back office operations, image processing, finance and administration, system administration and maintenance and traffic management center. RCTC will provide the facility and the toll systems provider will supply the equipment, systems and staff to perform the services. Recommendation: Locate the call center, customer service center and traffic management center and administration in close proximity to the Express Lanes. Background: As described in Sections 12-14, RCTC will have the responsibility for 1-15 Express Lanes maintenance, traffic management and customer service functions. These functions would ideally be located in a single facility to centralize 1-15 Express Lanes operations and create synergies associated with co -located services. Four toll agencies operate in Southern California and each of them has a facility or facilities which house the toll operations functions. Toll programs across the nation have experimented with remote staff working from a contractor owned or sub -contracted facility. While this model has been successful for some, it has the potential to degrade service, complicate supervisory functions and prohibit the synergy gained from co -location of services. The 91 Express Lanes toll operations staff is being provided under a joint agreement with OCTA. The 91 Express Lanes call center and walk in staff are located at a leased facility near SR-91 and McKinley Street in the city of Corona. The other toll operation services are located in a leased facility near SR-91 and Weir Canyon Road in the city of Anaheim. RCTC's agreement with OCTA to share toll operation services expires in June of 2021. RCTC is currently procuring a toll operator for the 1-15 Express Lanes which will require operations staff, equipment and walk-in customer service location. a facility to house the toll operator and RCTC toll 1-15 Express Lanes Project 38 200 1-15 Express Lanes Project Toll Policy Report EXPRESS LANES Assessment: 1-15 Express Lanes operations and maintenance are the responsibility of RCTC. To ensure that the goals for the 1-15 Express Lanes are met, RCTC will be best served by co -locating the required services in a facility in close proximity to the 1-15 Express Lanes. The 91 Express Lanes have set the precedent for local operations and customer service. Therefore, it is recommended that the customer service, traffic management and other administrative functions be located in the local area adjacent to the 1-15 corridor, with a specific site to be determined. This facility will be referred to as the RCTC Operations Center, or ROC. 1-15 Express Lanes Project 39 201 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 15 EXPRESSLANES 1OLLSCHEDULEADOP11ON Jennifer Crosson, Toll Operations Manager I4Z 15 ExpressLanesToll Policy Resolution (Adopted June 2016) Adopted dynamic pricing — Toll rates that vary in real-time based on actual travel conditions 2 I4Z EXORESS MIS Toll Schedule Adoption Requirements • SHC 149.8 and GC 66018 — Require adoption of fees by a resolution — Require a 30 day public review and comment — Require a public hearing 3 I4Z EXDRESS LANES Dynamic Pricing Overview • A complex computer algorithm • On road traffic detection system • Historical traffic data 4 1; EXORESS I MES Principles and Parameters • Achieve free flow speeds of 60-65 mph; • Consider traffic volume, density, speed, travel time, flow of traffic and historical traffic patterns; • Establish a toll rate for each segment; • Change toll rate no more than every three minutes; • Change in increments up to $3.00 per segment 5 I4Z EDAM LANES Minimum Toll Rate • 16.9 cents per mile • Southbound total $1.75 • Northbound total $ 1.70 • Annual CPI Index Adjustment fo 111 =gment 1 SB Approx.4.6 Miles Minimum Toll: $0.30 Segment 2 SB Approx.2.2 Miles Minimum To 50.40 Segment 3 SB Approx.5.0 Miles Minimum Toll:50.50 Eastvale Second Corona Segment 4 SB Approx.2..5 Miles Minimum Tol I: $0.5 5 LEGEND Express Lanes Project Limns > Express Lane Ingress Express Lane Egress Express LaneIngress/Egress ■ SAN IER NARDI NO CO RIVERSIDE CO Cantu-Galleano Ranch Rd. ■ Jurupa Valley Limonite Ave. xth St. Norco 101 Segment 4 NB Approx. 3.8 Miles Minimum Toll:50A5 Riverside Segment 3 NB Approx. 2.6 Miles Minimum Toll: $0.50 Hidden Valley Pkwy. Magnolia Ave. Ontario Ave. . El Cerrito Rd. Cajalco•d. t> Weirick Rd. 41 Segment 2 NB Approx. 5.1 Miles Minimum Toll:50.40 Approx. 2.9 Miles Minimum Toll:50.35 Dos Lagos Dr. A M.ip Nnt In 51 rill• 6 Overhead Toll Rate Signs • In advance of each entrance • The toll rate to the first exit and the next major exit or the end of the express lane EXPRESS LANES A FASTRAK TO Sixth St TO ONLY $ 0.75 $ 2.70 7 EXDRESS LANES Abnorma I Traffic Conditions a nd Suspension of Tolling • Holidays, incidents, construction, atypical occurrences • Temporary toll schedule or temporary suspension of tolling by Executive Director 8 I4Z EXDRESS LANES Sample Peak Toll Schedule Segment Southbound AM Northbound AM Southbound PM 1 2 3 4 $.65 to $1.25 $.35 $.75 to $3.10 $.40 to $2.10 $1.90 to $4.50 $2.40 to $6.00 $.40 to $3.85 $.55 to $3.95 $2.65 to $4.55 $1.45 to $3.25 $1.85 to $8.50 $2.00 to $5.50 Northbound PM $.50 to $2.95 $1.30 to $3.25 $.75 to $4.10 $.55 to $1.45 9 I4Z EXDRESS LANES Recommendation • Adopt 15 Toll Schedule Resolution 10 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUESTIONS?? AGENDA ITEM 7A MINUTES RIVERSIDE COUNTY TRANSPORTATION COMMISSION MEETING MINUTES Wednesday, May 13, 2020 1. CALL TO ORDER The Riverside County Transportation Commission was called to order by Chair Ben J. Benoit at 9:35 a.m. Pursuant to Governor Newsom's Executive Order N-29-20, (March 18, 2020), the Governing Board meeting was conducted via video conferencing and by telephone. 2. ROLL CALL Commissioners/Alternates Present Rusty Bailey Ben J. Benoit Brian Berkson Randall Bonner Joseph DeConinck Waymond Fermon Kathleen Fitzpatrick Raymond Gregory Rebecca Guirado Yxstain Gutierrez Berwin Hanna Jan Harnik Steven Hernandez Kevin Jeffries Linda Krupa Clint Lorimore Bob Magee Scott Matas Lisa Middleton Michael Naggar V. Manuel Perez* Dana Reed Wes Speake* Karen Spiegel Larry Smith Michael M. Vargas Chuck Washington Ted Weill Lloyd White Art Welch Russ Utz Scott Vinton Bill Zimmerman *Arrived after the meeting was called to order 3. PUBLIC COMMENTS There were no requests to speak from the public. 4. ADDITIONS / REVISIONS There were no additions or revisions to the agenda. Commissioners Absent Jeff Hewitt 202 Riverside County Transportation Commission Meeting Minutes May 13, 2020 Page 2 At this time, Commissioner Karen Spiegel joined the meeting. 5. CONSENT CALENDAR M/S/C (Berkson/Lorimore) to approve the following Consent Calendar items. 5A. APPROVAL OF MINUTES — APRIL 8, 2020 5B. QUARTERLY SALES TAX ANALYSIS Receive and file the sales tax analysis for Quarter 3, 2019 (3Q 2019). 5C. SINGLE SIGNATURE AUTHORITY REPORT Receive and file the Single Signature Authority report for the third quarter ended March 31, 2020. 5D. STATE AND FEDERAL LEGISLATIVE UPDATE Receive and file an update on state and federal legislation. 5E. FEDERAL TRANSIT ADMINISTRATION'S SECTION 5310 ENHANCED MOBILITY FOR SENIORS AND INDIVIDUALS WITH DISABILITIES PROGRAM FEDERAL FISCAL YEARS 2017/18 AND 2018/19 1) Adopt Resolution No. 20-007, "Resolution of the Riverside County Transportation Commission Certifying Project Consistency with the Public Transit -Human Services Transportation Coordinated Plan"; and 2) Direct staff to program the projects in the Federal Transportation Improvement Program (FTIP). 5F. LOW CARBON TRANSIT OPERATIONS PROGRAM Adopt Resolution No. 20-006 "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 Expanded Perris Valley Line Operations FY 21 Project in the Amount of $1,081,302". 203 Riverside County Transportation Commission Meeting Minutes May 13, 2020 Page 3 5G. CITIZENS AND SPECIALIZED TRANSIT ADVISORY COUNCIL MEMBERSHIP APPOINTMENTS Approve the appointments of 15 members to the Citizens and Specialized Transit Advisory Council (CSTAC) effective May 13, 2020. At this time, Commissioners V. Manuel Perez and Wes Speake joined the meeting. 6. APPROVAL OF AGREEMENT FOR CONSTRUCTION MANAGEMENT SERVICES, MATERIALS TESTING, AND CONSTRUCTION SURVEYING AND AUTHORIZATION TO USE 91 EXPRESS LANES SURPLUS TOLL REVENUE FOR CONSTRUCTION SUPPORT EXPENDITURES FOR THE STATE ROUTE 91 CORRIDOR OPERATIONS PROJECT IN ORANGE AND RIVERSIDE COUNTIES David Thomas, Toll Project Manager, presented the award of the construction management agreement for the 91 Corridor Operations Project, highlighting the following areas: • Project overview and background • Construction management procurement: o Qualification based selection o Procurement process o Evaluation committee shortlisted three firms to interview o Interviews conducted on February 27, 2020 o Scope of work, cost and schedule • Project update: o Project acceleration techniques - o PA&ED and PS&E Completed o Funding sources o Utility work authorized o Recent milestones o Construction schedule o Team effort In response to Commissioner Spiegel's inquiry if the Commission is unable to receive any State or Federal Grants for this project, Anne Mayer, Executive Director, replied there are federal formula dollars being processed through Caltrans and Federal Highway Administration (FHWA), which have already been designated for RCTC. She discussed the processing of the package, which currently rests with FHWA and stated this is for administrative approval, which will be approved in about one to two weeks. 204 Riverside County Transportation Commission Meeting Minutes May 13, 2020 Page 4 M/S/C (Spiegel/Berkson) to: 1) Award Agreement No. 20-31-033-00 to Falcon Engineering Services, Inc. to perform construction management services, materials testing, and construction surveying for the State Route 91 Corridor Operations Project (91 COP) in Orange and Riverside Counties in the amount of $4,456,957, plus a contingency amount of $445,695 for a total amount not to exceed $4,902,652; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreement on behalf of the Commission; 3) Authorize the Executive Director, or designee, to approve the use of the contingency amount as may be required for the 91 COP; and 4) Authorize the expenditure of 91 Express Lanes toll revenue designated as surplus in accordance with the 2013 Toll Revenue Bonds Indenture to fund the 91 COP construction support expenditures in the amount of $2 million. Abstain: Speake 7. REVISED FISCAL YEAR 2020 AND FISCAL YEAR 2021 REVENUE PROJECTIONS FOR MEASURE A, LOCAL TRANSPORTATION FUND, AND TRANSPORTATION UNIFORM MITIGATION FEE Theresia Trevino, Chief Financial Officer, presented the revised Fiscal Year 2020 and Fiscal Year 2021 Revenue Projections for Measure A, Local Transportation Fund (LTF), and Transportation Uniform Mitigation Fee (TUMF), highlighting the following: • COVID-19 Impact • Measure A Sales Tax: o Estimated COVID-19 impact on economic segments in each category o Determined one -month impact = $6.4 million decrease o Projected adjustment for 12-month period • Economic category impacts: Comparison of monthly revenue - Before and after COVID-19 • Revised Measure A, LTF, and TUMF Revenues • Future considerations • Preliminary FY 2020/21 Budget In response to Commission Scott Vinton's request for a copy of this presentation, Theresia Trevino replied staff will send it to the Commissioners. 205 Riverside County Transportation Commission Meeting Minutes May 13, 2020 Page 5 Commissioner Steven Hernandez stated this is obviously a result of COVID-19 and since the Commission approved not moving forward with the sales tax measure he suggested it may be the right time to look at where RCTC's projects stand in Riverside County, what projects are being funded and which projects are not, and what will the projects look like over the next four years in order to understand what the economic reality is. Anne Mayer replied staff has begun going through every project in Riverside County where RCTC has a direct contribution and based on the information received, most of those key projects will be able to continue. She stated it is uncertain at the state level, the California Transportation Commission is currently meeting to discuss Fund Estimates, and the Governor comes out tomorrow with the May Revise. Staff is anticipating the state will likely start deprogramming projects and once there is an understanding of what their process is staff can identify what projects will be impacted. She stated the projects in construction will be the highest priority and projects in the final stages will be next, and she highlighted the French Valley Parkway Phase II as well as the 71/91 projects could be affected by the state. There will probably be more of an impact seen in about six months or so and staff will come back to the Commission with an update. MAX (Spiegel/Smith) to: 1) Approve the revised mid -year Fiscal Year 2019/20 revenue projections of $178 million for 2009 Measure A (Measure A) revenues, $91 million for Local Transportation Fund (LTF) revenues and $16 million for Transportation Uniform Mitigation Fee (TUMF) revenues; 2) Approve the revised FY 2020/21 revenue projections of $160 million for Measure A revenues, $82 million for LTF revenues, and $11 million for TUMF revenues; 3) Approve the budget decrease adjustments to Measure A revenues of $24 million and expenditures of $9.91 million to reflect the revised FY 2019/20 Measure A projection; 4) Approve the budget decrease adjustments to LTF revenues of $12 million, transfers in of $360,000, and expenditures and transfers out of $450,000 to reflect the revised FY 2019/20 LTF projection; and 5) Approve the budget decrease adjustments to TUMF revenues of $11 million to reflect the revised FY 2019/20 TUMF projection. 8. ADOPTION OF TRAFFIC RELIEF PLAN FOR RIVERSIDE COUNTY Aaron Hake, External Affairs Director, presented an overview of the Traffic Relief Plan for Riverside County. Demi Espinoza, Policy Manager for Safe Routes Partnership, stated there are several things they support within the Traffic Relief Plan, but expressed concern for the plan's emphasis on highway expansion, lack of walking, biking, and Safe Routes to School 206 Riverside County Transportation Commission Meeting Minutes May 13, 2020 Page 6 improvements and therefore oppose its adoption. She suggested to request a delay in its adoption and offered two recommendations to move forward: 1) re-examine priorities and identify best practices for reducing congestion using local transit walking and biking investments; and 2) conduct emergency transportation needs assessments to better understand the travel demands for essential workers during COVID-19. She expressed concern about the framework of this plan in particular if the plan's target is to reduce congestion for residents it should not look to add projects to add more highway lanes. Ms. Espinoza suggested to expand transit and Metrolink as a way to combat traffic woes, and consider health and economic impacts due to COVID-19. At this time, Lisa Mobley, Clerk of Board, asked if Marvin Norman was available to speak on this item as he requested to speak at this meeting. Marvin Norman was not available for comment. In response to Commissioner Hernandez's inquiry about the adopted Traffic Relief Plan not being final and if the Commissioners will have an opportunity to consider whatever gets decided in the future if the Commission goes out for a measure, Aaron Hake concurred and stated if the Commission in the future decides to place a measure on the ballot it will have to adopt an expenditure plan. He explained this document does meet the requirements under state law as an expenditure plan and the Commission could amend it, change it or start over, but this is the planning document of the work that has been done over the last year. At this time, Commissioner Chuck Washington left the meeting. M/S/C (Zimmerman/Speake) to adopt the Traffic Relief Plan for Riverside County. 9. CONSTRUCTION ZONE SAFETY CAMPAIGN Cheryl Donahue, Public Affairs Manager, presented a construction zone safety campaign, highlighting the following: • Less traffic: No license to speed: Fewer drivers = large increase in 100+ citations; motorist entered 1-15 construction site at more than 100 mph, placed crews in danger, caused major damage; RCTC added CHP enforcement to 1-15 corridor; and launching safety campaign — reminding drivers to slow down, keep crews safe — 1-15, Route 60, Pachappa, Railroad Canyon construction zones • News media and social media, and safety messages on billboards • 1-15 enforcement • At this time, a safety video played in partnership with Caltrans, CHP, and RCTC M/S/C to receive and file an update about a construction zone safety campaign for the Interstate 15 Express Lanes and State Route 60 Truck Lanes project areas. 207 Riverside County Transportation Commission Meeting Minutes May 13, 2020 Page 7 10. ITEM(S) PULLED FROM CONSENT CALENDAR FOR DISCUSSION There were no items pulled from the Consent Calendar. 11. COMMISSIONERS/EXECUTIVE DIRECTOR'S REPORT 11A. Anne Mayer announced due to the COVID-19 impacts, staff is actively in conversation with member agencies, community groups, and economists sharing RCTC's data for making projections and developing strategies to help support the economy and get the Inland Empire and Riverside County back on track. 11B. Chair Benoit announced: • Having a hybrid June Commission meeting where there will be the ability for Commissioners to join by phone or some other means remotely and to have a presence at the County Building in the Board Room. • The May Committees are dark due to the Memorial Day Holiday. 12. CLOSED SESSION 12A. 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) 1 206 132 036 and 206-132-037 RCTC Greens Investment Group There were no announcements from the Closed Session Item. 208 Riverside County Transportation Commission Meeting Minutes May 13, 2020 Page 8 13. ADJOURNMENT There being no further business for consideration by the Riverside County Transportation Commission, Chair Benoit adjourned the meeting at 11:02 a.m. The next Commission meeting is scheduled to be held at 9:30 a.m., Wednesday, June 10, 2020, Board Chambers, First Floor, County Administrative Center, 4080 Lemon Street, Riverside. Respectfully submitted, Lisa Mobley Clerk of the Board 209 AGENDA ITEM 7B RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Theresia Trevino, Chief Financial Officer Michele Cisneros, Deputy Director of Finance THROUGH: Anne Mayer, Executive Director SUBJECT: Appropriations Limit for FY 2020/21 STAFF RECOMMENDATION: This item is for the Commission to adopt Resolution No. 20-009 "Resolution of the Riverside County Transportation Commission Establishing the Annual Appropriations Limit", for Fiscal Year 2020/21. 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 2020/21 Appropriations Limit was posted in the Press Enterprise and the Desert Sun. Attachments: 1) Resolution No. 20-009 2) California Per Capita Income and Population, Riverside County — California Department of Finance Agenda Item 7B 210 ATTACHMENT 1 RESOLUTION NO. 20-009 "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 2020-2021 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 2020-2021 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: 211 1. For fiscal year 2020-2021, 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 2020-2021 are hereby established and determined to be $509,885,755. 3. A copy of the documentation used in the determination of the appropriations limit for fiscal year 2020-2021 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 10th day of June, 2020. Ben J. Benoit, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission 212 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 2020/21 APPROPRIA11ONSLIMI1 2019/20 Appropriations Limit $ 487,698,077 2020/21 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 FY2020/21: Percapita cost of living ratio Population ratio FY2020/21 factor 2019/20 Appropriations Limit FY2020/21 factor 3.73% 1.0373 0.79% 1.0079 1.0373 1.0079 1.0454947 $ 487,698,077 1.0454947 2020/21 Appropriations Limit $ 509,885,755 Source: California per capita income - California Department of Finance Population, Riverside County - California Department of Finance 213 ATTACHMENT 2 � r1T O A. 4. C1;I) * DEPARTMENT OF °a,,FGi,oP F I N A N C E OFFICE OF THE DIRECTOR GAVIN NEWS OM - GOVERNOR STATE CAPITOL IN Room 1 145 SACRAMENTD CA IN 9581 4-4998 N WWW.00F.CA.GOV May 2020 Dear Fiscal Officer: Subject: Price Factor and Population Information Appropriations Limit California Revenue and Taxation Code section 2227 requiresthe 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 factorforJanuary 1, 2020, in conjunction with a change in the cost of living, or price factor, to calculate theirappropriations limit forfiscal year2020-21. Attachment A providesthe change in Califomia'spercapita personal income and an example for utilizing the price factor and population percentage change factor to calculate the 2020-21 appropriations limit. Attachment Bprovidesthe city and unincorporated county population percentage change. Attachment C providesthe population percentage change forcountiesand their summed incorporated areas. lhe population percentage change data excludesfederal and state institutionalized populationsand military populations. Population Percent Change for Special Districts Some special districtsmust establish an annual appropriationslimit. California Revenue and Taxation Code section 2228 providesadditional information regarding the appropriationslimit. Article XIII B, section 9(C) of the California Constitution exemptscertain special districtsfrom the appropriationslimit calculation mandate. lhe code section and the California Constitution can be acceqyd at the following website: http://leginfo.legislature.ca.gov/faces/codes.xhtml. Special districtsrequired by law to calculate theirappropriationslimit must present the calculation aspart of their annual audit. Any questionsspecial districtshave on thisrequirement should be directed to their county, district legal counsel, orthe law itself. No state agency reviewsthe local appropriationslimits. Population Certification The population certification program appliesonly to citiesand counties. California Revenue and Taxation Code section 11005.6 mandates Finance to automatically certify any population estimate that exceedsthe current certified population with the State Controller'sOffice. Finance will certify the higher estimate to the State Controller by June 1, 2020. Please Note: The prioryear'scity population estimatesmay be revised. lhe per capita personal income change isbased on historical data. Given the stay-at-home ordersdue to COVID-19, growth in the coming yearsmay be substantially lowerthan recent trends. If you have any questionsregarding thisdata, please contact the Demographic Research Unit at (916) 323-4086. Keely Martin Bosler KEELY MARLIN BOSLER Director Attachment 214 May 2020 Attachment A A. Price Factor: Article XIII Bspecifiesthat local jurisdictionsselect theircost of living factorto compute theirappropriation limit by a vote of theirgoveming body. the cost of living factor provided here ispercapita personal income. If the percentage change in percapita personal income isselected, the percentage change to be used in setting the fiscal year2020-21 appropriation limit is Per Capita Personal Income Fscal Year (FY) Percentage change over prioryear 2020-21 3.73 B. Following isan example using sample population change and the change in Califomia percapita personal income asgrowth factorsin computing a 2020-21 appropriation limit. 2020-21: Per Capita Cost of Living Change = 3.73 percent Population Change = 0.22 percent Per Capita Cost of Living converted to a ratio: 3.73 + 100 = 1.0373 100 Population converted to a ratio: 0.22+ 100 = 1.0022 100 Calculation of factorfor FY2020-21: 1.0373 x 1.0022 = 1.0396 215 Fiscal Year2020-21 Attachment B Annual Percent Change in Population Minus Exclusions* January 1, 2019 to January 1, 2020 and Total Population, January 1, 2019 County Percent Change --- Population Minus Exclusions --- City 2019-2020 1-1-19 1-1-20 Five rsid e Total Population 1-1-2020 Banning -0.05 31,142 31,125 31,125 Beaumont 3.72 49,630 51,475 51,475 Blythe -0.37 13,710 13,659 19,255 Calimesa 5.65 8,830 9,329 9,329 Canyon Lake 0.05 10,995 11,000 11,000 Cathedral City 0.49 53,272 53,531 53,580 Coachella 0.64 46,885 47,186 47,186 Corona 0.91 166,723 168,248 168,248 Desert Hot firings -0.08 29,683 29,660 29,660 Eastvale 1.22 65,611 66,413 66,413 Hemet 0.02 85,159 85,175 85,175 Indian Wells 0.45 5,379 5,403 5,403 Indio 0.74 90,087 90,751 90,751 Jurupa Valley 0.91 106,115 107,083 107,083 Lake Osinore 0.47 63,009 63,308 63,453 La Quinta 0.67 40,389 40,660 40,660 Menifee 2.49 94,732 97,093 97,093 Moreno Valley 0.80 207,181 208,838 208,838 M u rrie to 1.20 114,193 115,561 115,561 Norco -0.06 24,006 23,991 27,564 Palm Desert 0.14 52,911 52,986 52,986 Palm S3rings 0.28 47,296 47,427 47,427 Perris 0.43 79,856 80,201 80,201 Rancho Mirage 1.21 18,886 19,114 19,114 Riverside 0.53 326,368 328,096 328,155 San Jacinto 1.18 50,431 51,028 51,028 Temecula 0.08 111,879 111,970 111,970 Wildomar 0.15 37,126 37,183 37,183 Unincorporated 0.79 382,077 385,084 385,388 County Total 0.79 2,413,561 2,432,578 2,442,304 "Exclusions includ e residentson federal military installations and group quarters residents in state mental institutions, state and federal correctional institutions and veteran homes. 216 AGENDA ITEM 7C RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 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, 2020. 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 specific investments for the Commission's operating funds beginning with the third quarter of Agenda Item 7C 217 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 were in accounts of a separate STAMP portfolio during the first quarter of FY 2017/18. In July 2017, MetLife, Inc. acquired Logan. The quarterly investment report for the second quarter of FY 2019/20, 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; • 91 CIP STAMP Portfolio TIFIA Reserve Fund 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; • MetLife Short Duration First Quarter 2020 Review; • Payden & Rygel Operating Portfolio by Investment Category; • Payden & Rygel Operating Portfolio Transaction Report; • Payden & Rygel Operating Portfolio First Quarter 2020 Review; and • County of Riverside Investment Report for the Quarter Ended March 31, 2020. The Commission's investments were in full compliance with the Commission's investment policy adopted on 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. Attachments: Agenda Item 7C 218 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) 91 CIP STAMP Portfolio TIFIA Reserve Fund Summary of Investments 9) 2017 Financing STAMP Portfolio by Investment Category 10) 2017 Financing STAMP Portfolio by Account 11) 2017 Financing STAMP Portfolio Transaction Report by Account 12) 2017 Financing STAMP Portfolio Summary of Investments 13) 2017 Financing STAMP Portfolio 1-15 ELP Sales Tax Senior Lien TIFIA Project Fund Summary of Investments 14) 2017 Financing STAMP Portfolio Ramp Up Fund Summary of Investments 15) Payden & Rygel Operating Portfolio by Investment Category 16) Payden & Rygel Operating Portfolio Transaction Report 17) MetLife Short Duration Quarterly Review 18) Payden & Rygel Operating Portfolio Quarterly Review 19) County of Riverside Investment Report Agenda Item 7C 219 ATTACHMENT 1 Riverside County Transportation Commission Investment Portfolio Report Period Ended: March 31, 2020 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 40,698,177 A3/BBB+ N/A N/A County Treasurer's Pooled Investment Fund 534,712,087 Aaa-bf/AAA-V1 N/A 1.69% Local Agency Investment Fund (LAIF) 3,870,628 N/A N/A N/A Subtotal Operating Funds 579,280,892 FUNDS HELD IN TRUST County Treasurer's Pooled Investment Fund: Local Transportation Fund 61,714,825 Aaa-bf/AAA-V1 N/A 1.69% Subtotal Funds Held in Trust 61,714,825 COMMISSION MANAGED PORTFOLIO US Bank Payden & Rygel Operating 54,707,919 See attached report for details First American Government Obligation Fund 58,532,207 N/A N/A Subtotal Commission Managed Portfolio 113,240,126 STAMP PORTFOLIO for 91 CIP Series A & Series B Reserve Fund Residual Fund Required Retained Balance TIFIA Reserve Fund Subtotal STAMP Portfolio - 91 CIP STAMP PORTFOLIO for 2017 Financing Sales Tax 115 ELP Project Revenue Fund Ramp Up Fund Subtotal STAMP Portfolio -2017 Financing TOTAL All Cash and Investments $700,000,000 $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 3.02% 2.35% 19,080,313 26,621,856 20,732,372 66,434,541 52,475,982 8,436,457 60,912,438 $ 881,582,821 12.85% 7.00% 65.71 % Nature of Investments • STAMP Portfolio for 91 CIP Reserve • STAMP Portfolio for 91 CIP Residual Fund • STAMP Portfolio for 91 CIP TIFIA Reserve 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 N/A 0.39% Money Market Funds 20.26% Fixed Income 0.44% LAIF 6.64% Mutual Funds 72.27% County Pool/Cash 220 ATTACHMENT 2 RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2020 Source Account Account Identifier Security Type Category Issuer Final Maturity Trade Date Current Face Value Next Call Original Cost Date Base Market Value Base Net Total Unrealized Gain/Loss Coupon Summarized Yield Credit Rating 256350023 MIM-Sr Lien Reserve Fund-1 3137EADB2 Agency Freddie Mac 01/13/2022 --- 950,000.00 942,921.50 -- 983,316.50 33,531.97 2.375 0.399 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137EADR7 Agency Freddie Mac 05/01/2020 05/15/2015 150,000.00 148,903.50 -- 150,136.50 155.37 1.375 0.281 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3135G0D75 Agency Federal National Mortgage Association 06/22/2020 05/06/2015 600,000.00 593,490.00 --- 601,686.00 1,982.15 1.500 0.249 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3I30AFFX0 Agency Federal Home Loan Banks 11/16/2028 09/11/2019 185,000.00 205,766.25 -- 218,660.75 14,046.03 3.250 1.039 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137EADB2 Agency Freddie Mac 01/13/2022 06/06/2019 500,000.00 505,766.50 --- 517,535.00 13,548.00 2.375 0.399 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137EADR7 Agency Freddie Mac 05/01/2020 06/07/2019 175,000.00 173,909.75 -- 175,159.25 260.33 1.375 0.281 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3135GOD75 Agency Federal National Mortgage Association 06/22/2020 06/07/2019 650,000.00 646,269.00 -- 651,826.50 2,639.53 1.500 0.249 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3I30AFFX0 Agency Federal Home Loan Banks 11/16/2028 09/11/2019 200,000.00 222,450.00 -- 236,390.00 15,184.90 3.250 1.039 _ AAA 256350023 MIM-Sr Lien Reserve Fund-1 3136A72D3 Agency CMO Federal National Mortgage Association 04/25/2022 07/03/2013 214,016.23 203,315.42 --- 217,543.22 5,334.25 2.482 1.373 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137AUPE3 Agency CMO Freddie Mac 06/25/2022 --- 150,000.00 151,611.80 --- 153,297.00 2,749.05 2.396 1.262 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38377RSZ9 Agency CMO Government National Mortgage Association 06/16/2039 --- 10,305.56 10,629.04 --- 10,353.89 20.59 4.500 0.146 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38377JZ89 Agency CMO Government National Mortgage Association 10/20/2039 --- 56,766.92 58,313.00 --- 59,398.63 1,566.00 3.500 0.788 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38376T5Z1 Agency CMO Government National Mortgage Association 01/16/2039 01/26/2015 57,783.68 60,369.50 --- 60,706.96 1,362.88 3.000 0.734 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378TAF7 Agency CMO Government National Mortgage Association 07/20/2041 07/05/2013 95,617.05 95,631.46 --- 99,325.08 3,767.77 2.500 0.747 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38380AZ34 Agency CMO Government National Mortgage Association 04/20/2046 11/28/2016 120,581.71 123,958.94 --- 128,496.69 4,978.40 3.000 1.797 AAA 256350023 MINI -Sr Lien Reserve Fund-1 38378CRT6 Agency CMO Government National Mortgage Association 10/20/2040 05/22/2014 38,738.70 37,407.05 --- 40,017.85 2,216.93 2.000 0.708 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38376WA62 Agency CMO Government National Mortgage Association 10/20/2039 --- 160,762.90 164,807.05 --- 171,606.36 6,299.81 4.000 1.846 AAA 256350023 MINI -Sr Lien Reserve Fund-1 38377RVK8 Agency CMO Government National Mortgage Association 04/20/2039 --- 82,892.62 84,546.40 --- 85,898.30 2,182.80 3.000 1.204 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137AXHP1 Agency CMO Freddie Mac 09/25/2022 09/29/2017 140,000.00 142,089.06 --- 144,048.80 3,118.34 2.573 1.270 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137ATRW4 Agency CMO Freddie Mac 05/25/2022 _ --- 282,110.00 278,085.13 --- 287,859.40 8,111.34 2.373 1.263 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378B7F0 Agency CMO Government National Mortgage Association 12/16/2042 --- 450,000.00 427,324.22 --- 451,728.00 13,660.70 2.273 2.170 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378CDK0 Agency CMO Government National Mortgage Association 03/20/2035 03/16/2018 4,943.62 4,966.79 --- 4,959.19 17.21 3.000 0.508 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378AWX5 Agency CMO Government National Mortgage Association 01/20/2036 03/28/2018 38,833.61 39,042.94 --- 39,256.50 379.44 3.000 0.595 AAA 256350023 MINI -Sr Lien Reserve Fund-1 38378DDC6 Agency CMO Government National Mortgage Association 04/20/2038 06/20/2018 25,736.60 25,910.52 --- 25,820.50 85.16 3.500 0.557 AAA 256350023 MIM-Sr Lien Reserve Fund-1 31398QTP2 Agency CM0 Freddie Mac 05/15/2038 06/26/2018 11,249.04 11,469.19 --- 11,277.17 17.30 4.500 0.641 AAA 256350023 MINI -Sr Lien Reserve Fund-1 38379HLE3 Agency CMO Government National Mortgage Association 05/20/2043 10/18/2018 63,167.17 63,078.34 --- 65,227.05 2,157.84 3.500 0.158 _ AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378VC45 Agency CMO Government National Mortgage Association 12/16/2041 11/23/2018 125,495.83 120,966.22 --- 128,881.71 7,296.53 2.250 1.222 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38377JM59 Agency CMO Government National Mortgage Association 10/20/2039 11/21/2018 62,036.66 60,485.74 --- 63,416.97 2,649.97 2.500 1.174 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3136A5KR6 Agency CMO Federal National Mortgage Association 10/25/2022 01/25/2019 41,139.41 40,573.75 --- 41,301.92 504.91 1.750 0.893 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378HXH4 Agency CMO Government National Mortgage Association 09/16/2027 03/08/2019 13,661.46 13,249.33 --- 13,784.96 486.35 1.250 0.807 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137B5A60 Agency CMO Freddie Mac 10/15/2028 03/20/2019 20,448.54 20,218.49 --- 21,002.89 744.20 2.500 1.146 AAA 256350023 MIM-Sr Lien Reserve Fund-1 _ 3137B4HD1 Agency CMO Freddie Mac 12/15/2042 03/20/2019 32,818.02 33,894.86 --- 34,847.81 1,023.27 4.500 1.115 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38375XCM4 Agency CMO Government National Mortgage Association 11/16/2037 05/14/2019 51,617.65 53,079.48 --- 53,984.84 1,216.77 5.000 1.156 AAA 256350023 MINI -Sr Lien Reserve Fund-1 3I36ADFF1 Agency CMO Federal National Mortgage Association 04/25/2023 06/10/2019 102,585.24 101,110.58 --- 103,237.68 1,882.53 1.500 0.885 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137ABFH9 Agency CMO Freddie Mac 06/25/2021 07/22/2019 100,000.00 102,574.22 --- 102,544.00 924.18 3.989 1.203 AAA 256350023 MINI -Sr Lien Reserve Fund-1 38377REV3 Agency CMO Government National Mortgage Association 10/20/2039 07/01/2019 66,398.13 67,715.72 --- 69,024.18 1,490.34 3.500 0.915 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38377QKH9 Agency CMO Government National Mortgage Association 08/20/2040 08/20/2019 43,825.94 44,622.00 --- 46,022.50 1,430.14 3.000 0.894 AAA 256350023 MIM-Sr Lien Reserve Fund-1 _ 38376GY53 _ Agency CMO Government National Mortgage Association 01/16/2040 08/06/2019 59,409.95 59,597.92 --- 59,792.55 319.70 3.526 2.173 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38379JM99 Agency CMO Government National Mortgage Association 02/16/2041 08/28/2019 45,823.55 46,118.91 --- 47,496.57 1,412.44 2.500 0.385 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38374C4J7 Agency CMO Government National Mortgage Association 07/20/2020 10/21/2019 10,497.95 10,583.25 --- 10,547.60 17.90 5.500 0.617 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378JZD7 Agency CMO Government National Mortgage Association 12/20/2040 10/16/2019 36,902.10 36,440.82 --- 37,357.47 887.25 1.500 0.733 AAA 256350023 MINI -Sr Lien Reserve Fund-1 3137BDKF2 Agency CMO Freddie Mac 09/15/2040 11/13/2019 56,032.25 57,323.62 --- 58,144.67 923.03 3.500 1.077 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137A5FP4 Agency CMO Freddie Mac 01/15/2021 --- 60,177.31 60,184.12 --- 60,805.56 663.57 2.500 0.697 AAA 256350023 MINI -Sr Lien Reserve Fund-1 38378FRB8 Agency CMO Government National Mortgage Association 07/20/2042 12/30/2019 185,575.11 182,849.47 --- 189,993.65 7,113.07 2.000 1.430 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378CNY9 Agency CMO Government National Mortgage Association 11/20/2038 02/04/2020 110,000.00 110,721.88 --- 111,607.10 1,023.17 3.500 0.773 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38376TTT9 Agency CMO Government National Mortgage Association 11/20/2039 01/29/2020 46,261.98 47,346.24 --- 48,412.23 1,087.19 3.000 0.832 AAA 256350021 MIM-RCTC 2013 Residual Fund 38378CDK0 Agency CMO Government National Mortgage Association 03/20/2035 01/30/2018 8,898.51 8,980.54 --- 8,926.54 24.34 3.000 0.508 AAA 256350021 MIM-RCTC 2013 Residual Fund 38378AWX5 _ Agency CMO Government National Mortgage Association 01/20/2036 01/30/2018 12,944.54 13,069.93 --- 13,085.50 107.69 3.000 0.595 AAA 256350021 MIM-RCTC 2013 Residual Fund 31397LUK3 Agency CMO Federal National Mortgage Association 06/25/2023 10/10/2018 98,253.76 100,234.19 --- 101,259.34 2,085.39 4.500 0.800 AAA 256350021 MIM-RCTC 2013 Residual Fund 3136A5KR6 Agency CMO Federal National Mortgage Association 10/25/2022 01/25/2019 63,196.09 62,327.14 --- 63,445.71 775.62 1.750 0.893 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137ABFH9 Agency CMO Freddie Mac 06/25/2021 03/15/2019 206,000.00 209,846.41 --- 211,240.64 3,202.62 3.989 1.203 AAA 256350021 MINI-RCTC 2013 Residual Fund 38378BXQ7 Agency CMO Government National Mortgage Association 01/16/2036 06/17/2019 61,446.05 60,831.59 --- 61,215.01 (0.61) 1.537 3.263 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137A2PV7 Agency CMO Freddie Mac 09/15/2022 06/03/2019 25,972.36 25,517.84 --- 26,230.53 625.17 1.500 0.789 AAA 256350021 MINI-RCTC 2013 Residual Fund 3137A1N90 Agency CMO Freddie Mac 06/25/2020 06/26/2018 35,471.41 35,795.64 --- 35,478.15 52.64 3.531 1.559 AAA 256350021 MIM-RCTC 2013 Residual Fund 31394GUX9 Agency CMO Freddie Mac 08/15/2023 07/02/2019 25,556.66 26,642.82 --- 26,989.37 519.46 5.500 1.159 AAA 256350021 MIM-RCTC 2013 Residual Fund 3136A72D3 Agency CMO Federal National Mortgage Association 04/25/2022 07/26/2019 29,799.72 29,974.13 --- 30,290.82 313.92 2.482 1.373 AAA 256350021 MIM-RCTC 2013 Residual Fund 38377REV3 Agency CMO Government National Mortgage Association 10/20/2039 07/01/2019 142,281.71 145,105.10 --- 147,908.95 3,193.59 3.500 0.915 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137AYCE9 Agency CMO Freddie Mac 10/25/2022 08/13/2019 360,000.00 367,790.63 --- 371,710.80 5,585.81 2.682 1.269 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137GAUY1 Agency CMO Freddie Mac 10/15/2022 08/15/2019 133,983.80 132,602.09 --- 135,004.75 2,200.79 1.500 0.892 AAA 256350021 MINI-RCTC 2013 Residual Fund 3137A1LC5 Agency CMO Freddie Mac 08/15/2020 01/17/2018 304.42 303.42 --- 304.39 0.32 2.000 1.111 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137ATRW4 Agency CMO Freddie Mac 05/25/2022 08/19/2019 100,000.00 101,109.38 --- 102,038.00 1,218.40 2.373 1.263 AAA 256350021 MINI-RCTC 2013 Residual Fund 3136A1HC2 Agency CMO Federal National Mortgage Association 01/25/2023 01/02/2020 19,395.28 19,536.96 --- 19,590.79 92.21 3.500 0.744 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137A5FP4 Agency CMO Freddie Mac 01/15/2021 01/30/2018 21,512.21 21,565.99 --- 21,736.80 217.85 2.500 0.697 AAA 256350021 MIM-RCTC 2013 Residual Fund 38378PPK8 Agency CMO Government National Mortgage Association 12/20/2038 01/08/2020 97,231.95 97,919.41 --- 100,514.50 2,624.72 2.500 0.530 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137AH6C7 Agency CMO Freddie Mac 07/25/2021 03/11/2020 38,107.20 38,845.53 --- 39,037.01 216.51 3.230 0.994 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137ADTJ6 Agency CMO Freddie Mac 04/25/2021 03/11/2020 480,742.86 490,583.07 --- 491,223.05 1,102.10 3.871 1.182 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AH6C7 Agency CMO Freddie Mac 07/25/2021 06/07/2019 333,437.97 339,338.26 --- 341,573.86 4,548.51 3.230 0.994 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137ABFH9 Agency CMO Freddie Mac 06/25/44 , --- 149,000.00 152,765.01 --- 152,790.56 1,550.28 3.989 1.203 AAA Page 2 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2020 Source Security Type 2▪ 56▪ 350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve Ld GTP114f. YZT,.,m• wrTT,• R. rfl,.,tl 1R••.n 1LT• :LT7iI ETJ TSi L1rT, '.nTI R• • •T,• RtY7.S.Ha!LTirT 3136ADFF1 3136A5KR6 3137AS7D0 38376PRM4 3137B6DF5 31397ALN1 38378BXQ7 3136AGFQ0 3137B3HX9 Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Federal National Mortgage Association Federal National Mortgage Association Freddie Mac Government National Mortgage Association Freddie Mac Freddie Mac Government National Mortgage Association Federal National Mortgage Association Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 38377YTL4 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38378WUY7 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38378BSZ3 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1UG5 Agency CMG Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 3137BDKF2 Agency CMO Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 3136AGZA3 Agency CMG Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38378CNY9 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3137AUPE3 Agency CMO Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 3137ATRW4 Agency CMO Freddie Mac 04/25/2023 06/10/2019 10/25/2022 06/10/2019 04/15/2039 06/14/2019 05/20/2038 06/18/2019 11/15/2026 06/18/2019 04/15/2032 06/18/2019 01/16/2036 06/17/2019 12/25/2038 06/18/2019 07/15/2038 06/20/2019 05/20/2040 06/17/2019 06/20/2041 06/12/2019 04/16/2040 06/25/2019 01/25/2023 06/25/2019 09/15/2040 09/25/2030 06/25/2019 11/20/2038 06/25/2019 06/25/2022 06/28/2019 05/25/2022 06/28/2019 108,619.66 123,913.90 151,938.09 11,713.60 161,399.87 141,168.82 82,952.17 146,501.74 77,738.06 107,058.26 122,984.55 150,798.55 11,772.17 159,722.82 141,080.60 82,122.65 148,350.18 77,495.13 186,247.60 183,977.71 145,961.28 146,189.35 184,641.26 183,602.66 200,000.00 204,101.56 64,884.06 66,243.77 25,483.97 25,654.20 200,000.00 202,593.75 200,000.00 201,773.44 300,000.00 302,496.09 109,310.48 124,403.36 153,989.25 11,763.27 164,618.18 141,085.53 82,640.27 150,107.15 77,829.01 189,965.10 149,321.31 184,726.20 1,993.27 1,147.76 3,023.76 44.12 4,716.65 430.95 (0.83) 2,098.03 752.76 1.500 1.750 2.000 4.000 2.000 1.055 1.537 3.500 1.155 0.885 0.893 0.790 -0.264 0.917 1.464 3.263 1.253 1.304 AAA AAA AAA AAA AAA AAA AAA AAA AAA 5,847.88 2.000 1.052 AAA 3,195.16 2.500 0.694 AAA 947.12 2.141 2.034 AAA 206,780.00 3,638.72 2.637 1.277 AAA 67,330.19 1,288.23 3.500 1.077 AAA 26,076.47 202,922.00 456.63 3.000 1.174 AAA 1,874.50 3.500 0.773 AAA 204,396.00 3,157.58 2.396 1.262 AAA 306,114.00 4,407.08 2.373 1.263 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AXHP1 Agency CMO Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 38374C4J7 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38377REV3 Agency CMG Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38378TAF7 Agency CMO Goverment National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38377QKH9 Agency CMG Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3137A2B26 Agency CMO Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 38376V2E6 Agency CMG Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38376GY53 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38379JM99 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38378JZD7 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3137A6B27 Agency CMO Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 38377RED3 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38376WA62 Agency CMG Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38378FRB8 Agency CMO Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 38377JZ89 Agency CMG Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3137B5A60 Agency CMO Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 383761TT9 Agency CMG Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 38379KDN5 Agency MBS Government National Mortgage Association 09/25/2022 06/28/2019 07/20/2020 06/14/2019 150,000.00 152,232.42 23,804.10 24,086.77 154,338.00 2,683.61 2.573 1.270 AAA 23,916.69 50.80 5.500 0.617 AAA 10/20/2039 07/01/2019 71,140.85 72,552.56 73,954.47 1,596.79 3.500 0.915 AAA 07/20/2041 07/05/2019 08/20/2040 08/20/2019 08/25/2020 06/13/2019 07/16/2039 08/06/2019 01/16/2040 08/06/2019 02/16/2041 08/28/2019 12/20/2040 10/16/2019 10/25/2020 06/27/2019 12/16/2025 12/11/2019 10/20/2039 12/17/2019 07/20/2042 12/30/2019 10/20/2039 01/28/2020 10/15/2028 02/07/2020 11/20/2039 01/29/2020 09/16/2055 08/05/2015 103,585.13 103,779.36 47,285.88 48,144.79 167,343.55 169,330.75 106,316.96 110,636.09 65,832.65 66,040.95 49,348.44 49,666.51 39,208.47 38,718.37 244,310.56 249,693.01 191,725.99 193,253.81 89,395.50 93,781.46 195,884.84 193,007.78 65,500.30 66,933.12 18,670.40 18,845.44 50,284.76 51,463.30 101,124.95 98,541.52 107,602.17 3,853.35 2.500 0.747 AAA 49,655.85 1,543.04 3.000 0.894 AAA 168,123.37 526.07 3.808 1.435 AAA 113,279.66 2,987.53 4.000 0.768 AAA 66,256.61 354.26 3.526 2.173 AAA 51,150.15 1,521.09 2.500 0.385 AAA 39,692.31 245,893.69 197,339.73 942.70 1.500 0.733 AAA (572.21) 4.333 2.184 AAA 4,144.99 2.500 0.875 AAA 95,425.23 1,691.83 4.000 1.846 AAA 200,548.85 7,508.23 2.000 1.430 AAA 68,536.89 1,615.28 3.500 0.788 AAA 19,176.55 334.10 2.500 1.146 AAA 52,622.00 1,181.74 3.000 0.832 AAA 102,523.51 2,056.22 2.185 2.258 AAA 256350023 MIM-Sr Lien Reserve Fund-1 36202F2H8 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 38378XP62 Agency MBS Government National Mortgage Association 01/20/2027 05/16/2055 05/14/2015 125,166.78 129,010.95 241,068.83 244,044.52 130,447.57 2,470.32 3.000 1.259 AAA 245,504.50 2,123.50 2.500 2.045 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378KWU9 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3138EJPZ5 Agency MBS Federal National Mortgage Associatio 11/16/2041 07/01/2022 08/29/2016 155,147.47 147,425.63 195,801.84 207,970.62 153,139.86 2,795.47 1.400 2.010 AAA 203,665.25 1,978.96 3.022 0.763 AAA 256350023 MIM-Sr Lien Reserve Fund-1 31381T4E7 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3136A7MN9 Agency MBS Federal National Mortgage Associatio 03/01/2022 10/25/2016 05/25/2022 08/29/2016 252,999.23 264,334.79 259,151.19 266,561.30 258,962.42 263,870.33 1,574.97 2.670 1.347 AAA 2,057.99 2.349 1.208 AAA 256350023 MIM-Sr Lien Reserve Fund-1 31417YKF3 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 38378KRS0 Agency MBS Government National Mortgage Association 01/01/2030 07/16/2043 05/08/2015 109,998.39 115,273.19 450,000.00 434,460.94 119,803.65 6,238.36 4.500 0.536 AAA 454,320.00 11,311.66 2.389 2.052 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378KXW4 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3138EKXL4 Agency MBS Federal National Mortgage Association 02/16/2037 12/11/2014 03/01/2023 93,240.57 92,788.94 218,108.92 215,008.61 92,935.67 (139.60) 1.705 1.936 AAA 225,533.35 8,244.20 2.332 0.943 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378KSL4 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3136AHAEO Agency MBS Federal National Mortgage Association 12/16/2046 425,000.00 415,829.11 433,644.50 14,540.77 2.820 2.484 AAA 04/25/2023 10/28/2016 52,181.09 53,306.25 53,543.02 662.18 2.623 0.850 AAA 256350023 MIM-Sr Lien Reserve Fund-1 38378B6A2 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3137B1U75 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund-1 31381Q6B7 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3136AC734 Agency MBS Federal National Mortgage Association 11/16/2052 01/22/2015 01/25/2023 08/29/2016 06/01/2021 07/15/2016 03/25/2023 02/21/2018 109,708.05 106,249.67 364,745.90 379,065.02 179,308.07 198,863.86 38,958.65 38,317.96 109,001.53 376,217.15 184,622.76 1,018.39 1.826 2.025 AAA 6,275.80 2.522 0.932 AAA 610.70 4.295 1.577 AAA 40,118.84 1,532.90 2.535 1.582 AAA 256350023 MIM-Sr Lien Reserve Fund-1 31381R5T7 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 31381SVJ8 Agency MBS Federal National Mortgage Association 09/01/2021 08/29/2018 11/01/2021 02/22/2019 130,000.00 132,747.27 104,843.84 105,368.07 134,056.00 2,911.22 3.770 1.455 AAA 107,407.27 2,356.15 3.330 1.640 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3138L1W62 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3137F4D41 Agency MBS Freddie Mac 12/01/2022 02/21/2019 01/25/2028 04/01/2019 163,059.66 162,091.49 35,000.00 36,714.84 162,629.18 371.39 2.500 2.557 AAA 40,335.05 3,801.22 3.600 1.495 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3620ARB67 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3137FBAJ5 Agency MBS Freddie Mac 05/15/2025 06/10/2019 08/25/2027 06/26/2019 94,763.45 98,213.43 200,000.00 211,593.75 99,637.13 2,107.32 4.000 0.609 AAA 225,738.00 15,155.23 3.281 1.417 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137B1BS0 Agency MBS Freddie Mac 256350023 MIM-Sr Lien Reserve Fund-1 3137FNAD2 Agency MBS Freddie Mac 11/25/2022 07/31/2019 11/25/2028 08/01/2019 360,000.00 363,360.94 132,966.14 135,619.88 370,490.40 7,920.33 2.510 1.278 AAA 142,659.37 7,274.66 2.631 1.274 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3138LFGP7 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 36178NB99 Agency MBS Government National Mortgage Association 10/01/2028 08/07/2019 08/15/2027 10/11/2019 275,000.00 284,356.45 35,156.90 35,546.93 296,392.25 12,497.02 2.550 1.603 AAA 36,584.97 1,050.35 2.500 0.979 AAA 256350023 MIM-Sr Lien Reserve Fund-1 36202FA30 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 31381PEB0 Agency MBS Federal National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 36179M4J6 Agency MBS Government National Mortgage Association 256350023 MIM-Sr Lien Reserve Fund-1 3138NJAE8 Agency MBS Federal National Mortgage Association 09/20/2024 10/23/2019 11/01/2020 09/26/2014 03/20/2028 11/20/2019 12/01/2020 35,692.62 37,187.25 244,714.48 257,676.70 43,828.42 44,355.73 18,897.97 19,110.57 37,945.90 244,983.67 908.43 4.500 0.579 AAA (451.21) 3.370 2.740 AAA 45,485.57 1,142.20 2.500 1.143 AAA 18,886.25 (123.61) 3.630 3.484 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137FPJF3 Agency MBS Freddie Mac 06/25/2029 01/08/2020 183,797.35 184,630.19 193,705.87 9,108.95 2.258 1.267 AAA 256350023 MIM-Sr Lien Reserve Fund-1 3137FQ3Y7 Agency MBS Freddie Mac 07/25/201UL 2 01/08/2020 184,010.53 184,075.23 193,223.94 9,158.15 2.190 1.295 AAA Page 3 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION s 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2020 Source Security Type 256350023 MIM-Sr Lien Reserve Fund- 256350023 MIM-Sr Lien Reserve Fund- 256350023 MIM-Sr Lien Reserve Fund- 3132CJAJ2 Agency MBS 3I38IQB54 Agency MBS 36179NHK7 Agency MBS Freddie Mac Federal National Mortgage Association Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3137AXHN6 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3137B1UF7 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3I37AWQG3 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 31381RZ23 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3138IRLL6 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3138L2GH4 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3 I38LI W62 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 31381SVJ8 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 31397UPF0 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3138L8H23 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3128MMPY3 Agency MBS Freddie Mac tLRe�•?Ti ['�sF+i��fRT•ifi7�F. S�ti1 R[•*fAriF+1�t1%F77"M��7rt�eR*R+�I•�Yi*Ri*s�ar�r.�rrn;xa zrmr 09/01/2029 01/28/2020 97,596.24 100,364.02 03/01/2021 11/07/2018 127,940.81 130,589.58 07/20/2028 03/31/2020 198,992.19 207,573.73 02/25/2022 01/25/2018 09/25/2022 01/25/2018 19,505.74 19,237.54 11,812.08 11,638.59 102,275.98 129,701.27 1,876.83 3.000 1.134 888.47 4.410 2.262 AAA AAA 207,916.99 343.26 3.000 1.409 AAA 19,662.17 301.07 1.749 0.819 AAA 11,914.49 201.83 1.785 0.939 AAA 04/25/2022 39,347.55 38,615.92 39,608.42 702.37 1.583 0.868 AAA 08/01/2021 11/02/2018 07/01/2021 11/02/2018 59,814.60 60,702.47 61,174.78 879.29 3.840 1.803 AAA 51,910.15 52,680.70 52,983.13 687.68 3.840 1.808 AAA 07/01/2021 123,621.96 121,004.32 124,817.38 2,420.45 1.870 0.909 AAA 12/01/2022 02/21/2019 11/01/2021 02/22/2019 06/25/2021 03/15/2019 12/01/2021 05/02/2019 06/01/2027 05/10/2019 124,692.68 123,952.31 124,363.49 284.00 2.500 2.557 AAA 83,875.07 84,294.45 85,925.82 1,884.93 3.330 1.640 AAA 118,001.24 119,697.50 67,518.90 67,307.98 186,223.77 185,409.04 119,883.35 993.21 3.763 1.372 AAA 67,433.16 193,346.83 108.33 2.730 2.711 AAA 7.889.34 2.500 1.037 AAA 256350021 MIM-RCTC 2013 Residual Fund 3128MMPP2 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 3620ARB67 Agency MBS Government National Mortgage Association 03/01/2027 05/10/2019 05/15/2025 06/10/2019 202,670.31 201,783.63 62,070.06 64,329.80 210,414.34 65,262.32 8,588.93 2.500 1.010 AAA ,380.29 4.000 0.609 AAA 256350021 MIM-RCTC 2013 Residual Fund 38378KW47 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3 I40J6DU8 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3138EKXL4 Agency MBS Federal National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3 I36AMM48 Agency MBS Federal National Mortgage Association 08/16/2035 06/13/2019 08/01/2031 07/26/2019 03/01/2023 08/21/2019 07/25/2022 08/01/2019 83,838.43 189,198.48 47,158.69 83,366.84 190,469.66 47,689.22 338,657.77 340,562.72 83,835.91 196,406.95 48,763.97 344,055.97 303.87 2.150 1.998 AAA 6,010.54 2.500 1.151 AAA 067.37 2.332 0.943 AAA 3,915.90 2.509 1.441 AAA 256350021 MIM-RCTC 2013 Residual Fund 3137APP61 Agency MBS Freddie Mac 256350021 MIM-RCTC 2013 Residual Fund 31418CQM9 Agency MBS Federal National Mortgage Association 01/25/2022 09/06/2019 10/01/2027 09/11/2019 14,844.20 15,086.57 52,209.96 53,539.69 15,254.34 235.17 2.789 0.896 AAA 54,667.48 1,206.93 3.000 1.148 AAA 256350021 MIM-RCTC 2013 Residual Fund 36178NB99 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3132G5AV 1 Agency MBS Freddie Mac 08/15/2027 10/11/2019 07/01/2028 10/11/2019 117,189.68 118,489.75 69,122.44 70,418.49 256350021 MIM-RCTC 2013 Residual Fund 36179M4J6 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 31416BVR6 Agency MBS Federal National Mortgage Association 03/20/2028 11/20/2019 12/01/2020 01/17/2018 146,094.74 147,852.44 0.00 0.00 121,949.92 3,501.17 2.500 0.979 AAA 72,348.38 1,99 L79 3.000 1.228 AAA 151,618.58 3,807.33 2.500 1.143 AAA 0.00 0.00 5.000 0.028 AAA 256350021 MIM-RCTC 2013 Residual Fund 36202F2H8 Agency MBS Government National Mortgage Association 256350021 MIM-RCTC 2013 Residual Fund 3I38IQB54 Agency MBS Federal National Mortgage Association 01/20/2027 12/ 12/2019 03/01/2021 11/07/2018 85,517.67 87,628.90 98,087.96 100,118.68 89,125.66 99,437.65 562.79 3.000 1.259 AAA 681.16 4.410 2.262 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620ARB67 Agency MBS Government National Mortgage Association 05/15/2025 06/10/2019 189,526.90 196,426.87 199,274.27 4,214.63 4.000 0.609 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620AFYR2 Agency MBS Government National Mortgage Association 12/15/2024 06/12/2019 89.601.74 92,517.30 94.171.43 2.190.18 4.000 0.512 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31397UPF0 Agency MBS Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 36297GCD0 Agency MBS Government National Mortgage Association 06/25/2021 06/10/2019 02/15/2025 06/12/2019 236,002.47 239,874.39 92,548.55 96,442.11 239,766.70 1,494.44 3.763 1.372 AAA 96,879.83 1,319.08 4.500 1.373 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3620A9T35 Agency MBS Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3620C4SU5 Agency MBS Government National Mortgage Association 11/15/2024 06/13/2019 09/15/2025 06/12/2019 149,001.76 153,855.95 83,583.46 86,675.39 156,590.42 87,881.32 3,529.21 4.000 0.472 AAA ,672.37 4.000 0.880 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378KW47 Agency MBS Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3I37FGZN8 Agency MBS Freddie Mac 08/16/2035 06/13/2019 02/25/2023 06/18/2019 216,931.93 215,711.69 159,611.24 159,536.42 216,925.42 786.26 2.150 1.998 AAA 156,672.79 (2,002.95) 1.862 3.640 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31381R5T7 Agency MBS Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3138EJRP5 Agency MBS Federal National Mortgage Association 09/01/2021 06/20/2019 06/01/2021 06/18/2019 101,000.00 103,840.63 104,151.20 ,373.91 3.770 1.455 AAA 146,949.65 151,382.60 --- 152,242.78 2,798.68 4.355 0.196 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137AWQG3 Agency MBS Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1BS0 Agency MBS Freddie Mac 04/25/2022 06/07/2019 251,824.29 249,030.61 --- 253,493.88 3,810.07 1.583 0.868 AAA 11/25/2022 645,000.00 652,086.14 663,795.30 13,422.40 2.510 1.278 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4D41 Agency MBS Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 3137B1U75 Agency MBS Freddie Mac 01/25/2028 06/27/2019 01/25/2023 06/27/2019 150,000.00 163,248.05 359,946.61 363,419.53 172,864.50 10,700.33 3.600 1.495 AAA 371,266.93 8,778.85 2.522 0.932 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BM6P6 Agency MBS Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4CY6 Agency MBS Freddie Mac 08/25/2022 06/28/2019 09/25/2024 06/28/2019 200,000.00 205,437.50 190,000.00 195,907.81 206,254.00 2,260.83 3.090 1.552 AAA 205,247.50 10,211.65 2.920 0.994 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FBAJ5 Agency MBS Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 31419AM53 Agency MBS Federal National Mortgage Association 08/25/2027 06/26/2019 08/01/2024 06/28/2019 200,000.00 211,593.75 225,738.00 15,155.23 3.281 1.417 AAA 90,752.01 94,098.49 --- 94,657.07 1,499.87 5.500 0.456 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31381Q6B7 Agency MBS Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3136AHAEO Agency MBS Federal National Mortgage Association 06/01/2021 07/01 /2019 04/25/2023 06/28/2019 179,308.07 184,834.40 --- 184,622.76 2,043.36 4.295 1.577 AAA 62,412.68 62,988.75 64,041.65 860.01 2.623 0.850 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138EJPZ5 Agency MBS Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 31381SVJ8 Agency MBS Federal National Mortgage Association 07/01/2022 07/22/2019 11/01/2021 07/22/2019 220,277.07 224,295.41 83,875.08 85,303.58 229,123.40 4,584.14 3.022 0.763 AAA 85,925.83 1,093.42 3.330 1.640 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378KWU9 Agency MBS Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3I37BSRZ8 Agency MBS Freddie Mac 11/16/2041 95,204.13 91,028.49 --- 93,972.19 2,142.99 1.400 2.010 AAA 09/25/2022 06/28/2019 150,364.19 153,330.36 156,521.60 3,260.51 2.838 0.921 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 38378NWU3 Agency MBS Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3I37FNAD2 Agency MBS Freddie Mac 06/16/2048 06/27/2019 11/25/2028 08/01/2019 141,365.35 143,353.30 147,740.16 150,688.75 145,846.63 158,510.41 ,860.86 2.570 2.049 AAA 8,082.95 2.631 1.274 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138LFGP7 Agency MBS Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3I38EKXL4 Agency MBS Federal National Mortgage Association 10/01/2028 08/07/2019 03/01/2023 08/21/2019 300,000.00 310,207.03 44,211.27 44,708.65 323,337.00 13,633.12 2.550 1.603 AAA 45,716.22 ,000.66 2.332 0.943 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3136A7MN9 Agency MBS Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3137FL6P4 Agency MBS Freddie Mac 05/25/2022 08/22/2019 01/25/2029 09/09/2019 142,533.15 143,685.66 275,000.00 307,108.40 145,128.67 320,185.25 1,608.95 2.349 1.208 AAA 4,841.36 3.563 1.535 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BP4K2 Agency MBS Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 3138L2QG5 Agency MBS Federal National Mortgage Association 03/25/2026 09/09/2019 01/01/2028 09/09/2019 200,000.00 210,125.00 260,122.36 276,024.38 221,280.00 286,686.05 991.66 2.849 0.985 AAA 1,091.81 3.010 1.681 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3138LFP51 Agency MBS Federal National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 36I78NB99 Agency MBS Government National Mortgage Association 10/01/2028 09/09/2019 08/15/2027 10/11/2019 198,602.48 206,150.93 46,875.87 47,395.90 214,999.11 48,779.96 9,142.82 2.570 1.534 AAA 400.47 2.500 0.979 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36202FA30 Agency MBS Government National Mortgage Association 256350018 MIM-RCTC 91 TIFIA Reserve 3137BJQ71 Agency MBS Freddie Mac 09/20/2024 10/23/2019 05/25/2025 10/30/2019 38,796.32 40,420.92 200,000.00 206,296.88 41,245.54 214,506.00 987.43 4.500 0.579 AAA 8,672.50 2.770 1.279 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137BLAC2 Agency MBS Freddie Mac 06/25/2025 150,000.00 256350018 MIM-RCTC 91 TIFIA Reserve 36I79M4J6 Agency MBS Government National Mortgage Association 03/20/2028 11/20/2019 175,313.68 256350018 MIM-RCTC 91 TIFIA Reserve 3138NJAE8 Agency MBS Federal National Mortgage Association 12/01/2020 10/07/2019 18,897.98 159,648.05 177,422.93 19,101.72 163,705.50 4,681.17 3.284 1.377 AAA 181,942.29 4,568.80 2.500 1.143 AAA 18,886.26 (162.63) 3.630 3.484 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 36202F2H8 Agency MBS Government National Mortgage Association 01/20/22� 3 12/12/2019 194,358.35 199,156.59 202,558.33 3,551.80 3.000 1.259 AAA Page 4 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2020 Br 256350018 MIM-RCTC 91 TIFIA Reserve 3137FPJF3 Agency MBS Freddie Mac 06/25/2029 01/08/2020 198,699.84 199,600.19 -- -- 209,411.75 9,847.53 2.258 1.267 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3137FQ3Y7 Agency MBS Freddie Mac 07/25/2029 01/08/2020 198,930.31 199,000.24 208,890.75 9,900.70 2.190 1.295 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 3132CJAJ2 Agency MBS Freddie Mac 09/01/2029 01/28/2020 106,082.87 109,091.32 --- 111,169.55 2,040.04 3.000 1.134 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31417YKF3 Agency MBS Federal National Mortgage Association 01/01/2030 02/04/2020 25,882.99 27,848.48 --- 28,190.20 358.91 4.500 0.536 AAA 256350021 MIM-RCTC 2013 Residual Fund 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust 05/16/2022 06/29/2018 65,530.88 65,192.99 --- 65,751.72 316.04 2.650 2.050 AAA 256350021 MIM-RCTC 2013 Residual Fund 65478HAD0 _ Asset Backed Nissan Auto Receivables 2017-C Owner Trust 04/18/2022 09/25/2018 45,788.34 45,074.69 - 45,808.95 246.54 2.120 2.028 AAA 256350021 MIM-RCTC 2013 Residual Fund 47789JAB2 Asset Backed John Deere Owner Trust 2019 10/15/2021 03/05/2019 60,454.91 60,452.15 -- 60,615.11 161.18 2.850 2.152 AAA 256350021 MIM-RCTC 2013 Residual Fund 31680YAB3 Asset Backed Fifth Third Auto Trust 2019-1 05/16/2022 04/30/2019 94,643.59 94,638.37 -- 94,898.18 256.55 2.660 1.917 AAA 256350021 MIM-RCTC 2013 Residual Fund 477870AB5 Asset Backed John Deere Owner Trust 2019-B 05/16/2022 07/16/2019 89,451.36 89,451.02 -- 89,576.59 125.30 2.280 1.996 AAA 256350021 MIM-RCTC 2013 Residual Fund 65478LAB5 Asset Backed Nissan Auto Lease Trust 2019-B 10/15/2021 07/16/2019 73,870.21 73,863.75 - 73,835.49 (32.03) 2.270 2.378 AAA 256350021 MIM-RCTC 2013 Residual Fund 38013FAD3 Asset Backed GM Financial Consumer Automobile Receivables Trust 2018-4 10/16/2023 07/24/2019 75,000.00 76,374.02 -- 75,973.50 176.53 3.210 1.821 AAA 256350021 MIM-RCTC 2013 Residual Fund 143I5PAB I Asset Backed Carmax Auto Owner Trust 2019-3 12/15/2022 07/24/2019 112,360.63 112,355.58 - 112,686.48 328.52 2.210 1.747 AAA 256350021 MIM-RCTC 2013 Residual Fund 87165LBB6 Asset Backed Syncbrony Credit Card Master Note Trust 2016-2 05/17/2021 08/02/2019 160,000.00 160,387.50 -- 159,568.00 (678.83) 2.210 2.459 AAA 256350021 MIM-RCTC 2013 Residual Fund 26209AAE1 Asset Backed Drive Auto Receivables Trust 2019-4 01/16/2024 09/09/2019 80,000.00 79,989.10 --- 78,628.00 (1,363.72) 2.230 3.317 AA 256350021 MIM-RCTC 2013 Residual Fund 12596EAC8 Asset Backed CNH Equipment Trust 2018-B 11/15/2023 12/05/2019 190,000.00 193,102.34 --- 189,232.40 (3,211.97) 3.190 3.560 AAA 256350021 MIM-RCTC 2013 Residual Fund 26208RAD7 Asset Backed Drive Auto Receivables Trust 2019-2 03/15/2023 12/05/2019 150,000.00 150,738.28 --- 150,405.00 120.88 3.040 1.245 _ AAA 256350021 MIM-RCTC 2013 Residual Fund 02582JHJ2 Asset Backed American Express Credit Account Master Trust, Series 2017-6 10/15/2020 12/05/2019 200,000.00 200,375.00 --- 200,260.00 43.59 2.040 1.795 AAA 256350021 MIM-RCTC 2013 Residual Fund I7305EFM2 Asset Backed Citibank Credit Card Issuance Trust - 2014-Al 01/23/2023 12/11/2019 200,000.00 202,210.16 --- 201,738.00 123.79 2.880 1.781 AAA 256350021 MIM-RCTC 2013 Residual Fund 14315XAC2 Asset Backed Carmax Auto Owner Trust 2020-1 12/16/2024 01/14/2020 60,000.00 59,988.23 --- 60,184.80 195.84 1.890 1.781 AAA 256350021 MIM-RCTC 2013 Residual Fund 17305EGK5 Asset Backed Citibank Credit Card Issuance Trust 01/20/2021 07/19/2019 100,000.00 100,625.00 --- 100,730.00 391.71 2.490 1.564 AAA 256350021 MIM-RCTC 2013 Residual Fund 14041NFU0 Asset Backed Capital One Multi -Asset Execution Trust, Series 2019-2 09/15/2022 03/13/2020 100,000.00 100,312.50 --- 100,964.00 656.44 1.720 1.323 AAA 256350023 MIM-Sr Lien Reserve Fund-1 62888VAA6 CMO NCUA Guaranteed Notes Trust 2010-R1 10/07/2020 01/22/2019 68,179.86 68,203.83 --- 68,136.90 (50.16) 2.116 1.390 AAA 256350021 MIM-RCTC 2013 Residual Fund 62888VAA6 CMO NCUA Guaranteed Notes Trust 2010-R1 10/07/2020 05/10/2019 0.01 0.01 --- 0.01 0.00 2.116 1.822 AAA 256350021 MIM-RCTC 2013 Residual Fund 62888UAB6 CMO NCUA Guaranteed Notes Trust 2010-R2 11/05/2020 03/15/2019 137,452.67 137,656.70 --- 137,467.79 (59.39) 2.136 1.008 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 62888VAA6 CMO NCUA Guaranteed Notes Trust 2010-R1 10/07/2020 06/24/2019 16,811.47 16,803.59 --- 16,800.88 (7.41) 2.116 1.390 AAA 256350021 MIM-RCTC 2013 Residual Fund 0258IRDD2 CP American Express Credit Corporation 04/13/2020 03/10/2020 350,000.00 349,534.79 --- 349,860.00 29.17 0.000 1.108 AAA 256350021 MIM-RCTC 2013 Residual Fund 50000DDD5 CP KOCH INDUSTRIES INC 04/13/2020 03/26/2020 650,000.00 649,317.50 --- 649,740.00 195.00 0.000 1.108 AAA 256350021 MIM-RCTC 2013 Residual Fund 23336GD65 _ CP DTE Electric Company 04/06/2020 03/26/2020 600,000.00 599,422.50 --- 599,898.00 160.50 0.000 1.020 AAA 256350021 MIM-RCTC 2013 Residual Fund 14918ED16 CP CommonSpirit Health 04/01/2020 03/30/2020 550,000.00 549,880.83 --- 550,000.00 0.00 0.000 0.000 NA 256350021 MIM-RCTC 2013 Residual Fund 40248CDL2 _ CP Gulf Power Company 04/20/2020 03/31/2020 200,000.00 199,650.00 --- 199,872.00 204.50 0.000 1.152 AAA 256350021 MIM-RCTC 2013 Residual Fund 06416CAC2 Corporate The Bank of Nova Scotia 04/26/2021 --- 200,000.00 194,126.00 --- 200,104.00 2,406.23 1.875 1.825 AAA 256350021 MIM-RCTC 2013 Residual Fund 9033IHNP4 _ Corporate U.S. Bank National Association 04/26/2021 10/11/2018 250,000.00 249,395.00 03/26/2021 252,107.50 2,368.04 3.150 2.281 AA 256350021 MIM-RCTC 2013 Residual Fund 06406FAB9 Corporate The Bank of New York Mellon Corporation 05/03/2021 10/11/2018 200,000.00 193,708.00 04/03/2021 200,928.00 3,675.48 2.050 1.583 A 256350021 MIM-RCTC 2013 Residual Fund I72967LC3 Corporate Citigroup Inc. 12/08/2021 --- 450,000.00 449,617.50 11/08/2021 453,460.50 3,702.86 2.900 2.407 A 256350021 MIM-RCTC 2013 Residual Fund 06051GFN4 Corporate Bank of America Corporation 04/21/2020 01/25/2018 100,000.00 99,537.00 --- 99,984.00 (4.44) 2.250 2.513 A 256350021 MIM-RCTC 2013 Residual Fund 6937IRP34 _ Corporate PACCAR Financial Corp. 05/10/2021 04/30/2019 200,000.00 200,250.00 --- 191,850.00 (8,286.67) 1.994 5.523 A 256350021 MIM-RCTC 2013 Residual Fund 86787EBD8 Corporate SunTtust Bank 05/17/2022 05/14/2019 50,000.00 50,000.00 04/17/2022 48,758.00 (1,242.00) 2.282 3.268 A 256350021 MIM-RCTC 2013 Residual Fund 14913Q2X6 _ Corporate Caterpillar Financial Services Corporation 05/17/2021 05/14/2019 120,000.00 120,000.00 _ --- 117,571.20 (2,428.80) 2.082 3.712 A 256350021 MIM-RCTC 2013 Residual Fund 025816CE7 Corporate American Express Company 05/20/2022 05/15/2019 100,000.00 100,000.00 04/19/2022 95,909.00 (4,091.00) 2.315 4.085 A 256350021 MIM-RCTC 2013 Residual Fund 0553IFAU7 Corporate Truist Financial Corporation 06/29/2020 04/15/2019 250,000.00 249,642.50 05/29/2020 249,537.50 (390.46) 2.625 3.365 A 256350021 MIM-RCTC 2013 Residual Fund 06051GEC9 Corporate Bank of America Corporation 07/01/2020 --- 200,000.00 207,806.00 --- 201,254.00 92.16 5.625 3.055 A 256350021 MIM-RCTC 2013 Residual Fund 94974BGM6 _ Corporate Wells Fargo & Company 07/22/2020 04/15/2019 200,000.00 199,590.00 --- 200,038.00 137.77 2.600 2.525 A 256350021 MIM-RCTC 2013 Residual Fund 55279HAN0 Corporate Manufacturers & Traders Trust Company 08/17/2020 10/11/2018 250,000.00 244,707.50 07/17/2020 249,370.00 483.81 2.050 2.717 A 256350021 MIM-RCTC 2013 Residual Fund 375558BB8 Corporate Gilead Sciences, Inc. 09/01/2020 --- 135,000.00 133,439.10 --- 135,402.30 742.03 2.550 1.825 A 256350021 MIM-RCTC 2013 Residual Fund 05531FBJ1 Corporate Truist Financial Corporation 03/16/2023 09/09/2019 165,000.00 164,877.90 02/13/2023 165,100.65 204.40 2.200 2.178 A 256350021 MIM-RCTC 2013 Residual Fund 780082AC7 Corporate Royal Bank of Canada 10/14/2020 --- 200,000.00 196,622.00 --- 199,558.00 400.90 2.100 2.517 AAA 256350021 MIM-RCTC 2013 Residual Fund 17308CC46 Corporate Citigroup Inc. 11/04/2022 10/28/2019 195,000.00 195,000.00 11/04/2021 194,257.05 (742.95) 2.312 1.864 A 256350021 MIM-RCTC 2013 Residual Fund 1740IQAN1 _ Corporate Citizens Bank, National Association 10/30/2020 04/15/2019 250,000.00 247,950.00 --- 250,590.00 1,372.19 2.250 1.774 A 256350021 MIM-RCTC 2013 Residual Fund 31677QBK4 Corporate Fifth Third Bank 10/30/2020 06/21/2019 200,000.00 199,810.00 09/30/2020 199,358.00 (560.80) 2.200 2.757 A 256350021 MIM-RCTC 2013 Residual Fund 61747WAF6 _ Corporate Morgan Stanley 01/25/2021 _ --- 200,000.00 213,237.00 --- 205,284.00 655.41 5.750 2.457 A 256350021 MIM-RCTC 2013 Residual Fund 95000U2B8 Corporate Wells Fargo & Company 07/22/2022 02/19/2020 235,000.00 239,479.10 --- 235,761.40 (3,517.44) 2.625 2.479 A 256350021 MIM-RCTC 2013 Residual Fund 69353RFU7 _ Corporate PNC Bank, National Association 02/24/2023 02/20/2020 250,000.00 250,000.00 02/24/2022 235,625.00 (14,375.00) 2.004 3.874 A 256350021 MIM-RCTC 2013 Residual Fund 74456QBP0 Corporate Public Service Electric and Gas Company 03/15/2021 03/25/2020 125,000.00 122,811.25 02/15/2021 123,762.50 920.81 1.900 2.958 AA 256350023 MIM-Sr Lien Reserve Fund-1 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2020 --- 0.00 64.70 --- 64.70 0.00 0.000 0.000 AAA 256350023 MIM-Sr Lien Reserve Fund-1 CCYUSD Currency UNITED STATES OF AMERICA 03/31/2020 --- 0.00 (207,982.38) --- (207,982.38) 0.00 0.000 0.000 AAA 256350023 MIM-Sr Lien Reserve Fund-1 31846V401 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2020 --- 0.00 428,674.95 --- 428,674.95 0.00 0.010 0.010 AAA 256350021 MIM-RCTC 2013 Residual Fund 31846V401 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2020 --- 0.00 182,187.22 --- 182,187.22 0.00 0.010 0.010 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 31846V401 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2020 --- 0.00 324,154.22 --- 324,154.22 0.00 0.010 0.010 AAA 256350021 MIM-RCTC 2013 Residual Fund 072024WW8 Muni Bay Area Toll Authority 04/01/2022 09/20/2019 95,000.00 95,000.00 --- 95,512.05 512.05 2.128 1.852 AA 256350021 MIM-RCTC 2013 Residual Fund 783186TZ2 Muni Rutgers, The State University of New Jersey 05/01/2022 10/18/2019 105,000.00 105,000.00 --- 103,963.65 (1,036.35) 2.057 2.546 AA 256350021 MIM-RCTC 2013 Residual Fund 459058GK3 Non -US Gov International Bank for Reconstruction and Development 08/21/2020 --- 315,000.00 315,116.40 --- 315,094.50 68.25 0.230 0.157 AAA 256350021 MIM-RCTC 2013 Residual Fund 458IX0CZ9 _ Non -US Gov Inter -American Development Bank 09/14/2022 09/30/2019 650,000.00 652,067.00 --- 669,454.50 17,728.51 1.750 0.520 AAA 256350023 MIM-Sr Lien Reserve Fund-1 912828V49 TIPS United States Department of The Treasury 01/15/2027 --- 298,986.80 297,643.95 --- 305,950.20 7,912.62 0.375 0.032 AAA 256350023 MIM-Sr Lien Reserve Fund-1 9I28285W6 TIPS United States Department of The Treasury 01/15/2029 --- 255,382.50 270,641.99 --- 277,404.13 7,799.25 0.875 -0.101 AAA 256350023 MIM-Sr Lien Reserve Fund-1 9128286N5 TIPS United States Department of The Treasury 04/15/2024 --- 271,020.80 275,385.58 --- 274,937.05 139.18 0.500 0.142 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828UH1 TIPS United States Department of The Treasury 01/15/2023 --- 100,573.20 98,702.88 --- 99,361.29 (79.34) 0.125 0.560 AAA 256350021 MIM-RCTC 2013 Residual Fund 9128286N5 TIPS United States Department of The Treasury 04/15/2024 --- 419,315.20 426,690.91 --- 425,374.30 (337.97) 0.500 0.142 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 9I28285W6 TIPS United States Department of The Treasury 01/15/424 . --- 265,597.80 280,460.80 --- 288,500.30 9,124.27 0.875 -0.101 AAA Page 5 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 256350018 MIM-RCTC 91 TIFIA Reserve 912828V49 TIPS 256350018 MIM-RCTC 91 TIFIA Reserve 9I28286N5 TIPS 256350023 MIM-Sr Lien Reserve Fund-1 912828L57 US Gov 91 CIP STAMP Portfolio by Investment Category for quarter ended March 31, 2020 United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury 256350023 MIM-Sr Lien Reserve Fund-1 9I2828G38 US Gov United States Department of The Treasury 256350023 MIM-Sr Lien Reserve Fund-1 912828XB1 US Gov United States Department of The Treasury 256350023 MIM-Sr Lien Reserve Fund-1 912828143 US Gov United States Department of The Treasury 256350023 MIM-Sr Lien Reserve Fund-1 912828YK0 US Gov United States Department of The Tre 256350023 MIM-Sr Lien Reserve Fund-1 9I2828B58 US Gov 01/15/2027 06/25/2019 309,664.90 312,060.05 04/15/2024 08/01/2019 296,588.80 300,810.33 09/30/2022 1,400,000.00 1,386,564.45 11/15/2024 04/18/2017 05/15/2025 02/28/2022 11/26/2019 ,350,000.00 1,369,037.11 ,125,000.00 1,143,342.78 316,877.00 5,056.24 0.375 0.032 AAA 300,874.51 651.56 0.500 0.142 AAA 452,122.00 58,581.72 1.750 0.255 AAA ,465,911.00 103,941.21 2.250 0.375 AAA 222,335.00 87,588.96 2.125 0.416 AAA 150,000.00 150,544.92 -- 154,383.00 3,919.09 1.750 0.221 AAA ury 10/15/2022 670,000.00 664,428.32 --- 688,894.00 23,887.83 1.375 0.261 AAA United States Department of The Treasury 01/31/2021 1,375,000.00 1,405,890.24 1,398,746.25 18,578.10 2.125 0.056 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828L57 US Gov 256350021 MIM-RCTC 2013 Residual Fund 912828Y53 US Gov United States Department of The Tre my United States Department of The Treasury 09/30/2022 --- 2,150,000.00 2,158,926.57 --- 2,230,044.50 71,816.97 1.750 0.255 AAA 07/31/2020 ,775,000.00 1,774,332.62 774,964.50 220.83 0.128 0.136 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828VV9 US Gov United States Department of The Treasury 256350021 MIM-RCTC 2013 Residual Fund 912828YK0 US Gov United States Department of The Treasury 08/31/2020 2,260,000.00 2,251,428.13 2,278,803.20 8.935.81 2.125 0.123 AAA 10/15/2022 1,030,000.00 1,021,835.16 --- 1,059,046.00 36,111.99 1.375 0.261 AAA 256350021 MIM-RCTC 2013 Residual Fund 9128285H9 US Gov United States Department of The Treasury 10/31/2020 700,000.00 699,678.39 699,895.00 4.49 0.130 0.158 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828T67 US Gov United States Department of The Treasury 256350021 MIM-RCTC 2013 Residual Fund 9128286U9 US Gov United States Department of The Tre my 256350021 MIM-RCTC 2013 Residual Fund 912828J43 US Gov United States Department of The Treasury 10/31/2021 12/09/2019 480,000.00 476,306.25 488,025.60 118.84 1.250 0.191 AAA 05/15/2022 420,000.00 425,850.01 436,850.40 1,389.90 2.125 0.230 AAA 02/28/2022 12/30/2019 125,000.00 125,463.87 128,652.50 3,241.00 1.750 0.221 AAA 256350021 MIM-RCTC 2013 Residual Fund 912828B58 US Gov United States Department of The Tre my 01/31/2021 1,730,000.00 1,727,976.96 --- 1,759,877.10 28,272.95 2.125 0.056 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 9I2828L57 US Gov United States Department of The Treasury 09/30/2022 09/10/2019 ,000,000.00 1,006,210.94 1,037,230.00 32,119.40 1.750 0.255 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 912828XB1 US Gov United States Department of The Treasury 256350018 MIM-RCTC 91 TIFIA Reserve 9I2828L99 US Gov United States Department of The Treasury 05/15/2025 09/11/2019 10/31/2020 06/25/2019 450,000.00 462,076.17 --- 488,934.00 27,978.44 2.125 0.416 AAA ,050,000.00 1,043,683.60 ,057,549.50 0,291.49 1.375 0.140 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 912828YK0 US Gov United States Department of The Treasury 10/15/2022 12/05/2019 225,000.00 223,549.80 231,345.00 7,635.23 1.375 0.261 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 9I2828Y53 US Gov United States Department of The Treasury 07/31/2020 985,000.00 984,986.26 984,980.30 (9.73) 0.128 0.136 AAA 256350018 MIM-RCTC 91 TIFIA Reserve 912828B58 US Gov United States Department of The Treasury 256350021 MIM-RCTC 2013 Residual Fund 658886DZ6 VRDN North Dakota Housing Finance Agency 01/31/2021 06/26/2019 07/01/2038 06/29/2018 ,500,000.00 1,506,269.53 100,000.00 100,000.00 ,525,905.00 22,603.85 2.125 0.056 AAA 100,000.00 0.00 3.000 3.000 AA 256350021 MIM-RCTC 2013 Residual Fund 196480CW5 VRDN Colorado Housing and Finance Authority, Inc 10/01/2051 03/19/2020 460,000.00 460,000.00 04/20/2020 460,000.00 0.00 4.750 4.750 AAA 64,005,314.77 65,228,832.64 66,434,541.19 1,289,883.49 225 Page 6 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 3137EADB2 Agency 3137EADR7 Agency 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 Freddie Mac Freddie Mac 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TIFIA Reserve 3135G0D75 Agency Federal National Mortgage Association 3130AFFX0 Agency Federal Home Loan Banks 3137AH6C7 Agency CMO Freddie Mac 3137ABFH9 Agency CMO Freddie Mac 3136ADFF1 Agency CMO Federal National Mortgage Association 3136A5KR6 Agency CMO Federal National Mortgage Association 3137AS7D0 AgencyCMO Freddie Mac 38376PRM4 Agency CMO Government National Mortgage Association 3137B6DF5 AgencyCMO Freddie Mac 31397ALN1 Agency CMO Freddie Mac 38378BXQ7 Agency CMO Government National Mortgage Association 3136AGFQ0 Agency CMO Federal National Mortgage Association 3137B3HX9 AgencyCMO Freddie Mac 38377YTL4 Agency CMO Government National Mortgage Association 38378WUY7 AgencyCMO Government National Mortgage Association 38378BSZ3 Agency CMO Government National Mortgage Association 3137B1UG5 AgencyCMO Freddie Mac 3137BDKF2 Agency CMO Freddie Mac 3136AGZA3 Agency CMO Federal National Mortgage Association 38378CNY9 Agency CMO Government National Mortgage Association 3137AUPE3 AgencyCMO Freddie Mac 3137ATRW4 Agency CMO Freddie Mac 3137AXHP1 AgencyCMO Freddie Mac 38374C4J7 Agency CMO Government National Mortgage Association 38377REV3 AgencyCMO Government National Mortgage Association 38378TAF7 Agency CMO Government National Mortgage Association 38377QKH9 Agency CMO Government National Mortgage Association 3137A2B26 Agency CMO Freddie Mac 38376V2E6 AgencyCMO Government National Mortgage Association 38376GY53 Agency CMO Government National Mortgage Association 38379JM99 Agency CMO Government National Mortgage Association 383787ZD7 Agency CMO Government National Mortgage Association 3137A6B27 AgencyCMO Freddie Mac 38377RED3 Agency CMO Government National Mortgage Association 38376WA62 Agency CMO Government National Mortgage Association 38378FRB8 Agency CMO Government National Mortgage Association 38377JZ89 Agency CMO Government National Mortgage Association 3137B5A60 Agency CMO Freddie Mac 38376TTT9 Agency CMO Government National Mortgage Association 3620ARB67 Agency MBS Government National Mortgage Association 3620AFYR2 Agency MBS Government National Mortgage Association 31397UPF0 Agency MBS Federal National Mortgage Association 36297GCD0 Agency MBS Government National Mortgage Association 3620A9T35 Agency MBS Government National Mortgage Association 3620C4SU5 Agency MBS Government National Mortgage Association 38378KW47 Agency MBS Government National Mortgage Association 3137FGZN8 Agency MBS Freddie Mac 31381R5T7 Agency MBS Federal National Mortgage Association 3138ESRP5 Agency MBS Federal National Mortgage Association 3137AWQG3 Agency MBS Freddie Mac 3137B1BS0 Agency MBS Freddie Mac 3137F4D41 Agency MBS Freddie Mac 3137B1U75 Agency MBS Freddie Mac 3137BM6P6 Agency MBS Freddie Mac 3137F4CY6 Agency MBS Freddie Mac 3137FBAJ5 Agency MBS Freddie Mac 31419AM53 Agency MBS Federal National Mortgage Association 31381Q6B7 Agency MBS Federal National Mortgage Association 3136AHAEO Agency MBS Federal National Mortgage Association 3138EJPZ5 Agency MBS Federal National Mortgage Association 31381SVJ8 Agency MBS Federal National Mortgage Association 38378KWU9 Agency MBS Government National Mortgage Association 3137BSRZ8 Agency MBS Freddie Mac 38378NWU3 Agency MBS Government National Mortgage Association 3137FNAD2 Agency MBS Freddie Mac 3138LFGP7 Agency MBS Federal National Mortgage Association 3138EKXL4 Agency MBS Federal National Mortgage Association 3136A7MN9 Agency MBS Federal National Mortgage Association 3137FL6P4 Agency MBS Freddie Mac 3137BP4K2 Agency MBS Freddie Mac 3138L2QG5 Agency MBS Federal National Mortgage Association 3 138LFP5 1 Agency MBS Federal National Mortgage Association 01/13/2022 06/06/2019 05/01/2020 06/07/2019 06/22/2020 06/07/2019 11/16/2028 07/25/2021 06/25/2021 04/25/2023 10/25/2022 04/15/2039 05/20/2038 11/15/2026 04/15/2032 01/16/2036 12/25/2038 07/15/2038 05/20/2040 06/20/2041 04/16/2040 01/25/2023 09/15/2040 09/25/2030 11/20/2038 06/25/2022 05/25/2022 09/25/2022 07/20/2020 10/20/2039 07/20/2041 08/20/2040 08/25/2020 07/16/2039 01/16/2040 02/16/2041 12/20/2040 10/25/2020 12/16/2025 10/20/2039 07/20/2042 10/20/2039 10/15/2028 11/20/2039 05/15/2025 12/15/2024 06/25/2021 02/15/2025 11/15/2024 09/15/2025 08/16/2035 02/25/2023 09/01/2021 06/01/2021 04/25/2022 11/25/2022 01/25/2028 01/25/2023 08/25/2022 09/25/2024 08/25/2027 08/01/2024 06/01/2021 04/25/2023 07/01/2022 11/01/2021 11/16/2041 09/25/2022 06/16/2048 11/25/2028 10/01/2028 03/01/2023 05/25/2022 01/25/2029 03/25/2026 01/01/2028 10/01/2028 500,000.00 175,000.00 650,000.00 09/11/2019 200,000.00 06/07/2019 333,437.97 --- 149,000.00 06/10/2019 108,619.66 06/10/2019 123,913.90 06/14/2019 151,938.09 06/18/2019 11,713.60 06/18/2019 161,399.87 06/18/2019 141,168.82 06/17/2019 82,952.17 06/18/2019 146,501.74 06/20/2019 77,738.06 06/17/2019 186,247.60 06/12/2019 145,961.28 06/25/2019 184,641.26 06/25/2019 200,000.00 --- 64,884.06 06/25/2019 25,483.97 06/25/2019 200,000.00 06/28/2019 200,000.00 06/28/2019 300,000.00 06/28/2019 150,000.00 06/14/2019 23,804.10 07/01/2019 71,140.85 07/05/2019 103,585.13 08/20/2019 47,285.88 06/13/2019 167,343.55 08/06/2019 106,316.96 08/06/2019 65,832.65 08/28/2019 49,348.44 10/16/2019 39,208.47 06/27/2019 244,310.56 12/11/2019 191,725.99 12/17/2019 89,395.50 12/30/2019 195,884.84 01/28/2020 65,500.30 02/07/2020 18,670.40 01/29/2020 50,284.76 06/10/2019 189,526.90 06/12/2019 89,601.74 06/10/2019 236,002.47 06/12/2019 92,548.55 06/13/2019 149,001.76 06/12/2019 83,583.46 06/13/2019 216,931.93 06/18/2019 159,611.24 06/20/2019 101,000.00 06/18/2019 146,949.65 06/07/2019 251,824.29 --- 645,000.00 06/27/2019 150,000.00 06/27/2019 359,946.61 06/28/2019 200,000.00 06/28/2019 190,000.00 06/26/2019 200,000.00 06/28/2019 90,752.01 07/01/2019 179,308.07 06/28/2019 62,412.68 07/22/2019 220,277.07 07/22/2019 83,875.08 --- 95,204.13 06/28/2019 150,364.19 06/27/2019 141,365.35 08/01/2019 147,740.16 08/07/2019 300,000.00 08/21/2019 44,211.27 08/22/2019 142,533.15 09/09/2019 275,000.00 09/09/2019 200,000.00 09/09/2019 260,122.36 09/09/2019 198,602.48 505,766.50 173,909.75 646,269.00 222,450.00 339,338.26 152,765.01 107,058.26 122,984.55 150,798.55 11,772.17 159,722.82 141,080.60 82,122.65 148,350.18 77,495.13 183,977.71 146,189.35 183,602.66 204,101.56 66,243.77 25,654.20 202,593.75 201,773.44 302,496.09 152,232.42 24,086.77 72,552.56 103,779.36 48,144.79 169,330.75 110,636.09 66,040.95 49,666.51 38,718.37 249,693.01 193,253.81 93,781.46 193,007.78 66,933.12 18,845.44 51,463.30 196,426.87 92,517.30 239,874.39 96,442.11 153,855.95 86,675.39 215,711.69 159,536.42 103,840.63 151,382.60 249,030.61 652,086.14 163,248.05 363,419.53 205,437.50 195,907.81 211,593.75 94,098.49 184,834.40 62,988.75 224,295.41 85,303.58 91,028.49 153,330.36 143,353.30 150,688.75 310,207.03 44,708.65 143,685.66 307,108.40 210,125.00 276,024.38 206,150.93 517,535.00 175,159.25 651,826.50 236,390.00 341,573.86 152,790.56 109,310.48 124,403.36 153,989.25 11,763.27 164,618.18 141,085.53 82,640.27 150,107.15 77,829.01 189,965.10 149,321.31 184,726.20 206,780.00 67,330.19 26,076.47 202,922.00 204,396.00 306,114.00 154,338.00 23,916.69 73,954.47 107,602.17 49,655.85 168,123.37 113,279.66 66,256.61 51,150.15 39,692.31 245,893.69 197,339.73 95,425.23 200,548.85 68,536.89 19,176.55 52,622.00 199,274.27 94,171.43 239,766.70 96,879.83 156,590.42 87,881.32 216,925.42 156,672.79 104,151.20 152,242.78 253,493.88 663,795.30 172,864.50 371,266.93 206,254.00 205,247.50 225,738.00 94,657.07 184,622.76 64,041.65 229,123.40 85,925.83 93,972.19 156,521.60 145,846.63 158,510.41 323,337.00 45,716.22 145,128.67 320,185.25 221,280.00 286,686.05 214,999.11 ATTACHMENT 3 13,548.00 260.33 2,639.53 15,184.90 4,548.51 1,550.28 1,993.27 1,147.76 3,023.76 44.12 4,716.65 430.95 (0.83) 2,098.03 752.76 5,847.88 3,195.16 947.12 3,638.72 1,288.23 456.63 1,874.50 3,157.58 4,407.08 2,683.61 50.80 1,596.79 3,853.35 1,543.04 526.07 2,987.53 354.26 1,521.09 942.70 (572.21) 4,144.99 1,691.83 7,508.23 1,615.28 334.10 1,181.74 4,214.63 2,190.18 1,494.44 1,319.08 3,529.21 1,672.37 786.26 (2,002.95) 1,373.91 2,798.68 3,810.07 13,422.40 10,700.33 8,778.85 2,260.83 10,211.65 15,155.23 1,499.87 2,043.36 860.01 4,584.14 1,093.42 2,142.99 3,260.51 1,860.86 8,082.95 13,633.12 1,000.66 1,608.95 14,841.36 11,991.66 11,091.81 9,142.82 2.375 0.399 AAA 1.375 0.281 AAA 1.500 0.249 AAA 3.250 1.039 AAA 3.230 0.994 AAA 3.989 1.203 AAA 1.500 0.885 AAA 1.750 0.893 AAA 2.000 0.790 AAA 4.000 -0.264 AAA 2.000 0.917 AAA 1.055 1.464 AAA 1.537 3.263 AAA 3.500 1.253 AAA 1.155 1.304 AAA 2.000 1.052 AAA 2.500 0.694 AAA 2.141 2.034 AAA 2.637 1.277 AAA 3.500 1.077 AAA 3.000 1.174 AAA 3.500 0.773 AAA 2.396 1.262 AAA 2.373 1.263 AAA 2.573 1.270 AAA 5.500 0.617 AAA 3.500 0.915 AAA 2.500 0.747 AAA 3.000 0.894 AAA 3.808 1.435 AAA 4.000 0.768 AAA 3.526 2.173 AAA 2.500 0.385 AAA 1.500 0.733 AAA 4.333 2.184 AAA 2.500 0.875 AAA 4.000 1.846 AAA 2.000 1.430 AAA 3.500 0.788 AAA 2.500 1.146 AAA 3.000 0.832 AAA 4.000 0.609 AAA 4.000 0.512 AAA 3.763 1.372 AAA 4.500 1.373 AAA 4.000 0.472 AAA 4.000 0.880 AAA 2.150 1.998 AAA 1.862 3.640 AAA 3.770 1.455 AAA 4.355 0.196 AAA 1.583 0.868 AAA 2.510 1.278 AAA 3.600 1.495 AAA 2.522 0.932 AAA 3.090 1.552 AAA 2.920 0.994 AAA 3.281 1.417 AAA 5.500 0.456 AAA 4.295 1.577 AAA 2.623 0.850 AAA 3.022 0.763 AAA 3.330 1.640 AAA 1.400 2.010 AAA 2.838 0.921 AAA 2.570 2.049 AAA 2.631 1.274 AAA 2.550 1.603 AAA 2.332 0.943 AAA 2.349 1.208 AAA 3.563 1.535 AAA 2.849 0.985 AAA 3.010 1.681 AAA 2.570 1.534 AAA 226 Page 7 of 45 KFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 .11.1M1.- [256350018 MIM-RCTC 91 TIBIA Reserve 36178NB99 Agency MBS' Govemment National Mortgage Association 08/15/2027 10/11/2019 46,875.87 47,395.90 --- 48,779.96 1,400.47 2.500 0.979 AAA 227 Page 8 of 45 ISIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 Source Security Type Account Account Identifier Category Issuer r Current Face Next Call Base Net Total Summarized Final Maturity Trade Date Value Original Cost Date Base Market Value Unrealized Gain/Loss Coupon Yield Credit Rating 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 TIFIA Reserve 36202FA30 Agency MBS 3137BJQ71 Agency IVIES 3137BLAC2 Agency MBS 36179M4J6 Agency IVIES 3138NJAE8 Agency MBS 36202F2H8 Agency IVIES 3137FPJF3 Agency MBS 3137FQ3Y7 Agency MBS 3132CJA12 Agency MBS 31417YKF3 Agency MBS 62888VAA6 CMO 31846V401 MM Fund 9128285W6 TIPS 912828V49 TIPS 9128286N5 TIPS 912828L57 US Gov 912828XB1 US Gov 912828L99 US Gov 912828YK0 US Gov 912828Y53 US Gov 9128281358 US Gov Government National Mortgage Association Freddie Mac Freddie Mac Government National Mortgage Association Federal National Mortgage Association Government National Mortgage Association Freddie Mac Freddie Mac Freddie Mac Federal National Mortgage Association NCUA Guaranteed Notes Trust 2010-RI First American Funds, Inc. - Government Obligations Fund United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury 09/20/2024 05/25/2025 10/30/2019 06/25/2025 --- 03/20/2028 11/20/2019 12/01/2020 10/07/2019 01/20/2027 12/12/2019 06/25/2029 01/08/2020 07/25/2029 01/08/2020 09/01/2029 01/28/2020 01/01/2030 02/04/2020 10/07/2020 06/24/2019 03/31/2020 --- 01/15/2029 --- 01/15/2027 06/25/2019 04/15/2024 08/01/2019 09/30/2022 09/10/2019 05/15/2025 09/11/2019 10/31/2020 06/25/2019 10/15/2022 12/05/2019 07/31/2020 --- 01/31/2021 06/26/2019 10/23/2019 38,796.32 200,000.00 150,000.00 175,313.68 18,897.98 194,358.35 198,699.84 198,930.31 106,082.87 25,882.99 16,811.47 0.00 265,597.80 309,664.90 296,588.80 1,000,000.00 450,000.00 1,050,000.00 225,000.00 985,000.00 1,500,000.00 19,706,03810 40,420.92 206,296.88 159,648.05 177,422.93 19,101.72 199,156.59 199,600.19 199,000.24 109,091.32 27,848.48 16,803.59 324,154.22 280,460.80 312,060.05 300,810.33 1,006,210.94 462,076.17 1,043,683.60 223,549.80 984,986.26 1,506,269.53 20,331,649.25 41,245.54 214,506.00 163,705.50 181,942.29 18,886.26 202,558.33 209,411.75 208,890.75 111,169.55 28,190.20 16,800.88 324,154.22 288,500.30 316,877.00 300,874.51 1,037,230.00 488,934.00 1,057,549.50 231,345.00 984,980.30 1,525,905.00 20,732,372.11 987.43 8,672.50 4,681.17 4,568.80 (162.63) 3,551.80 9,847.53 9,900.70 2,040.04 358.91 (7.41) 0.00 9,124.27 5,056.24 651.56 32,119.40 27,978.44 10,291.49 7,635.23 (9.73) 22,603.85 440,457.86 4.500 2.770 3.284 2.500 3.630 3.000 2.258 2.190 3.000 4.500 2.116 0.010 0.875 0.579 1.279 1.377 1.143 3.484 1.259 1.267 1.295 1.134 0.536 1.390 0.010 -0.101 0.375 0.032 0.500 0.142 1.750 0.255 2.125 0.416 1.375 0.140 1.375 0.261 0.128 0.136 2.125 0.056 AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Pond 38378CDK0 Agency CMO 38378AWX5 Agency CMO 31397LUK3 Agency CMO 3136A5KR6 Agency CMO 3137ABFH9 Agency CMG 38378BXQ7 Agency CMO 3137A2PV7 Agency CMO 3137A1N90 Agency CMO 31394GUX9 Agency CMO 3136A72D3 Agency CMO 38377REV3 Agency CMO 3137AYCE9 Agency CMO 3137GAUY1 Agency CMG 3137A1LC5 Agency CMO 3137ATRW4 Agency CMO 3136A1HC2 Agency CMO 3137A5FP4 Agency CMG 38378PPK8 Agency CMO 3137AH6C7 Agency CMG 3137ADTJ6 Agency CMO 3137AXHN6 AgencyMBS 3137B1UF7 Agency MBS 3137AWQG3 Agency MBS 31381RZ23 Agency MBS 3138IRLL6 AgencyMBS 3138L2GH4 Agency MBS 3138L1W62 Agency IVIES 31381SVJ8 Agency MBS 31397UPF0 AgencyMBS 3138L8H23 Agency MBS 3128MMPY3 Agency MBS 3128MMPP2 Agency MBS 3620ARB67 Agency MBS 38378KW47 Agency MBS 314016DU8 Agency MBS 3138EKXIA Agency MBS 3136AMM48 Agency MBS 3137APP61 Agency MBS 31418CQM9 Agency MBS 36178NB99 Agency MBS 3132G5AV1 AgencyMBS 36179M4J6 Agency MBS 31416BVR6 Agency MBS 36202F2H8 Agency MBS 3138IQB54 AgencyMBS 65478DAD9 Asset Backed 65478HAD0 Asset Backed 47789JAB2 Asset Backed 31680YAB3 Asset Backed 477870AB5 Asset Backed 65478LAB5 Asset Backed Government National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Freddie Mac Government National Mortgage Association Freddie Mac Freddie Mac Freddie Mac Federal National Mortgage Association Government National Mortgage Association Freddie Mac Freddie Mac Freddie Mac Freddie Mac Federal National Mortgage Association Freddie Mac Government National Mortgage Association Freddie Mac Freddie Mac Freddie Mac Freddie Mac Freddie Mac Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Freddie Mac Freddie Mac Government National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Freddie Mac Federal National Mortgage Association Government National Mortgage Association Freddie Mac Government National Mortgage Association Federal National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Nissan Auto Receivables 2018-A Owner Trust Nissan Auto Receivables 2017-C Owner Trust John Deere Owner Trust 2019 Fifth Third Auto Trust 2019-1 John Deere Owner Trust 2019-B Nissan Auto Lease Trust 2019-B 03/20/2035 01/30/2018 01/20/2036 01/30/2018 06/25/2023 10/10/2018 10/25/2022 01/25/2019 06/25/2021 03/15/2019 01/16/2036 06/17/2019 09/15/2022 06/03/2019 06/25/2020 06/26/2018 08/15/2023 07/02/2019 04/25/2022 07/26/2019 10/20/2039 07/01/2019 10/25/2022 08/13/2019 10/15/2022 08/15/2019 08/15/2020 01/17/2018 05/25/2022 08/19/2019 01/25/2023 01/02/2020 01/15/2021 01/30/2018 12/20/2038 01/08/2020 07/25/2021 03/11/2020 04/25/2021 03/11/2020 02/25/2022 01/25/2018 09/25/2022 01/25/2018 04/25/2022 --- 08/01/2021 11/02/2018 07/01/2021 11/02/2018 07/01/2021 --- 12/01/2022 02/21/2019 11/01/2021 02/22/2019 06/25/2021 03/15/2019 12/01/2021 05/02/2019 06/01/2027 05/10/2019 03/01/2027 05/10/2019 05/15/2025 06/10/2019 08/16/2035 06/13/2019 08/01/2031 07/26/2019 03/01/2023 08/21/2019 07/25/2022 08/01/2019 01/25/2022 09/06/2019 10/01/2027 09/11/2019 08/15/2027 10/11/2019 07/01/2028 10/11/2019 03/20/2028 11/20/2019 12/01/2020 01/17/2018 01/20/2027 12/12/2019 03/01/2021 11/07/2018 05/16/2022 06/29/2018 04/18/2022 09/25/2018 10/15/2021 03/05/2019 05/16/2022 04/30/2019 05/16/2022 07/16/2019 10/15/2021 07/16/2019 8,898.51 12,944.54 98,253.76 63,196.09 206,000.00 61,446.05 25,972.36 35,471.41 25,556.66 29,799.72 142,281.71 360,000.00 133,983.80 304.42 100,000.00 19,395.28 21,512.21 97,231.95 38,107.20 480,742.86 19,505.74 11,812.08 39,347.55 59,814.60 51,910.15 123,621.96 124,692.68 83,875.07 118,001.24 67,518.90 186,223.77 202,670.31 62,070.06 83,838.43 189,198.48 47,158.69 338,657.77 14,844.20 52,209.96 117,189.68 69,122.44 146,094.74 0.00 85,517.67 98,087.96 65,530.88 45,788.34 60,454.91 94,643.59 89,451.36 73,870.21 8,980.54 13,069.93 100,234.19 62,327.14 209,846.41 60,831.59 25,517.84 35,795.64 26,642.82 29,974.13 145,105.10 367,790.63 132,602.09 303.42 101,109.38 19,536.96 21,565.99 97,919.41 38,845.53 490,583.07 19,237.54 11,638.59 38,615.92 60,702.47 52,680.70 121,004.32 123,952.31 84,294.45 119,697.50 67,307.98 185,409.04 201,783.63 64,329.80 83,366.84 190,469.66 47,689.22 340,562.72 15,086.57 53,539.69 118,489.75 70,418.49 147,852.44 0.00 87,628.90 100,118.68 65,192.99 45,074.69 60,452.15 94,638.37 89,451.02 73,863.75 8,926.54 13,085.50 101,259.34 63,445.71 211,240.64 61,215.01 26,230.53 35,478.15 26,989.37 30,290.82 147,908.95 371,710.80 135,004.75 304.39 102,038.00 19,590.79 21,736.80 100,514.50 39,037.01 491,223.05 19,662.17 11,914.49 39,608.42 61,174.78 52,983.13 124,817.38 124,363.49 85,925.82 119,883.35 67,433.16 193,346.83 210,414.34 65,262.32 83,835.91 196,406.95 48,763.97 344,055.97 15,254.34 54,667.48 121,949.92 72,348.38 151,618.58 0.00 89,125.66 99,437.65 65,751.72 45,808.95 60,615.11 94,898.18 89,576.59 73,835.49 24.34 107.69 2,085.39 775.62 3,202.62 (0.61) 625.17 52.64 519.46 313.92 3,193.59 5,585.81 2,200.79 0.32 1,218.40 92.21 217.85 2,624.72 216.51 1,102.10 301.07 201.83 702.37 879.29 687.68 2,420.45 284.00 1,884.93 993.21 108.33 7,889.34 8,588.93 1,380.29 303.87 6,010.54 1,067.37 3,915.90 235.17 1,206.93 3,501.17 1,991.79 3,807.33 0.00 1,562.79 681.16 316.04 246.54 161.18 256.55 125.30 (32.03) 3.000 0.508 AAA 3.000 0.595 AAA 4.500 0.800 AAA 1.750 0.893 AAA 3.989 1.203 AAA 1.537 3.263 AAA 1.500 0.789 AAA 3.531 1.559 AAA 5.500 1.159 AAA 2.482 1.373 AAA 3.500 0.915 AAA 2.682 1.269 AAA 1.500 0.892 AAA 2.000 1.111 AAA 2.373 1.263 AAA 3.500 0.744 AAA 2.500 0.697 AAA 2.500 0.530 AAA 3.230 0.994 AAA 3.871 1.182 AAA 1.749 0.819 AAA 1.785 0.939 AAA 1.583 0.868 AAA 3.840 1.803 AAA 3.840 1.808 AAA 1.870 0.909 AAA 2.500 2.557 AAA 3.330 1.640 AAA 3.763 1.372 AAA 2.730 2.711 AAA 2.500 1.037 AAA 2.500 1.010 AAA 4.000 0.609 AAA 2.150 1.998 AAA 2.500 1.151 AAA 2.332 0.943 AAA 2.509 1.441 AAA 2.789 0.896 AAA 3.000 1.148 AAA 2.500 0.979 AAA 3.000 1.228 AAA 2.500 1.143 AAA 5.000 0.028 AAA 3.000 1.259 AAA 4.410 2.262 AAA 2.650 2.050 AAA 2.120 2.028 AAA 2.850 2.152 AAA 2.660 1.917 AAA 2.280 1.996 AAA 2.270 2.378 AAA 228 Page 9 of 45 ISIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 Source Security Type Current Face Next Call Base Net Total Summarized 256350021 MIM-RCTC 2013 Residual Fund 38013FAD3 Asset Backed GM Financial Consumer Automobile Receivables Trust 2018-4 10/16/2023 07/24/2019 75,000.00 76,374.02 75,973.50 176.53 3.210 1.821 AAA 229 Page 10 of 45 ISIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 Source Security Type Current Face Next Call Base Net Total Summarized 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund 14315PAB1 87165LBB6 26209AAE1 12596EAC8 26208RAD7 02582711/2 17305EFM2 14315XAC2 17305EGK5 14041NFUO 62888VAA6 62888UAB6 06416CAC2 90331HNP4 06406FAB9 172967LC3 06051GFN4 69371RP34 86787EBD8 14913Q2X6 025816CE7 05531FAU7 06051GEC9 94974BGM6 55279HAN0 375558BB8 05531FB71 780082AC7 17308CC46 17401QAN1 31677QBK4 61747WAF6 95000U2B8 69353RFU7 74456QBP0 02581RDD2 50000DDD5 23336GD65 14918ED16 40248CDL2 31846V401 072024W W8 783186TZ2 459058GK3 4581X0CZ9 912828UH1 9128286N5 912828L57 912828Y53 912828VV9 912828YK0 9128285H9 912828T67 9128286119 912828743 912828658 658886DZ6 196480CW5 Asset Backed Asset Backed Asset Backed Asset Backed Asset Backed Asset Backed Asset Backed Asset Backed Asset Backed Asset Backed CMO CMO Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate Corporate CP CP CP CP CP MM Fund Mons Muni Non -US Gov Non -US Gov TIPS TIPS US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov US Gov VRDN VRDN Carmex Auto Owner Trust 2019-3 12/15/2022 07/24/2019 112,360.63 112,355.58 112,686.48 328.52 2.210 1.747 Synchrony Credit Card Master Note Trust 2016-2 Drive Auto Receivables Trust 2019-4 CNH Equipment Trust 2018-B Drive Auto Receivables Trust 2019-2 American Express Credit Account Master Trust, Series 2017-6 Citibank Credit Card Issuance Trust - 2014-Al Carmax Auto Owner Trust 2020-1 Citibank Credit Card Issuance Trust Capital One Multi -Asset Execution Trust, Series 2019-2 NCUA Guaranteed Notes Trust 2010-R1 NCUA Guaranteed Notes Trust 2010-R2 The Bank of Nova Scotia U.S. Bank National Association The Bank of New York Mellon Corporation Citigroup Inc. Bank of America Corporation PACCAR Financial Corp. Sui rest Bank Caterpillar Financial Services Corporation American Express Company Truist Financial Corporation Bank of America Corporation Wells Fargo & Company Manufacturers & Traders Trust Company Gilead Sciences, Inc. Truist Financial Corporation Royal Bank of Canada Citigroup lnc. Citizens Bank, National Association Fifth Third Bank Morgan Stanley Wells Fargo & Company PNC Bank, National Association Public Service Electric and Gas Company American Express Credit Corporation KOCH INDUSTRIES INC DTE Electric Company CommonSpirit Health Gulf Power Company First American Funds, Inc. - Government Obligations Fund Bay Area Toll Authority Rutgers, The State University of New Jersey International Bank for Reconstruction and Development Inter -American Development Bank United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury North Dakota Housing Finance Agency Colorado Housing and Finance Authority, Inc. 05/17/2021 08/02/2019 01/16/2024 09/09/2019 11/15/2023 12/05/2019 03/15/2023 12/05/2019 10/15/2020 12/05/2019 01/23/2023 12/11/2019 12/16/2024 01/14/2020 01/20/2021 07/19/2019 09/15/2022 03/13/2020 10/07/2020 05/10/2019 11/05/2020 03/15/2019 04/26/2021 --- 04/26/2021 _ 10/11/2018 05/03/2021 10/11/2018 12/08/2021 --- 04/21/2020 01/25/2018 05/10/2021 04/30/2019 05/17/2022 05/14/2019 05/17/2021 05/14/2019 05/20/2022 05/15/2019 06/29/2020 04/15/2019 07/01/2020 --- 07/22/2020 04/15/2019 08/17/2020 10/11/2018 09/01/2020 --- 03/16/2023 09/09/2019 10/14/2020 --- 11/04/2022 10/28/2019 10/30/2020 _ 04/15/2019 10/30/2020 06/21/2019 01/25/2021 --- 07/22/2022 02/19/2020 02/24/2023 02/20/2020 03/15/2021 03/25/2020 04/13/2020 03/10/2020 04/13/2020 03/26/2020 04/06/2020 03/26/2020 04/01/2020 03/30/2020 04/20/2020 03/31/2020 03/31/2020 --- 04/01/2022 09/20/2019 05/01/2022 10/18/2019 08/21/2020 --- 09/14/2022 09/30/2019 01/15/2023 --- 04/15/2024 --- 09/30/2022 --- 07/31/2020 --- 08/31/2020 --- 10/15/2022 10/31/2020 --- 10/31/2021 12/09/2019 05/15/2022 --- 02/28/2022 12/30/2019 01/31/2021 --- 07/01/2038 06/29/2018 10/01/2051 03/19/2020 160,000.00 80,000.00 190,000.00 150,000.00 200,000.00 200,000.00 60,000.00 100,000.00 100,000.00 0.01 137,452.67 200,000.00 250,000.00 200,000.00 450,000.00 100,000.00 200,000.00 50,000.00 120,000.00 100,000.00 250,000.00 200,000.00 200,000.00 250,000.00 135,000.00 165,000.00 200,000.00 195,000.00 250,000.00 200,000.00 200,000.00 235,000.00 250,000.00 125,000.00 350,000.00 650,000.00 600,000.00 550,000.00 200,000.00 0.00 95,000.00 105,000.00 315,000.00 650,000.00 100,573.20 419,315.20 2,150,000.00 1,775,000.00 2,260,000.00 1,030,000.00 700,000.00 480,000.00 420,000.00 125,000.00 1,730,000.00 100,000.00 460,000.00 26,138,523.60 160,387.50 --- 79,989.10 --- 193,102.34 --- 150,738.28 --- 200,375.00 --- 202,210.16 --- 59,988.23 --- 100,625.00 --- 100,312.50 --- 0.01 137,656.70 --- 194,126.00 --- 249,395.00 03/26/2021 193,708.00 04/03/2021 449,617.50 11/08/2021 99,537.00 200,250.00 --- 50,000.00 04/17/2022 120,000.00 --- 100,000.00 04/19/2022 249,642.50 05/29/2020 207,806.00 --- 199,590.00 --- 244,707.50 07/17/2020 133,439.10 --- 164,877.90 02/13/2023 196,622.00 --- 195,000.00 11/04/2021 247,950.00 --- 199,810.00 09/30/2020 213,237.00 --- 239,479.10 --- 250,000.00 02/24/2022 122,811.25 02/15/2021 349,534.79 649,317.50 599,422.50 549,880.83 199,650.00 182,187.22 95,000.00 105,000.00 315,116.40 652,067.00 98,702.88 426,690.91 2,158,926.57 1,774,332.62 2,251,428.13 1,021,835.16 699,678.39 476,306.25 425,850.01 125,463.87 1,727,976.96 100,000.00 460,000.00 04/20/2020 26,363,220.26 159,568.00 78,628.00 189,232.40 150,405.00 200,260.00 201,738.00 60,184.80 100,730.00 100,964.00 0.01 137,467.79 200,104.00 252,107.50 200,928.00 453,460.50 99,984.00 191,850.00 48,758.00 117,571.20 95,909.00 249,537.50 201,254.00 200,038.00 249,370.00 135,402.30 165,100.65 199,558.00 194,257.05 250,590.00 199,358.00 205,284.00 235,761.40 235,625.00 123,762.50 349,860.00 649,740.00 599,898.00 550,000.00 199,872.00 182,187.22 95,512.05 103,963.65 315,094.50 669,454.50 99,361.29 425,374.30 2,230,044.50 1,774,964.50 2,278,803.20 1,059,046.00 699,895.00 488,025.60 436,850.40 128,652.50 1,759,877.10 100,000.00 460,000.00 26,621,856.09 (678.83) (1,363.72) (3,211.97) 120.88 43.59 123.79 195.84 391.71 656.44 0.00 (59.39) 2,406.23 2,368.04 3,675.48 3,702.86 (4.44) (8,286.67) (1,242.00) (2,428.80) (4,091.00) (390.46) 92.16 137.77 483.81 742.03 204.40 400.90 (742.95) 1,372.19 (560.80) 655.41 (3,517.44) (14,375.00) 920.81 29.17 195.00 160.50 0.00 204.50 0.00 512.05 (1,036.35) 68.25 17,728.51 (79.34) (337.97) 71,816.97 220.83 18,935.81 36,111.99 4.49 11,118.84 11,389.90 3,241.00 28,272.95 0.00 0.00 252,640.84 2.210 2.459 2.230 3.317 3.190 3.560 3.040 1.245 2.040 1.795 2.880 1.781 1.890 1.781 2.490 1.564 1.720 1.323 2.116 1.822 2.136 1.008 1.875 1.825 3.150 2.281 2.050 1.583 2.900 2.407 2.250 2.513 1.994 5.523 2.282 3.268 2.082 3.712 2.315 4.085 2.625 3.365 5.625 3.055 2.600 2.525 2.050 2.717 2.550 1.825 2.200 2.178 2.100 2.517 2.312 1.864 2.250 1.774 2.200 2.757 5.750 2.457 2.625 2.479 2.004 3.874 1.900 2.958 0.000 1.108 0.000 1.108 0.000 1.020 0.000 0.000 0.000 1.152 0.010 0.010 2.128 1.852 2.057 2.546 0.230 0.157 1.750 0.520 0.125 0.560 0.500 0.142 1.750 0.255 0.128 0.136 2.125 0.123 1.375 0.261 0.130 0.158 1.250 0.191 2.125 0.230 1.750 0.221 2.125 0.056 3.000 3.000 4.750 4.750 AAA AAA AA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AA A A A A A A A A A A A A A AAA A A A A A A AA AAA AAA AAA NA AAA AAA AA AA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AA AAA 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MEM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MtM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MEM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MEM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MEM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 3137EADB2 Agency 3137EADR7 Agency 3135G0D75 Agency 3130AFFX0 Agency 3136A72D3 Agency CMO 3137AUPE3 Agency CMO 38377RSZ9 Agency CMO 383777Z89 Agency CMO 38376T5Z1 Agency CMO 38378TAF7 Agency CMO 38380AZ34 Agency CMO 38378CRT6 Agency CMO 38376WA62 Agency CMO 38377RVK8 Agency CMO Freddie Mac Freddie Mac Federal National Mortgage Association Federal Home Loan Banks Federal National Mortgage Association Freddie Mac Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association 01/13/2022 --- 05/01/2020 05/15/2015 06/22/2020 05/06/2015 11/16/2028 09/11/2019 04/25/2022 07/03/2013 06/25/2022 --- 06/16/2039 --- 10/20/2039 --- 01/16/2039 01/26/2015 07/20/2041 07/05/2013 04/20/2046 11/28/2016 10/20/2040 05/22/2014 10/20/2039 --- 04/20/2039 --- 950,000.00 150,000.00 600,000.00 185,000.00 214,016.23 150,000.00 10,305.56 56,766.92 57,783.68 95,617.05 120,581.71 38,738.70 160,762.90 82,892.62 942,921.50 148,903.50 593,490.00 205,766.25 203,315.42 151,611.80 10,629.04 58,313.00 60,369.50 95,631.46 123,958.94 37,407.05 164,807.05 84,546.40 983,316.50 150,136.50 601,686.00 218,660.75 217,543.22 153,297.00 10,353.89 59,398.63 60,706.96 99,325.08 128,496.69 40,017.85 171,606.36 85,898.30 33,531.97 155.37 1,982.15 14,046.03 5,334.25 2,749.05 20.59 1,566.00 1,362.88 3,767.77 4,978.40 2,216.93 6,299.81 2,182.80 2.375 0.399 AAA 1.375 0.281 AAA 1.500 0.249 AAA 3.250 1.039 AAA 2.482 1.373 AAA 2.396 1.262 AAA 4.500 0.146 AAA 3.500 0.788 AAA 3.000 0.734 AAA 2.500 0.747 AAA 3.000 1.797 AAA 2.000 0.708 AAA 4.000 1.846 AAA 3.000 1.204 AAA 230 Page 11 of 45 ISIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 ,256350023 MIM-Sr Lien Reserve Fund-1 3137AXHPI Agency CMO Freddie Mac 09/25/2022 09/29/2017 140,000.00 142,089.06 --- 144,048.80 3,118.34 2.573 1.270 AAA 231 Page 12 of 45 ISIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 Source Account Account Identifier Security Type Category Issuer r Final Maturity Trade Date Current Face Value Next Call Original Cost Date Base Net Total Summarized Base Market Value Unrealized Gain/Loss Coupon Yield Credit Rating 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 MIM-Sr Lien Reserve Fund-1 MIM-Sr lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr lien Reserve Fund -I MIM-Sr Lien Reserve Fund-1 MIM-Se lien Reserve Fund -I MIM-Sr Lien Reserve Fund-1 3137ATRW4 38378B7F0 38378CDK0 38378AWX5 38378DDC6 31398QTP2 38379HLE3 38378VC45 38377JM59 3136A5KR6 38378HXH4 Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Freddie Mac Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Freddie Mac Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Government National Mortgage Association 05/25/2022 12/16/2042 03/20/2035 01/20/2036 04/20/2038 05/15/2038 05/20/2043 12/16/2041 10/20/2039 10/25/2022 09/16/2027 03/16/2018 03/28/2018 06/20/2018 06/26/2018 10/18/2018 11/23/2018 11/21/2018 01/25/2019 03/08/2019 282,110.00 450,000.00 4,943.62 38,833.61 25,736.60 11,249.04 63,167.17 125,495.83 62,036.66 41,139.41 13,661.46 278,085.13 427,32422 4,966.79 39,042.94 25,910.52 11,469.19 63,078.34 120,966.22 60,485.74 40,573.75 13,249.33 287,859.40 451,728.00 4,959.19 39,256.50 25,820.50 11,277.17 65,227.05 128,881.71 63,416.97 41,301.92 13,784.96 8,111.34 13,660.70 17.21 379.44 85.16 17.30 2,157.84 7,296.53 2,649.97 504.91 486.35 2.373 2.273 3.000 3.000 3.500 4.500 3.500 2.250 2.500 1.750 1.250 1.263 2.170 0.508 0.595 0.557 0.641 0.158 1.222 1.174 0.893 0.807 AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA 256350023 256350023 256350023 MIM-Sr lien Reserve Fund -I MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 3137B5A60 3137B4HD1 38375XCM4 Agency CMO Agency CMO Agency CMO Freddie Mac Freddie Mac Government National Mortgage Association 10/15/2028 03/20/2019 12/15/2042 03/20/2019 11/16/2037 05/14/2019 20,448.54 32,818.02 51,617.65 20,218.49 33,894.86 53,079.48 21,002.89 34,847.81 53,984.84 744.20 1,023.27 1,216.77 2.500 1.146 4.500 1.115 5.000 1.156 AAA AAA AAA 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 256350023 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 3136ADFF1 3137ABFH9 38377REV3 38377QKH9 38376GY53 38379JM99 38374C4J7 38378JZD7 3137BDKF2 3137A5FP4 38378FRB8 38378CNY9 38376TTT9 38379KDN5 36202F2H8 38378XP62 38378KWU9 3138EJPZ5 31381T4E7 3136A7MN9 31417YKF3 38378KRS0 38378KXW4 3138EKXL4 38378K5L4 3136AHAEO 38378B6A2 3137B1U75 31381Q6B7 3136AC7J4 31381R5T7 31381SVJ8 3138L1W62 3137F4D41 3620ARB67 3137FBAJ5 3137B1BS0 3137FNAD2 3138LFGP7 36178NB99 36202FA30 31381PEB0 36179M416 3138NIAE8 3137FPJF3 3137FQ3Y7 3132CJAJ2 31381QB54 36179NHK7 62888VAA6 CCYUSD CCYUSD 31846V401 912828V49 9128285W6 9128286N5 912828L57 Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency CMO Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS Agency MBS CMO Currency Currency MM Fund TIPS TIPS TIPS US Gov Federal National Mortgage Association Freddie Mac Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Freddie Mac Freddie Mac Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Government National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Government National Mortgage Association Freddie Mac Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Freddie Mac Government National Mortgage Association Freddie Mac Freddie Mac Freddie Mac Federal National Mortgage Association Government National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Freddie Mac Freddie Mac Freddie Mac Federal National Mortgage Association Government National Mortgage Association NCUA Guaranteed Notes Trust 2010-RI UNITED STATES OF AMERICA UNITED STATES OF AMERICA First American Funds, Inc. - Government Obligations Fund United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury 04/25/2023 06/25/2021 10/20/2039 08/20/2040 01/16/2040 02/16/2041 07/20/2020 12/20/2040 09/15/2040 01/15/2021 07/20/2042 11/20/2038 11/20/2039 09/16/2055 01/20/2027 05/16/2055 11/16/2041 07/01/2022 03/01/2022 05/25/2022 01/01/2030 07/16/2043 02/16/2037 03/01/2023 12/16/2046 04/25/2023 11/16/2052 01/25/2023 06/01/2021 03/25/2023 09/01/2021 11/01/2021 12/01/2022 01/25/2028 05/15/2025 08/25/2027 11/25/2022 11/25/2028 10/01/2028 08/15/2027 09/20/2024 11/01/2020 03/20/2028 12/01/2020 06/25/2029 07/25/2029 09/01/2029 03/01/2021 07/20/2028 10/07/2020 03/31/2020 03/31/2020 03/31/2020 01/15/2027 01/15/2029 04/15/2024 09/30/2022 06/10/2019 07/22/2019 07/01/2019 08/20/2019 08/06/2019 08/28/2019 10/21/2019 10/16/2019 11/13/2019 12/30/2019 02/04/2020 01/29/2020 08/05/2015 05/14/2015 08/29/2016 10/25/2016 08/29/2016 05/08/2015 12/11/2014 10/28/2016 01/22/2015 08/29/2016 07/15/2016 02/21/2018 08/29/2018 02/22/2019 02/21/2019 04/01/2019 06/10/2019 06/26/2019 07/31/2019 08/01/2019 08/07/2019 10/11/2019 10/23/2019 09/26/2014 11/20/2019 01/08/2020 01/08/2020 01/28/2020 11/07/2018 03/31/2020 01/22/2019 102,585.24 100,000.00 66,398.13 43,825.94 59,409.95 45,823.55 10,497.95 36,902.10 56,032.25 60,177.31 185,575.11 110,000.00 46,261.98 101,124.95 125,166.78 241,068.83 155,147.47 195,801.84 252,999.23 259,151.19 109,998.39 450,000.00 93,240.57 218,108.92 425,000.00 52,181.09 109,708.05 364,745.90 179,308.07 38,958.65 130,000.00 104,843.84 163,059.66 35,000.00 94,763.45 200,000.00 360,000.00 132,966.14 275,000.00 35,156.90 35,692.62 244,714.48 43,828.42 18,897.97 183,797.35 184,010.53 97,596.24 127,940.81 198,992.19 68,179.86 0.00 0.00 0.00 298,986.80 255,382.50 271,020.80 1,400,000.00 101,110.58 102,574.22 67,715.72 44,622.00 59,597.92 46,118.91 10,583.25 36,440.82 57,323.62 60,184.12 182,849.47 110,721.88 47,346.24 98,541.52 129,010.95 244,044.52 147,425.63 207,970.62 264,334.79 266,561.30 115,273.19 434,460.94 92,788.94 215,008.61 415,829.11 53,306.25 106,249.67 379,065.02 198,863.86 38,317.96 132,747.27 105,368.07 162,091.49 36,714.84 98,213.43 211,593.75 363,360.94 135,619.88 284,356.45 35,546.93 37,187.25 257,676.70 44,355.73 19,110.57 184,630.19 184,075.23 100,364.02 130,589.58 207,573.73 68,203.83 64.70 (207,982.38) 428,674.95 297,643.95 270,641.99 275,385.58 1,386,564.45 103,237.68 102,544.00 69,024.18 46,022.50 59,792.55 47,496.57 10,547.60 37,357.47 58,144.67 60,805.56 189,993.65 111,607.10 48,412.23 102,523.51 130,447.57 245,504.50 153,139.86 203,665.25 258,962.42 263,870.33 119,803.65 454,320.00 92,935.67 225,533.35 433,644.50 53,543.02 109,001.53 376,217.15 184,622.76 40,118.84 134,056.00 107,407.27 162,629.18 40,335.05 99,637.13 225,738.00 370,490.40 142,659.37 296,392.25 36,584.97 37,945.90 244,983.67 45,485.57 18,886.25 193,705.87 193,223.94 102,275.98 129,701.27 207,916.99 68,136.90 64.70 (207,982.38) 428,674.95 305,950.20 277,404.13 274,937.05 1,452,122.00 1,882.53 924.18 1,490.34 1,430.14 319.70 1,412.44 17.90 887.25 923.03 663.57 7,113.07 1,023.17 1,087.19 2,056.22 2,470.32 2,123.50 2,795.47 1,978.96 1,574.97 2,057.99 6,238.36 11,311.66 (139.60) 8,244.20 14,540.77 662.18 1,018.39 6,275.80 610.70 1,532.90 2,911.22 2,356.15 371.39 3,801.22 2,107.32 15,155.23 7,920.33 7,274.66 12,497.02 1,050.35 908.43 (451.21) 1,142.20 (123.61) 9,108.95 9,158.15 1,876.83 888.47 343.26 (50.16) 0.00 0.00 0.00 7,912.62 7,799.25 139.18 58,581.72 1.500 3.989 3.500 3.000 3.526 2.500 5.500 1.500 3.500 2.500 2.000 3.500 3.000 2.185 3.000 2.500 1.400 3.022 2.670 2.349 4.500 2.389 1.705 2.332 2.820 0.885 1.203 0.915 0.894 2.173 0.385 0.617 0.733 1.077 0.697 1.430 0.773 0.832 2.258 1.259 2.045 2.010 0.763 1.347 1.208 0.536 2.052 1.936 0.943 2.484 2.623 0.850 1.826 2.025 2.522 0.932 4.295 1.577 2.535 1.582 3.770 1.455 3.330 1.640 2.500 2.557 3.600 1.495 4.000 0.609 3.281 1.417 2.510 1.278 2.631 1.274 2.550 1.603 2.500 0.979 4.500 0.579 3.370 2.740 2.500 1.143 3.630 3.484 2.258 1.267 2.190 1.295 3.000 1.134 4.410 2.262 3.000 1.409 2.116 1.390 0.000 0.000 0.000 0.000 0.010 0.010 0.375 0.032 0.875 -0.101 0.500 0.142 1.750 0.255 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 232 Page 13 of 45 ISIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 256350023 MIM-Sr Lien Reserve Fund-1 912828G38 US Gov 91 CIP STAMP Portfolio by Account for quarter ended March 31, 2020 United States Department of The Treasury 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 912828XB1 US Gov 912828743 US Gov 912828YK0 US Gov 9128281358 US Gov United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury 11/15/2024 05/15/2025 02/28/2022 10/15/2022 O1/31/2021 04/18/2017 1,350,000.00 1,369,037.11 --- 1,125,000.00 1,143,342.78 11/26/2019 150,000.00 150,544.92 --- 670,000.00 664,428.32 --- 1,375,000.00 1,405,890.24 18,160,752.97 18,533,963.13 1,465,911.00 1,222,335.00 154,383.00 688,894.00 1,398,746.25 19,080,313.00 103,941.21 87,588.96 3,919.09 23,887.83 18,578.10 596,784.80 2.250 2.125 1.750 1.375 2.125 0.375 0.416 0.221 0.261 0.056 AAA AAA AAA AAA AAA 64,005,314.77 65,228,832.64 66,434,541.19 1,289,883.49 233 Page 14 of 45 IMFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 ATTACHMENT 4 Source Beginning Base Base Maturities and Base Base Change In Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 882.16 5,341.69 816.52 631.76 663.17 256350018 MIM-RCTC 91 TIFIA Rese 256350018 MINI-RCTC 91 TIFIA Reserve 256350018 MIM-RCTC 91 TlFlA Reserve 3137A6B27 FHMS K010 A2 912828B58 UNITED STATES TREASURY 3137FL6P4 FBMS K089 A2 256350018 MIM-RCTC 91 TIFIA Reserve 3620ARB67 6N 737261 256350018 MN1-RCTC 91 TIFIAReserve 31381Q6B7 FN468066 256350018 MN1-RCTC 91 TIFIA Reserve 3137F6ZN8 FHMS KIO2 A 256350018 MIM-RCTC 91 TIFIA Reserve 3137AH6C7 FHMS K015 A2 256350018 MIM-RCTC 91 TIFIA Reserve 31397UPF0 FNA I IMI A3 256350018 MIM-RCTC 91 TIFIA Reserve 3137A2B26 FHMS K009 A2 256350018 MN1-RCTC 91 TIFIA Reserve 3620A9T35 GN 723370 256350018 MIM-RCTC 91 TNIA Reserve 3130AFFX0 FEDERAL HOME LOAN BANKS 256350018 MIM-RCTC 91 TIFIA Reserve 3138EJRP5 FN AL2293 256350018 MIM-RCTC 91 TlFlAReserve 3137EADB2 FREDDIE MAC 256350018 MN4-RCTC 91 TIFIAReserve 912828XB1 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TIFIA Reserve 38378CNY9 GNR 127E MD 256350018 MIM-RCTC 91 TNIA Reserve 912828L57 UNITED STATES TREASURY 256350018 MIM-RCTC 91 TNIA Reserve 3137BM6P6 FHMS K721 A2 256350018 MN1-RCTC 91 TIFIA Reserve 36297GCD0 6N 711168 256350018 MIM-RCTC 91 TIFIAReserve 31419AM53 FN AE0379 256350018 MN1-RCTC 91 TIFIA Reserve 3137BP4K2 FHMS KB21 A2 256350018 MIM-RCTC 91 TNIA Reserve 3137F4D41 FHMS K074 A2 248,940.22 507,845.00 297,973.50 213,791.02 185,413.32 188,806.13 339,689.76 247,565.08 218,904.29 169,032.61 218,722.00 153,837.30 507,710.00 459,283.50 201,632.00 ,004,020.00 204,216.00 100,871.42 108,165.60 206,340.00 162,696.00 256350018 MN1-RCTC 91 TIFIA Reserve 3620AFYR2 6N 728920 99,912.02 (1,860.25) (15 629.10) (21.73) (511.63) (916.58) (19.30) (29 232.67) (2,134.31) (8,002.59) (50,443.50) (13 262.80) (1,074.62) (979.45) (801.18) (770.63) (766.74) (89.94) 19,039.45 23,012.93 2,394.6 912.06 245,893.69 525,905.00 320,185.25 199,274.27 184,622.76 32.03 (754.76) (2,177.94) 156,672.79 (25.94) (717.51) 4,761.86 341,573.86 (89.78) (701.01) 995.00 239,766.70 (160.39) (644.91) 467.89 168,123.37 531.04 (405.76) (564.80) 1,791.16 156,590.42 496.67 (564.39) 18,232.39 236,390.00 2,437.50 3,134.05) (63.89) (556.38) 2,159.79 152,242.78 551.08 (548.64) 10,373.64 517,535.00 2,572.92 (511.92) 30,162.42 488,934.00 3,625.34 57.78 (5 295.58) (13,942.95) (510.12) 897.50 740.06 1,800.12 202,922.00 583.33 (497.25) 33,707.25 1,037,230.00 47.81 (487.57) (196.38) (469.57) (419.91) (424.77) (379.73) (365.22) 2,525.57 206,254.00 515.00 1,969.93 96,879.83 347.06 1,279.10 94,657.07 415.95 15,319.73 221,280.00 474.83 0,533.72 172,864.50 450.00 (6,305.20) (190.07) (360.05) 1,114.73 94,171.43 298.67 256350018 MIM-RCTC 91 TIFIAReserve 31381R5T7 FN468958 103,495.71 - - - - - (348.49) 1,003.98 104,151.20 327.89 256350018 MIM-RCTC 91 TIFIA Reserve 3137FBAJ5 FHMS KIR3 A2 210,796.00 - - - - - (339.49) 15,281.49 225,738.00 546.83 256350018 MIM-RCTC 91 TIFIAReserve 3137B1U75 FHMS KS01 A2 366,131.40 - - - (3,070.11) (23.5(337.36) 8,566.55 371,266.93 756.49 256350018 MIM-RCTC 91 TIFIAReserve 3137B1BS0 FHMS K026 A2 400,470.75 - - - - - (332.46) 6,372.01 406,510.30 826.21 256350018 MIM-RCTC 91 TIFIAReserve 3137B1U65 FHMS K027 A2 203,388.00 - - - - - (318.13) 3,710.13 206,780.00 439.50 256350018 MIM-RCTC 91 TIFIAReserve 3138EJPZ5 _ ENAL2239 226,565.59 - - - (1,472.12) (29.30) (316.29) 4,375.52 229,123.40 573.22 256350018 MIM-RCTC 91 TIFIAReserve 3137B3HX9 FHR4231CFB 92,424.33 - - - (14,313.46) 62.53 (311.76) (32.62) 77,829.01 39.89 256350018 MIM-RCTC 91 TIFIAReserve 31397ALN1 _ FHR 3196C FA 172,874.52 - - - (31,669.40) 38.09 (308.09) 150.42 141,085.53 66.17 256350018 MIM-RCTC 91 TIFIA Reserve 3137F4CY6 FHMS KBXI Al 196,646.20 - - - - - (293.93) 8,895.23 205,247.50 462.33 256350018 MIM-RCTC 91 TNIA Reserve 3137B1BS0 FHMS K026 A2 253,462.50 - - - - - (284.30) 4,106.80 257,285.00 522.92 256350018 MIM-RCTC 91 TNIA Reserve 3137BJQ71 FHMS KPLB A 205,686.00 - - - - - (284.24) 9,104.24 214,506.00 461.67 256350018 MIM-RCTC 91 TNIAReserve 3620C4SU5 616748531 96,940.27 - - - (9,441.39) (324.70) (269.09) 976.24 87,881.32 278.61 256350018 MIM-RCTC 91 TNIA Reserve 3137BIAC2 FHMS K048 A2 94,916.70 - - - - - (268.97) 3,575.57 98,223.30 246.30 256350018 MIM-RCTC 91TIFIAReseeve 3137ATRW4 FHMS K020 A2 302,364.00 - - - - - (266.26) 4,016.26 306,114.00 593.25 256350018 MIM-RCTC 91 TIFIA Reserve 3137ABFH9 FHMS KAIV A2 82,635.39 - - - (262.34) 687.59 83,060.64 269.26 256350018 MIM-RCTC 91 TIFIA Reserve 3137ABFH9 FHMS Kelly A2 69,372.92 - - - (216.22) 573.22 69,729.92 226.04 256350018 MIM-RCTC 91 TIFIAReserve 3137AXHPI FHMS K024 A2 152,257.50 - - - (194.97) 2,275.47 154,338.00 321.63 256350018 MIM-RCTC 91 TIFIAReserve 36202F2H8 G2005276 212,773.12 - - (12,820.94) (316.43) (193.66) 3,116.24 202,558.33 485.90 256350018 MIM-RCTC 91 TIFIAReserve 3136AGFQ0 FNR 1392B A 169,197.13 - - (20,500.99) (228.46) (185.30) 1,824.76 150,107.15 427.30 256350018 MIM-RCTC 91 TIFIAReserve 3137AUPE3 FHMS K021 A2 201,676.00 - - - - - (180.43) 2,900.43 204,396.00 399.33 256350018 MIM-RCTC 91 TIFIAReserve 31381SV18 FN469617 86,005.01 - - - (573.55) (7.34) (175.19) 676.90 85,925.83 240.51 256350018 MIM-RCTC 91 TIFIA Reserve 3137BLAC2 FHMS K048 A2 63,277.80 - - - - - (168.06) 2,372.46 65,482.20 164.20 256350018 MIM-RCTC 91 TIFIAReserve 38376V2E6 GNR 1019B UA 121,106.58 - - (9,253.78) (353.44) (132.32) 1,912.62 113,279.66 354.39 256350018 MIM-RCTC 91 TIFIA Reserve 36202FA30 _ 62 004526 43,966.04 - - (2,935.40) (118.09) (128.38) 461.37 41,245.54 145.49 256350018 MIM-RCTC 91 TIFIAReserve 3137AJMF8 FHMS K016 A2 333,183.78 - (333,163.37) - (600.09) 900.37 (111.81) (208.88) - - 256350018 MIM-RCTC 91 TIFIAReserve 38374C417 GNR 0385G TW 47,030.61 0.00 0.00 0.00 (22,856.50) (109.78) (102.83) (44.81) 23,916.69 109.10 256350018 MIM-RCTC 91 TIFIAReserve 3138LPGP7 FNAN2905 303,750.00 - - - - - (98.07) 19,685.07 323,337.00 658.75 256350018 MIM-RCTC 91 TIFIAReserve 38377REV3 GNR 10158C HA 79,410.55 - - - (6,841.85) (123.26) (94.03) 1,603.07 73,954.47 207.49 256350018 MIM-RCTC 91 TIFIAReserve 38376WA62 GNR 1015CPD 97,116.65 - - - (4,837.62) (237.19) (81.72) 3,465.10 95,425.23 297.99 256350018 MIM-RCTC 91 TIFIAReserve 3137FNAD2 FHMS K095 Al 151,109.24 - - - (451.20) (8.32) (79.45) 7,940.14 158,510.41 323.92 256350018 MIM-RCTC 91 TIFIAReserve 38377RED3 GNR10158A EC 209,930.23 - - - (16,788.43) (132.66) (72.65) 4,403.24 197,339.73 399.43 256350018 MIM-RCTC 91 TIFIA Reserve 3138LFP51 FN AN3143 201,963.29 - - - (845.76) (30.93) (72.20) 13,984.70 214,999.11 439.52 256350018 MIM-RCTC 91 TIFIAReserve 3138NJAE8 FNFN0004 20,555.09 - - - (1,673.57) (15.06) (68.97) 88.76 18,886.26 59.07 256350018 MIM-RCTC 91 TIFIAReserve 3136A7MN9 FNA 12M8 A2 148,907.84 - - - (5,439.51) (36.74) (63.48) 1,760.57 145,128.67 279.06 256350018 MIM-RCTC 91 TIFIAReserve 36179M4J6 G2 MA0825 188,437.99 - - - (10,246.27) (122.92) (61.35) 3,934.84 181,942.29 365.24 256350018 MIM-RCTC 91TIFIAReserve 3137BDKF2 FHA4384A LA 49,712.08 - - - (3,850.92) (76.43) (61.20) 792.19 46,515.73 130.74 256350018 MIM-RCTC 91 TIFIAReserve 383766Y53 GNR 1195 C 68,323.82 - - - (2,103.26) (3.10) (39.79) 78.94 66,256.61 193.44 256350018 MIM-RCTC 91 TIFIA Reserve 3136(34TH6 FEDERAL NATIONAL MORTGAGE ASSOCIATION 300,012.00 - - (300,000.00) - - (36.49) 24.49 - - 256350018 MIM-RCTC 91 TIFIAReserve 3137FPJF3 FHMS K099 Al - 200,138.80 - - (536.18) (2.39) (36.01) 9,847.53 209,411.75 373.89 256350018 MIM-RCTC 91 TIFIAReserve 38378WUY7 GNR 13124F CP 163,494.51 - - - (16,635.69) (21.20) (30.50) 2,514.19 149,321.31 304.09 256350018 MIM-RCTC 91 TIFIA Reserve 38376PRM4 GNR 09118C YE 22,401.92 - - - (10,596.40) (19.45) (27.80) 4.99 11,763.27 39.05 256350018 MIM-RCTC 91 TIFIAReserve 38377QKH9 GNR 1118A P6 51,773.22 - - - (3,587.39) (64.08) (27.37) 1,561.48 49,655.85 118.21 256350018 MIM-RCTC 91 TIFIAReserve 383761TT9 GNR 106B AB - 52,929.19 - - (1,432.32) (33.23) (23.38) 1,181.74 52,622.00 125.71 256350018 MIM-RCTC 91 TIFIA Reserve 3137BDKF2 FHR 4384A LA 22,244.73 - - - (1,723.18) (27.78) (22.67) 343.35 20,814.46 58.50 256350018 MIM-RCTC 91 TIFIAReserve 3138L2QG5 FNAM2254 273,374.07 - - - (2,252.94) (132.96) (20.62) 15,718.50 286,686.05 674.22 256350018 MIM-RCTC 91 TIFIAReserve 3136AHAEO FNA 13M14 APT 73,174.39 - - - (9,952.65) (124.82) (19.50) 964.23 64,041.65 136.42 256350018 MIM-RCTC 91 TIFIAReserve 38379JM99 GNR1545E AG 54,090.20 - - - (4,086.12) (24.11) (18.72) 1,188.91 51,150.15 102.81 256350018 MIM-RCTC 91 TIFIAReserve 31417YKF3 FN MA0293 - 28,619.49 - - (716.59) (54.42) (17.18) 358.91 28,190.20 97.06 256350018 MIM-RCTC 91 TIFIAReserve 3136M:719 FNR 13101EA 28,289.24 - - - (2,529.07) (14.58) (15.88) 346.76 26,076.47 63.71 256350018 MIM-RCTC 91 TIFIAReserve 36178NB99 GN AB2764 50,884.56 - - - (3,319.02) (36.25) (13.05) 1,263.72 48,779.96 97.66 256350018 MIM-RCTC 91 TIFIAReserve 38378TAF7 GNR 1371A GA 111,786.94 - - - (7,122.40) (11.70) (11.68) 2,961.01 107,602.17 215.80 256350018 MIM-RCTC 91 TIFIAReserve 3137FQ3Y7 FHMS KIOI Al - 199,546.42 - - (545.98) (0.18) (10.21) 9,900.70 208,890.75 363.05 256350018 MN1-RCTC 91 TIFIAReserve 38377JZ89 GNR 10117AGK - 70,736.04 - - (3,721.51) (82.77) (10.14) 1,615.28 68,536.89 191.04 256350018 MIM-RCTC 91 TIFIAReserve 3137B5A60 FHA4257G EK - 19,360.53 - (510.30) (4.79) (2.98) 334.10 19,176.55 38.90 256350018 MN1-RCTC 91 TIFIAReserve 31846V401 FIRST AMER:GVLOBLGD 270,295.41 1,908,053.15 (1,854,194.34) - - - - - 324,154.22 - 256350018 MIM-RCTC 91 TIFIA Reserve CCYUSD Payable (201,051.38) - - - - - - - - - 256350018 MIM-RCTC 91 TIFIA Reserve 38378FRB8 GNR 135AJE 200,450.80 (201,028.71) - - - - - 577.91 - - 256350018 MIM-RCTC 91 TIFIA Reserve 62888VAA6 NON 10RI IA 19,630.79 234 (2,783.07) 0.67 1.63 (49.15) 16,800.88 25.69 Page 15 of 45 pliFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 Source Beginning Base Base Maturities and Base Base Change In Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 256350018 MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 TIFIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 T1FIA Reserve MIM-RCTC 91 TEW Reserve MIM-RCTC 91 TIFIA Reserve 912828Y53 912828Y53 38378BSZ3 912828Y53 38378JZD7 38378FRB8 3138EKX1A 3137BSRZ8 3132CJAJ2 3136ADFF1 3137AS7D0 3137B6DF5 38377YT1A 3136A5KR6 38378KWU9 38378KW47 9128285W6 9128285W6 912828YK0 38378KWU9 3137AWQG3 38378BXQ7 38378NWU3 3137EADR7 9128286N5 912828V49 3135G0D75 912828L99 UNITED STATES TREASURY UNITED STATES TREASURY GNR 1253A A UNITED STATES TREASURY GNR 1347A EC GNR 135A JE FN AL3382 FHMS K109 A2 FH SA0009 FNR 1336D KC FHR 4084A TC FHA 4272E YG GNR 11136D GA FNR 1231G AD GNR 1396 A GNR 13138 A UNITED STATES TREASURY UNITED STATES TREASURY UNITED STATES TREASURY GNR 1396 A FHMS K023 Al GNR 1289 A GNR 1417A AM FREDDIE MAC UNITED STATES TREASURY UNITED STATES TREASURY FEDERAL NATIONAL MORTGAGE ASSOCIATION UNITED STATES TREASURY 247,346.77 124 967.50 42,895.20 49,452.33 181,809.03 122,323.69 172,450.11 175,593.87 198,577.89 155,210.45 34,816.35 233,555.14 151,507.01 129,863.15 223,629.75 59,187.79 279,651.24 200,304.19 158,922.90 174,839.00 300,668.55 313,617.69 649,545.00 1,297,010.00 20,191,823.37 369,992.44 614,993.82 (124,976.39) 198,143.71 115,143.44 (249,541.02) 3,576,628.32 (2,561,875.12) (63,716.32) (3,531.57) (5,212.49) (4,890.48) (28,224.87) (5,885.21) (14,627.15) (20,412.06) (13,537.98) (14,616.12) (31,758.91) (332.56) (16,821.90) (565.35) (29,029.01) (118,617.88) (13,849.46) (300,000.00) (790,425.83) 289.29 58.14 42.42 76.06 (49.82) (525.45) (169.99) 179.73 135.96 129.67 171.72 185.79 13.13 67.13 21.00 262.44 652.93 _g31.43) 448.67 1.70 2.07 2.93 3.21 21.95 33.34 39.11 41.19 41.27 60.92 68.20 71.79 84.23 105.68 112.76 116.84 120.08 122.50 124.42 175.94 217.05 239.67 262.54 306.62 481.91 655.17 902.27 1.197.86 (1.54) (8.19) 803.54 (52.46) 264.31 7,508.23 1,165.08 3,421.71 2,040.04 1,373.29 1,747.05 2,360.84 5,747.38 660.35 194.84 8.22 3,719.23 3,168.33 7,590.83 348.29 2,392.17 61.36 742.08 13.63 (275.95) 2,604.14 1,379.23 8,433.99 (2,266.12) (15,303.81) 432,739.92 369,992.60 614,987.70 184,726.20 39,692.31 200,548.85 45,716.22 156,521.60 111,169.55 109,310.48 153,989.25 164,618.18 189,965.10 124,403.36 34,804.52 216,925.42 155,346.31 133,153.98 231,345.00 59,167.68 253,493.88 82,640.27 145,846.63 175,159.25 300,874.51 316,877.00 651,826.50 1,057,549.50 20,732,372.11 667.52 1,109.52 329.46 49.01 326.47 88.78 355.61 265.21 135.77 253.23 269.00 310.41 180.71 41.14 388.67 264.71 226.90 1,428.53 69.93 332.20 106.25 302.78 1,002.60 684.75 245.65 2,681.25 6,068.51 57,227.32 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 256350021 MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund MIM-RCTC 2013 Residual Fund 912828B58 UNITED STATES TREASURY 912828VV9 UNITED STATES TREASURY 61747WAF6 MORGAN STANLEY 61747WAF6 MORGAN STANLEY 3137AYCE9 FHMS K025 A2 06051GEC9 BANK OF AMERICA CORP 06051GEC9 BANK OF AMERICA CORP 12596EAC8 CNH 18B A3 3137ADTJ6 FHMS K014 A2 3137ABFH9 FHMS KAIV A2 38141EA58 GOLDMAN SACHS GROUP INC 912828L57 UNITED STATES TREASURY 26208RAD7 DRIVE 192 A3 38141EA58 GOLDMAN SACHS GROUP INC 31397UPF0 FNA 11M1 A3 17305EFM2 CCCIT 14A1 Al 31381QB54 FN 467260 3620ARB67 GN 737261 912828L57 UNITED STATES TREASURY 912828V V9 UNITED STATES TREASURY 9128286U9 UNITED STATES TREASURY 17305EFM2 CCCIT 14A1 Al 38013FAD3 GMCAR 184 A3 912828L57 UNITED STATES TREASURY 95000U2B8 WELLS FARGO & CO 912828L57 UNITED STATES TREASURY 38377REV3 GNR 10158C HA 4581XOCZ9 INTER-AMERICAN DEVELOPMENT BANK 3136AMM48 FNA 15M4B AV2 31397LUK3 FNR 0845C DB 9128286U9 UNITED STATES TREASURY 02582JHJ2 AMXCA 176 A 3137ATRW4 FHMS K020 A2 17305EGK5 CCCIT 18A1 Al 36202F2H8 G2005276 31394GUX9 FHA 2666B OD 3137A1N90 FHMS K008 A2 31381SVJ8 _ FN 469617 31418CQM9 FN MA3159 87165LBB6 SYNCT 162 A 912828/43 UNITED STATES TREASURY 36179M416 G2 MA0825 31381RLL6 FN 468431 31381RZ23 FN 468861 314016DU8 FNBM1914 3136A1HC2 FNR 1198A VC 3132G5AV1 FH U79019 36178NB99 GN AB2764 62888UAB6 NGN 10R2 2A 1,186,171.40 952,897.50 103,857.00 103,857.00 366,048.00 101,835.00 101,835.00 192,931.70 210,159.14 100,678.00 527,110.50 150,894.00 100,678.00 123,782.54 111,125.30 100,405.42 70,016.55 421,688.40 90,920.70 76,278.75 276,105.50 833,336.60 158,821.11 651,521.00 349,077.49 118,302.88 121,480.80 200,306.00 100,788.00 100,689.00 93,620.17 30,021.97 63,254.68 86,005.00 57,555.55 160,654.40 125,468.75 157,031.66 53,249.47 61,395.92 203,673.15 74,913.09 127,211.41 148,345.78 490,583.07 (100 234.00) (100,234.00) (4,001.29) 60.52 101.88 (34.83) 250,810.55 304,546.88 239,479.10 (594.46) (5,118.53) (4.96) (167.56) (13,683.68) (246.55) (8,399.84) (40.00) (17,490.03) (182.56) 0.00 0.00 0.00 0.00 0.00 - - - (5,641.21) (139.23) (3,079.87) (114.62) - - - (27,660.79) 14.69 (573.55) (1.40) - - - (3,825.89) (95.08) 22,212.03 (8,538.57) (102.42) (284.46) (2.17) (353.89) (2.83) (11,783.51) (76.45) (2,655.67) (16.22) (3,941.42) (71.78) (8297.54) (90.63) (10 870.85) (7.67) (1,335.60) (1,173.55) (711.18) (685.51) (668.93) (581.54) (580.31) (514.86) (462.11) (435.35) (384.68) (379.98) (324.63) (292.97) (274.28) (271.43) (259.28) (252.38) (242.66) (242.26) (235.23) (223.66) (206.86) (201.77) (200.26) (198.33) (188.06) (170.58) (160.12) (147.58) (132.45) (126.08) (119.54) (104.32) (85.21) (64.93) (60.16) (58.72) (58.56) (53.99) (51.80) (51.13) (49.56) (44.07) (42.11) (41.57) (37.46) (32.62) (31.79) 15,542.80 6,180.05 (503.82) (529.49) 6,331.73 (626.46) (627.70) (3,184.44) 1,102.10 1,516.85 (119.84) 17,815.23 (164.37) (252.91) 411.22 102.03 (109.08) 784.24 14,190.86 1,511.71 7,724.35 85.06 (98.39) 9,334.52 (3,517.44) 27,762.63 3,206.13 18,104.08 3,578.44 776.63 3,466.05 80.08 1,369.54 145.32 1,371.15 226.82 (70.28) 554.48 1,091.47 (1,032.41) 3,235.55 3,279.04 69.85 179.65 4,635.87 92.21 1,485.95 3,159.30 32.32 1,200,378.60 957,904.00 102,642.00 102,642.00 371,710.80 100,627.00 100,627.00 189,232.40 491,223.05 211,240.64 544,545.75 150,405.00 119,883.35 110,955.90 99,437.65 65,262.32 435,636.60 252,080.00 312,036.00 90,782.10 75,973.50 285,238.25 235,761.40 860,900.90 147,908.95 669,454.50 344,055.97 101,259.34 124,814.40 200,260.00 102,038.00 100,730.00 89,125.66 26,989.37 35,478.15 85,925.82 54,667.48 159,568.00 128,652.50 151,618.58 52,983.13 61,174.78 196,406.95 19,590.79 72,348.38 121,949.92 137,467.79 4,202.13 1,755.43 1,054.17 1,054.17 804.60 1,406.25 1,406.25 269.38 1,550.80 684.78 25.10 202.67 370.03 616.00 372.49 206.90 20.08 461.96 2,416.90 504.00 100.31 13.15 1,182.34 39.69 414.99 537.15 708.08 368.45 966.76 181.33 197.75 491.08 213.79 117.13 104.37 240.51 130.52 157.16 190.22 304.36 171.65 197.79 394.16 56.57 172.81 244.15 212.07 156350021 MIM-RCTC 2013 Residual Fund 69371RP34 PACCAR FINANCIAL CORP 200,248.00 235 (30.78) (8,367.22) 191,850.00 565.00 Page 16 of 45 pir RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 Source • Beginning Base Base Maturities and Base Base Change In Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 256350021 MIM-RCTC 2013 Residual Fund 8378PPK8 GNR 13190H GA 103 342.66 (5,385.17) (37.45) (30.26) 2,624.72 100,514.50 202.57 256350021 MIM-RCTC 2013 Residual Fund 3137APP61 FHMS K018 A2 15,112.51 - - - (105.21) (1.38) (30.21) 278.64 15,254.34 34.50 256350021 MIM-RCTC 2013 Residual Fund 3137AH6C7 FHMS K015 A2 - 38,845.53 - - - - (25.03) 216.51 39,037.01 102.57 256350021 MIM-RCTC 2013 Residual Fund 38378AWX5 GNR 11157E QA 16,445.92 - - - (3,406.55) (11.71) (16.07) 73.91 13,085.50 32.36 256350021 MIM-RCTC 2013 Residual Fund 38378CDK0 GNR111690 AK 15,345.20 - - - (6,415.14) (8.93) (14.30) 19.71 8,926.54 22.25 256350021 MIM-RCTC 2013 Residual Fund 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 220,039.60 - - - - - (10.61) 37.01 220,066.00 269.93 256350021 MIM-RCTC 2013 Residual Fund 3137A5FP4 FHR 3791E DA 24,772.75 - - - (3,166.03) (1.66) (7.27) 139.00 21,736.80 44.82 256350021 MIM-RCTC 2013 Residual Fund 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 65,011.70 - - - - - (5.46) 13.26 65,019.50 79.75 256350021 MIM-RCTC 2013 Residual Fund 14041NFU0 COMET 192 A - 100,312.50 - - - - (4.94) 656.44 100,964.00 76.44 256350021 MIM-RCTC 2013 Residual Fund 3136A72D3 FNA 12M9 A2 26,415.82 - - - (1,881.38) (11.13) (3.73) 263.82 24,783.40 50.43 256350021 MIM-RCTC 2013 Residual Fund 912828Y53 UNITED STATES TREASURY 269,929.80 - (249,954.20) - - (75.57) (2.23) 101.80 19,999.60 36.08 256350021 MIM-RCTC 2013 Residual Fund 3136A72D3 FNA 12M9 A2 5,870.18 - - - (418.09) (2.46) (0.81) 58.59 5,507.42 11.21 256350021 MIM-RCTC 2013 Residual Fund 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 15,002.70 - - - - - (0.75) 2.55 15,004.50 18.40 256350021 MIM-RCTC 2013 Residual Fund 31846V401 FIRSTAMER:GVT OBLOD 30,366.91 6,679,875.88 (6,528,055.57) - - - - - 182,187.22 - 256350021 MIM-RCTC 2013 Residual Fund CCYUSD Cash (0.00) - - - - - - - - - 256350021 MIM-RCTC 2013 Residual Fund 658886DZ6 NORTH DAKOTA ST HSG FIN AGY MTG REV 100,000.00 - - - - - - - 100,000.00 492.69 256350021 MIM-RCTC 2013 Residual Fund 56052FHZ1 MAINE ST HSG AUTH MTG PUR 100,000.00 - (100,000.00) - - - - - - - 256350021 MIM-RCTC 2013 Residual Fund 86787EBD8 SUNTRUST BANK 50,239.00 - - - - - - (1,481.00) 48,758.00 136.27 256350021 MIM-RCTC 2013 Residual Fund 14913Q2X6 CATERPILLAR FINANCIAL SERVICES CORP 120,354.00 - - - - - - (2,782.80) 117,571.20 298.38 256350021 MIM-RCTC 2013 Residual Fund 025816CE7 AMERICAN EXPRESS CO 100,642.00 - - - - - - (4,733.00) 95,909.00 263.65 256350021 MIM-RCTC 2013 Residual Fund 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 15,002.70 - - - - - - 1.80 15,004.50 18.40 256350021 MIM-RCTC 2013 Residual Fund 072024WW8 BAY AREA TOLL AUTH CALIF TOLL BRDG REV 95,208.05 - - - - - - 304.00 95,512.05 1,038.88 256350021 MIM-RCTC 2013 Residual Fund 62888VAA6 NGN 10R1 IA 0.01 - - - - (0.00) - 0.00 0.01 - 256350021 MIM-RCTC 2013 Residual Fund 783186TZ2 RUTGERS ST UNIV N J 104,992.65 - - - - - - (1,029.00) 103,963.65 941.93 256350021 MIM-RCTC 2013 Residual Fund 17308CC46 CITIGROUP INC 195,606.45 - - - - - - (1,349.40) 194,257.05 1,840.93 256350021 MIM-RCTC 2013 Residual Fund 31416BVR6 FN 995324 0.01 - - - - (0.00) - (0.00) 0.00 - 256350021 MIM-RCTC 2013 Residual Fund 69353RFU7 PNC BANK NA - 250,000.00 - - - - - (14,375.00) 235,625.00 501.06 256350021 MIM-RCTC 2013 Residual Fund 196480CW5 COLORADO HSG & FIN AUTH - 460,000.00 - - - - - - 460,000.00 4,545.33 256350021 MIM-RCTC 2013 Residual Fund 3137A1LC5 FHR 3710F AB 1,527.78 - - - (1,225.28) 1.55 0.18 0.17 304.39 0.51 256350021 MIM-RCTC 2013 Residual Fund 3137B2GW4 FHMS K713 A2 40,828.14 - - - (40,880.06) 84.58 0.24 (32.90) - - 256350021 MIM-RCTC 2013 Residual Fund 47789JAB2 JDOT 2019 A2 89,230.48 - - - (28,486.52) 0.55 0.33 (129.73) 60,615.11 76.58 256350021 MIM-RCTC2013 Residual Fund 31680YAB3 FITAT 191 A2A 131,438.92 - - - (36,382.60) 0.90 0.72 (159.75) 94,898.18 111.89 256350021 MIM-RCTC 2013 Residual Fund 14315XAC2 CARMX 201 A3 - 59,988.23 - - - - 0.73 195.84 60,184.80 50.40 256350021 MIM-RCTC2013 Residual Fund 14315PAB1 CARMX 193 A2A 120,268.80 - - - (7,639.37) 0.19 0.80 56.06 112,686.48 110.36 256350021 MIM-RCTC 2013 Residual Fund 31358TPC7 FNR G935 F 89,668.77 - (86,364.63) - (2,995.30) (37.21) 0.88 (272.52) - - 256350021 MIM-RCTC 2013 Residual Fund 477870AB5 JDOT 19B A2 90,194.40 - - - (548.64) 0.01 0.93 (70.11) 89,576.59 90.64 256350021 MIM-RCTC 2013 Residual Fund 65478LAB5 NALT 19B A2A 80,146.40 - - - (6,129.79) 0.25 1.04 (182.41) 73,835.49 74.53 256350021 MIM-RCTC 2013 Residual Fund 9128285H9 UNITED STATES TREASURY 299,856.00 - - - - - 1.10 97.90 299,955.00 542.25 256350021 MIM-RCTC 2013 Residual Fund 26209AAE1 DRIVE 194 B 80,030.40 - - - - - 1.26 (1,403.66) 78,628.00 79.29 256350021 MIM-RCTC 2013 Residual Fund _ 3138L81i23 _ FN AM7448 67,814.67 - - - (394.23) 1.14 4.57 7.01 67,433.16 158.73 256350021 MIM-RCTC 2013 Residual Fund 05531FBJ1 BB&T CORP 166,095.60 - - - - - 8.44 (1,003.39) 165,100.65 151.25 256350021 MIM-RCTC2013 Residual Fund 3137B1UF7 FHMS K027 Al 13,041.34 - - - (1,241.27) 11.05 9.02 94.36 11,914.49 17.57 256350021 MIM-RCTC 2013 Residual Fund 02581RBU6 American Express Credit Corporation - 249,989.03 - (250,000.00) - - 10.97 - - - 256350021 MIM-RCTC 2013 Residual Fund 04830GC59 Atlantic City Electric Company 0.00 299,987.92 0.00 (300,000.00) 0.00 0.00 12.08 0.00 0.00 0.00 256350021 MIM-RCTC 2013 Residual Fund 97665RBU5 Wisconsin Electric Power Company - 299,986.25 - (300,000.00) - - 13.75 - - - 256350021 MIM-RCTC 2013 Residual Fund 172967LC3 CITIGROUP INC 254,107.50 - - - - - 14.60 (2,199.60) 251,922.50 2,275.69 256350021 MIM-RCTC 2013 Residual Fund 3137AXHN6 FHMS K024 Al 21,932.92 - - - (2,463.44) 19.46 15.17 158.07 19,662.17 28.43 256350021 MIM-RCTC 2013 Residual Fund 40248CDL2 Gulf Power Company - 199,650.00 - - - - 17.50 204.50 199,872.00 - 256350021 MIM-RCTC 2013 Residual Fund 3137AWQ03 FHMS K023 Al 17,478.20 - - - (1,814.32) 21.55 18.34 139.59 15,843.37 20.76 256350021 MIM-RCTC 2013 Residual Fund 3128MMPY3 FH G18438 201,306.64 - - - (12,317.19) 51.59 19.65 4,286.14 193,346.83 387.97 256350021 MIM-RCTC 2013 Residual Fund 172967LC3 CITIGROUP INC 203,286.00 - - - - - 20.22 (1,768.22) 201,538.00 1,820.56 256350021 MIM-RCTC 2013 Residual Fund 65478DAD9 NAROT 18A A3 83,852.61 - - - (17,963.54) 29.05 21.08 (187.48) 65,751.72 77.18 256350021 MIM-RCTC 2013 Residual Fund 3128MMPP2 FH G18429 218,178.92 - - - (12,521.74) 53.34 24.90 4,678.93 210,414.34 422.23 256350021 MIM-RCTC2013 Residual Fund 05584PAD9 BMWLT 172 A3 47,047.34 - - - (47,047.33) 16.72 25.42 (42.15) - - 256350021 MIM-RCTC 2013 Residual Fund 3137A2PV7 FHR 3760D BA 27,986.75 - - - (2,237.82) 33.02 26.62 421.95 26,230.53 32.47 256350021 MIM-RCTC 2013 Residual Fund 3137AWQG3 FHMS K023 Al 26,217.30 - - - (2,721.47) 32.68 27.77 208.77 23,765.05 31.14 256350021 MIM-RCTC 2013 Residual Fund 3138L1W62 FN AM1568 124,949.72 - - - (615.42) 3.13 28.25 (2.19) 124,363.49 268.44 256350021 MIM-RCTC 2013 Residual Fund 74456QBP0 PUBLIC SERVICE ELECTRIC AND GAS CO - 122,811.25 - - - - 30.44 920.81 123,762.50 105.56 256350021 MIM-RCTC 2013 Residual Fund 3138L2GH4 FN AM1999 34,282.98 - - - (233.59) 0.98 33.57 348.45 34,432.38 54.91 256350021 MIM-RCTC 2013 Residual Fund 31677QBK4 FIFTH THIRD BANK (OHIO) 200,342.00 - - - - - 34.52 (1,018.52) 199,358.00 1,845.56 256350021 MIM-RCTC 2013 Residual Fund 3138EKXL4 FN AL3382 52,749.15 - - - (5,216.50) (53.15) 41.72 1,242.75 48,763.97 94.70 256350021 MIM-RCTC 2013 Residual Fund 38378KW47 GNR 13138 A 90,262.86 - - - (6,501.21) 25.94 45.16 3.18 83,835.91 150.21 256350021 MIM-RCTC 2013 Residual Fund 9128285H9 UNITED STATES TREASURY 399,808.00 - - - - - 45.68 86.32 399,940.00 723.00 256350021 MIM-RCTC 2013 Residual Fund 375558BB8 GILEAD SCIENCES INC 35,149.10 - - - - - 49.01 (93.81) 35,104.30 74.38 256350021 MIM-RCTC 2013 Residual Fund 65478HAD0 NAROT 17C A3 59,658.56 - - - (13,809.43) 75.30 49.53 (165.01) 45,808.95 43.14 256350021 MIM-RCTC 2013 Residual Fund 06051GFN4 BANK OF AMERICA CORP 100,094.00 - - - - - 52.58 (162.58) 99,984.00 1,000.00 256350021 MIM-RCTC 2013 Residual Fund 92780JC33 Virginia Electric and Power Company - 299,946.67 - (300,000.00) - - 53.33 - - - 256350021 MIM-RCTC 2013 Residual Fund 912828Y53 UNITED STATES TREASURY 754,803.70 - - - - - 54.93 126.27 754,984.90 1,362.10 256350021 MIM-RCTC 2013 Residual Fund 084659AB7 BERKSHIRE HATHAWAY ENERGY CO 250,080.00 - - (250,000.00) - - 57.14 (137.14) - - 256350021 MIM-RCTC 2013 Residual Fund 90331HNP4 US BANK NA 253,990.00 - - - - - 59.28 (1,941.78) 252,107.50 3,390.63 256350021 MIM-RCTC 2013 Residual Fund 05531FAU7 BB&T CORP 250,672.50 - - - - - 73.66 (1,208.66) 249,537.50 1,677.08 256350021 MIM-RCTC 2013 Residual Fund 94974BGM6 WELLS FARGO & CO 200,764.00 - - - - - 80.61 (806.61) 200,038.00 996.67 256350021 MIM-RCTC 2013 Residual Fund 69353RFH6 PNC BANK NA 251,490.00 - (251,750.00) - - 2,271.47 83.64 (2,095.11) - - 256350021 MIM-RCTC 2013 Residual Fund 912828VV9 UNITED STATES TREASURY 50,152.50 - - - - - 86.39 177.11 50,416.00 92.39 256350021 MIM-RCTC 2013 Residual Fund 63743CC68 National Rural Utilities Cooperative Finance Cogw - 299,909.00 - (300,000.00) - - 91.00 - - - 256350021 MIM-RCTC 2013 Residual Fund 02587AAJ3 AMXCA 171 A 120,993.95 - - - (121,000.00) 6.42 96.06 (96.43) - - 256350021 MIM-RCTC 2013 Residual Fund 3136A5KR6 FNR 1231G AD 79,157.33 - - - (16,197.04) 150.97 97.73 236.72 63,445.71 92.16 256350021 MIM-RCTC2013 Residual Fund 912828UH1 UNITED STATES TREASURY 33,441.56 - - - - - 101.12 (422.24) 33,120.43 8.86 256350021 MIM-RCTC 2013 Residual Fund 31370A07Y1 FHR3737J MA 145,481.06 - - - (11,823.87) 110.64 105.79 1,131.14 135,004.75 167.48 256350021 MIM-RCTC 2013 Residual Fund 780082AC7 ROYAL BANK OF CANADA 100,116.00 - - - - 105.91 (442.91) 99,779.00 974.17 Lit) Page 17 of 45 pir RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 Source Beginning Base Base Maturities and Base Base Change In Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 256350021 256350021 256350021 MN4-RCTC 20 MIM-RCTC 20 MIM-RCTC 20 3 Residual Fund 3 Residual Fund 3 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 912828YK0 02587AAJ3 14918ED16 UNITED STATES TREASURY AMXCA 171 A CommonSpirit Health 912828Y53 UNITED STATES TREASURY 178,903.80 99,995.00 (100,000.00) 107.68 6,064.52 7.55 113.10 (115.65) 185,076.00 1,142.83 549,880.83 119.17 550.000.00 999,740.00 138.91 101.09 999,980.00 1,804.10 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 375558BB8 GIIEAD SCIENCES INC 38378BXQ7 GNR 1289 A 06416CAC2 BANK OF NOVA SCOTIA 43814TAD4 HAROT 171 A4 40248CC41 Gulf Power Company 912828L57 UNITED STATES TREASURY 100,426.00 148,373.48 100,047.00 200,092.00 100,402.00 349,783.88 (200,382.81) (350,000.00) (87,865.10) 483.65 2,033.04 152.42 177.53 192.94 203.95 216.12 220.07 (280.42) 45.45 (187.94) (1,946.18) 3,100.93 100,298.00 61,215.01 100,052.00 103,723.00 212.50 78.70 807.29 4.78 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 50000DCQ7 Koch Industries, Inc. 50000DDD5 KOCH INDUSTRIES INC 499,776.39 649,317.50 (500,000.00) 223.61 227.50 195.00 649,740.00 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 912828UH1 UNITED STATES TREASURY 9128286N5 UNITED STATES TREASURY 780082AC7 ROYAL BANK OF CANADA 3138L2GH4 FN AM1999 02581RDD2 American Express Credit Corporation 912828B58 UNITED STATES TREASURY 66,883.11 212,541.56 100,116.00 89,992.82 266,385.95 349,534.79 (613.19) 9.14 237.93 278.85 279.92 289.81 296.04 305.54 (880.18) (133.26) (616.92) 706.41 29.17 2,885.06 66,240.86 212,687.15 99,779.00 90,385.00 349,860.00 269,576.55 17.73 484.05 974.17 144.15 943.70 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 23336GD65 DTE Electric Company 9128286N5 UNITED STATES TREASURY 06416CAC2 BANK OF NOVA SCOTIA 17401 QAN I Citizens Bk PA 69353RFC7 PNC BANK NA 912828767 UNITED STATES TREASURY 212,541.56 100,047.00 250,802.50 250,037.50 477,110.40 599,422.50 (250,100.00) 807.92 315.00 324.58 331.56 331.74 449.74 483.59 160.50 (178.98) (326.56) (544.24) (1,195.15) 10,431.61 599,898.00 212,687.15 100,052.00 250,590.00 488,025.60 484.05 807.29 2,359.38 2,521.98 256350021 MIM-RCTC 2013 Residual Fund 912828VV9 UNITED STATES TREASURY 461,403.00 487.73 1,936.47 463,827.20 850.00 256350021 MIM-RCTC 2013 Residual Fund 912828B58 UNITED STATES TREASURY 286,490.55 553.75 2,877.65 289,921.95 1,014.92 256350021 MIM-RCTC 2013 Residual Fund 912828YK0 UNITED STATES TREASURY 844,823.50 569.81 28,576.69 873,970.00 5,396.69 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 256350021 MIM-RCTC 2013 Residual Fund 06406FAB9 BANK OF NEW YORK MELLON CORP 55279HAN0 MANUFACTURERS AND TRADERS TRUST CO 912828VV9 UNITED STATES TREASURY 200,636.00 250,090.00 551,677.50 617.05 724.36 1,020.64 23,842,138,28 13,769,992.44 (7,867,075.21) (2,550,000.00) (746,457.88) 4,883.22 (1,588,44) (325.05) (1,444.36) 1,877.86 169,963.67 200,928.00 249,370.00 554,576.00 26,621,856.09 1,685.56 626.39 1,016.30 82,174.66 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 31381Q6B7 FN468066 31417YKF3 FN MA0293 912828B58 UNITED STATES TREASURY 912828XB1 UNITED STATES TREASURY 3137B1U75 FHMS KS01 A2 912828G38 UNITED STATES TREASURY 31381PEB0 FN466430 3130AFFX0 FEDERAL HOME LOAN BANKS 3620ARB67 GN 737261 3137EADB2 FREDDIE MAC 3137ABFH9 FHMS KAIV A2 3137FBAJ5 FHMS KIR3 A2 31381QB54 FN467260 31417YKF3 FN MA0293 3137B1BS0 FHMS K026 A2 3137EADB2 FREDDIE MAC 912828B58 UNITED STATES TREASURY 31381R5T7 F54468958 912828B58 UNITED STATES TREASURY 36202F2H8 G2005276 3138EJPZ5 FN AL2239 912828B58 UNITED STATES TREASURY 38378CNY9 GNR 127E MD 3137AXHP1 FHMS K024 A2 36202FA30 G2004526 38376WA62 GNR 1015CPD 912828B58 UNITED STATES TREASURY 38375XCM4 GNR 0847B PC 3137AUPE3 FHMS K021 A2 3138LFGP7 FN AN2905 38377REV3 GNR 10158C HA 3137BDKF2 FHR 4384A 1.A 38378XP62 GNR 14166 PL 31381SVJ8 FN469617 3137FNAD2 FHMS K095 Al 38377JZ89 GNR 10117A GK 38376WA62 GNR 1015C PD 3136A7MN9 FNA 12M8 A2 912828J43 UNITED STATES TREASURY 185,413.32 61,367.34 733,817.90 995,114.25 371,013.15 1,385,383.50 246,896.65 202,317.85 106,895.51 203,084.00 102,019.00 210,796.00 130,963.58 64,508.43 364,986.00 203,084.00 236,229.05 133,212.30 100,523.00 110,642.03 201,391.63 145,758.35 142,107.00 40,448.76 29,135.00 115,601.45 59,256.81 145,206.72 278,437.50 74,116.52 62,140.11 246,373.36 107,506.26 135,998.31 39,229.42 117,025.57 270,741.55 150,562.50 110,721.88 (916.58) (3,937.33) (3,111.04) (281.82) (7,814.55) (775.39) (4,138.86) (6,666.88) (1,308.56) (27.49) (1,034.90) (179.79) (778.97) (684.69) (636.64) (47.7_ (622.77) (5.67) (255.82) (6.46) (159.39) (195.64) (38.91) (2,700.56) (108.65) (451.2) (5,879.17) (102.51) (140.12) (6,385.72) (115.05) (4,813.67) (5,031.37) (716.93) (406.08) (3,197.75) (5,829.32) (9,890.03) (106.81) (50.01) (1.76) (7.49) (59.46) (616.02) (561.80) (522.06) (385.32) (354.54) (346.02) (339.49) (338.19) (304.95) (303.00) (271.65) (266.58) (254.00) (249.06) (196.07) (190.42) (180.06) (137.95) (118.93) (118.11) (112.98) (110.28) (104.53) (102.05) 1,188.41 1,935.80 9,473.89 64,879.39 8,985.59 81,143.52 (63.69) 16,864.96 1,197.31 4,284.54 871.02 15,281.49 (142.28) 1,491.38 5,807.40 4,201.65 3,095.98 1,097.70 1,453.06 1,746.90 3,811.50 1,925.86 1,023.17 2,060.73 424.46 1,159.35 1,494.88 851.86 2,060.45 (89.90) 18,044.65 (87.76) (83.41) (77.63) (73.40) (71.50) 1,496.19 1,008.45 4,290.14 693.11 7,146.13 (70.05) 650.85 (103.24) (64.48) (95.62) (61.80) 3,958.87 3,176.23 3,879.10 184,622.76 58,407.05 742,607.10 1,059,357.00 376,217.15 1,465,911.00 244,983.67 218,660.75 99,637.13 207,014.00 102,544.00 225,738.00 129,701.27 61,396.61 370,490.40 207,014.00 239,058.45 134,056.00 101,727.00 105,330.34 203,665.25 147,504.15 111,607.10 144,048.80 37,945.90 28,627.57 116,986.05 53,984.84 147,165.12 296,392.25 69,024.18 58,144.67 245,504.50 107,407.27 142,659.37 36,553.01 114,987.40 263,870.33 154,383.00 663.17 201.10 2,599.62 7,854.91 766.57 11,515.80 710.15 2,254.69 315.88 1,029.17 332.42 546.83 485.86 211.39 753.00 1,029.17 836.86 422.03 356.11 252.67 509.53 516.36 320.83 300.18 133.85 89.40 409.53 215.07 287.52 603.85 193.66 163.43 502.23 300.64 291.53 101.89 359.07 507.37 228.26 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund -I 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 3837675Z1 GNR 104A PD 912828B58 UNITED STATES TREASURY 38377RVK8 GNR 10166F GP 38377RVK8 GNR 10166F GP 38378DDC6 GNR 1216E GB 63,29446 20,741.18 27,731.95 50,261.50 45,551.19 27,330.71 47,311.69 (4,172.12) (16,341.92) (3,037.76) (1,822.66) (114.96) (54.37) (52.53) (40.51) (55.55) (44.45) (44.07) (42.90) 1,754.92 (10.40) (14.51) 646.45 1,000.22 634.39 60,706.96 10,547.60 11,277.17 50,863.50 43,431.73 26,059.04 144.46 48.12 42.18 178.06 104.78 62.87 (21,473.11) (20.27) (42.59) 44.79 25,820.50 75.07 256350023 MIM-Sr Lien Reserve Fund-1 256350023 MIM-Sr Lien Reserve Fund-1 3136AHAEO FNA 13M14 APT 3137F4D41 FHMS K074 A2 61,178.59 32,539.20 237 (117.24) (40.75) (40.46) 843.51 2,074.16 53,543.02 114.06 34,572.90 90.00 Page 18 of 45 pir RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 Source Beginning Base Base Maturities and Base Base Change In Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 256350023 256350023 256350023 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 38376WA62 GNR 1015CPD 3137B4HD1 FHR4247A AK 38376GY53 GNR 1195 C 256350023 MIM-Sr Lien Reserve Fund-1 3137FPJF3 FHMS K099 Al 28,487.55 37,376.81 61,658.08 (1,419.03) (2,984.90) (1 898.06) (49.64) (93.34) (2.80) (38.00) (36.02) (35.91) 1,010.52 585.27 71.23 27,991.40 34,847.81 59,792.55 87.41 123.07 174.57 185,128.40 - - (495.96) (2.21) (33.31) 9,108.95 193,705.87 345.85 256350023 MIM-Sr Lien Reserve Fund-1 38378AWX5 GNR 11157E QA 256350023 MIM-Sr Lien Reserve Fund-1 3138NJAE8 FN FN0004 49,337.75 12,333.05 (10,219.64) (17.14) (31.10) 186.63 39,256.50 97.08 (1,004.14) (5.23) (30.05) 38.13 11,331.75 35.44 256350023 MIM-Sr Lien Reserve Fund-1 3138N1AE8 FN FN0004 256350023 MIM-Sr Lien Reserve Fund-1 38377RSZ9 GNR 10162D PQ 8,222.03 13,802.04 (669.43) (6.02) (27.59) 35.51 7,554.50 23.63 (5,505.21) (20.01) (26.68) 8.79 8,258.94 30.83 256350023 MIM-Sr Lien Reserve Fund-1 38377QKH9 GNR 1118A PG 256350023 MIM-Sr Lien Reserve Fund-1 38376TTT9 GNR 106B AB 47,984.94 (3,324.90) (59.39) (25.37) 1,447.23 46,022.50 109.56 48,694.86 - - (1,317.73) (30.58) (21.51) 1,087.19 48,412.23 115.65 256350023 MIM-Sr Lien Reserve Fund-1 383791M99 GNR 1545E AG 256350023 MIM-Sr Lien Reserve Fund-1 36179M416 G2 MA0825 50,226.61 47,109.50 (3,794.25) (22.40) (17.38) 1,103.98 47,496.57 95.47 (2,561.57) (30.73) (15.34) 983.71 45,485.57 91.31 256350023 MIM-Sr Lien Reserve Fund-1 3137A5FP4 FHR 3791E DA 256350023 MIM-Sr Lien Reserve Fund-1 38377RSZ9 GNR 10162D PQ 41,439.64 3,501.01 (5,296.10) (2.79) (12.15) 232.52 36,361.12 74.97 (1,396.44) (9.18) (10.35) 9.92 2,094.95 7.82 256350023 MIM-Sr Lien Reserve Fund-1 36178NB99 GN AB2764 256350023 MIM-Sr Lien Reserve Fund-1 3137AJMF8 FHMS K016 A2 256350023 MIM-Sr Lien Reserve Fund-1 3137FQ3Y7 FHMS K101 Al 256350023 MIM-Sr Lien Reserve Fund-1 3137AJMF8 FHMS K016 A2 256350023 MIM-Sr Lien Reserve Fund-1 3137F4D41 FHMS K074 A2 256350023 MIM-Sr Lien Reserve Fund-1 38376GB33 GNR 116 BA 256350023 MIM-Sr Lien Reserve Fund-1 38379HLE3 GNR 14184H WK 256350023 MIM-Sr Lien Reserve Fund-1 38378CDK0 GNR 11169G AK 256350023 MIM-Sr Lien Reserve Fund-1 62888VAA6 NGN 10R1 IA 256350023 MIM-Sr Lien Reserve Fund-1 38378TAF7 GNR 1371A GA 38,163.42 (2,489.26) (27.19) (9.79) 947.79 36,584.97 73.24 23,798.84 - (23,797.38) - (42.85) 5.96 (9.51) 44.94 184,580.44 - - (505.03) (0.17) (9.44) 9,158.15 193,223.94 335.82 28,558.61 - (28,556.86) - (51.42) 156.06 (7.53) (98.86) 5,423.20 13,819.66 83,256.64 8,525.11 79,613.77 103,187.94 (5.75) 344.70 5,762.15 15.00 (13,831.12) (0.73) (5.47) 17.66 (18,231.95) 27.00 (5.05) 180.41 65,227.05 184.24 (3,563.97) (0.99) (4.96) 4.00 4,959.19 12.36 (11,286.90) _11.54) (3.76) (184.67) 68,136.90 104.21 (6,574.53) 3.96 (3.38) 2,711.09 99,325.08 199.20 256350023 MIM-Sr Lien Reserve Fund-1 383771Z89 GNR 10117A GK 256350023 MIM-Sr Lien Reserve Fund-1 36202F2H8 G2 005276 256350023 MIM-Sr Lien Reserve Fund-1 3138L33G8 FN AM3498 256350023 MIM-Sr Lien Reserve Fund-1 3137ATRW4 FHMS K020 A2 256350023 MIM-Sr Lien Reserve Fund-1 31846V401 FIRSTAMER:GVT OBLG D 26,383.86 99,800.00 125,985.00 226,725.38 256350023 MIM-Sr Lien Reserve Fund-1 CCYUSD Receivable 231.68 23,578.68 - - (1,240.51) (27.59) (3.38) 538.42 22,845.62 63.68 1,027,202.26 (825,252.69) (1,589.80) (1.04) (2.95) 327.14 25,117.23 60.25 (100,000.00) 143.16 (0.94) 57.78 (0.12) 1,562.62 127,547.50 247.19 428,674.95 64.70 256350023 MIM-Sr Lien Reserve Fund-1 CCYUSD Payable (190,469.73) 256350023 MIM-Sr Lien Reserve Fund-1 38378FRB8 GNR 135AJE 189,900.76 (190,448.25) 547.49 (207,982.38) 256350023 MIM-Sr Lien Reserve Fund-1 36179NHK7 G2 MA1134 207,573.73 343.26 207,916.99 33.17 256350023 MIM-Sr Lien Reserve Fund-1 912828L99 UNITED STATES TREASURY 59,862.00 - (59,889.84) - - 15.44 3.40 9.00 256350023 MIM-Sr Lien Reserve Fund-1 912828L99 UNITED STATES TREASURY 256350023 MIM-Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 149,655.00 - (149,724.61) - - (149.43) 3.41 215.63 13,926.54 (133.02) 1.11 4.29 122.89 13,921.81 16.46 256350023 MIM-Sr Lien Reserve Fund-1 38378KXW4 GNR 13105 A 97,345.03 (4,995.46) 8.96 5.06 572.08 92,935.67 132.48 256350023 MIM-Sr Lien Reserve Fund-1 912828Y53 UNITED STATES TREASURY 199,948.00 - (199,962.23) - - 93.03 5.13 (83.93) 256350023 MIM-Sr Lien Reserve Fund-1 3137A5FP4 FHR 3791E DA 256350023 MIM-Sr Lien Reserve Fund-1 3137B5A60 FHR 4257G EK 27,858.58 22,243.93 (3,560.40) 7.42 6.06 132.79 24,444.45 50.40 (1,666.02) 16.05 9.74 399.19 21,002.89 42.60 256350023 MIM-Sr Lien Reserve Fund-1 38377RVK8 GNR 10166F GP 256350023 MIM-Sr Lien Reserve Fund-1 3137AUPE3 FHMS K021 A2 17,208.22 6,050.28 (1,147.60) 14.37 10.16 322.38 16,407.54 39.58 10.98 70.62 6,131.88 11.98 256350023 MIM-Sr Lien Reserve Fund-1 38378HXH4 GNR 12119 KB 14,384.67 0.00 0.00 0.00 (978.24) 26.56 12.92 339.04 13,784.96 14.23 256350023 MIM-Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 52,224.52 (498.84) 5.21 16.65 459.22 52,206.77 61.71 256350023 MIM-Sr Lien Reserve Fund-1 383781ZD7 GNR 1347A EC 256350023 MIM-Sr Lien Reserve Fund-1 38378KS14 GNR 1374 AL 40,371.96 224,127.00 (3,323.84) 39.93 20.66 248.77 37,357.47 46.13 25.21 5,424.29 229,576.50 528.72 256350023 MIM-Sr Lien Reserve Fund-1 38378FRB8 GNR 135A JE 256350023 MIM-Sr Lien Reserve Fund-1 3136AC714 FNA 13M6 2A 256350023 MIM-Sr Lien Reserve Fund-1 38380AZ34 GNR 16147C DA 256350023 MIM-Sr Lien Reserve Fund-1 31381T4E7 FN 470721 43,190.35 128,843.42 258,189.54 187,715.09 - - (4,938.15) 72.06 31.59 7,113.07 189,993.65 309.29 (3,671.55) 37.82 32.19 530.02 40,118.84 82.30 (5,040.76) (121.37) 34.19 4,781.21 128,496.69 301.45 (1,733.59) (28.47) 35.77 2,499.17 258,962.42 581.69 256350023 MIM-Sr Lien Reserve Fund-1 3138L1W62 FN AM1568 256350023 MIM-Sr Lien Reserve Fund-1 3132CJAJ2 FH SA0009 163,395.78 (804.78) 4.09 36.95 (2.86) 162,629.18 351.03 105,931.97 - - (5,414.39) (156.39) 37.97 1,876.83 102,275.98 243.99 256350023 MIM-Sr Lien Reserve Fund-1 9128285W6 UNITED STATES TREASURY 162,328.94 - - - - - 38.53 4,075.02 166,442.48 283.62 256350023 MIM-Sr Lien Reserve Fund-1 3138EKXL4 FN AL3382 256350023 MIM-Sr Lien Reserve Fund-1 38378B6A2 GNR 1312A AB 256350023 MIM-Sr Lien Reserve Fund-1 3138EKXL4 FN AL3382 13,187.29 109,568.73 16,484.11 (1,304.13) 32.83 46.41 228.60 12,190.99 23.68 (2,004.44) 32.30 49.10 1,355.85 109,001.53 166.94 (1,630.16) 33.13 56.63 295.03 15,238.74 29.59 256350023 MIM-Sr Lien Reserve Fund-1 3137EADR7 FREDDIE MAC 149,862.00 57.23 217.27 150,136.50 859.38 256350023 MIM-Sr Lien Reserve Fund-1 3136ADFF1 FNR 1336D KC 115,527.93 (13,814.54) 169.76 57.53 1,297.00 103,237.68 128.23 256350023 MIM-Sr Lien Reserve Fund-1 3136A5KR6 FNR 1231G AD 256350023 MIM-Sr Lien Reserve Fund-1 38378CRT6 GNR 1213E EG 51,529.87 41,148.58 (10,543.95) 98.28 63.62 154.10 41,301.92 60.00 (2,503.10) 64.17 65.39 1,242.81 40,017.85 64.56 256350023 MIM-Sr Lien Reserve Fund-1 38378K5L4 GNR 1374 AL 199,224.00 75.86 4,768.14 204,068.00 469.97 256350023 MIM-Sr Lien Reserve Fund-1 38377JM59 GNR 10111F PE 62,636.55 (5,661.51) 121.56 83.52 1,236.86 63,416.97 129.24 256350023 MIM-Sr Lien Reserve Fund-1 912828YK0 UNITED STATES TREASURY 203,751.55 - - - - - 113.36 6,916.09 210,781.00 1,301.55 256350023 MIM-Sr Lien Reserve Fund-1 38378B7F0 GNR 1333 B 197,122.00 120.47 3,525.53 200,768.00 378.83 256350023 MIM-Sr Lien Reserve Fund-1 9128286N5 UNITED STATES TREASURY 93,310.93 121.32 (57.40) 93,374.85 212.51 256350023 MIM-Sr Lien Reserve Fund-1 912828V49 UNITED STATES TREASURY 59,479.22 - - - - - 125.27 492.88 60,097.36 46.59 256350023 MIM-Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 256350023 MIM-Sr Lien Reserve Fund-1 38378KWU9 GNR 1396 A 34,816.35 52,224.52 (332.56) 16.81 133.33 170.59 34,804.52 41.14 (498.84) 24.48 152.45 304.16 52,206.77 61.71 256350023 MIM-Sr Lien Reserve Fund-1 9128285W6 UNITED STATES TREASURY 108,219.29 - - - - - 164.76 2,577.60 110,961.65 189.08 256350023 MIM-Sr Lien Reserve Fund-1 912828XB1 UNITED STATES TREASURY 153,094.50 - - - - - 179.65 9,703.85 162,978.00 1,208.45 256350023 MIM-Sr Lien Reserve Fund-1 38379KDN5 GNR 1529 AD 117,723.51 (17,453.51) 142.39 197.70 1,913.42 102,523.51 184.15 256350023 MIM-Sr Lien Reserve Fund-1 912828L57 UNITED STATES TREASURY 552,211.00 - - - - - 209.47 18,056.03 570,476.50 26.30 256350023 MIM-Sr Lien Reserve Fund-1 38378KRS0 GNR 1378 AG 448,258.50 228.65 5,832.85 454,320.00 895.72 256350023 MIM-Sr Lien Reserve Fund-1 3137ATRW4 FHMS K020 A2 158,348.03 231.37 1,732.51 160,311.90 310.69 256350023 MIM-Sr Lien Reserve Fund-1 38378VC45 GNR 13116D MA 130,878.71 (5,600.50) 183.51 252.99 3,166.99 128,881.71 235.30 256350023 MIM-Sr Lien Reserve Fund-1 9128286N5 UNITED STATES TREASURY 181,437.92 - - - - - 290.81 (166.52) 181,562.20 413.21 256350023 MIM-Sr Lien Reserve Fund-1 3135G0D75 FEDERAL NATIONAL MORTGAGE ASSOCIATION 599,580.00 - - - - - 328.65 1,777.35 601,686.00 2,475.00 256350023 MIM-Sr Lien Reserve Fund-1 38378B7F0 GNR 1333 B 246,402.50 355.82 4,201.68 250,960.00 473.54 256350023 MIM-Sr Lien Reserve Fund-1 912828YK0 UNITED STATES TREASURY 462,168.15 - - - - - 367.49 15,577.36 478,113.00 2,952.31 256350023 MIM-Sr Lien Reserve Fund-1 912828L57 UNITED STATES TREASURY 853,417.00 ,� ,� � - - - - 415.28 27,813.22 881,645.50 40.64 Page 19 of 45 pir RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 Source Base Base Change In Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued 256350023 256350023 256350023 256350023 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 MIM-Sr Lien Reserve Fund-1 3136A72D3 912828V49 3137EADB2 3138EKXL4 FNA 12M9 A2 UNITED STATES TREASURY FREDDIE MAC EN AL3382 231,872.27 - - 243,324.07 - - 558,481.00 - - 214,293.42 - - 18,495,364.73 1,890,679.06 (1,287,183.61) (16,514.34) (21,192.05) (479,756.56) 479.67 617.39 649.06 102.59 662.62 (1,238.87) (4,485.00) 172.91 1,532.72 1,911.38 10,158.44 4,237.04 484,612.88 217,543.22 245,852.84 569,288.50 198,103.62 19,080,313.00 442.66 190.59 2,830.21 384.72 63,096.32 62,529,326.38 19,237,299.82 (11,716,133.94) (2,850,000.00) (2,016,640.27) 1,378.23 (21,377.251 1,087,316.46 66,434,541.19 202,498.31 239 Page 20 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Summary of Investments for quarter ended March 31, 2020 ATTACHMENT 5 Credit Rating Base Market Value + Accrued 70,000.000 60,000,000 50,000.000 40,000.000 30,000,000 20,000,000 10,000,000 0 AAA I AA+ I AA- I A+ I A I NA A-1+ I Asset Class Cash{-0.313%)1 Money Market -- � Funds (1.403%) 'Fixed Income (9a.910%) Chart calculated by: Base Markel Value + Accrued *Negative cash reflects securities in transit at month end Industry Group Other 04.284%j GNMA2 Collateral (1.636%) Agency Collet PAC CMO (3.694%) Sanks (5.121%)� Agency Collet CMO (5.174%) FNMA Collateral (7.179%) commerelal MBS (20.772%) Sovereign /42.75a%) Chart calculated by:. Base Market Value + Accrued Security Type Other (21.351%) US GOV (33.976%) GNMA (6.357%) GNMACMO (6.642%) CORP (6.869%)' FNMA (9.090%) FHLMC CMO (7.12a%) FHLMC (5.64a%) Chart calculated by: Base Markel Value + Accrued Market Sector Other (2.241%) Utility (1.396%) Industrial (2A70%)-�•` Asset Backed (2.798%) Agency (5.333%) , Financial (6.479%) , Government (3E1.896%) -- Mangaga 6ecked (40.398%) Chart calculated by: Base Markel Value + Accrued 240 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Series A & Series B Reserve Fund Summary of Investments for quarter ended March 31, 2020 ATTACHMENT 6 Credit Rating Base Market Value + Accrued 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 - Asset Class Cash 0.084101 Money Merits! ~� ` Fund* (2.259%) Fixed Income (96.645Ye) Chart calculated by: Base Market Value +Accrued `Negative cash reflects securities in transit at month end AAA Industry Group Security Type other(7.89TiS) FHLMC CMO (4.575%) FHLMC 0.609%) AGCY BONO 110.261%) GNMA CMO (11.116%) —US GOV (33A96%) FNMA (12.880%I GNMA 111 247%) Chart calculated by: Base Market Value + Accrued Other (1.249%j Cash (1.155%)= GNMA2 Callateral (2.208%) Agency Collet PAC CMO (4.759%) Agency Collet CMO (S.767%) FNMA Collateral" (10.929%) Commercial MRS (25.686%) —Sovereign (48.247%) Chart calculated by: Base Market Value + Aocrued_ Market Sector Cash (1.155%) Agency (10.261%) - - Government (37.986%) Mortgage Backed (50.598 k ) Chart calculated by: Base Market Value + Accrued 241 Iffir RIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio Residual Fund Required Retained Balance Summary of Investments for quarter ended March 31, 2020 ATTACHMENT 7 Base Market Value + Accrued 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 AAA AA+ AA - Money Market Funds (0.662%) 111, Fixed Income (99.316%) Chart calculated hy: Base Market Value * Accrued — "Negative cash reflects securities in transit at month end A+ A A - NA A-1+ Industry Group Other (12.11914) SUPRANA11ONAL (3.690%) FNMA (5.180%} FHLMC CMO- ~i (5A85%) ABS (6.961%1 CP (8.790%). - -US GOV (40.757%i CORP (16.996%) Chart calculated by: Base Market Value * Accrued— omer (28.5115%) Electric {2.995%) Diversified Flnan Send (3.389%) FNMA Collateral -- (3.438%) Multi -Nall one (3.690%) Commercial MBS (7.4205L) --Sovereign (42.726%) Banks (12.778%) Chart calculated by: Base Market Value u Accrued — Market Sector Other (0.002%) Municipal (2.870%) Utility (3.459%)—: Industrial (6.163%)" Asset Backed (6.961%1 Financial' (16.166%) Mortgage Backed (17.263%) — Government (46.416%) Chart calculated by Base Market Value * Accrued- 242 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 91 CIP STAMP Portfolio TIFIA Reserve Fund Summary of Investments for quarter ended March 31, 2020 ATTACHMENT 8 Credit Rating Base Market Valu 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 AAA Asset Class Money Market Funds 11.559%) Fixed Income (98A41%) Chart calculated tic Base Market Value + Accrued `Negative cash reflects securities in transit at month end Industry Group Other (2.02S%) GNMA2 Collateral (2.033%1 GNMA Callateral� (3.228%) , Agency Collet PAC CMO (4.484%) Agency Collet CMO (5.423%) FNMA Collateral (0.590Y.} Commercial MB$ (33.396%) Sovereign (37.718%) Chart calculated by: Base Market Value + Accruec Security Type Other (7.982%) GNMA {7.552%) AGCY BONO- --- {7.8489k ONMA CMO (9.455%) 'US GOV (25.70fi%) FHLMC FNMA (19.374%) (10.695%) FHLMC CMG" {111.590%) Chart calculated Or. Base Market Value +Accrual Market Sector Cash (1.559%) Agency 7.648%)— Government (90.072%) —Mortgage Backed (60.722%) Chart calculated by: Base Market Value + Accrued 243 RIRIVERSIDE COUNTY TRANSPORTATION COM M 1 SS I ON 2017 Financing STAMP Portfolio by Investment Category for quarter ended March 31, 2020 ATTACHMENT 9 Security Type Category Issuer Final Maturity Trade Date Current Face Valu+ Original Cost Next Call Date Base Market Value Base Net Total Unrealized Gain/Loss Coupon Yield Summarized Credit Rating Source Account Account Identifier 240907004 MIM-RCTC Toll Revenue: - 1-15 3134GVDW5 Agency FEDERAL HOME LOAN MORTGAGE CORPORA 08/26/2021 02/21/2020 675,000.00 675,000.00 05/26/2020 675,560.25 560.25 1.550 1.341 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137EADB2 Agency Freddie Mac 01/13/2022 09/30/2019 400 000.00 406 425.20 --- 414,028.00 ,987.84 2.375 0.399 AAA 240907020 RCTC 1-15 Pp RAMP UP RESERVE 3130AECJ7 Agency Federal Home Loan Banks 05/28/2020 07/03/2018 350,000.00 350,150.50 --- 351,246.00 1,232.79 2.625 0.372 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 38374VGF0 Agency CMO Government National Mortgage Association 12/16/2037 02/20/2020 457 845.96 460 135.19 --- 461 971.15 2 011.07 4.500 0.443 AAA 240907020 RCTC 1-15 Pp RAMP UP RESERVE 38377REV3 Agency CMO Government National Mortgage Association 10/20/2039 07/01/2019 30 827.70 31 439.44 --- 32 046.94 691.94 3.500 0.915 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137AH6C7 Agency CMO Freddie Mac 07/25/2021 11/29/2018 95,267.99 95,439.18 --- 97,592.53 2,241.50 3.230 0.994 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38376V2E6 Agency CMO Government National Mortgage Association 07/16/2039 08/06/2019 20,672.74 21,512.58 --- 22,026.60 580.91 4.000 0.768 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137AJMF8 Agency CMO Freddie Mac 10/25/2021 11/29/2018 93 513.84 93 203.35 --- 95 886.28 2 625.39 2.968 0.968 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38375XCM4 Agency CMO Government National Mortgage Association 11/16/2037 05/14/2019 22,730.71 23,374.45 --- 23,773.14 535.82 5.000 1.156 AAA 240907020 RCTC I-15 Pn RAMP UP RESERVE 383742C76 Agency CMO Government National Mortgage Association 08/16/2037 01/31/2018 56,997.76 58,422.70 --- 59,011.49 980.23 4.000 2.028 AAA 240907020 RCTC 1-15 Pp RAMP UP RESERVE 38378BXQ7 Agency CMO Government National Mortgage Association 01/16/2036 06/17/2019 6144.61 6083.16 --- 6,121.50 (0.06) 1.537 3.263 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38376YPU9 Agency CMO Government National Mortgage Association 12/20/2038 05/10/2019 16,549.89 16,436.11 --- 16,665.91 196.59 2.500 1.040 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137ATRW4 Agency CMO Freddie Mac 05/25/2022 09/26/2018 100,000.00 97,238.28 --- 102,038.00 3,719.24 2.373 1.263 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137ASR97 Agency CMO Freddie Mac 01/25/2022 02/27/2018 13,808.81 13,498.12 --- 13,835.05 166.34 1.573 1.154 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3136A72D3 Agency CMO Federal National Mortgage Association 04/25/2022 07/26/2019 13,545.33 13,624.59 --- 13,768.56 142.71 2.482 1.373 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137AYCE9 Agency CMO Freddie Mac 10/25/2022 08/13/2019 100 000.00 102 164.06 --- 103 253.00 1 551.62 2.682 1.269 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31397QWZ7 Agency CMO Federal National Mortgage Association 09/25/2029 09/28/2018 15 012.90 15 144.27 --- 15 072.65 63.39 4.000 0.614 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38378HXH4 Agency CMO Government National Mortgage Association 09/16/2027 03/08/2019 6,209.75 5,887.08 --- 6,265.89 340.60 1.250 0.807 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31392J6N4 Agency CMO Federal National Mortgage Association 04/25/2023 12/05/2017 293,088.62 318,845.50 - 306,963.44 (1,478.21) 5.500 1.296 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137B84S3 Agency CMO Freddie Mac 02/15/2029 01/31/2018 78 645.47 77 662.40 --- 79 859.75 1 890.01 2.000 0.988 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137A5FP4 Agency CMO Freddie Mac 01/15/2021 01/30/2018 36 892.62 36 984.86 --- 37,277.78 373.60 2.500 0.697 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 31398N2K9 Agency CMO Federal National Mortgage Association 11/25/2025 01/31/2018 0.42 0.42 --- 0.42 0.00 3.500 0.000 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38378JZD7 Agency CMO Government National Mortgage Association 12/20/2040 10/16/2019 16,144.67 15,942.87 --- 16,343.89 388.16 1.500 0.733 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38377QKH9 Agency CMO Government National Mortgage Association 08/20/2040 08/20/2019 19,606.34 19,962.48 --- 20,589.01 639.79 3.000 0.894 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38378CDK0 Agency CMO Government National Mortgage Association 03/20/2035 01/30/2018 20,763.19 20,954.60 --- 20,828.60 56.79 3.000 0.508 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 38378AWX5 Agency CMO Government National Mortgage Association 01/20/2036 01/30/2018 64,722.68 65,349.68 --- 65,427.50 538.44 3.000 0.595 AAA 240907020 RCTC I-15 Pq RAMP UP RESERVE 38378DDC6 Agency CMO Government National Mortgage Association 04/20/2038 06/20/2018 15,441.96 15,546.31 --- 15,492.30 51.10 3.500 0.557 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38379HLE3 Agency CMO Government National Mortgage Association 05/20/2043 10/18/2018 45 119.41 45 055.96 --- 46 590.75 1 541.31 3.500 0.158 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 38378VC45 Agency CMO Government National Mortgage Association 12/16/2041 11/23/2018 56,256.76 54,226.24 - 57,774.56 3,270.86 2.250 1.222 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38377JM59 Agency CMO Government National Mortgage Association 10/20/2039 11/21/2018 27,871.53 27,174.75 --- 28,491.67 1,190.56 2.500 1.174 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137ARBX3 Agency CMO Freddie Mac 03/15/2039 03/14/2019 33 796.21 33 315.67 - 33 640.07 559.69 1.055 1.581 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 38376YFF3 Agency CMO Government National Mortgage Association 03/20/2039 06/03/2019 5 422.07 5 462.74 --- 5 496.03 53.46 4.000 0.890 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38379JM99 Agency CMO Government National Mortgage Association 02/16/2041 08/28/2019 19 974.37 20 103.11 --- 20 703.63 615.68 2.500 0.385 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 38374VGF0 AgencyCMO Government National Mortgage Association 12/16/2037 02/20/2020 76,307.66 76,689.20 --- 76,995.19 335.18 4.500 0.443 AAA 240907004 MIM-RCTC ToII Revenue:-1-15 31416BTW8 Agency MBS Federal National Mortgage Association 01/01/2024 09/03/2019 340,075.53 354,741.30 --- 359,378.22 7,009.37 5.500 0.104 AAA 240907004 MIM-RCTC Toll Revenue:-1-15 3137B7YX1 Agency MBS Freddie Mac 04/25/2023 08/19/2019 482,337.35 488,441.94 --- 494,386.14 7,102.72 2.592 0.766 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3137FJXN4 Agency MBS Freddie Mac 02/25/2023 08/27/2019 54,784.63 54,733.27 - 53,755.22 (647.92) 1.912 4.306 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 3137FQXG3 Agency MBS Freddie Mac 07/25/2024 01/16/2020 1 000 000.00 1 000 000.00 --- 999 260.00 (740.00) 2.002 1.365 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31283K5N4 Agency MBS Freddie Mac 08/01/2020 12/05/2017 58133.54 59442.94 - 61015.22 2470.39 5.000 -24.300 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3620A9WV9 Agency MBS Government National Mortgage Association 12/15/2024 05/23/2018 9,677.85 9,889.56 --- 10,268.40 457.03 4.000 -0.120 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3138NJAE8 Agency MBS Federal National Mortgage Association 12/01/2020 09/13/2018 20157.84 20390.92 --- 20145.34 (104.09) 3.630 3.484 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 31381RLL6 Agency MBS Federal National Mortgage Association 07/01/2021 11/02/2018 44,750.13 45,414.40 --- 45,675.11 592.82 3.840 1.808 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31381SVJ8 Agency MBS Federal National Mortgage Association 11/01/2021 02/22/2019 41937.54 42147.23 --- 42962.91 942.46 3.330 1.640 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 36202F2H8 Agency MBS Government National Mortgage Association 01/20/2027 12/12/2019 31,097.33 31,865.05 --- 32,409.33 568.29 3.000 1.259 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 36178NB99 Agency MBS Government National Mortgage Association 08/15/2027 10/11/2019 35,156.90 35,546.93 --- 36,584.97 1,050.35 2.500 0.979 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3136AC714 Agency MBS Federal National Mortgage Association 03/25/2023 02/21/2018 32 465.54 31 931.64 --- 33 432.36 1 277.42 2.535 1.582 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 31418AU48 Agency MBS Federal National Mortgage Association 07/01/2023 05/21/2019 0.00 0.00 - (0.00) (0.00) 2.500 0.117 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137B1U75 Agency MBS Freddie Mac 01/25/2023 02/27/2018 115,182.91 113,230.21 --- 118,805.42 4,750.09 2.522 0.932 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 38378KW119 Agency MBS Government National Mortgage Association 11/16/2041 05/03/2019 35,260.79 33,079.03 - 34,804.52 1,214.39 1.400 2.010 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137B3NW4 Agency MBS Freddie Mac 09/25/2022 09/26/2018 69 178.04 68 583.54 --- 70 716.56 1 968.38 2.778 0.869 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 38378KW47 Agency MBS Government National Mortgage Association 08/16/2035 06/13/2019 41,919.21 41,683.42 - 41,917.95 151.93 2.150 1.998 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137AXHN6 Agency MBS Freddie Mac 02/25/2022 01/25/2018 46,513.69 45,874.13 --- 46,886.73 717.93 1.749 0.819 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3136AMM48 Agency MBS Federal National Mortgage Association 07/25/2022 09/26/2018 80 632.80 79 427.78 --- 81 918.09 1 948.42 2.509 1.441 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 36179M4J6 Agency MBS Government National Mortgage Association 03/20/2028 11/20/2019 29,218.95 29,570.49 --- 30,323.72 761.47 2.500 1.143 AAA 240907020 RCTC 1-15 Pp RAMP UP RESERVE 36202FA30 Agency MBS Government National Mortgage Association 09/20/2024 10/23/2019 16 035.81 16 707.32 - 17,048.15 408.13 4.500 0.579 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137B1UF7 Agency MBS Freddie Mac 09/25/2022 01/25/2018 25,311.62 24,939.85 --- 25,531.07 432.49 1.785 0.939 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3137BQBY2 Agency MBS Freddie Mac 03/25/2022 08/16/2019 60556.70 60947.01 --- 61853.22 1007.34 2.183 0.878 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3138EJPZ5 Agency MBS Federal National Mortgage Association 07/01/2022 07/22/2019 24,475.23 24,921.71 --- 25,458.15 509.34 3.022 0.763 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3620ARB67 Agency MBS Government National Mortgage Association 05/15/2025 05/23/2018 20,847.95 21,343.10 --- 21,920.16 760.99 4.000 0.609 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 31418CQM9 Agency MBS Federal National Mortgage Association 10/01/2027 09/11/2019 20,303.88 20,820.99 --- 21,259.58 469.36 3.000 1.148 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3140J6DU8 Agency MBS Federal National Mortgage Association 08/01/2031 07/26/2019 73,238.12 73,730.19 --- 76,028.50 2,326.66 2.500 1.151 AAA 240907020 RCTC1-15Prj RAMP UP RESERVE 3138L2GH4 Agency MBS Federal National Mortgage Association 07/01/2021 07/26/2019 21,314.13 21,199.24 --- 21,520.24 277.23 1.870 0.909 AAA 240907020 RCTC 1-15 Pq RAMP UP RESERVE 3136A96F0 Agency MBS Federal National Mortgage Association 11/25/2022 02/27/2018 53,290.05 51,651.80 - 54,274.32 1,862.92 2.184 1.209 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137FGZN8 Agency MBS Freddie Mac 02/25/2023 06/18/2019 23,941.69 23,930.46 --- 23,500.92 (300.44) 1.862 3.640 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 31381QB54 Agency MBS Federal National Mortgage Association 03/01/2021 11/07/2018 55,441.02 56,588.82 - 56,203.89 385.01 4.410 2.262 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 3132CJAJ2 Agency MBS Freddie Mac 09/01/2029 01/28/2020 42 433.14 43 636.53 --- 44467.81 816.01 3.000 1.134 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 36179NHK7 Agency MBS Government National Mortgage Association 07/20/2028 03/31/2020 132 661.46 138 382.49 --- 138 611.33 228.84 3.000 1.409 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 17305EFM2 Asset Backed Citibank Credit Card Issuance Trust - 2014-AI 01/23/2023 12/11/2019 500 000.00 505 531.67 --- 504 345.00 304.92 2.880 1.781 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 87165LBB6 Asset Backed Synclrrony Credit Card Master Note Trust 2016-2 05/17/2021 08/02/2019 525 000.00 526 271.48 --- 523 582.50 (2 227.41) 2.210 2.459 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 02005AGP7 Asset Backed Ally Master Owner Trust, Series 2018-1 01/15/2021 11/18/2019 175,000.00 176,374.02 --- 172,149.25 (3,766.15) 2.700 4.839 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 65478DAD9 Asset Backed Nissan Auto Receivables 2018-A Owner Trust B6/J15//A022 06/29/2018 462 570.91 460 185.78 -- 464 129.78 2 230.91 2.650 2.050 AAA Page 25 of 45 RIRIVERSIDE COUNTY TRANSPORTATION COM M 1 SS I ON 2017 Financing STAMP Portfolio by Investment Category for quarter ended March 31, 2020 Source Account 240907004 Account MIM-RCTC Toll Revenue: - I-15 Identifier 38013FAD3 Category Asset Backed Issuer GM Financial Consumer Automobile Receivables Trust 2018 , . Maturity 10/16/2023 Trade Date 07/24/2019 Current Face Value 350,000.00 Original Cost 356 412.11 Next Call Date --- Base Market Value 354,543.00 Base Net Total Unrealized Gain/Loss 823.78 Coupon 3.210 Summarized Yield Credit Rating 1.821 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 47789JAB2 Asset Backed John Deere Owner Trust 2019 10/15/2021 03/05/2019 305,153.35 305 139.43 --- 305,962.00 813.60 2.850 2.152 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 65478LAB5 Asset Backed Nissan Auto Lease Trust 2019-B 10/15/2021 07/16/2019 240,078.18 240,057.18 --- 239,965.35 (104.09) 2.270 2.378 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 477870AB5 Asset Backed John Deere Owner Trust 2019-B 05/16/2022 07/16/2019 288 232.15 288 231.05 --- 288,635.67 403.74 2.280 1.996 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 14315PAB1 Asset Backed Carmax Auto Owner Trust 2019-3 12/15/2022 07/24/2019 355 808.67 355 792.69 --- 356 840.51 1 040.31 2.210 1.747 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 26209AAE1 Asset Backed Drive Auto Receivables Trust 2019-4 01/16/2024 09/09/2019 260,000.00 259,964.59 --- 255,541.00 (4,432.11) 2.230 3.317 AA 240907004 MIM-RCTC Toll Revenue: -1-15 65602VXS0 CD Norinchukin Bank NY Branch 04/17/2020 01/21/2020 650,000.00 649,999.47 --- 650,344.50 344.60 1.740 0.615 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 62888VAA6 CMO NCUA Guaranteed Notes Trust 2010-RI 10/07/2020 01/22/2019 262 445.76 262 538.03 --- 262 280.42 (193.07) 2.116 1.390 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 62888UAB6 CMO NCUA Guaranteed Notes Trust 2010-R2 11/05/2020 03/15/2019 206,179.01 206,485.06 --- 206,201.69 (89.08) 2.136 1.008 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 62888VAA6 CMO NCUA Guaranteed Notes Trust 2010-RI 10/07/2020 05/10/2019 0.01 0.01 --- 0.01 0.00 2.116 1.822 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 50000DDD5 CP KOCH INDUSTRIES INC 04/13/2020 03/26/2020 1 500 000.00 1 498 425.00 --- 1 499 400.00 450.00 0.000 1.108 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 23336GD65 CP DTE Electric Company 04/06/2020 03/26/2020 1,500,000.00 1,498,556.25 --- 1,499,745.00 401.25 0.000 1.020 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 6951131310 CP PacifiCorp 04/01/2020 03/25/2020 1 500 000.00 1 499 052.08 --- 1 500 000.00 0.00 0.000 0.000 AA 240907004 MIM-RCTC Toll Revenue: -1-15 14918ED16 CP CommoeSpirit Health 04/01/2020 03/30/2020 1,000,000.00 999,783.33 --- 1,000,000.00 0.00 0.000 0.000 NA 240907004 MIM-RCTC Toll Revenue: -1-15 46625HHZ6 Corporate JPMorgan Chase & Co. 05/10/2021 01/10/2020 1,000,000.00 1,035,920.00 --- 1,027,680.00 (2,470.57) 4.625 2.084 A 240907004 MIM-RCTC Toll Revenue: -1-15 06051GFN4 Corporate Bank of America Corporation 04/21/2020 12/04/2017 1,000,000.00 997,850.00 --- 999,840.00 (109.73) 2.250 2.513 A 240907004 MIM-RCTC Toll Revenue: -1-15 31677QBG3 Corporate Fifth Third Bank 06/14/2021 07/23/2019 500,000.00 500,110.00 05/14/2021 500,465.00 391.19 2.250 2.165 A 240907004 MIM-RCTC Toll Revenue: -1-15 17401QAK7 Corporate Citizens Bank of Pennsylvania Inc. 05/26/2020 03/11/2020 1,500,000.00 1,501,725.00 --- 1,490,025.00 (11,257.09) 2.217 6.521 A 240907004 MIM-RCTC Toll Revenue: - 1-15 69353RFU7 Corporate PNC Bank, National Association 02/24/2023 02/20/2020 535,000.00 535,000.00 02/24/2022 504,237.50 (30,762.50) 2.004 3.874 A 240907020 RCTC 1-15 Prj RAMP UP RESERVE CCYUSD Currency UNITED STATES OF AMERICA 03/31/2020 --- 0.00 (138,611.72) - (138,611.72) 0.00 0.000 0.000 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 31846V203 MM Fund First American Funds Inc. - Government Obligations Fund 03/31/2020 --- 0.00 105 302.57 --- 105 302.57 0.00 0.080 0.100 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 31846V203 MM Fund First American Funds, Inc. - Government Obligations Fund 03/31/2020 --- 0.00 185,725.88 - 185,725.88 0.00 0.080 0.100 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 048506DN6 Muni Atlantic County Improvement Authority 06/17/2020 07/05/2019 265,000.00 267,210.10 --- 266,012.30 517.60 3.250 1.422 NA 240907004 MIM-RCTC Toll Revenue: -1-15 072024WU2 Muni Bay Area Toll Authority 04/01/2020 09/20/2019 425,000.00 425,000.00 --- 425,000.00 0.00 2.025 0.000 AA 240907004 MIM-RCTC Toll Revenue: -1-15 59447TXK4 Muni Michigan Finance Authority 12/01/2020 12/05/2019 255 000.00 255 000.00 --- 256 366.80 1 366.80 2.034 1.223 AA 240907004 MIM-RCTC Toll Revenue: -1-15 459058GK3 Non -US Gov International Bank for Reconstruction and Development 08/21/2020 --- 1,510,000.00 1,510,367.00 --- 1,510,453.00 378.56 0.230 0.157 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 45818WCP9 Non -US Gov Inter -American Development Bank 09/16/2022 09/10/2019 1,500,000.00 1,500,000.00 --- 1,499,460.00 (540.00) 0.670 0.695 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828UH1 TIPS United States Department of The Treasury 01/15/2023 02/05/2018 83 811.00 82 740.39 --- 82 801.08 (402.61) 0.125 0.560 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 9128286N5 TIPS United States Department of The Treasury 04/15/2024 --- 163,635.20 166,513.53 --- 165,999.73 (131.89) 0.500 0.142 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 912828VV9 US Gov United States Department of The Treasury 08/31/2020 01/24/2020 500,000.00 501,621.09 - 504,160.00 3,023.42 2.125 0.123 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 912828B58 US Gov United States Department of The Treasury 01/31/2021 12/24/2019 3 500 000.00 3 517 636.72 --- 3 560 445.00 46 900.61 2.125 0.056 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 912828Y53 US Gov United States Department of The Treasury 07/31/2020 --- 6 000 000.00 6 000 750.60 - 5 999,880.00 (154.95) 0.128 0.136 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 9128285H9 US Gov United States Department of The Treasury 10/31/2020 12/06/2018 5 300 000.00 5 299 852.27 --- 5 299 205.00 (749.66) 0.130 0.158 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 912796TS8 US Gov United States Department of The Treasury 04/30/2020 02/12/2020 2,500,000.00 2,491,738.54 - 2,499,900.00 3,011.46 0.000 0.049 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 912796TT6 US Gov United States Department of The Treasury 05/07/2020 01/23/2020 2,000,000.00 1,991,316.00 --- 1,999,880.00 2,886.00 0.000 0.059 AAA 240907004 MIM-RCTC Toll Revenue: - 1-15 912796TV1 US Gov United States Department of The Treasury 05/14/2020 02/10/2020 3,000,000.00 2,988,245.82 --- 2,999,730.00 5,284.17 0.000 0.075 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 9127962A6 US Gov United States 04/07/2020 02/06/2020 3,700,000.00 3,691,096.17 --- 3,699,963.00 916.98 0.000 0.052 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828VA5 US Gov United States Department of The Treasury 04/30/2020 --- 665 000.00 648 627.54 - 665 551.95 1 293.69 1.125 0.117 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828V V9 US Gov United States Department of The Treasury 08/31/2020 --- 775 000.00 766 685.54 --- 781 448.00 8 157.79 2.125 0.123 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828B58 US Gov United States Department of The Treasury 01/31/2021 --- 550,000.00 547,430.08 - 559,498.50 9,800.19 2.125 0.056 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828J43 US Gov United States Department of The Treasury 02/28/2022 12/30/2019 40 000.00 40 148.44 --- 41 168.80 1 037.12 1.750 0.221 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828L57 US Gov United States Department of The Treasury 09/30/2022 --- 705,000.00 707,360.16 - 731,247.15 24,236.31 1.750 0.255 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828T67 US Gov United States Department of The Treasury 10/31/2021 12/09/2019 165 000.00 163 730.27 --- 167 758.80 3 822.11 1.250 0.191 AAA 240907020 RCTC 1-15 Prj RAMP UP RESERVE 912828Y53 US Gov United States Department of The Treasury 07/31/2020 --- 725,000.00 724,879.95 - 724,985.50 45.83 0.128 0.136 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 9128285H9 US Gov United States Department of The Treasury 10/31/2020 12/06/2018 500,000.00 499,986.06 --- 499,925.00 (70.72) 0.130 0.158 AAA 240907020 RCTC 1-15 Pr( RAMP UP RESERVE 9128286U9 US Gov United States Department of The Treasury 05/15/2022 02/13/2020 40 000.00 40 606.25 --- 41 604.80 1 029.91 2.125 0.230 AAA 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828YK0 US Gov United States Department of The Treasury 10/15/2022 --- 415 000.00 411 599.22 --- 426 703.00 14 689.96 1.375 0.261 AAA 240907004 MIM-RCTC Toll Revenue: -1-15 97689P2K3 VRDN Wisconsin Housing and Economic Development Authority 09/01/2037 07/18/2019 1,300,000.00 1,300,000.00 04/30/2020 1,300,000.00 0.00 4.000 4.000 AA 240907004 MIM-RCTC Toll Revenue: -1-15 64986U4H7 VRDN New York State Housing Finance Agency 11/01/2048 07/02/2018 1,400,000.00 1,400,000.00 04/15/2020 1,400,000.00 0.00 3.950 3.950 AA 240907004 MIM-RCTC Toll Revenue: -1-15 196479G29 VRDN Colorado Housing and Finance Authority Inc. 04/01/2040 07/18/2019 1 500 000.00 1 500 000.00 04/15/2020 1 500 000.00 0.00 4.750 4.750 AAA 60,520,427.55 60,735,210.98 60,912,438.38 155,471.09 245 Page 26 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Account for quarter ended March 31, 2020 ATTACHMENT 10 240907004 MIM-RCTC Toll Revenue: -1-15 31346VDW5 Agency 240907004 MIM-RCTC Toll Revenue: -1-15 38374VGF0 Agency CMO 240907004 MIM-RCTC Toll Revenue: -1-15 31416BTW8 Agency MBS 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 3137B7YX1 Agency MBS 3137F1XN4 Agency MBS 3137FQX63 Agency MBS 17305EFM2 Asset Backed FEDERAL HOME LOAN MORTGAGE CORPORA Government National Mortgage Association Federal National Mortgage Association Freddie Mac Freddie Mac Freddie Mac Citibank Credit Card Issuance Trust - 2014-Al 08/26/2021 12/16/2037 01/01/2024 02/21/2020 02/20/2020 09/03/2019 04/25/2023 08/19/2019 02/25/2023 08/27/2019 07/25/2024 01/16/2020 01/23/2023 12/11/2019 675,000.00 457,845.96 340 075.53 482,337.35 54,784.63 1,000,000.00 500 000.00 675,000.00 05/26/2020 460 135.19 --- 354 741.30 488,441.94 54,733.27 1,000,000.00 505 531.67 675,560.25 461 971.15 359 378.22 494,386.14 53,755.22 999,260.00 504 345.00 560.25 2 011.07 7 009.37 1.550 1.341 4.500 0.443 5.500 0.104 7,102.72 2.592 0.766 (647.92) 1.912 4.306 (740.00) 2.002 1.365 304.92 2.880 1.781 AAA AAA AAA AAA AAA AAA AAA 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 87165LBB6 Asset Backed 02005AGP7 Asset Backed 65478DAD9 Asset Backed Synchrony Credit Card Master Note Trust 2016-2 Ally Master Owner Trust, Series 2018-1 Nissan Auto Receivables 2018-A Owner Trust 05/17/2021 08/02/2019 01/15/2021 11/18/2019 05/16/2022 06/29/2018 525,000.00 175,000.00 462 570.91 526,271.48 176,374.02 460 185.78 523,582.50 172,149.25 464 129.78 (2,227.41) 2.210 2.459 (3,766.15) 2.700 4.839 2 230.91 2.650 2.050 AAA AAA AAA 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 38013FAD3 Asset Backed 47789JAB2 Asset Backed 65478LAB5 Asset Backed 477870AB5 Asset Backed 14315PAB1 Asset Backed GM Financial Consumer Automobile Receivables Trust 2018-4 John Deere Owner Trust 2019 Nissan Auto Lease Trust 2019-B John Deere Owner Trust 2019-B Carmac Auto Owner Trust 2019-3 10/16/2023 07/24/2019 10/15/2021 03/05/2019 10/15/2021 07/16/2019 05/16/2022 07/16/2019 12/15/2022 07/24/2019 350,000.00 305,153.35 240 078.18 288,232.15 355 808.67 356,412.11 305,139.43 240 057.18 288,231.05 355 792.69 354,543.00 305,962.00 239 965.35 288,635.67 356 840.51 823.78 3.210 1.821 813.60 2.850 2.152 (104.09) 2.270 2.378 403.74 2.280 1.996 1 040.31 2.210 1.747 AAA AAA AAA AAA AAA 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 26209AAE1 Asset Backed 65602VXS0 CD 62888VAA6 CMO 62888UAB6 CMO 46625HHZ6 Corporate 060516FN4 Corporate 31677QBG3 Corporate 17401QAK7 Corporate 69353RFU7 Corporate 50000DDD5 CP 233366D65 CP 695111D10 CP 14918ED16 CP 31846V203 MM Fund 048506DN6 Muni 072024WU2 Muni 59447TXK4 Muni 4590586K3 Non -US Gov 45818WCP9 Non -US Gov 912828VV9 US Gov 912828B58 US Gov 912828Y53 US Gov 9128285H9 US Gov 912796TS8 US Gov 9127961T6 US Gov 912796TV1 US Gov 9127962A6 US Gov Drive Auto Receivables Trust 2019-4 Norinchukin Bank NY Branch NCUA Guaranteed Notes Trust 2010-R1 NCUA Guaranteed Notes Trust 2010-R2 JPMorgan Chase & Co. Bank of America Corporation Fifth Third Bank Citizens Bank of Pennsylvania Inc. PNC Bank, National Association KOCH INDUSTRIES INC DTE Electric Company Paci6Corp CommonSpirit Health First American Funds, Inc. - Government Obligations Fund Atlantic County Improvement Authority Bay Area Toll Authority Michigan Finance Authority International Bank for Reconstruction and Development Inter -American Development Bank United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States Department of The Treasury United States 01/16/2024 09/09/2019 04/17/2020 01/21/2020 10/07/2020 01/22/2019 11/05/2020 03/15/2019 05/10/2021 01/10/2020 04/21/2020 12/04/2017 06/14/2021 07/23/2019 05/26/2020 03/11/2020 02/24/2023 02/20/2020 04/13/2020 03/26/2020 04/06/2020 03/26/2020 04/01/2020 03/25/2020 04/01/2020 03/30/2020 03/31/2020 06/17/2020 07/05/2019 04/01/2020 09/20/2019 12/01/2020 12/05/2019 08/21/2020 260 000.00 650,000.00 262 445.76 206 179.01 1,000,000.00 1 000 000.00 500 000.00 1,500,000.00 535,000.00 1,500,000.00 1,500,000.00 1 500 000.00 1,000,000.00 0.00 265 000.00 425,000.00 255,000.00 - 1 510 000.00 09/16/2022 09/10/2019 08/31/2020 01/24/2020 01/31/2021 12/24/2019 07/31/2020 1,500,000.00 500,000.00 3 500 000.00 - 6,000,000.00 10/31/2020 12/06/2018 04/30/2020 02/12/2020 05/07/2020 01/23/2020 05/14/2020 02/10/2020 04/07/2020 02/06/2020 5,300,000.00 2 500 000.00 2,000,000.00 3,000,000.00 3 700 000.00 259 964.59 649,999.47 262 538.03 206 485.06 1,035,920.00 997 850.00 500 110.00 05/14/2021 1,501,725.00 255 541.00 650,344.50 262 280.42 206 201.69 1,027,680.00 999 840.00 500 465.00 - 1,490,025.00 535,000.00 02/24/2022 1,498,425.00 1,498,556.25 1 499 052.08 999,783.33 105,302.57 267 210.10 425,000.00 255,000.00 1 510 367.00 1,500,000.00 501,621.09 3 517 636.72 6,000,750.60 5,299,852.27 2 491 738.54 1,991,316.00 2,988,245.82 3 691 096.17 504,237.50 - 1,499,400.00 1,499,745.00 - 1 500 000.00 1,000,000.00 105,302.57 266 012.30 425,000.00 256,366.80 1 510 453.00 1,499,460.00 504,160.00 3 560 445.00 - 5,999,880.00 5,299,205.00 - 2 499 900.00 1,999,880.00 - 2,999,730.00 3 699 963.00 (4432.11) 2.230 3.317 344.60 1.740 0.615 (193.07) 2.116 1.390 (89.08) 2.136 1.008 (2,470.57) 4.625 2.084 (109.73) 2.250 2.513 391.19 2.250 2.165 (11,257.09) 2.217 6.521 (30,762.50) 2.004 3.874 450.00 0.000 1.108 401.25 0.000 1.020 0.00 0.000 0.000 0.00 0.000 0.000 0.00 0.080 0.100 517.60 3.250 1.422 0.00 2.025 0.000 1,366.80 2.034 1.223 378.56 0.230 0.157 (540.00) 0.670 0.695 3,023.42 2.125 0.123 46 900.61 2.125 0.056 (154.95) 0.128 0.136 (749.66) 0.130 0.158 3011.46 0.000 0.049 2,886.00 0.000 0.059 5,284.17 0.000 0.075 916.98 0.000 0.052 AA AAA AAA AAA A A A A A AAA AAA AA NA AAA NA AA AA AAA AAA AAA AAA AAA AAA AAA AAA AAA AAA 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: -1-15 97689P2K3 VRDN 64986U4H7 VRDN 196479629 VRDN Wisconsin Housing and Economic Development Authority New York State Housing Finance Agency Colorado Housing and Finance Authority Inc. 09/01/2037 07/18/2019 11/01/2048 07/02/2018 04/01/2040 07/18/2019 1 300 000.00 1,400,000.00 1 500 000.00 52 280 511.49 1 300 000.00 04/30/2020 1,400,000.00 04/15/2020 1 500 000.00 04/15/2020 52 437 592.79 1 300 000.00 1,400,000.00 1 500 000.00 52 475 981.81 0.00 4.000 4.000 0.00 3.950 3.950 0.00 4.750 4.750 29 928.97 AA AA AAA 240907020 RCTC I-15 PO RAMP UP RESERVE 3137EADB2 Agency 240907020 RCTC I-15 Pa) RAMP UP RESERVE 3130AEC17 Agency 240907020 RCTC I-15 Pg RAMP UP RESERVE 38377REV3 Agency CMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 3137AH6C7 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 38376V2E6 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 3137AJMF8 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 38375XCM4 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 383742C76 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 38378BXQ7 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 38376YPU9 Agency CMO 240907020 RCTC I-15 Pr RAMP UP RESERVE 3137ATRW4 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 3137ASR97 Agency CMO 240907020 RCTC I-15 Pg RAMP UP RESERVE 3136A72D3 Agency CMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 3137AYCE9 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 31397QWZ7 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 38378161H4 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 31392J6N4 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 3137B84S3 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 3137A5FP4 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 31398N2K9 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 38378JZD7 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 38377QKH9 Agency CMO 240907020 RCTC I-15 Pg RAMP UP RESERVE 38378CDK0 Agency CMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 38378AWX5 Agency CMO 240907020 RCTC I-15 Pg RAMP UP RESERVE 38378DDC6 Agency CMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 38379HLE3 Agency CMO 240907020 RCTC I-15 PO RAMP UP RESERVE 38378VC45 AgencyCMO 240907020 RCTC I-15 Pa) RAMP UP RESERVE 383771M59 Agency CMO Freddie Mac Federal Home Loan Banks Government National Mortgage Association Freddie Mac Government National Mortgage Association Freddie Mac Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Freddie Mac Freddie Mac Federal National Mortgage Association Freddie Mac Federal National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Freddie Mac Freddie Mac Federal National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association 01/13/2022 09/30/2019 05/28/2020 07/03/2018 10/20/2039 07/01/2019 07/25/2021 11/29/2018 07/16/2039 08/06/2019 10/25/2021 11/29/2018 11/16/2037 05/14/2019 08/16/2037 01/31/2018 01/16/2036 06/17/2019 12/20/2038 05/10/2019 05/25/2022 09/26/2018 01/25/2022 02/27/2018 04/25/2022 07/26/2019 10/25/2022 08/13/2019 09/25/2029 09/28/2018 09/16/2027 03/08/2019 04/25/2023 12/05/2017 02/15/2029 01/31/2018 01/15/2021 01/30/2018 11/25/2025 01/31/2018 12/20/2040 10/16/2019 08/20/2040 08/20/2019 03/20/2035 01/30/2018 01/20/2036 01/30/2018 04/20/2038 06/20/2018 05/20/2043 10/18/2018 400 000.00 350 000.00 30,827.70 95 267.99 20 672.74 93,513.84 56997.76 6,144.61 16549.89 100 000.00 13808.81 100 000.00 15,012.90 6209.75 293,088.62 78,645.47 36,892.62 0.42 16,144.67 19,606.34 20,763.19 64722.68 15,441.96 45,119.41 406 425.20 350 150.50 31,439.44 93,203.35 58422.70 6,083.16 16436.11 102 164.06 15,144.27 318,84530 77,662.40 36,984.86 0.42 15,942.87 19,962.48 20,954.60 65349.68 15,546.31 45,055.96 32,046.94 22026.60 95,886.28 23773.14 59011.49 6,121.50 16665.91 13768.56 15,072.65 306,963.44 79,859.75 37,277.78 691.94 3.500 0.915 580.91 4.000 0.768 2,625.39 2.968 0.968 980.23 4.000 2.028 (0.06) 1.537 3.263 196.59 2.500 1.040 3719.24 2.373 1.263 166.34 142.71 1.573 1.154 63.39 4.000 0.614 340.60 1,890.01 1.250 0.807 2.000 0.988 373.60 2.500 0.697 0.42 0.00 3.500 0.000 16,343.89 20,589.01 20,828.60 65427.50 15,492.30 46,590.75 388.16 1.500 0.733 639.79 3.000 0.894 56.79 3.000 0.508 538.44 3.000 0.595 51.10 3.500 0.557 1,541.31 3.500 0.158 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 240907020 RCTC 1-15 Pri RAMP UP RESERVE 3137ARBX3 Agency CM0 Fr.ldie Mac 246 27174.75 Page 27 of 45 INFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio by Account for quarter ended March 31, 2020 Source Security Type Next Can Base Net Total Summarize 240907020 240907020 240907020 240907020 240907020 RCTC I-15 Pri RAMP UP RESERVE RCTC I-15 Pr. RAMP UP RESERVE RCTC I-15 Pti RAMP UP RESERVE RCTC I-15 Pri RAMP UP RESERVE RCTC I-15 Pti RAMP UP RESERVE 38376YFF3 38379JM99 38374VGF0 31283K5N4 3620A9WV9 Agency CMO Agency CMO Agency CMO Agency MBS Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 3138NJAE8 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 31381RLL6 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 31381SV18 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 36202F2H8 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 36178NB99 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 3136AC714 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 31418AU48 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 3137B1U75 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 38378KWU9 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 3137B3NW4 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 38378KW47 Agency MBS 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137AXHN6 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 3136AMM48 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 36179M416 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 36202FA30 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 3137B1UF7 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 3137BQBY2 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 3138E1PZ5 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 3620ARB67 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 31418CQM9 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 3140J6DU8 Agency MBS 240907020 RCTC I-15 Pti RAMP UP RESERVE 3138L2GH4 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 3136A96F0 Agency MBS 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137FGZN8 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 31381QB54 Agency MBS 240907020 RCTC I-15 Prj RAMP UP RESERVE 3132CJA12 Agency MBS 240907020 RCTC I-15 Pri RAMP UP RESERVE 36179NHK7 Agency MBS 240907020 RCTC I-15 Prj RAMP UP RESERVE 62888VAA6 CMO 240907020 RCTC I-15 Pri RAMP UP RESERVE CCYUSD Currency 240907020 RCTC I-15 Prj RAMP UP RESERVE 31846V203 MM Fund 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828UH1 TIPS 240907020 RCTC I-15 Prj RAMP UP RESERVE 9128286N5 TIPS 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828VA5 US Gov 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828VV9 US Gov 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828B58 US Gov 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828143 US Gov 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828L57 US Gov 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828T67 US Gov 240907020 RCTC I-15 Pri RAMP UP RESERVE 912828Y53 US Gov 240907020 RCTC I-15 Prj RAMP UP RESERVE 9128285H9 US Gov 240907020 RCTC I-15 Pri RAMP UP RESERVE 9128286U9 US Gov 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828YK0 US Gov Government National Mortgage Association Government National Mortgage Association Government National Mortgage Association Freddie Mac Government National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Government National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Freddie Mac Government National Mortgage Association Freddie Mac Government National Mortgage Association Freddie Mac Federal National Mortgage Association Government National Mortgage Association Government National Mortgage Association Freddie Mac Freddie Mac Federal National Mortgage Association Government National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Federal National Mortgage Association Freddie Mac Federal National Mortgage Association Freddie Mac Government National Mortgage Association NCUA Guaranteed Notes Trust 2010-RI UNITED STATES OF AMERICA First American Funds, Inc. - Government Obligations Fund United States Department of The Treasury United States Department ofTho Treasury United States Department of The Treasury United States Department ofTho Treasury United States Department of The Treasury United States Department ofTho Treasury United States Department of The Treasury United States Department ofTho Treasury United States Department of The Treasury United States Department ofTho Treasury United States Department of The Treasury United States Department ofTho Treasury 03/20/2039 06/03/2019 5,422.07 5,462.74 --- 5 496.03 02/16/2041 08/28/2019 19974.37 20103.11 --- 20,703.63 12/16/2037 02/20/2020 76,307.66 76689.20 --- 76995.19 08/01/2020 12/05/2017 58,133.54 59442.94 --- 61015.22 12/15/2024 05/23/2018 9.677.85 9.889.56 -- 10.268.40 12/01/2020 09/13/2018 07/01/2021 11/02/2018 11/01/2021 02/22/2019 01/20/2027 12/12/2019 08/15/2027 10/11/2019 03/25/2023 02/21/2018 07/01/2023 05/21/2019 01/25/2023 02/27/2018 11/16/2041 05/03/2019 09/25/2022 09/26/2018 08/16/2035 06/13/2019 02/25/2022 01/25/2018 07/25/2022 09/26/2018 03/20/2028 11/20/2019 09/20/2024 10/23/2019 09/25/2022 01/25/2018 03/25/2022 08/16/2019 07/01/2022 07/22/2019 05/15/2025 05/23/2018 10/01/2027 09/11/2019 08/01/2031 07/26/2019 07/01/2021 07/26/2019 11/25/2022 02/27/2018 02/25/2023 06/18/2019 03/01/2021 11/07/2018 09/01/2029 01/28/2020 07/20/2028 03/31/2020 10/07/2020 05/10/2019 03/31/2020 03/31/2020 01/15/2023 02/05/2018 04/15/2024 04/30/2020 08/31/2020 01/31/2021 20,157.84 44 750.13 41,937.54 31,097.33 35 156.90 32,465.54 0.00 115 182.91 35,260.79 69 178.04 41 91921 46,513.69 80 632.80 29 218.95 16,035.81 25 311.62 60 556.70 24,475.23 20,847.95 20,303.88 73,238.12 21 314.13 53,290.05 23,941.69 55 441.02 42,433.14 132,661.46 0.01 0.00 0.00 83 811.00 - 163,635.20 665,000.00 - 775 000.00 02/28/2022 12/30/2019 09/30/2022 10/31/2021 12/09/2019 07/31/2020 10/31/2020 12/06/2018 05/15/2022 02/13/2020 10/15/2022 550,000.00 40,000.00 705 000.00 165 000.00 725,000.00 500 000.00 20,390.92 45 414.40 42,147.23 31,865.05 35 546.93 31,931.64 0.00 113 230.21 33,079.03 68 583.54 41 683.42 45,874.13 79 427.78 29 570.49 16,707.32 24 939.85 60 947.01 24,921.71 21,343.10 20,820.99 73,730.19 21 199.24 51,651.80 23,930.46 56 588.82 43,636.53 138,382.49 0.01 (138,611.72) 185,725.88 82 740.39 166,513.53 648,627.54 766 685.54 547,430.08 40,148.44 707 360.16 163 730.27 724,879.95 499 986.06 20,145.34 45 675.11 42,962.91 32,409.33 36 584.97 33,432.36 (0.00) 118 805.42 34,804.52 70 716.56 41 917.95 46,886.73 81 918.09 30 323.72 17,048.15 25 531.07 61 853.22 25,458.15 21,920.16 21,259.58 76,028.50 21 520.24 54,274.32 23,500.92 56 203.89 44,467.81 138,611.33 53.46 615.68 335.18 2 470.39 457.03 4.000 0.890 2.500 0.385 4.500 0.443 5.000 -24.300 4.000 -0.120 (104.09) 3.630 3.484 592.82 3.840 1.808 942.46 3.330 1.640 568.29 3.000 1.259 1 050.35 2.500 0.979 1,277.42 2.535 1.582 (0.00) 2.500 0.117 4 750.09 2.522 0.932 1,214.39 1.400 2.010 1968.38 2.778 0.869 151.93 717.93 2.150 1.998 1.749 0.819 1948.42 2.509 1.441 761.47 2.500 1.143 408.13 432.49 4.500 0.579 1.785 0.939 1007.34 2.183 0.878 509.34 3.022 0.763 760.99 4.000 0.609 469.36 3.000 1.148 2,326.66 2.500 1.151 277.23 1.870 0.909 1,862.92 2.184 1.209 (300.44) 1.862 3.640 385.01 816.01 4.410 2.262 3.000 1.134 228.84 3.000 1.409 0.01 0.00 2.116 1.822 (138,611.72) 185,725.88 82 801.08 165,999.73 665,551.95 781 448.00 559,498.50 41,168.80 731 247.15 167 758.80 724,985.50 0.00 0.000 0.000 0.00 0.080 0.100 (402.61) 0.125 0.560 (131.89) 0.500 0.142 1,293.69 1.125 0.117 8157.79 2.125 0.123 9,800.19 2.125 0.056 1,037.12 24 236.31 3822.11 45.83 1.750 0.221 1.750 0.255 1.250 0.191 0.128 0.136 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 499925.00 (70.72) 0.130 0.158 AAA 40 000.00 40 606.25 --- 41 604.80 1 029.91 2.125 0.230 AAA - 415,000.00 8 239 916.06 411,599.22 8 297 618.18 426,703.00 14,689.96 1.375 0.261 AAA 8 436 456.56 125 542.12 Total 60,520,427.55 60,735,210.98 60,912,438.38 155,471.09 247 Page 28 of 45 RFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 ATTACHMENT 11 Base Base Change In Source Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued Account Account Identifier Description Market Value Base Purchases Base Sales Redemptions Base Pavdowns Gain/Lose cretion Gain/Loss Market Value Income Balance 240907004 MIM-ACTC Toll Aevemre:-I-15 46625HHZ6 7PMORGAN CHASE &CO - 1,035,920.00 - - - - c (5,769.43) (2,470.57) 1,027,680.00 18,114.58 240907004 MIM-RCTC Toll Revenue: -1-15 240907004 MIM-RCTC Toll Revenue: - I-15 912828B58 UNITED STATES TREASURY 3,518,305.00 38141EA58 GOLDMAN SACHS GROUP INC 503,390.00 500 000.00) (4,006.14) 46,146.14 3,560445.00 12,463.94 (3,262.52) (127.48) 240907004 MIM-RCTC Toll Revenue:- I-15 31416BT908 199995265 388,184.80 240907004 MRMI-RCTC Toll Revenue: -I-15 38013FAD3 GMCAR 184 A3 240907004 MIM-RCTC Toll Revenue:- I-15 17305EFM2 CCCIT 14AI Al 240907004 MI[vl-RCTC Toll Revenue: - I-15 048506DN6 ATLANTIC CNTYN I IMPT AUTH REV 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 3137B7YX1 FHMS K037 Al 912828 V V9 UNITED STATES TREASURY 355,967.50 308,120.15 266,550.25 524,495.94 (46 155.76) (1,817.79) (1,431.42) 5 344,052.13 1,492.21 (965.34) (757.96) (37397.82) 501,621.09 (584.65) (405.36) (487.67) (484.51) (459.16) 288.26 46.70 8,181.05 3,023.42 354,543.00 307,650.45 266,012.30 494,386.14 504.160.00 468.13 1,708.00 6,770.38 1,041.85 923.91 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 17305EFM2 CCCIT 14A1 Al 17401QAK7 CITIZENS BANK NA 60710AG71 Mizuho Bank -New York Branch 196,994.85 - - - - (481.16) 180.86 196,694.55 1,092.00 1,501,725.00 - - - - (442.91) (11,257.09) 1,490,025.00 3,232.59 1,500,329.43 - (1,500,000.00) - - (329.43) 240907004 MBMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 02005AGP7 AMOT 181 A2 912828Y53 UNITED STATES TREASURY 172967/71 CITIGROUP INC 60710ABM3 Mizuho Bank -New York Branch 61747YDW2 MORGAN STANLEY 176,240.75 3,699,038.00 500,200.00 1,500,255.00 500,165.00 (500,000.00) (1,500,000.00) (500 000.00) (317.10) (225.73) (190.01) (186.05) (179.33) (3,774.40) 172,149.25 1,113.73 3,699,926.00 (9.99) - (68.95) - 14.33 - 210.00 6,675.18 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MBMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MRMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 87165LBB6 SYNCT 162 A 3137F1XN4 FHMS KI03 A 38374VGFO GNR 0945A PD 86564FH48 Sumitomo Mitsui Trust Bank Ltd. (New York Branch) 65602VPF7 Norinchukin Bank NY Branch 89114MY43 Toronto -Dominion Bank, New York Brach 14912L6Y2 CATERPILLAR FINANCIAL SERVICES CORP 31416BTW8 FN995265 62888UAB6 NGN 10R22A 912828Y53 UNITED STATES TREASURY 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 1,500,210.00 1,125,157.50 1,150,149.50 1,000,030.00 17,292.02 222,518.67 449,883.00 500,090.00 527,147.25 - - - - (177.16) (3,387.59) 523,582.50 515.67 67,931.59 - - - (13,189.79) 47.88 (162.85) (871.60) 53,755.22 20.37 531,476.06 - - (70,985.94) (393.55) (136.49) 2,011.07 461,971.15 1,716.92 (1,500,000.00) - - (126.19) (83.82) - - (1,125,000.00) - (107.61) (49.89) - - (1,150,000.00) (96.08) (53.42) (1,000,000.00) - - (82.50) 52.50 - - (2,056.05) (80.97) (63.76) 234.86 15,326.09 66.47 (16,306.27) (11.52) (47.68) 48.49 206,201.69 318.10 (25.01) 133.01 449,991.00 811.85 (24.02) 84.02 500,150.00 613.47 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MIM-RCTC Toll Revenue: - I-15 31677QBG3 FIFTH THIRD BANK (OHIO) 62888VAA6 NGN IORI IA 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 4590580K3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 31846V203 FIRSTAMER,GVTOBLGY 502,710.00 - - 306,458.51 - - 300,054.00 - - 185,033.30 - - 336,808.09 43,838,764.21 (44,070269.73) (15.24) (49446.84) (5.93) (14.49) (14.47) (9.21) (2,229.76) 500,465.00 (710.84) 262,280.42 50.47 300,090.00 31.41 185,055.50 105,302.57 3,343.75 401.12 368.08 226.98 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 97689P2K3 WISCONSIN HSG & ECONOMIC DEV AUTH HOME OWNERSHIP R 196479G29 COLORADO HSG & FIN AUTH 45818WCP9 INTER-AMERICAN DEVELOPMENT BANK 1,300,000.00 1,500,000.00 1,499,460.00 1,300,000.00 1,500,000.00 1.499.460.00 2,910.56 14,821.73 446.69 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 69353RF07 PNC BANK NA 64986U4H7 NEWYORK ST HSG FIN AGY REV 072024WU2 BAY AREA TOLL AUTH CALIF TOLL BRDG REV 535,000.00 - - - - - (30,762.50) 504,237.50 1,072.27 1,400,000.00 - - - - - - - 1,400,000.00 3,654.15 425,335.75 - - - - - - (335.75) 425,000.00 4,422.66 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 59447TXK4 MICHIGAN FIN AUTH REV 255,147.90 56052FHZ1 MAINE STHSG AUTH MTG PUR 1,400,000.00 - (1,400,000.00) 3134GVDW5 FEDERAL HOME LOAN MORTGAGE CORP - 675,000.00 1,218.90 256,366.80 1,483.97 560.25 675,560.25 1,017.19 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 459058GK3 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 89114NDX0 Toronto -Dominion Banc, New York Branch 3137FQXG3 FHMS KI05 A 65602VX50 Norinohokin Bank NY Branch 3137B2GW4 FHMS K713 A2 525,094.50 - - - - - 63.00 525,157.50 644.15 1,700,204.00 - - (1,700,000.00) - - - (204.00) - - 1,000,000.00 - - - - - (740.00) 999,260.00 - 649,999.47 - - - - 0.43 344.60 650,344.50 2,356.25 244,968.85 - - - (245,280.35) 507.49 1.42 (197.41) - - 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 '40907004 MIM-RCTC Toll Revenue:- I-15 47789JAB2 MOT2019 A2 14315PAB1 CARMX 193 A2A 477870AB5 MOT 19B A2 450,401.47 - - - (143,789.06) 2.72 1.69 (654.82) 305,962.00 386.53 380,851.20 - - - (24,191.33) 0.59 2.54 177.51 356,840.51 349.48 290,626.40 - - - (1,767.85) 0.05 3.00 (225.93) 288,635.67 292.08 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 65478LAB5 NALT 19B A2A 26209AAE1 DRIVE 194 B 9128285H9 UNITED STATES TREASURY 161571HJ6 CHAFE 171 A 04830GC59 Atlantic City Electric Company 260,475.80 260,098.80 5,297,456.00 500,065.00 1,499,943.75 (1,500,000.00) (19,921.81) 0.80 3.39 4.11 19.37 (500,000.00) - 54.52 56.25 (592.84) (4,561.91) 1,729.63 (119.52) 239,965.35 255,541.00 5,299,205.00 242.21 257.69 9,579.70 240907004 MIM-RCTC Toll Revenue: -I-15 912828Y53 UNITED STATES TREASURY I, 99,6 6.00 - - - - - 101.55 234.45 1,399,972.00 2,525.74 240907004 MIM-RCTC Toll Revenue:-I-15 780082AA1 ROYALBANK OF CANADA 1,499,790.00 - - (1,500,000.00) - - 101.61 108.39 - - 240907004 MIM-RCTC Toll Revenue: -I-15 711121B37 The Peoples Gas Light and Coke Company - 799,890.67 - (800,000.00) - - 1 33 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 05522RCW6 BACCT 171 A 750,075.00 - - - (750,000.00) 1.98 121.08 (198.06) - - 240907004 MIM-RCTC Toll Revenue: -I-15 912828Y53 UNITED STATES TREASURY 449,883 - - - - - 122.91 (14.91) 449,991.00 811.85 240907004 MIM-RCTC Toll Revenue:-I-15 65478DAD9 NAROTI8A A3 591,900.79 - - - (126,801.46) 205.04 148.80 (1,323.39) 464,129.78 544.81 240907004 MIM-RCTC Toll Revenue: -I-15 13668LCCI Canadian Tire Corpora6oq nnited - 923,784.40 - (924,000.00) - - 215.60 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 14918ED16 CommonSpirit Health - 999,783.33 - - - - 216.67 - 1,000,000.00 - 240907004 MIM-RCTC Toll Revenue: -I-15 060510FN4 BANK OF AMERICA CORP 1,000,940.00 - - - - - 228.71 (1,328.71) 999,840.00 10,000.00 240907004 MIM-RCTC Toll Revenue: -I-15 313384AV3 FEDERAL HOME LOAN BANKS - 1,199,750.00 - (1,200,000.00) - - 250.00 - - - 240907004 MIM-RCTC Toll Revenue:-I-15 97665RA85 Wisco rain Electric Power Company 724,804.25 - - (725,000.00) - - 260.80 (65.05) - - 240907004 MIM-RCTC Toll Revenue: -I-15 50000DCQ7 Koch Inlustries, Inc. - 599,731.67 - (600,000.00) - - 268.33 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 63743CBA0 NatioralRuml Utilities Cooperative Fvance Corpo - 699,692.78 - (700,000.00) - - 307.22 - - - 240907004 MIM-RCTC Toll Revenue:-I-15 78009ACG7 Royal Bank ofCanada - 999,691.67 - (1,000,000.00) - - 308.33 - - - 240907004 MIM-RCTC Toll Revenue: - I-15 07274LAE7 Bayerische Landesbanr, New York Branch - 999,679.17 - (1,000,000.00) - - 320.83 - - - 240907004 MIM-RCTC Toll Revenue:-I-15 64587AA79 New Jersey Natural Gas Company 1,249,725.00 - - (1,250,000.00) - - 354.16 (79.16) - - 240907004 MIM-RCTC Toll Revenue: -I-15 46640PCQ4 J.P. Morgan Securities LLC - 1,049,642.71 - (1,050,000.00) - - 357.29 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 34108AA72 Florida Power & Light Company 1,399,692.00 - - (1,400,000.00) - - 399.00 (91.00) - - 240907004 MIM-RCTC Toll Revenue: -I-15 40248CB34 Gulf Power Company - 299,560.83 - (300,000.00) - - 439.17 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 695111BR5 PacifrCorp - 1,499,507.09 - (1,500,000.00) - - 492.91 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 50000DDD5 KOCH INDUSTRIES INC - 1,498,425.00 - - - - 525.00 450.00 1,499,400.00 - 240907004 MIM-RCTC Toll Revenue: -I-15 14912DAG4 Caterpillar Financial Services Corporation - 1,499,473.34 - (1,500,000.00) - - 526.66 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 50000DAD8 Koch Indus tries, Inc. 999,510.00 - - (1,000,000.00) - - 536.67 (46.67) - - 240907004 MIM-RCTC Toll Revenue: -I-15 695111AQ8 PacifrCorp - 1,299,437.75 - (1,300,000.00) - - 562.25 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 976840A08 co in Public Service Corpora no - 1,499,388.75 - (1,500,000.00) - - 611.25 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 74456CA98 Public Service Electric and Gas Company 1,499,535.00 - - (1,500,000.00) - - 680.00 (215.00) - - 240907004 MIM-RCTC Toll Revenue:-I-15 29878RAA6 Europeunhrvestmer0 Bank 1,499,460.00 - - (1,500,00000) - - 690.00 (150.00) - - 240907004 MIM-RCTC Toll Revenue:-I-15 02587AAJ3 AMXCA 171 A 649,967.50 - - - (650,000.00) 49.10 735.13 (751.72) - - 240907004 MIM-RCTC Toll Revenue: -I-15 26055ACW4 The Dow Chemical Company - 799,253.33 - (800000.00) - - 746.67 - - - 240907004 MIM-RCTC Toll Revenue: -I-15 23336GD65 DTE Electric Company - 1,498,556.25 - - - - 787.50 401.25 1,499,745.00 - 240907004 MIM-RCTC Toll Revenue: -I-15 69372AAE2 PACCAR Financial Corp. 1,399,244.00 248 - - (1,400000D0) - - 824.06 (68.06) - - Page 29 of 45 IMFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Account 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MRMI-RCTC Toll Revenue: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MRMI-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue:- I-15 240907004 MRMI-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MRMI-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 Mltvl-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 Mltvl-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 Mltvl-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 Mltvl-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 240907004 MRMI-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 Identifier Descriution 69372ABD3 PACCARFinaocial Corp. 40248CC41 Gulf Power Company 66522TAQ9 Northern Illinois Gas Compaq 695111/310 PacifiCorp 63743CAE3 National Rural Utilities Cooperative Finance Co po 30215GAX0 Export Development Canada 23336GCS8 DTE Electric Compaq 30229AAH2 Exxon Mobil Corporation 63743CAG8 National Rural Utilities Cooperative Finance Corpo 43357LC91 Hitachi Capital America Corp. 13668LC64 Canadian Tire Corporation, Limited 50000DB62 Koch Industries, Inc. 5148X0BB0 Landesbank Baden-Wurttemberg, New York Branch 22533TB14 Credit Agricole Corporate And hrvestrnent Bank, New 04056AB76 Arizona Public Service Compaq 638731BD1 Nativis, New York Branch 23336GBD2 DTE Electric Compaq 90655JBL0 Union Electric Compaq 912796WS4 UNITED STATES TREASURY 912796TS8 UNITED STATES TREASURY 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 Beginning Base Market Value 1,499,190.00 Base Base Change In Base Maturities and Net Total Realized Amortization/A Net Unrealized Rase Purchases Base Sales Redemptions Base Pavdowns Gain/Loss ccretion Gain/Loss 699,090.00 1,499,073.75 1,499,066.67 1,499,052.08 1,499,031.25 1,499,000.00 1,399,062.00 - 1,499,055.00 - 873,843.06 (700,000.00) (1,500,000.00) (1,500,000.00) (1,500,000.00) (1,500,000.00) (1,500,000.00) (1,400 000.00) (1,500000.00) (875,000.00) 1,498,760.42 - (1,500,000.00) 1,498,626.26 - (1,500,000.00) 1,498,281.25 - (1,500,000.00) 1,498,266.67 - (1,500,000.00) 1,497,737.50 - (1,500,000.00) 1,497,662.51 - (1,500,000.00) 1,497,593.75 - (1,500,000.00) 1,497,404.17 - (1,500,000.00) 4,644,605.72 (1,599,210.93) (3,050,000.00) 2,491,738.54 - - 910.00 926.25 933.33 947.92 958.75 968.75 Ending Base Ending Accrued Market Value Income Balance 1,500,000.00 (148:75) 1,000.00 1,026.67 (88.67) 1,075.00 (130.00) 1,156.94 1,239.58 1,373.74 1,718.75 1,733.33 2,262.50 2,337.49 2,406.25 2,595.83 6.40 4,598.81 - - - 5,150.00 3,011.46 2,499,900.00 240907004 MRMI-RCTC Toll Reveme: - I-15 240907004 MIM-RCTC Toll Revenue: - I-15 140907004 MRMI-RCTC Toll Reveme: - I-15 912796TT6 UNITED STATES TREASURY 912796TV I UNITED STATES TREASURY 9127962A6 UNITED STATES TREASURY 1,991,316.00 - - - - 5,678.00 2,886.00 1,999,880.00 2,988,245.82 - - - - 6,200.01 5,284.17 2,999,730.00 3,990,374.24 (299,441.90) - - (3.76) 8,117.44 916.98 3,699,963.00 57,831,035.87 108,593,797.41 (47,368,922.56) (63,949,000.00) (2,691,290.33) (1,896.83) 46,607.42 15,650.84 52,475,981.81 120,415.25 240907020 RCTC I-15 P9 RAMP UP RESERVE 3139216N4 FNR 0323B EQ 240907020 RCTC I-15 P) RAMP UP RESERVE 3137EADB2 FREDDIE MAC 240907020 RCTC I-15 P9 RAMP UP RESERVE 31283K5N4 FIT G11753 342,912.51 406,168.00 133,143.81 (37 595.20) (70 695.7[) (2,067.58) (1,274.11) (695.05) (710.01) (451.45) 4,987.82 8,555.05 (271.37) 306,963.44 414,028.00 61,015.22 1,343.32 2,058.33 242.22 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137AYCE9 FHMS K025 A2 240907020 RCTC 1-15 P9 RAMP UP RESERVE 3137ARBX3 FHR 406IC CF 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828L57 UNITED STATES TREASURY 240907020 RCTC 1-15P9 RAMP UP RESERVE 31381QH54 FN467260 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828B58 UNITED STATES TREASURY 101,680.00 37,088.98 637,552.70 56,750.89 130,679.90 (3351.84) (336.01) (185.81) 51.95 (176.39) (151.74) (2.79) (146.55) (144.23) 1,758.81 27.37 21,240.09 (61.65) 1,709.43 103,253.00 33,640.07 658,641.05 56,203.89 132,245.10 223.50 15.84 30.36 210.54 462.95 240907020 RCTC I-15 PI) RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 P9 RAMP UP RESERVE 3137FGZN8 FHMS KIO2 A 912828B58 UNITED STATES TREASURY 38378AWX5 GNR 11157E QA 28,320.92 82,229.58 100,562.50 (4,384.90) (17,032.73) 4.80 (58.55) (11321) (98.83) (80.33) (326.69) 1,263.33 369.53 23,500.92 101,727.00 65,427.50 8.67 356.11 161.81 240907020 RCTC I-15 Prj RAMP UP RESERVE 3620ARB67 GN 737261 240907020 RCTC I-15 P9 RAMP UP RESERVE 3138NJAE8 FN FN0004 240907020 RCTC I-15 Prj RAMP UP RESERVE 36202FA30 G2004526 23,517.01 21,925.43 18,172.62 (1,719.21) (30.81) (68.62) 221.80 21,920.16 69.49 (1,785.15) (9.29) (53.43) 67.78 20,145.34 63.01 (1,213.30) (48.81) (53.06) 190.70 17,048.15 60.13 240907020 RCTC I-15 P9 RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 Pr3 RAMP UP RESERVE 38375XCM4 383742C76 3137BQBY2 GNR 0847B PC GNR 0832B PA FHMS K722 Al 26,094.74 62,292.69 62,344.94 (2,588.99) (4,234.39) (1,609.20) (61.71) (78.72) (8.43) (46.03) (45.90) (43.30) 375.13 1,077.80 1,169.21 23,773.14 59,011.49 61,853.22 94.71 189.99 110.16 240907020 RCTC I-15 Prj RAMP UP RESERVE 31381RLL6 FN 468431 240907020 RCTC I-15 P9 RAMP GP RESERVE 38377REV3 GNR 10158C HA 240907020 RCTC I-15 Prj RAMP UP RESERVE 3138EJPZ5 FNAL2239 240907020 RCTC I-15 P9 RAMP GP RESERVE 912828L57 UNITED STATES TREASURY 240907020 RCTC I-15 Prj RAMP UP RESERVE 38378CDK0 GNR 11169G AK 45,904.71 34,411.24 25,173.95 60,241.20 35,805.46 (245.22) (1.87) (42.73) (2,964.80) (53.42) (40.75) (163.57) (3.25) (35.14) (34.67) (14,968.66) (20.83) (33.36) 60.22 694.66 486.17 2,027.27 45.99 45,675.11 32,046.94 25,458.15 62,233.80 20,828.60 147.97 89.91 63.69 2.87 51.91 240907020 RCTC I-15 P13 RAMP UP RESERVE 9128286U9 UNITED STATES TREASURY 240907020 RCTC I-15 Prj RAMP UP RESERVE 36202F2H8 G2 005276 240907020 RCTC I-15 P9 RAMP UP RESERVE 313970WZ7 FNR I I15F VB 34,043.69 28,011.82 40,606.25 - - (31.36) 1,029.91 41,604.80 322.25 (2,051.35) (50.63) (30.99) 498.60 32,409.33 77.74 (12,874.81) (13.10) (30.67) (20.58) 15,072.65 50.04 240907020 RCTC I-15Prj RAMP UP RESERVE 31381SV18 FN469617 240907020 RCTC I-15 P9 RAMP UP RESERVE 3620A9W V9 GN 723460 240907020 RCTC I-15 Prj RAMP UP RESERVE 38376V2E6 GNR 1019B UA 240907020 RCTC I-15 P9 RAMP UP RESERVE 38378DDC6 GNR 1216E GB 240907020 RCTC I-15 Prj RAMP UP RESERVE 31418CQM9 FN MA3159 43,002.51 11,006.26 23,548.50 28,387.01 22,382.72 (286.76) (896.85) (1,799.34) (12,883.87) (1,487.85) (0.72) (14.85) (68.73) (12.16) (36.97) (29.36) (29.02) (25.73) (25.56) (22.77) 277.24 202.86 371.90 26.87 424.46 42,962.91 10,268.40 22,026.60 15,492.30 21,259.58 120.26 32.26 68.91 45.04 50.76 240907020 RCTC I-15 P9 RAMP UP RESERVE 240907020 RCTC I-15 Prj RAMP UP RESERVE 240907020 RCTC I-15 P9 RAMP UP RESERVE 38374VGF0 GNR 0945A PD 3130AEC77 FEDERAL HOME LOAN BANKS 3137AH6C7 FHMS K015 A2 - 88,579.34 - - (11,830.99) (65.59) (22.75) 351,368.50 - - - - - (21.09) 97,054.22 - - - (609.80) (0.60) (16.61) 335.18 (101.42) 1,165.33 76,995.19 351,246.00 97,592.53 286.15 3,139.06 256.43 240907020 RCTC I-15 Prj RAMP UP RESERVE 912828/43 UNITED STATES TREASURY 40,150.00 240907020 RCTC 1-15 P9 RAMP GP RESERVE 3140J6DU8 FN BM1914 78,841.22 240907020 RCTC I-15 Prj RAMP UP RESERVE 3137A5FP4 FHR 3791E DA 42,484.33 240907020 RCTC 1-15 P9 RAMP GP RESERVE 912828Y53 UNITED STATES TREASURY 224,941.50 240907020 RCTC I-15 Prj RAMP UP RESERVE 38377QKH9 GNR 1118A PG 21,466.94 - - (16.58) 1,035.38 41,168.80 60.87 (4,561.36) (29.59) (16.30) 1,794.53 76,028.50 152.58 (5,429.62) (2.85) (12.46) 238.38 37,277.78 76.86 (11.95) 65.95 224,995.50 405.92 (1,487.46) (26.57) (11.35) 647.44 20,589.01 49.02 240907020 RCTC I-15 Pu RAMP GP RESERVE 912828L57 UNITED STATES TREASURY 240907020 RCTC I-15 Prj RAMP UP RESERVE 36179M416 G2 MA0825 240907020 RCTC I-15 Prj RAMP GP RESERVE 36178NB99 GN AB2764 25,100.50 31,406.33 38,163.42 (15,121.88) - 2.93 (10.58) 401.32 10,372.30 0.48 (1,707.72) (20.48) (10.23) 655.81 30,323.72 60.87 (2,489.26) (27.19) (9.79) 947.79 36,584.97 73.24 240907020 RCTC I-15 P) RAMP UP RESERVE 38376YFF3 GNR 1046E CH 6,976.73 240907020 RCTC I-15 Pr3 RAMP GP RESERVE 38379JM99 GNR 1545E AG 21,893.65 240907020 RCTC I-15 P) RAMP UP RESERVE 912828L57 UNITED STATES TREASURY 25,100.50 240907020 RCTC I-15 P9 RAMP GP RESERVE 38379HLE3 GNR 14184H WK 59,469.03 240907020 RCTC I-15 P) RAMP UP RESERVE 3136A72D3 FNA 12M9 A2 11,740.37 (25,203.13) (1,482.77) (1,653.91) (13,022.82) (836.17) (7.23) (9.76) 2.18 19.29 (4.95) (8.71) (7.58) (5.64) (3.61) (1.66) 18.00 481.22 106.09 128.87 117.25 5,496.03 20,703.63 46,590.75 11,014.85 18.07 41.61 131.60 22.41 240907020 RCTC I-15 Pr3 RAMP UP RESERVE 3136A72D3 FNA I2M9 A2 2,935.09 240907020 RCTC I-15 P) RAMP UP RESERVE 31398N2K9 FNR 10123B DL 11.22 240907020 RCTC I-15Pr3 RAMP UP RESERVE 31846V203 FIRST AMER:GVT()HLGY 15,346.68 240907020 RCTC I-15 P) RAMP UP RESERVE CCYUSD Payable - 240907020 RCTC I-15 Pr3 RAMP UP RESERVE 62888VAA6 NGN 10R1 IA 0.01 240907020 RCTC I-15 P) RAMP UP RESERVE 36179NHK7 G2 MA1134 - 240907020 RCTC I-15 P9 RAMP UP RESERVE 38375JC12 GNR 0668 D 1,856.53 240907020 RCTC I-15 P) RAMP UP RESERVE 31418AU48 FN MA1502 (0.00) 240907020 RCTC I-15 P9 RAMP UP RESERVE 31418ASDI FN MA1415 755.53 240907020 RCTC I-15 P) RAMP UP RESERVE 9128285H9 UNITED STATES TREASURY 499,760.00 240907020 RCTC I-15 P9 RAMP UP RESERVE 38378JZD7 GNR 1347A EC 17,662.73 240907020 RCTC I-15 P) RAMP UP RESERVE 38378HXH4 GNR 12119 KB 6,538.49 240907020 RCTC I-15 P9 RAMP UP RESERVE 3137A2MF8 FHMS K016 A2 95,195.36 240907020 RCTC I-15Prj RAMP UP RESERVE 31418ASD1 FN MA1415 47,598.26 240907020 RCTC I-15 P9 RAMP UP RESERVE 38376YPU9 GNR 1050D EA 20,544.87 249 - - - (209.04) (1.23) (0.40) 29.29 2,753.71 5.60 - - (10.81) (0.00) (0.00) 0.01 0.42 0.00 325,987.55 (155,608.35) - - - - 185,725.88 - - - - - (138,611.72) (0.00) - - 0.01 - 138,382.49 - - - - - 228.84 138,611.33 22.11 (1,858.85) (0.02) - 2.34 - - - - - (0.00) - - (0.00) - (669.11) - (66.99) (13.00) 0.26 (6.70) - - - - - - 1.83 163.17 499,925.00 903.75 (1,454.18) 17.47 9.04 108.84 16,343.89 20.18 - - (444.65) 20.82 10.04 141.19 6,265.89 6.47 (541.58) 1.51 11.70 1,219.28 95,886.28 231.26 (42,153.62) - (4,220.15) (869.23) 13.67 (368.92) - - (3,954.58) 21.52 14.24 39.87 16,665.91 34.48 Page 30 of 45 IMFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 240907020 RCTC I-15 PO RAMP UP RESERVE 3132CJAJ2 FH SA0009 240907020 RCTC 1-15 PO RAMP UP RESERVE 38378BXQ7 GNR 1289 A 240907020 RCTC I-15 PO RAMP UP RESERVE 3137B1UF7 FHMS K027 AI 240907020 RCTC 1-15 P9 RAMP UP RESERVE 3138L2GH4 FN AM1999 2017 Financing STAMP Portfolio Transaction Report by Account Quarter ended March 31, 2020 Base Base Change In Beginning Base Base Maturities and Net Total Realized Amortization/A Net Unrealized Ending Base Ending Accrued Market Value Rase Purchases Base Sales Redemptions Base Pavdon'ns Gain/Loss ecretion Gain/Loss Market Value Income Balance 46,057.38 14,837.35 27,945.73 21,426.87 (2,354.08) (8,786.51) (2,659.85) (146.00) (68.00) 48.37 23.66 0.61 16.51 17.75 19.33 20.98 816.01 4.55 202.19 217.78 44,467.81 6,121.50 25,531.07 21.520.24 106.08 7.87 37.65 34.32 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828Y53 UNITED STATES TREASURY 240907020 RCTC I-15 PO RAMP UP RESERVE 3137ASR97 FHMS K020 Al 240907020 RCTC I-15 Pp RAMP UP RESERVE 38378KW47 GNR 13138 A 240907020 RCTC I-15 PO RAMP UP RESERVE 3136AC714 FNA 13M6 2A 240907020 RCTC I-15 Pp RAMP UP RESERVE 3137B3NW4 FHMS K031 Al 124,967.50 16,220.73 45,131.42 35,991.96 76,640.69 21.87 8.13 124,997.50 225.51 (2,484.91) (3,250.62) (3,059.62) (6,673.79) 27.67 22.17 49.40 13,835.05 18.10 12.98 22.58 1.59 41,917.95 75.11 31.51 26.83 441.69 33,432.36 68.58 43.27 29.51 676.88 70.716.56 160.15 240907020 RCTC I-15 Psj RAMP UP RESERVE 912828Y53 UNITED STATES TREASURY 374,902.50 - - - - - 35.45 54.55 374,992.50 676.54 240907020 RCM I-15 Pp RAMP UP RESERVE 3137AXHN6 FILMS K024 AI 52,301.59 - - - (5,874.35) 46.40 36.17 376.92 46,886.73 67.79 240907020 RCTC I-15 PO RAMP UP RESERVE 3137B8453 FHR4305A CT 87,533.38 - - - (8,703.61) 77.62 36.87 915.49 79,859.75 131.08 240907020 RCTC I-15 Pp RAMP UP RESERVE 383771M59 GNR 1O111F PE 30,387.43 - - - (2,543.56) 54.60 37.52 555.69 28,491.67 58.07 240907020 RCTC 1-15 PO RAMP UP RESERVE 3137B11175 FHMS 80301 A2 117,162.05 - - - (982.44) 10.17 98.97 2,516.67 118,805.42 242.08 240907020 RCTC I-15 Pp RAMP UP RESERVE 9128286N5 UNITED STATES TREASURY 82,943.05 - - - - - 108.82 (52.00) 82,999.86 188.90 240907020 RCTC I-15 PO RAMP UP RESERVE 38378VC45 GNR 13116D MA 58,669.77 - - - (2,510.56) 82.25 113.41 1,419.69 57,774.56 105.48 240907020 RCTC I-15 Pp RAMP UP RESERVE 3136AMM48 FNA 15M4B AV2 83,113.69 - - - (1,999.96) 19.09 115.63 669.64 81,918.09 168.59 240907020 RCTC I-15 PO RAMP UP RESERVE 3136A96F0 FNA 12MI7 A2 56,269.56 - - - (2,763.70) 50.24 124.05 594.17 54,274.32 96.99 240907020 RCTC I-15 Pp RAMP UP RESERVE 9128286N5 UNITED STATES TREASURY 82,943.05 - - - - - 126.66 (69.85) 82,999.86 188.90 240907020 RCTC I-15 PO RAMP UP RESERVE 912828YK0 UNITED STATES TREASURY 183,873.35 - - - - 132.71 6,210.94 190,217.00 1,174.57 240907020 240907020 240907020 240907020 240907020 RCTC I-15 Pp RAMP UP RESERVE RCTC 1-15 PO RAMP UP RESERVE RCTC I-15 Pp RAMP UP RESERVE RCTC 1-15 PO RAMP UP RESERVE RCTC I-15 Pp RAMP UP RESERVE 38378KWU9 912828YK0 912828T67 3137ATRW4 912828UH1 GNR 1396 A UNITED STATES TREASURY UNITED STATES TREASURY FHMS K020 A2 UNITED STATES TREASURY 34,816.35 228,599.30 164,006.70 100,788.00 83,603.89 (332.56) 16.81 133.33 154.18 166.24 183.51 252.80 170.59 7,732.52 3,585.86 1,066.49 (1,055.61) 34,804.52 236,486.00 167,758.80 102,038.00 82.801.08 41.14 1,460.28 866.93 197.75 22.16 240907020 RCTC I-15 PO RAMP UP RESERVE 912828B58 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828V V9 UNITED STATES TREASURY 240907020 RCTC 1-15 PO RAMP UP RESERVE 912828VV9 UNITED STATES TREASURY 240907020 RCTC I-15 Pp RAMP UP RESERVE 912828VA5 UNITED STATES TREASURY 240907020 RCTC I-15 PO RAMP UP RESERVE 912828VA5 UNITED STATES TREASURY 321,673.60 476,448.75 300,915.00 370.47 503.63 518.35 3,482.33 1,999.62 1,062.65 325,526.40 478,952.00 302,496.00 1,139.56 877.72 554.35 164,716.20 499,140.00 614.61 (193.86) 165,136.95 780.24 1,712.93 (437.93) 500,415.00 2,364.35 8,295,125.22 740,17531 (238,756.08) (310,168.60) (3,811.82) 1,407.24 91,096.81 8,436,456.56 24,960.63 66.126.161.10 109333.97292 147.607.678.64) (63.949.000.00) (3.001.458.93) (5.708.66) 48,014.66 106.747.65 60.912.438.38 145.375.88 250 Page 31 of 45 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Summary of Investments for quarter ended March 31, 2020 ATTACHMENT 12 Asset Class Cash(-0.226%] Money Market — J Funds (0.477%) `Fixed Income (99.749%] Chart calculated by: Base Markel Value + Accrued *Negative cash reflects securities in transit at month end Industry Group Other (12A00%] Agency Ce11at CMO (2.847%) Commercial MBS` (4.228%) Etsetrlc (4.913%)1- Multi-National (4.933%) US Municipals (8.488%) Banks (8.534%)' Sovereign (53.958%) Chart calculated by: Base Market Value + Accrued Security Type Other (14.918%)- SUPRANATIONAL (4.933%) ABS (5.068%)---- VRON (6.914%) CORP (7.465%) CP (e.088%) US GOV (32.837%) 7-BILL (18.342%). Churl calculated by: Base Markel Value + Accrued Market Sector Other (2.021%) Industrial (4.093%) Utility (4.913%)-r Asset Backed-~ (5.688%) Municipal (6.480%) Financial (8.534%) - Mortgage Backed (9.140%) Government (36.521%) Chad calculated by: Base Market Value + Accrued 251 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Sales Tax 115 ELP Project Revenue Fund Summary of Investments for quarter ended March 31, 2020 ATTACHMENT 13 Credit Rating Base Market Value + Accrued 30,000,000 25,000,000 20,000,000 15 000000 10,000,000 5,000,000 0 1—AAA AA+ A A- — — NA A-1+ A-1 Asset Class Cash 10.001%) Money Market Funds (0200%) Fixed Income Chart calculated by: Base Markel Value + Accrued Industry Group Security Type Other (9.957%). S(1PRANATIONAL (5.727%) ABS (8.661%) VRDN (8.026%1— CORP (8.B66%) CP (10.455%) US GOV (29275%) T-BILL (21.293%) Chart calculaled by: Base Market Value + Accrued Other 01.169%) Miscellaneous Menetactor (2.851%) Commercial MSS_-u (2.944%) Electric (5. 703%) Multi -National (5.727%) 115 Muntclpals (9.851%1 Banks (9.907%) -Sovereign (51.85470 Chart calculated by: Base Markel Value + Accrued Market Sector Other (1.487%) Industrial (4.752%) r Mortgage Ea ckcd" 15.404%1 Utility (5.703%) - Asset Backed (6.601%) k•. Municipal{9.851%)- —1111PrPr Financial (9.967%) -Government (56.295%) Chart calculated by: Base Market Value +Accrued 252 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION 2017 Financing STAMP Portfolio Ramp Up Fund Summary of Investments for quarter ended March 31, 2020 ATTACHMENT 14 Credit Rating Base Market Value + Accrued 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 Asset Class Cash {-1.636%) Money Market ----- Funds 12.195%) `Fixed Income (99.441 %) Chart calculated by. Base Market Value + Accrued `Negative cash reflects securities in transit at month end AAA 7 Industry Group Other (1.374%) FGLMC Collateral (1251%) Agency Collet PAC CMG {1.698%) GNMA2 Collateral' (2.564%) FNMA Collateral (3.665%) Agency Collet CMQr 110243%) Commercial MRS! (12.131%) Sovereign (67.035%) Chart calculated by: Base Market Value • Accrue. Security Type Other (6.214 R) GNMA (4.307%) FGLMC (4.6991e) FNMA (5.673%)' G NMA CIAO (6.407%) FHLMC CMO (6.672%) AGCY BONG (9.105%) — US GOV (54.984%) Chart calculaled by: Base Market Value +Accrued Market Sector Cash (0.559%) Agency (9.105%) Mortgage Backed- (32.406%) - Government (57.929%) Chart calculated hy: Base Market Value + Accrued 253 OFRIVERSIDE COUNTY TRANSPORTATION COM MISSION Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2020 ATTACHMENT 15 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM 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 010831DN2 Taxable Muni Taxable Muni ALAMEDA CNTY CA JT 2.866% 6/01/21 06/01/2021 04/24/2018 255,000.00 258,891.30 135,704.40 3,891.30 2,436.10 1,341.17 2.870 3.100 2.830225944 AA+ 010831DQ5 ALAMEDA CNTY CA 3.095% 6/01/23 06/01/2023 04/24/2018 135,726.50 (22.10) 2.977450264 AA+ 037833DL1 Credit APPLE INC 1.700% 9/11/22 09/11/2022 09/11/2019 524,910.75 534,108.75 9,198.00 495.83 1.700 1.656710163 AA+ 053015AD5 Credit AUTOMATIC DATA 2.250% 9/15/20 09/15/2020 09/15/2015 08/15/2020 450,883.17 450,742.50 (140.67) 450.00 2.250 2.239251592 AA 05588CAC6 Asset -Backed BMW VEHICLE OWNER 1.920% 1/25/24 01/25/2024 09/18/2019 329,955.65 333,168.00 3,212.35 105.60 1.920 1.889391852 AAA 06050TMJ8 Credit BANK OF AMERICA MTN 3.335% 1/25/23 01/25/2023 01/25/2019 01/25/2022 520,000.00 519,708.80 (291.20) 3,179.37 3.340 3.225868857 A+ 06406FAA1 Credit BANK OF NY MTN 2.500% 4/15/21 04/15/2021 02/19/2016 03/15/2021 452,035.37 449,734.50 (2,300.87) 5,187.50 2.500 2.462957125 A 06406RAK3 Credit BANK OF NY MTN 1.950% 8/23/22 08/23/2022 08/23/2019 99,968.00 100,410.00 442.00 205.83 1.950 1.910266458 A 06406RAM9 Credit BANK OF NY MTN 1.850% 1/27/23 01/27/2023 01/28/2020 01/02/2023 299,790.00 298,098.00 (1,692.00) 971.25 1.850 1.813849970 A 072024WN8 Taxable Muni BAY AREA CA TOLL 2.184% 4/01/23 04/01/2023 09/26/2019 680,000.00 689,200.40 9,200.40 7,631.87 2.180 2.128551240 AA 084670BQ0 Credit BERKSHIRE HATHAWAY 2.200% 3/15/21 03/15/2021 03/15/2016 02/15/2021 466,436.01 473,251.38 6,815.37 460.53 2.200 2.170995500 AA 13032UUZ9 Taxable Muni CALIFORNIA ST HLTH 1.893% 6/01/22 06/01/2022 11/25/2019 520,000.00 518,476.40 (1,523.60) 3,445.26 1.890 1.887544995 AA- 13063BFS6 Taxable Muni CALIFORNIA ST BUILD 6.650% 3/01/22 03/01/2022 04/01/2010 458,136.84 455,957.00 (2,179.84) 2,355.21 6.650 6.193132608 AA- 13063DGA0 Taxable Muni CALIFORNIA ST 2.800% 4/01/21 04/01/2021 04/25/2018 500,000.00 507,170.00 7,170.00 7,000.00 2.800 2.753710133 AA- 13066YTY5 Taxable Muni CALIFORNIA ST DEPT 1.81331% 5/01/21 05/01/2021 09/28/2016 102,868.78 104,255.01 1,386.23 741.69 1.710 1.808873360 AA+ 13066YTZ2 Taxable Muni CALIFORNIA ST DEPT 2.000% 5/01/22 05/01/2022 09/28/2016 301,155.36 304,563.00 3,407.64 2,500.00 2.000 1.974860032 AA+ 14043MAC5 Asset -Backed CAPTIAL ONE PRIME 1.600% 11/15/24 11/15/2024 02/19/2020 289,938.35 285,557.20 (4,381.15) 206.22 1.600 1.585791310 AAA 144141DC9 Credit PROG ENERGY CAROLINA 2.800% 5/15/22 05/15/2022 05/18/2012 02/15/2022 253,182.85 253,745.00 562.15 2,644.44 2.800 2.708637652 A 156549AA5 Taxable Muni CENTURY HOUSING CORP 3.824% 11/01/20 11/01/2020 02/07/2019 110,000.00 111,688.50 1,688.50 1,752.67 3.820 3.769678927 AA- 166764AU4 Credit CHEVRON CORP 2.4355% 3/03/22 03/03/2022 03/03/2015 502,557.08 487,160.00 (15,397.08) 980.97 1.990 2.458710325 AA 17325FAQ1 Credit CITIBANK NA 3.400% 7/23/21 07/23/2021 07/23/2018 06/23/2021 253,647.59 255,125.00 1,477.41 1,605.56 3.400 3.318530086 A+ 17325FAY4 Credit CITIBANK NA 2.844% 5/20/22 05/20/2022 05/22/2019 05/20/2021 511,367.99 513,559.80 _ 2,191.81 5,277.99 2.840 2.808861147 A+ 20772JKP6 Taxable Muni CONNECTICUT ST 2.401% 10/15/21 10/15/2021 11/16/2012 120,166.71 120,486.00 319.29 1,328.55 2.400 2.369555992 A 20772KGM5 Taxable Muni CONNECTICUT ST SERA 2.921% 4/15/23 04/15/2023 04/11/2019 301,458.43 309,978.00 8,519.57 4,040.72 2.920 2.811357074 A 210518CT1 Credit CONSUMERS ENERGY CO 2.850% 5/15/22 05/15/2022 05/08/2012 02/15/2022 379,955.96 379,601.25 (354.71) 4,037.50 2.850 2.769383253 A 212204JC6 Taxable Muni CONTRA COSTA CA 1.652% 8/01/22 08/01/2022 09/12/2019 300,000.00 302,550.00 2,550.00 826.00 1.650 1.641706500 AA+ 250847EJ5 Credit DETROIT EDISON CO 2.650% 6/15/22 06/15/2022 06/22/2012 182,506.78 178,734.60 (3,772.18) 1,404.50 2.650 2.592346220 A 30231GAV4 Credit EXXON MOBIL 2.222% 3/01/21 03/01/2021 03/03/2016 02/01/2021 495,685.00 503,250.00 7,565.00 925.83 2.220 2.201983966 AA 30231GBB7 Credit EXXON MOBIL 1.902% 8/16/22 08/16/2022 08/16/2019 300,000.00 301,023.00 1,023.00 713.25 1.900 1.863062004 AA 3130AF5B9 Agencies F H L B DEB 3.000% 10/12/21 10/12/2021 10/12/2018 619,597.00 644,855.80 25,258.80 8,731.67 3.000 2.883367774 AA+ 3130AGWK7 Agencies F H L B DEB 1.500% 8/15/24 08/15/2024 08/16/2019 149,647.50 156,355.50 6,708.00 287.50 1.500 1.434884922 AA+ 3130AHJY0 Agencies F H L B DEB 1.625% 11/19/21 11/19/2021 11/08/2019 469,196.30 479,179.10 9,982.80 3,033.78 1.630 1.591763968 AA+ 3130AHWB5 Agencies F F C B DEB 2.000% 1/21/25 01/21/2025 01/21/2020 07/21/2020 500,000.00 501,820.00 1,820.00 1,944.44 2.000 1.993839037 AA+ 3130AJ5Q8 Agencies FHLB 1.750% 2/14/23 02/14/2023 02/14/2020 08/14/2020 270,000.00 270,240.30 240.30 616.87 1.750 1.749632577 AA+ 3133ELGR9 Agencies F F C B DEB 1.780% 7/13/23 07/13/2023 01/13/2020 04/22/2020 529,867.50 530,153.70 286.20 2,044.03 1.780 1.780000000 AA+ 3134GU7H7 Agencies F H L M C M T N 1.970% 2/06/25 02/06/2025 02/06/2020 05/06/2020 530,000.00 530,609.50 609.50 1,595.15 1.970 1.969921203 N/A 3135G0W33 Agencies FNMA 1.375% 9/06/22 09/06/2022 09/06/2019 597,912.00 614,460.00 16,548.00 572.92 1.380 1.340103700 AA+ 3135G0X73 Agencies FNMA 1.750% 1/30/23 01/30/2023 01/30/2020 07/30/2020 540,000.00 541,458.00 1,458.00 1,601.25 1.750 1.746350128 AA+ 3136B1XP4 Mortgage -Backed F N M A GTD REMIC 3.560% 9/25/21 09/25/2021 04/01/2018 137,416.61 138,029.83 613.22 404.12 3.560 3.506283044 N/A 3137ATRW4 Mortgage -Backed F H L M C MULTICLASS 2.373% 5/25/22 05/25/2022 09/01/2012 190,803.65 193,872.20 3,068.55 375.73 2.370 2.311603803 N/A 3137B1U75 Mortgage -Backed F H L M C MLTCL MTG 2.522% 1/25/23 01/25/2023 05/07/2013 � 154,180.80 158,407.23 4,226.43 322.77 2.520 2.436079863 N/A 3137B36J2 Mortgage -Backed F H L M C MLTCL MTG 3.320% 2/25/23 02/25/2023 07/01/2013 498,021.61 505,886.40 7,864.79 1,328.00 3.320 3.125147456 N/A 3137B4WB8 Mortgage -Backed F H L M C MLTCL MTG 3.060% 7/25/23 07/25/2023 10/01/2013 514,270.31 517,861.40 3,591.09 1,249.50 3.060 2.879241235 N/A 3137BQR90 Mortgage -Backed F H L M C MLTCL MTG 2.272% 1/25/23 01/25/2023 07/01/2016 250,667.58 257,500.00 6,832.42 473.33 2.270 2.193854889 N/A 3137FJYA1 Mortgage -Backed F H L M C MLTCL 3.454% 5/25/23 05/25/2023 11/01/2018 96,952.79 99,206.72 2,253.93 279.07 3.450 3.371203248 N/A 31846V203 Taxable Muni FIRST AM GOVT OB FD CL Y 163,509.64 163,509.64 - 191.61 1.880 0.005986000 365298Y28 Asset -Backed GARDEN GROVE CA 1.875% 8/01/21 08/01/2021 10/16/2019 i 300,000.00 302,436.00 2,436.00 937.50 2.340 1.864076512 AA- 41284WAC4 Taxable Muni HARLEY DAVIDSON 2.340% 2/15/24 02/15/2024 06/26/2019 589,954.33 585,822.80 (4,131.53) 613.60 2.770 2.329633133 N/A 419792YL4 Asset -Backed HAWAII ST SER FX 2.770% 1/01/22 01/01/2022 02/21/2019 190,000.00 195,221.20 5,221.20 1,315.75 1.790 2.703757931 AA+ 43814PAC4 Asset -Backed HONDA AUTO 1.790% 9/20/21 09/20/2021 09/29/2017 55,060.48 55,010.28 (50.20) 35.59 1.780 1.787926405 AAA 43815NAC8 Credit HONDA AUTO 1.780% 8/15/23 08/15/2023 08/27/2019 249,997.93 251,320.00 1,322.07 197.78 3.210 1.755926251 AAA 46647PBB1 Asset -Backed JPMORGAN CHASE CO 3.207% 4/01/23 04/01/2023 03/22/2019 04/01/2022 1,050,000.00 1,068,081.00 18,081.00 16,836.75 1.780 3.108220745 A- 47787XAC1 Asset -Backed JOHN DEERE OWNER 1.780% 4/15/21 04/15/2021 03/02/2017 IIIIII.1- 5,353.07 5,348.32 (4.75) 4.24 2.910 1.780569782 N/A 47789JAD8 Asset -Backed JOHN DEERE OWNER 2.910% 7/17/23 07/17/2023 03/13/2019 259,968.05 264,630.60 4,662.55 336.27 1.100 2.854340363 N/A 47789KAC7 Credit JOHN DEERE OWNER 1.100% 8/15/24 08/15/2024 03/11/2020 429,973.73 422,122.40 (7,851.33) 262.78 1.950 1.099978000 N/A 478160CH5 Taxable Muni JOHNSON JOHNSON 1.950% 11/10/20 11/10/2020 11/10/2017 249,732.50 252,620.00 2,887.50 1,909.38 2.140 1.942037646 AAA 544290JC4 Taxable Muni LOS ALTOS CA SCH 2.143% 8/01/23 08/01/2023 10/17/2019,44401/2020 390,000.00 390,624.00 624.00 1,392.95 2.090 2.141115818 SP-1+ 544445AZ2 Taxable Muni LOS ANGELES CA DEPT 2.092% 5/15/20 05/15/2020 12/06/2016 4 J4 98,788.00 100,096.00 1,308.00 790.31 1.770 2.091665334 AA 111511 RIVERSIDE COUNTY TRANSPORTATION COM MISSION Payden & Rygel Operating Portfolio by Investment Category for Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COM CUSIP 576051VW3 Security Type Category Asset -Backed Issuer MASSACHUSETTS ST WTR 1.772% 8/01/23 Final Maturity Trade Date 11/01/2019 Next Call Date Original Cost 110,000.00 Base Market Value 111,324.40 Unrealized Gain/Loss 1,324.40 Accrued Income 324.87 Coupon 1.940 Yield 1.754073370 Credit Rating AA+ 08/01/2023 58769TAD7 Asset -Backed MERCEDES BENZ 1.940% 3/15/24 03/15/2024 09/25/2019 269,962.82 270,113.40 150.58 232.80 1.840 1.912781125 AAA 58770FAC6 Credit MERCEDES BENZ AUTO 1.840% 12/15/22 12/15/2022 01/29/2020 139,981.55 140,091.00 109.45 114.49 2.400 1.830754689 AAA 654106AH6 Credit NIKE INC SR NT 2.400% 3/27/25 03/27/2025 03/27/2020 02/27/2025 19,972.80 20,782.80 810.00 5.33 2.380 2.277580071 AA- 693304AP2 Taxable Muni PECO ENERGY CO 2.375% 9/15/22 09/15/2022 09/17/2012 06/15/2022 121,055.60 119,779.20 (1,276.40) 126.67 2.290 2.307527885 A 697379UD5 Credit PALO ALTO CA 2.291% 8/01/20 08/01/2020 08/14/2012 321,873.50 325,968.50 4,095.00 1,240.96 3.000 2.284398090 AAA 717081EM1 Taxable Muni PFIZER INC 3.000% 9/15/21 09/15/2021 09/07/2018 249,662.50 256,222.50 6,560.00 333.33 1.880 2.908329456 AA- 796720ME7 Taxable Muni SAN BERNARDINO CA 1.883% 8/01/22 08/01/2022 12/12/2019 435,000.00 437,396.85 2,396.85 1,365.17 2.990 1.866370638 AA 797299LT9 Taxable Muni SAN DIEGO CA PUBLIC 2.994% 10/15/21 10/15/2021 06/21/2018 200,000.00 205,194.00 5,194.00 2,761.13 2.170 2.927945548 AA- 797669XT0 Taxable Muni SAN FRANCISCO CA 2.169% 7/01/20 07/01/2020 12/28/2017 100,000.00 100,302.00 302.00 542.25 2.000 2.167092958 AA+ 79770GGM2 Taxable Muni SAN FRANCISCO CITY 2.000% 8/01/20 08/01/2020 11/30/2017 299,607.00 301,047.00 1,440.00 1,000.00 2.380 2.000000000 AA- 79770GGP5 Taxable Muni SAN FRANCISCO CA 2.375% 8/01/22 08/01/2022 11/30/2017 406,628.00 409,552.00 2,924.00 1,583.33 2.260 2.364313304 AA- 798170AC0 Taxable Muni SAN JOSE CA REDEV 2.259% 8/01/20 08/01/2020 12/21/2017 190,000.00 190,963.30 963.30 715.35 2.000 2.254423520 AA 79876CB00 Taxable Muni SAN MARCOS CA REDEV 2.000% 10/01/20 10/01/2020 12/14/2017 109,256.40 110,436.70 1,180.30 1,100.00 3.350 1.994594649 AA- 801096AP3 Taxable Muni SANTA ANA CA CMNTY 3.346% 9/01/21 09/01/2021 11/08/2018 240,000.00 247,428.00 7,428.00 669.20 3.300 3.257652465 AA 80136PCY7 Taxable Muni SANTA BARBARA CA 3.300% 12/01/21 12/01/2021 11/28/2018 125,000.00 128,891.25 3,891.25 1,375.00 2.390 3.211553808 AA 80168FMA1 Taxable Muni SANTA CLARA VLY CA 2.387% 6/01/21 06/01/2021 03/30/2016 397,756.00 405,528.00 7,772.00 3,182.67 1.970 2.360281612 N/A 835569GP3 Credit SONOMA CNTY CA 1.969% 8/01/22 08/01/2022 11/12/2019 420,000.00 428,076.60 8,076.60 1,378.30 2.550 1.936943584 AA 857477AS2 Taxable Muni STATE STREET CORP 2.550% 8/18/20 08/18/2020 08/18/2015 789,338.63 789,276.56 (62.07) 2,400.12 2.040 2.537591179 A 882723UC1 Asset -Backed TEXAS ST REF WTR 2.036% 8/01/20 08/01/2020 02/05/2015 250,292.74 250,960.00 667.26 848.33 1.730 2.030720128 AAA 89238MAD0 Asset -Backed TOYOTA AUTO 1.730% 2/16/21 02/16/2021 03/15/2017 13,705.03 13,696.91 (8.12) 10.54 1.910 1.729982700 AAA 89238UAD2 Asset -Backed TOYOTA AUTO 1.910% 9/15/23 09/15/2023 08/14/2019 249,997.95 250,392.50 394.55 212.22 2.910 1.879199913 AAA 89239AAD5 Credit TOYOTA AUTO 2.910% 7/17/23 07/17/2023 02/13/2019 339,938.05 345,746.00 5,807.95 439.73 3.000 2.842268736 AAA 90331HPA5 Credit US BANK NA MTN 3.000% 2/04/21 02/04/2021 02/04/2019 01/04/2021 269,781.30 271,728.00 1,946.70 1,282.50 1.950 2.958288137 AA- 90331HPF4 Credit US BANK NA MTN 1.950% 1/09/23 01/09/2023 12/09/2019 12/09/2022 549,538.00 551,039.50 1,501.50 3,336.67 2.440 1.905189933 AA- 91159HHQ6 Agencies US BANCORP MTN 1.660% 1/24/22 01/24/2022 01/24/2017 12/23/2021 251,187.55 245,025.00 (6,162.55) 1,152.22 2.570 1.669297990 A+ 911759MU9 Treasuries U S DEPT HSG & URB 2.570% 8/01/21 08/01/2021 03/28/2019 100,000.00 102,798.00 2,798.00 428.33 2.880 2.503287391 N/A 9128285F3 Treasuries U S TREASURY NT 2.875% 10/15/21 10/15/2021 10/15/2018 1,026,577.07 1,072,291.80 45,714.73 13,673.53 2.880 2.767323445 N/A 9128285L0 Treasuries U S TREASURY NT 2.875% 11/15/21 11/15/2021 11/15/2018 1,035,793.83 1,079,836.20 44,042.37 11,281.22 1.750 2.761608361 N/A 9128287C8 Treasuries U S TREASURY NT 1.750% 7/15/22 07/15/2022 07/15/2019 80,379.19 82,740.80 2,361.61 _ 296.15 2.000 1.692865780 N/A 912828F96 Treasuries U S TREASURY NT 2.000% 10/31/21 10/31/2021 10/31/2014 3,227,217.17 3,295,381.00 68,163.83 26,943.13 1.630 1.947438631 N/A 912828TY6 Treasuries U S TREASURY NT 1.625% 11/15/22 11/15/2022 11/15/2012 3,769,759.82 3,903,420.30 133,660.48 23,225.89 1.500 1.569699487 N/A 912828YA2 Treasuries U S TREASURY NT 1.500% 8/15/22 08/15/2022 08/15/2019 4,129,907.73 4,248,585.00 118,677.27 7,819.37 1.500 1.457032123 N/A 912828YJ3 Treasuries U S TREASURY NT 1.500% 9/30/21 09/30/2021 09/30/2019 2,558,807.88 2,614,991.85 56,188.33 _ 105.12 1.500 1.472392638 N/A 912828YT1 Treasuries U S TREASURY NT 1.500% 11/30/21 11/30/2021 12/02/2019 1,071,934.57 1,097,972.75 26,038.18 5,330.94 1.630 1.469579700 N/A 912828YW4 Treasuries U S TREASURY NT 1.625% 12/15/22 12/15/2022 12/15/2019 541,075.78 559,828.80 18,753.02 2,589.34 1.500 1.567806422 N/A 912828Z29 Treasuries U S TREASURY NT 1.500% 1/15/23 01/15/2023 01/15/2020 2,233,479.29 2,301,139.50 67,660.21 7,060.10 1.380 1.450648924 N/A 912828Z86 Taxable Muni U S TREASURY NT 1.375% 2/15/23 02/15/2023 02/18/2020 4,848,490.23 4,926,272.00 77,781.77 7,756.10 2.110 1.332622601 N/A 91412G2S3 Taxable Muni UNIV OF CALIFORNIA 2.112% 5/15/21 05/15/2021 09/28/2017 140,000.00 141,017.80 1,017.80 1,117.01 3.280 2.095903461 AA- 91412HDJ9 Credit UNIV OF CA 3.283% 5/15/22 05/15/2022 06/05/2018 285,705.28 295,926.90 10,221.62 3,534.70 1.900 3.158188395 AA- 931142EA7 Credit WALMART STORES INC 1.900% 12/15/20 12/15/2020 10/20/2017 489,760.00 501,350.00 11,590.00 2,797.22 3.130 1.884714962 AA 931142EJ8 Credit WALMART INC 3.125% 6/23/21 06/23/2021 06/27/2018 129,993.50 132,831.40 2,837.90 1,105.90 3.630 3.037283259 AA 94988J5T0 Credit WELLS FARGO MTN 3.625% 10/22/21 10/22/2021 10/23/2018 09/21/2021 529,941.70 544,516.70 14,575.00 8,485.52 2.080 3.504582544 A+ 94988J6A0 Credit WELLS FARGO MTN 2.082% 9/09/22 09/09/2022 09/11/2019 09/09/2021 550,000.00 547,420.50 (2,579.50) 731.59 2.067445186 A+ 53,796,563.01 54,707,910.90 911,360.33 265,950.39 255 IIIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 ATTACHMENT 16 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri.tion Miscellaneous Units Price Commissions SEC Fees Fees Short Term Long Term Federal Tax Cost Gain/Loss Gain/Loss Net Cash Amount Amount Amount Amount U1/UL/LULU U1/UL/LULU U1/UL/LULU J1i14bVLUJ VUK.;hAJtU UNI I Uh h IKJ I AM tjUV I UU YU t;L Y J,/1b.000U 1.UUUUUU - - - (J,/1b.UU) .3,(lb.UU - - - - - - - - - 01/02/2020 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 31846V203 SHARES DUE 12/31/2019 INTEREST FROM 12/1/19 TO 12/31/19 0.0000 0.000000 - - - 220.27 01/02/2020 INTEREST EARNED ON HAWAII ST SER FX 2.770% 1/01/22 $1 PV ON 419792YL4 190000.0000 SHARES DUE 1/1/2020 0.0000 0.000000 - - - 2,631.50 - 01/02/2020 INTEREST EARNED ON SAN FRANCISCO CA 2.169% 7/01/20 $1 PV 797669XT0 ON 100000.0000 SHARES DUE 1/1/2020 0.0000 0.000000 - - - 1,084.50 - 01/03/2020 01/03/2020 01/03/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 220.2700 1.000000 - - - (220.27) 220.27 - - 01/09/2020 01/09/2020 01/09/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -541,675.1700 1.000000 - - - 541,675.17 (541,675.17) - - 01/09/2020 01/08/2020 01/09/2020 PURCHASED PAR VALUE OF U S TREASURY NT 1.625% 12/15/22 /NOMURA SECURITIES/FIX INCOME/540,000 PAR VALUE AT 912828YW4 100.19921852 % 540,000.0000 1.001992 - - (541,075.78) 541,075.78 - - 01/09/2020 01/09/2020 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 912828YW4 1.625% 12/15/22 0.0000 0.000000 - - - (599.39) - - - 01/15/2020 01/15/2020 01/15/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 436.5000 1.000000 - - - (436.50) 436.50 - - 01/15/2020 01/15/2020 01/15/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 45,281.3300 1.000000 - - - (45,281.33) 45,281.33 - - 01/15/2020 INTEREST EARNED ON HARLEY DAVIDSON 2.340% 2/15/24 $1 PV ON 1150.5000 SHARES DUE 1/15/2020 $0.00195/PV ON 590,000.00 PV 41284WAC4 DUE 1/15/20 0.0000 0.000000 - - - 1,150.50 - - - 01/15/2020 INTEREST EARNED ON HONDA AUTO 1.780% 8/15/23 $1 PV ON 370.8300 SHARES DUE 1/15/2020 $0.00148/PV ON 250,000.00 PV DUE 43815NAC8 1/15/20 0.0000 0.000000 - - - 370.83 - - - 01/15/2020 INTEREST EARNED ON JOHN DEERE OWNER 1.780% 4/15/21 $1 PV ON 62.9700 SHARES DUE 1/15/2020 $0.00148/PV ON 42,450.50 PV 47787XAC1 DUE 1/15/20 0.0000 0.000000 - - - 62.97 - - - 01/15/2020 01/15/2020 01/15/2020 47787XAC1 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 1.780% 4/15/21 -12,635.7500 5.377367 - - - 12,635.75 (12,633.95) - 1.80 01/15/2020 INTEREST EARNED ON JOHN DEERE OWNER 2.910% 7/17/23 $1 PV ON 630.5000 SHARES DUE 1/15/2020 $0.00243/PV ON 260,000.00 PV 47789JAD8 DUE 1/15/20 0.0000 0.000000 - - - 630.50 - - - 01/15/2020 INTEREST EARNED ON MERCEDES BENZ 1.940% 3/15/24 $1 PV ON 436.5000 SHARES DUE 1/15/2020 $0.00162/PV ON 270,000.00 PV 58769TAD7 DUE 1/15/20 0.0000 0.000000 - - - 436.50 - - - 01/15/2020 INTEREST EARNED ON NISSAN AUTO LEASE 3.250% 9/15/21 $1 PV ON 541.6700 SHARES DUE 1/15/2020 $0.00271/PV ON 200,000.00 PV 65478BAD3 DUE 1/15/20 0.0000 0.000000 - - - 541.67 - - - 01/15/2020 INTEREST EARNED ON NISSAN AUTO 3.220% 6/15/23 $1 PV ON 1207.5000 SHARES DUE 1/15/2020 $0.00268/PV ON 450,000.00 PV 65478NAD7 DUE 1/15/20 0.0000 0.000000 - - - 1,207.50 - - - 01/15/2020 INTEREST EARNED ON NISSAN AUTO 2.900% 10/16/23 $1 PV ON 773.3300 SHARES DUE 1/15/2020 $0.00242/PV ON 320,000.00 PV DUE 65479KAD2 1/15/20 0.0000 0.000000 - - - 773.33 - - - 01/15/2020 INTEREST EARNED ON TOYOTA AUTO 1.730% 2/16/21 $1 PV ON 94.1700 SHARES DUE 1/15/2020 $0.00144/PV ON 65,318.30 PV DUE 89238MAD0 1/15/20 0.0000 0.000000 - - - 94.17 - - - 01/15/2020 01/15/2020 01/15/2020 89238MAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.730% 2/16/21 -18,012.3600 3.772246 - - - 18,012.36 (18,010.24) - 2.12 01/15/2020 INTEREST EARNED ON TOYOTA AUTO 1.910% 9/15/23 $1 PV ON 397.9200 SHARES DUE 1/15/2020 $0.00159/PV ON 250,000.00 PV DUE 89238UAD2 1/15/20 0.0000 0.000000 - - - 397.92 - - - 01/15/2020 INTEREST EARNED ON TOYOTA AUTO 2.910% 7/17/23 $1 PV ON 824.5000 SHARES DUE 1/15/2020 $0.00243/PV ON 340,000.00 PV DUE 89239AAD5 1/15/20 0.0000 0.000000 - - - 824.50 - - - 01/15/2020 INTEREST EARNED ON USAA AUTO OWNER 1.700% 5/17/21 $1 PV ON 32.4400 SHARES DUE 1/15/2020 $0.00142/PV ON 22,900.84 PV 90290AAC1 DUE 1/15/20 0.0000 0.000000 - - - 32.44 - - - 01/15/2020 01/15/2020 01/15/2020 90290AAC1 PAID DOWN PAR VALUE OF USAA AUTO OWNER 1.700% 5/17/21 -7,846.8900 8.659107 - - - 7,846.89 (7,846.06) - 0.83 01/15/2020 INTEREST EARNED ON U S TREASURY NT 1.750% 7/15/22 $1 PV ON 9128287C8 80000.0000 SHARES DUE 1/15/2020 0.0000 0.000000 - - - 700.00 - - - 01/15/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.750% 7/15/22 9128287C8 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (5.47) - - 01/21/2020 INTEREST EARNED ON BMW VEHICLE LEASE 2.070% 10/20/20 $1 PV ON 54.1000 SHARES DUE 1/20/2020 $0.00172/PV ON 31,364.89 PV 05584PAD9 DUE 1/20/20 0.0000 0.000000 - - - 54.10 - - - 01/21/2020 01/20/2020 01/21/2020 05584PAD9 PAID DOWN PAR VALUE OF BMW VEHICLE LEASE 2.070% 10/20/20 -15,808.5600 0.000000 - - - 15,808.56 (15,808.55) - 0.01 01/21/2020 01/21/2020 01/21/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 23,649.7800 1.000000 - - - (23,649.78) 23,649.78 - - 01/21/2020 INTEREST EARNED ON HONDA AUTO 1.790% 9/20/21 $1 PV ON 115.8700 SHARES DUE 1/18/2020 $0.00149/PV ON 77,681.15 PV DUE 43814PAC4 1/18/20 gQ 0.000000 - - - 115.87 - - 01/21/2020 01/18/2020 01/21/2020 43814PAC4 PAID DOWN PAR VALUE OF HONDA AUTO 1.790% 9/20/21 -7,6A'tf).Y$BO 0.000000 - - - 7,671.25 (7,670.42) - 0.83 Page 37 of 45 111FRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date Miscellaneous CUSIP Descri.tion Units Price Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount Short Term Long Term Gain/Loss Gain/Loss Amount Amount 01/23/2020 06406FAA1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - - 302,508.00 (179.36) - - 01/23/2020 01/21/2020 01/23/2020 SOLD PAR VALUE OF BANK OF NY MTN 2.500% 4/15/21 /US 06406FAA1 BANCORP INVESTMENTS INC./300,000 PAR VALUE AT 100.836 % -300,000.0000 1.008360 - - 301,356.92) - 1,151.08 01/23/2020 01/23/2020 RECEIVED ACCRUED INTEREST ON SALE OF BANK OF NY MTN 06406FAA1 2.500% 4/15/21 ' 0.0000 0.000000 - - - 2,041.67 - - - 01/23/2020 INTEREST EARNED ON CITIBANK NA 3.400% 7/23/21 $1 PV ON 17325FAQ1 250000.0000 SHARES DUE 1/23/2020 0.0000 0.000000 - - - 4,250.00 - - - 01/23/2020 AMORTIZED PREMIUM ON CITIBANK NA 3.400% 7/23/21 17325FAQ1 CURRENT YEAR AMORTIZATION i 0.0000 0.000000 - - - - (151.48) - - 01/23/2020 01/23/2020 01/23/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 308,799.6700 1.000000 - - - (308,799.67) 308,799.67 - - 01/24/2020 01/23/2020 01/24/2020 PURCHASED PAR VALUE OF F F C B DEB 2.000% 1/21/25 3130AHWB5 /CITIGROUP GLOBAL MARKETS INC./500,000 PAR VALUE AT 100 % 500,000.0000 1.000000 - - - (500,000.00) 500,000.00 - - 01/24/2020 01/24/2020 PAID ACCRUED INTEREST ON PURCHASE OF F F C B DEB 3130AHWB5 2.000% 1/21/25 0.0000 0.000000 - - - (83.33) - - - 01/24/2020 01/24/2020 01/24/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 5,648.6700 1.000000 - - - (5,648.67) 5,648.67 - - 01/24/2020 01/24/2020 01/24/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,645.7800 1.000000 - - - (1,645.78) 1,645.78 - - 01/24/2020 INTEREST EARNED ON US BANCORP MTN 2.576% 1/24/22 $1 PV 91159HHQ6 ON 250000.0000 SHARES DUE 1/24/2020 - 0.0000 0.000000 - - - 1,645.78 - - - 01/24/2020 AMORTIZED PREMIUM ON US BANCORP MTN 2.576% 1/24/22 91159HHQ6 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (37.71) - - 01/24/2020 01/24/2020 01/23/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.750% 7/31/21 9128287F1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (203.37) - - 01/24/2020 SOLD PAR VALUE OF U S TREASURY NT 1.750% 7/31/21 /HSBC 9128287F1 SECURITIES, INC./500,000 PAR VALUE AT 100.304688 % -500,000.0000 1.003047 - - - 501,523.44 (501,142.24) 381.20 - 01/24/2020 01/24/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128287F1 1.750% 7/31/21 0.0000 0.000000 - - - 4,208.56 - - - 01/27/2020 TRUST FEES COLLECTED CHARGED FOR PERIOD 12/01/2019 THRU 12/31/2019 COLLECTED BY DISBURSEMENT 0.0000 0.000000 - - - (559.48) - - - 01/27/2020 INTEREST EARNED ON BMW VEHICLE OWNER 1.920% 1/25/24 $1 PV ON 528.0000 SHARES DUE 1/25/2020 $0.00160/PV ON 330,000.00 PV 05588CAC6 DUE 1/25/20 0.0000 0.000000 - - - 528.00 - - - 01/27/2020 INTEREST EARNED ON BANK OF AMERICA MTN 3.335% 1/25/23 $1 PV 06050TMJ8 ON 520000.0000 SHARES DUE 1/25/2020 0.0000 0.000000 - - - 8,671.00 - - - 01/27/2020 INTEREST EARNED ON F N M A GTD REMIC 2.29568% 9/25/21 $1 PV ON 420.8700 SHARES DUE 1/25/2020 $0.00191/PV ON 141,867.74 PV 3136B1XP4 DUE 1/25/20 0.0000 0.000000 - - - 420.87 - - - 01/27/2020 AMORTIZED PREMIUM ON F N M A GTD REMIC 2.29568% 9/25/21 3136B1XP4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (54.44) - - 01/27/2020 01/25/2020 01/27/2020 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 2.29568% 9/25/21 -2,185.2800 0.000000 - - - 2,185.28 (2,206.56) - (21.28) 01/27/2020 INTEREST EARNED ON F N M A GTD REMIC 2.29568% 9/25/21 $1 PV 3136B1XP4 ON 141867.7400 SHARES DUE 1/25/2020 PENALTY PAYMENT 0.0000 0.000000 - - - 6.77 - - - 01/27/2020 INTEREST EARNED ON F H L M C MULTICLASS 2.373% 5/25/22 $1 PV ON 375.7300 SHARES DUE 1/25/2020 $0.00198/PV ON 190,000.00 PV 3137ATRW4 DUE 1/25/20 0.0000 0.000000 - - - 375.73 =- 01/27/2020 AMORTIZED PREMIUM ON F H L M C MULTICLASS 2.373% 5/25/22 3137ATRW4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 24.38 - 01/27/2020 INTEREST EARNED ON F H L M C MLTCL MTG 2.522% 1/25/23 $1 PV ON 325.5200 SHARES DUE 1/25/2020 $0.00210/PV ON 154,887.14 PV 3137B1U75 DUE 1/25/20 0.0000 0.000000 - - 325.52- 01/27/2020 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.522% 1/25/23 3137B1U75 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 14.10 - - 01/27/2020 01/25/2020 01/27/2020 3137B1U75 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 2.522% 1/25/23 -418.7400 1,801.811172 - - - (420.48) (1.7- 01/27/2020 INTEREST EARNED ON F H L M C MLTCL MTG 3.320% 2/25/23 $1 PV 3137B36J2 ON 480000.0000 SHARES DUE 1/25/2020 0.0000 0.000000 - - 1,328.00 - - - 01/27/2020 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 3.320% 2/25/23 3137B36J2 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - (405.36) - - 01/27/2020 INTEREST EARNED ON F H L M C MLTCL MTG 2.272% 1/25/23 $1 PV ON 473.3300 SHARES DUE 1/25/2020 $0.00189/PV ON 250,000.00 PV 3137BQR90 DUE 1/25/20 0.0000 0.000000 - - - 473.33 - - - 01/27/2020 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.272% 1/25/23 3137BQR90 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (15.47) - - 01/27/2020 INTEREST EARNED ON F H L M C MLTCL 6.17141% 5/25/23 $1 PV ON 1090.6900 SHARES DUE 1/25/2020 $0.00514/PV ON 212,079.11 PV 3137FJYA1 DUE 1/25/20 0.0000 0.000000 - - - 1,090.69 - - - 01/27/2020 01/25/2020 01/27/2020 3137FJYA1 PAID DOWN PAR VALUE OF F H L M C MLTCL 6.17141% 5/25/23 -31,479.4000 0.000000 - - - 31,479.40 (31,478.55) - 0.85 01/27/2020 01/27/2020 01/27/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 44,664.8200 1.000000 - - - (44,664.82) 44,664.82 - - 01/27/2020 01/27/2020 01/27/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 2,079.0300 1.000000 - - - (2,079.03) 2,079.03 - - 257 Page 38 of 45 111FRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri.tion Units Price Miscellaneous Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount Short Term Long Term Gain/Loss Gain/Loss Amount Amount 01/28/2020 01/21/2020 01/28/2020 PURCHASED PAR VALUE OF BANK OF NY MTN 1.850% 1/27/23 06406RAM9 /MORGAN STANLEY & CO. LLC/300,000 PAR VALUE AT 99.93 % 300,000.0000 0.999300 - - - (299,790.00) 299,790.00 - - - - 01/28/2020 01/28/2020 01/28/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y MN -299,790.0000 1.000000 - - - 299,790.00 (299,790.00) - 01/29/2020 01/29/2020 01/29/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 406,590.5300 1.000000 - - - (406,590.53) 406,590.53 - 01/29/2020 01/21/2020 01/29/2020 PURCHASED PAR VALUE OF MERCEDES BENZ AUTO 1.840% 12/15/22 /MITSUBISHI UFJ SECURITIES USA/140,000 PAR VALUE AT 58770FAC6 99.98682143 % 140,000.0000 0.999868 - - - (139,981.55) 139,981.55 - - 01/29/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.750% 7/31/21 9128287F1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 34.29) - - 01/29/2020 01/28/2020 01/29/2020 SOLD PAR VALUE OF U S TREASURY NT 1.750% 7/31/21 /HSBC 9128287F1 SECURITIES, INC./540,000 PAR VALUE AT 100.35156296 % -540,000.0000 1.003516 - - - 541,898.44 (541,223.20) 675.24 - 01/29/2020 01/29/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128287F1 1.750% 7/31/21 0.0000 0.000000 - - - 4,673.64 - - - 01/30/2020 IP 01/29/2020 01/30/2020 PURCHASED PAR VALUE OF F F C B DEB 1.780% 7/13/23 3133ELGR9 /CITIGROUP GLOBAL MARKETS INC./530,000 PAR VALUE AT 99.975 % 530,000.0000 0.999750 - - - (529,867.50) 529,867.50 - - 01/30/2020 01/30/2020 PAID ACCRUED INTEREST ON PURCHASE OF F F C B DEB 3133ELGR9 1.780% 7/13/23 0.0000 0.000000 - - - (445.49) - - - 01/30/2020 01/28/2020 01/30/2020 PURCHASED PAR VALUE OF F N M A 1.750% 1/30/23 3135G0X73 /CITIGROUP GLOBAL MARKETS INC./540,000 PAR VALUE AT 100 % 540,000.0000 1.000000 - - - (540,000.00) 540,000.00 - - 01/30/2020 01/30/2020 01/30/2020 31846V203 SOLD UNITS OF FIRST AM GOUT OB FD CL Y -540,000.0000 1.000000 - - - 540,000.00 (540,000.00) - - 01/30/2020 01/30/2020 01/30/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 6,307.5100 1.000000 - - - (6,307.51) 6,307.51 - - 01/30/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.750% 7/31/21 9128287F1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (4.76) - - 01/30/2020 01/29/2020 01/30/2020 SOLD PAR VALUE OF U S TREASURY NT 1.750% 7/31/21 /HSBC 9128287F1 SECURITIES, INC./530,000 PAR VALUE AT 100.37890566 % -530,000.0000 1.003789 - - - 532,008.20 (531,371.19) 637.01 - 01/30/2020 01/30/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128287F1 1.750% 7/31/21 0.0000 0.000000 - - - 4,612.30 - - - 01/31/2020 01/31/2020 01/31/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 5,206.2500 1.000000 - - - (5,206.25) 5,206.25 - - 01/31/2020 INTEREST EARNED ON U S TREASURY NT 1.750% 7/31/21 $1 PV ON 9128287F1 595000.0000 SHARES DUE 1/31/2020 0.0000 0.000000 - - 5,206.25 - - - 01/31/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.750% 7/31/21 9128287F1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - (2.41)- 02/03/2020 INTEREST EARNED ON CONTRA COSTA CA 1.652% 8/01/22 $1 PV 212204JC6 ON 300000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 1,913.57 - - - 02/03/2020 02/03/2020 02/03/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y al 22,084.5300 1.000000 - - - (22,084.53) 22,084.53 - - 02/03/2020 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 31846V203 SHARES DUE 1/31/2020 INTEREST FROM 1/1/20 TO 1/31/20 0.0000 0.000000 - - - 381.25 - - - 02/03/2020 INTEREST EARNED ON GARDEN GROVE CA 1.875% 8/01/21 $1 PV 365298Y28 ON 300000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 1,640.63 - - - 02/03/2020 INTEREST EARNED ON LOS ALTOS CA SCH 2.143% 8/01/23 $1 PV 544290JC4 ON 390000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 2,414.45 - - - 02/03/2020 INTEREST EARNED ON MASSACHUSETTS ST WTR 1.772% 8/01/23 $1 576051VW3 PV ON 110000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 487.30 - - - 02/03/2020 INTEREST EARNED ON PALO ALTO CA 2.291% 8/01/20 $1 PV ON 697379UD5 325000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 3,722.88 - - - 02/03/2020 INTEREST EARNED ON SAN BERNARDINO CA 1.883% 8/01/22 $1 PV 796720ME7 ON 435000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 1,114.89 - - - 02/03/2020 INTEREST EARNED ON SAN FRANCISCO CITY 2.000% 8/01/20 $1 PV 79770GGM2 ON 300000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 3,000.00 - - - 02/03/2020 INTEREST EARNED ON SAN JOSE CA REDEV 2.259% 8/01/20 $1 PV 798170AC0 ON 190000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 2,146.05 - 02/03/2020 INTEREST EARNED ON SONOMA CNTY CA 1.969% 8/01/22 $1 PV 835569GP3 ON 420000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 1,814.76 -- - 02/03/2020 INTEREST EARNED ON TEXAS ST REF WTR 2.036% 8/01/20 $1 PV 882723UC1 ON 250000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 2,545.00 - 02/03/2020 AMORTIZED PREMIUM ON TEXAS ST REF WTR 2.036% 8/01/20 882723UC1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 46.81 - - 02/03/2020 INTEREST EARNED ON U S DEPT HSG & URB 2.570% 8/01/21 $1 PV 911759MU9 ON 100000.0000 SHARES DUE 2/1/2020 0.0000 0.000000 - - - 1,285.00 - - - 02/04/2020 02/04/2020 02/04/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT GB FD CL Y 4,431.2500 1.000000 - - - (4,431.25) 4,431.25 - - 02/04/2020 7. 1 INTEREST EARNED ON US BANK NA MTN 3.000% 2/04/21 $1 PV ON 90331HPA5 270000.0000 SHARES DUE 2/4/2020 0.0000 0.000000 - - - 4,050.00 - - - 02/05/2020 02/05/2020 02/05/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -106,038.5800 1.000000 - - - 106,038.58 (106,038.58) - - 02/05/2020 AMORTIZED PREMIUM ON U S TREASURY NT 2.750% 8/15/21 9128284W7 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (32.01) - - 02/05/2020 02/03/2020 02/05/2020 SOLD PAR VALUE OF U S TREASURY NT 2.750% 8/15/21 /BOFA 9128284W7 SECURITIES, INC./FXD INC/1,165,000 PAR VALUE AT 101.96484378 % -1,165,000.0000 1.019648 - - - 1,187,890.43 (1,165,226 388 22,664.05 02/05/2020 02/05/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128284W7 2.750% 8/15/21 r[ Q� 4.9080 0.000000 - - - 15,148.17 - Page 39 of 45 111FRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Miscellaneous Descri.tion Units Price Commissions SEC Fees Fees Net Cash Amount Amount Short Term Federal Tax Cost Gain/Loss Amount Long Term Gain/Loss Amount 02/05/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.750% 7/31/21 9128287F1 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (13.30) - - 02/05/2020 02/03/2020 02/05/2020 SOLD PAR VALUE OF U S TREASURY NT 1.750% 7/31/21 /HSBC 9128287F1 SECURITIES, INC./595,000 PAR VALUE AT 100.45312437 %-595,000.0000 1.004531 - - - 597,696.09 (596,395.39) 1,300.70 - 02/05/2020 02/05/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 9128287F1 1.750% 7/31/21 0.0000 0.000000 - - - 143.03 - - - 02/05/2020 ACCREDITED DISCOUNT ON U S TREASURY NT 1.500% 8/31/21 912828YC8 MARKET DISCOUNT • 0.0000 0.000000 - - - - 279.09 - - 02/05/2020 02/03/2020 02/05/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 8/31/21 /CITIGROUP GLOBAL MARKETS INC./815,000 PAR VALUE AT 912828YC8 100.08984417 %-815,000.0000 1.000898 - - - 815,732.23 (814,252.72 1,479.51 - 02/05/2020 02/05/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YC8 1.500% 8/31/21 0.0000 0.000000 - - - - 5,306.46 02/05/2020 02/03/2020 02/05/2020 PURCHASED PAR VALUE OF U S TREASURY NT 1.500% 1/15/23 /BOFA SECURITIES, INC./FXD INC/2,715,000 PAR VALUE AT 912828Z29 100.39062505 % 2,715,000.0000 1.003906 - - - (2,725,605.47) 2,725,605.47 - - 02/05/2020 02/05/2020 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 912828Z29 1.500% 1/15/23 0.0000 0.000000 - - - (2,349.52) - - - 02/07/2020 02/06/2020 02/07/2020 PURCHASED PAR VALUE OF F H L M C M T N 1.970% 2/06/25 3134GU7H7 /CITIGROUP GLOBAL MARKETS INC./530,000 PAR VALUE AT 100 % 530,000.0000 1.000000 - - - (530,000.00) 530,000.00 - - 02/07/2020 02/07/2020 PAID ACCRUED INTEREST ON PURCHASE OF F H L M C M T N 3134GU7H7 1.970% 2/06/25 0.0000 0.000000 - - - - - (29.00) - 02/07/2020 02/07/2020 02/07/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 3,341.2900 1.000000 - - - (3,341.29) 3,341.29 - - 02/07/2020 02/06/2020 02/07/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 8/31/21 /HSBC 912828YC8 SECURITIES, INC./530,000 PAR VALUE AT 99.97656226 %-530,000.0000 0.999766 - - - 529,875.78 (529,648.05) 227.73 - 02/07/2020 02/07/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YC8 1.500% 8/31/21 0.0000 0.000000 - - - 3,494.51 - - - 02/12/2020 02/12/2020 02/12/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y - 271,951.8700 1.000000 - - - (271,951.87) 271,951.87 - - 02/12/2020 02/11/2020 02/12/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 8/31/21 /HSBC 912828YC8 SECURITIES, INC./270,000 PAR VALUE AT 100.04297037 %-270,000.0000 1.000430 - - - 270,116.02 (269,820.70) 295.32 - ' 02/12/2020 02/12/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YC8 1.500% 8/31/21 0.0000 0.000000 - - - 1,835.85 - - - 02/14/2020 02/11/2020 02/14/2020 PURCHASED PAR VALUE OF F H L B 1.750% 2/14/23 /INTL 3130AJ5Q8 FCSTONE FINL INC./BD RATE/270,000 PAR VALUE AT 100 % 270,000.0000 1.000000 - - - (270,000.00) 270,000.00 - - 02/14/2020 02/14/2020 02/14/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 57,262.0000 1.000000 - - - (57,262.00) 57,262.00 - - 02/14/2020 02/13/2020 02/14/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 8/31/21 /NOMURA 912828YC8 SECURITIES/FIX INCOME/325,000 PAR VALUE AT 100.00781231 %-325,000.0000 1.000078 - - - 325,025.39 (324,784.18) 241.21 - 02/14/2020 02/14/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YC8 1.500% 8/31/21 0.0000 0.000000 - - - 2,236.61 - - - 02/18/2020 02/13/2020 02/18/2020 PURCHASED PAR VALUE OF ALAMEDA CNTY CA 3.095% 6/01/23 010831DQ5 /RAYMOND JAMES/FI/130,000 PAR VALUE AT 104.405 % 130,000.0000 1.044050 - - - (135,726.50) 135,726.50- 02/18/2020 02/18/2020 PAID ACCRUED INTEREST ON PURCHASE OF ALAMEDA CNTY CA 010831DQ5 3.095% 6/01/23 0.0000 0.000000 - - - (860.58) 02/18/2020 INTEREST EARNED ON EXXON MOBIL 1.902% 8/16/22 $1 PV ON 30231GBB7 300000.0000 SHARES DUE 2/16/2020 0.0000 0.000000 - - - 2,853.00 - - - 02/18/2020 . INTEREST EARNED ON F H L B DEB 1.500% 8/15/24 $1 PV ON 3130AGWK7 150000.0000 SHARES DUE 2/15/2020 0.0000 0.000000 - - - 1,118.75 Mai- - 02/18/2020 02/18/2020 02/18/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 93,958.9900 1.000000 - - - (93,958.99) 93,958.99 - - 02/18/2020 02/18/2020 02/18/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -128,718.0300 1.000000 - - - 128,718.03 (128,718.03) - 02/18/2020 INTEREST EARNED ON HARLEY DAVIDSON 2.340% 2/15/24 $1 PV ON 1150.5000 SHARES DUE 2/15/2020 $0.00195/PV ON 590,000.00 PV 41284WAC4 DUE 2/15/20 0.0000 0.000000 - - - 1,150.50 - - 02/18/2020 INTEREST EARNED ON HONDA AUTO 1.790% 9/20/21 $1 PV ON 104.4300 SHARES DUE 2/18/2020 $0.00149/PV ON 70,009.90 PV DUE 43814PAC4 2/18/20 0.0000 0.000000 - - - 104.43 02/18/2020 02/18/2020 02/18/2020 43814PAC4 PAID DOWN PAR VALUE OF HONDA AUTO 1.790% 9/20/21-7,605.5400 54.509235 - - - 7,605.54 (7,604.72) - 0.82 02/18/2020 INTEREST EARNED ON HONDA AUTO 1.780% 8/15/23 $1 PV ON 370.8300 SHARES DUE 2/15/2020 $0.00148/PV ON 250,000.00 PV DUE 43815NAC8 2/15/20 0.0000 0.000000 - - - 370.83 - - 02/18/2020 INTEREST EARNED ON JOHN DEERE OWNER 1.780% 4/15/21 $1 PV ON 44.2300 SHARES DUE 2/15/2020 $0.00148/PV ON 29,814.75 PV 47787XAC1 DUE 2/15/20 0.0000 0.000000 - - - 44.23 - - - 02/18/2020 02/15/2020 02/18/2020 47787XAC1 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 1.780% 4/15/21-14,303.8500 28.983258 - - - 14,303.85 (14,301.82) - 2.03 02/18/2020 INTEREST EARNED ON JOHN DEERE OWNER 2.910% 7/17/23 $1 PV ON 630.5000 SHARES DUE 2/15/2020 $0.00243/PV ON 260,000.00 PV 47789JAD8 DUE 2/15/20 0.0000 0.000000 - - - 630.50 - - - 02/18/2020 INTEREST EARNED ON MERCEDES BENZ 1.940% 3/15/24 $1 PV ON 436.5000 SHARES DUE 2/15/2020 $0.00162/PV ON 270,000.00 PV 58769TAD7 DUE 2/15/20 0.000000 - - - 436.50 - - - JJ Page 40 of 45 IIIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri.tion Units Price Miscellaneous Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount Short Term Long Term Gain/Loss Gain/Loss Amount Amount 02/18/2020 IN I CIN I t .I INtU UN IVItKUCUCJ tit NL AU I U "I.n4U7o "I LII,/LL yl PV ON 114.4900 SHARES DUE 2/15/2020 $0.00082/PV ON 140,000.00 58770FAC6 PV DUE 2/15/20 0.0000 0.000000 - - - 114.49 - - - - - - _ - 02/18/2020 INTEREST EARNED ON NISSAN AUTO LEASE 3.250% 9/15/21 $1 PV ON 541.6700 SHARES DUE 2/15/2020 $0.00271/PV ON 200,000.00 PV 65478BAD3 DUE 2/15/20 0.0000 0.000000 - - - 541.67 - 02/18/2020 INTEREST EARNED ON NISSAN AUTO 3.220% 6/15/23 $1 PV ON 1207.5000 SHARES DUE 2/15/2020 $0.00268/PV ON 450,000.00 PV 65478NAD7 DUE 2/15/20 0.0000 0.000000 - - - 1,207.50 - 02/18/2020 INTEREST EARNED ON NISSAN AUTO 2.900% 10/16/23 $1 PV ON 773.3300 SHARES DUE 2/15/2020 $0.00242/PV ON 320,000.00 PV DUE 65479KAD2 2/15/20 0.0000 0.000000 - - - 773.33 - - 02/18/2020 INTEREST EARNED ON STATE STREET CORP 2.550% 8/18/20 $1 PV 857477AS2 ON 788000.0000 SHARES DUE 2/18/2020 0.0000 0.000000 - - - 10,047.00 - - - 02/18/2020 AMORTIZED PREMIUM ON STATE STREET CORP 2.550% 8/18/20 857477AS2 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (395.99) - - 02/18/2020 INTEREST EARNED ON TOYOTA AUTO 1.730% 2/16/21 $1 PV ON 68.2000 SHARES DUE 2/15/2020 $0.00144/PV ON 47,305.94 PV DUE 89238MAD0 2/15/20 0.0000 0.000000 - - - 68.20 - - - 02/18/2020 02/15/2020 02/18/2020 89238MAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.730% 2/16/21 -17,428.7500 23.786684 - - - 17,428.75 (17,426.70) - 2.05 02/18/2020 INTEREST EARNED ON TOYOTA AUTO 1.910% 9/15/23 $1 PV ON 397.9200 SHARES DUE 2/15/2020 $0.00159/PV ON 250,000.00 PV DUE 89238UAD2 2/15/20 0.0000 0.000000 - - - 397.92 - - - 02/18/2020 INTEREST EARNED ON TOYOTA AUTO 2.910% 7/17/23 $1 PV ON 824.5000 SHARES DUE 2/15/2020 $0.00243/PV ON 340,000.00 PV DUE 89239AAD5 2/15/20 0.0000 0.000000 - - - 824.50 - - - 02/18/2020 INTEREST EARNED ON USAA AUTO OWNER 1.700% 5/17/21 $1 PV ON 21.3300 SHARES DUE 2/15/2020 $0.00142/PV ON 15,053.95 PV 90290AAC1 DUE 2/15/20 0.0000 0.000000 - - - 21.33 - - - 02/18/2020 02/15/2020 02/18/2020 90290AAC1 PAID DOWN PAR VALUE OF USAA AUTO OWNER 1.700% 5/17/21 -7,847.7200 0.000000 - - - 7,847.72 (7,846.90) - 0.82 02/18/2020 INTEREST EARNED ON U S TREASURY NT 1.500% 8/15/22 $1 PV ON 912828YA2 4525000.0000 SHARES DUE 2/15/2020 0.0000 0.000000 - - - 33,937.50 - - - 02/18/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.500% 8/15/22 912828YA2 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - (237.57)- 02/19/2020 02/11/2020 02/19/2020 PURCHASED PAR VALUE OF CAPTIAL ONE PRIME 1.600% 11/15/24 14043MAC5 /RBC CAPITAL MARKETS, LLC/290,000 PAR VALUE AT 99.97874138 % 290,000.0000 0.999787 - - - (289,938.35) 289,938.35 - - 02/19/2020 02/19/2020 02/19/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -289,938.3500 1.000000 - - - 289,938.35 (289,938.35) - - 02/20/2020 INTEREST EARNED ON BMW VEHICLE LEASE 2.070% 10/20/20 $1 PV ON 26.8300 SHARES DUE 2/20/2020 $0.00173/PV ON 15,556.33 PV 05584PAD9 DUE 2/20/20 0.0000 0.000000 - - - 26.83 - - - 02/20/2020 02/20/2020 02/20/2020 05584PAD9 PAID DOWN PAR VALUE OF BMW VEHICLE LEASE 2.070% 10/20/20 -15,079.4300 0.000000 - - - 15,079.43 (15,079.42) - 0.01 02/20/2020 02/20/2020 02/20/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 15,106.2600 1.000000 - - - (15,106.26) 15,106.26 - - 02/21/2020 02/21/2020 02/21/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -6,119.3800 1.000000 - - - 6,119.38 (6,119.38) - - 02/21/2020 02/19/2020 02/21/2020 PURCHASED PAR VALUE OF SAN FRANCISCO CA 2.375% 8/01/22 79770GGP5 /PERSHING LLC/400,000 PAR VALUE AT 101.657 % 400,000.0000 1.016570 - - - (406,628.00) 406,628.00 - - 02/21/2020 02/21/2020 PAID ACCRUED INTEREST ON PURCHASE OF SAN FRANCISCO CA 79770GGP5 2.375% 8/01/22 0.0000 0.000000 - - - (527.78) - - - 02/21/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.500% 8/15/22 912828YA2 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (39.02) - - 02/21/2020 02/19/2020 02/21/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 8/15/22 /HSBC 912828YA2 SECURITIES, INC./400,000 PAR VALUE AT 100.234375 % -400,000.0000 1.002344 - - - 400,937.50 (400,475.90) 461.60 - 02/21/2020 02/21/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YA2 1.500% 8/15/22 0.0000 0.000000 - - - 98.90 - - - 02/24/2020 TRUST FEES COLLECTED CHARGED FOR PERIOD 01/01/2020 THRU 01/31/2020 COLLECTED BY DISBURSEMENT 0.0000 0.000000 - - - (562.27) - - - 02/24/2020 INTEREST EARNED ON BANK OF NY MTN 1.950% 8/23/22 $1 PV ON 06406RAK3 100000.0000 SHARES DUE 2/23/2020 0.0000 0.000000 - - - 975.00 - - - 02/24/2020 02/24/2020 02/24/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 412.7300 1.000000 - - - (412.73) 412.73 - - 02/25/2020 INTEREST EARNED ON BMW VEHICLE OWNER 1.920% 1/25/24 $1 PV ON 528.0000 SHARES DUE 2/25/2020 $0.00160/PV ON 330,000.00 PV 05588CAC6 DUE 2/25/20 0.0000 0.000000 - - - 528.00 - - - 02/25/2020 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV ON 414.3900 SHARES DUE 2/25/2020 $0.00297/PV ON 139,682.46 PV 3136B1XP4 DUE 2/25/20 0.0000 0.000000 - - - 414.39- - 02/25/2020 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560% 9/25/21 3136B1XP4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (69.24) - - 02/25/2020 02/25/2020 02/25/2020 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -1,177.0600 0.000000 - - - 1,177.06 (1,187.94) - (10.88) 02/25/2020 INTEREST EARNED ON F N M A GTD 3136B1XP4 ON 139682.4600 SHARES DUE 2/25/2020REMIC $1 PV PENALTY PAYMENT 4fi90 0.000000 - - - 0.84 - - - Page 41 of 45 IIIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri.tion Units Price Miscellaneous Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount Short Term Long Term Gain/Loss Gain/Loss Amount Amount 02/25/2020 IN I CKCJ I CAKINtU UN r 11 L M U MUL I IULAJJ L.J/J %o J/LJ/LL 21 VV ON 375.7300 SHARES DUE 2/25/2020 $0.00198/PV ON 190,000.00 PV 3137ATRW4 DUE 2/25/20 0.0000 0.000000 - - - 375.73 - - - - - 02/25/2020 AMORTIZED PREMIUM ON F H L M C MULTICLASS 2.373% 5/25/22 3137ATRW4 CURRENT YEAR ON 0.0000 0.000000 - - (31.50 - 02/25/2020 INTEREST EARNEDED F H L M ON F H L M C MLTCL MTG 2.522% 1/25/23 $1 PV ON 324.6400 SHARES DUE 2/25/2020 $0.00210/PV ON 154,468.40 PV 3137B1U75 DUE 2/25/20 - _324.64 - 0.0000 0.000000 - - 02/25/2020 3137B1U75 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.522% 1/25/23 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - 18.17 - - 02/25/2020 02/25/2020 02/25/2020 • 3137B1U75 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 2.522% 1/25/23 -420.2900 0.000000 - - 420.29 (421.99) (1.70) - 02/25/2020 3137B36J2 INTEREST EARNED ON F H L M C MLTCL MTG 3.320% 2/25/23 $1 PV ON 480000.0000 SHARES DUE 2/25/2020 0.0000 0.000000 - - 1,326.59 - - - 02/25/2020 3137B36J2 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 3.320% 2/25/23 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - (523.59) - - 02/25/2020 3137BQR90 INTEREST EARNED ON F H L M C MLTCL MTG 2.272% 1/25/23 $1 PV ON 473.3300 SHARES DUE 2/25/2020 $0.00189/PV ON 250,000.00 PV DUE 2/25/20 0.0000 0.000000 - - - 473.33 - - - 02/25/2020 3137BQR90 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.272% 1/25/23 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (19.98) - - 02/25/2020 3137FJYA1 INTEREST EARNED ON F H L M C MLTCL 6.17141% 5/25/23 $1 PV ON 6271.5700 SHARES DUE 2/25/2020 $0.03473/PV ON 180,599.71 PV DUE 2/25/20 0.0000 0.000000 - - - 6,271.57 - - - 02/25/2020 02/25/2020 02/25/2020 3137FJYA1 PAID DOWN PAR VALUE OF F H L M C MLTCL 6.17141% 5/25/23 -82,818.6800 9.097978 - - - 82,818.68 (82,816.44) - 2.24 02/25/2020 02/25/2020 02/25/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 3,713.4400 1.000000 - - - (3,713.44) 3,713.44 - - 02/25/2020 02/25/2020 02/25/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 90,417.6800 1.000000 - - (90,417.68) 90,417.68 - - 02/28/2020 02/28/2020 02/28/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,249,165.9500 1.000000 - - - (1,249,165.95) 1,249,165.95 - - 02/28/2020 02/26/2020 02/28/2020 65478BAD3 SOLD PAR VALUE OF NISSAN AUTO LEASE 3.250% 9/15/21 /J.P. MORGAN SECURITIES LLC/200,000 PAR VALUE AT 100.82422 % -200,000.0000 1.008242 - - - 201,648.44 (199,982.52) - 1,665.92 02/28/2020 02/28/2020 65478BAD3 RECEIVED ACCRUED INTEREST ON SALE OF NISSAN AUTO LEASE 3.250% 9/15/21 0.0000 0.000000 - - - 234.72 - - - 02/28/2020 02/26/2020 02/28/2020 65478NAD7 SOLD PAR VALUE OF NISSAN AUTO 3.220% 6/15/23 /BARCLAYS CAPITAL INC. FIXED IN/450,000 PAR VALUE AT 102.21093778 % -450,000.0000 1.022109 - - - 459,949.22 (449,913.78) - 10,035.44 02/28/2020 02/28/2020 65478NAD7 RECEIVED ACCRUED INTEREST ON SALE OF NISSAN AUTO 3.220% 6/15/23 0.0000 0.000000 - - - 523.25 - - - 02/28/2020 02/26/2020 02/28/2020 65479KAD2 SOLD PAR VALUE OF NISSAN AUTO 2.900% 10/16/23 /J.P. MORGAN SECURITIES LLC/320,000 PAR VALUE AT 102.1328125 % -320,000.0000 1.021328 - - - 326,825.00 (319,951.52) - 6,873.48 02/28/2020 02/28/2020 65479KAD2 RECEIVED ACCRUED INTEREST ON SALE OF NISSAN AUTO 2.900% 10/16/23 0.0000 0.000000 - - - 335.11 - - - 02/28/2020 02/26/2020 02/28/2020 88579YBF7 SOLD PAR VALUE OF 3M COMPANY MTN 2.750% 3/01/22 /MITSUBISHI UFJ SECURITIES USA/250,000 PAR VALUE AT 102.508 % -250,000.0000 1.025080 - - - 256,270.00 (249,882.50) - 6,387.50 02/28/2020 02/28/2020 88579YBF7 RECEIVED ACCRUED INTEREST ON SALE OF 3M COMPANY MTN 2.750% 3/01/22 0.0000 0.000000 - - - 3,380.21 - - 03/02/2020 13063BFS6 INTEREST EARNED ON CALIFORNIA ST BUILD 6.650% 3/01/22 $1 PV ON 425000.0000 SHARES DUE 3/1/2020 0.0000 0.000000 - - - 14,131.25 - - 03/02/2020 13063BFS6 AMORTIZED PREMIUM ON CALIFORNIA ST BUILD 6.650% 3/01/22 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 2,663.76 - 03/02/2020 30231GAV4 INTEREST EARNED ON EXXON MOBIL 2.222% 3/01/21 $1 PV ON 500000.0000 SHARES DUE 3/1/2020 0.0000 0.000000 - - - 5,555.00 - 03/02/2020 03/02/2020 03/02/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -537,923.3000 1.000000 - - - 537,923.30 (537,923.30) - - 03/02/2020 31846V203 INTEREST EARNED ON FIRST AM GOVT OB FD CL Y UNIT ON 0.0000 SHARES DUE 2/29/2020 INTEREST FROM 2/1/20 TO 2/29/20 0.0000 0.000000 - - - 251.39 03/02/2020 03/02/2020 03/02/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 18,412.5000 1.000000 - - - (18,412.50) 18,412.50 - - 03/02/2020 45750TAG8 INTEREST EARNED ON INLAND VLY CA DEV 3.627% 3/01/20 $1 PV ON 230000.0000 SHARES DUE 3/1/2020 0.0000 0.000000 - - - 4,171.05- 03/02/2020 45750TAG8 AMORTIZED PREMIUM ON INLAND VLY CA DEV 3.627% 3/01/20 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 244.72) - - 03/02/2020 03/01/2020 03/01/2020 45750TAG8 MATURED PAR VALUE OF INLAND VLY CA DEV 3.627% 3/01/20 230,000 PAR VALUE AT 100 % -230,000.0000 1.000000 - - - 230,000.00 (230,000.00) - - 03/02/2020 801096AP3 INTEREST EARNED ON SANTA ANA CA CMNTY 3.346% 9/01/21 $1 PV ON 240000.0000 SHARES DUE 3/1/2020 0.0000 0.000000 - - - 4,015.20 - - - 03/02/2020 02/28/2020 03/02/2020 9128285A4 SOLD PAR VALUE OF U S TREASURY NT 2.750% 9/15/21 /CITADEL SECURITIES LLC/510,000 PAR VALUE AT 102.73828039 % -510,000.0000 1.027383 - - - 523,965.23 (507,948.05) - 16,017.18 03/02/2020 03/02/2020 9128285A4 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 2.750% 9/15/21 0.0000 0.000000 - - - 6,511.61 - - - 03/02/2020 912828YC8 ACCREDITED DISCOUNT ON U S TREASURY NT 1.500% 8/31/21 MARKET DISCOUNT 4ik8Q0 0.000000 - - - - 159.16 - - Page 42 of 45 111FRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri.tion Units Price Miscellaneous Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount Short Term Long Term Gain/Loss Gain/Loss Amount Amount 03/02/2020 02/28/2020 03/02/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 8/31/21 /CITADEL 912828YC8 SECURITIES LLC/2,455,000 PAR VALUE AT 100.80078126 % -2,455,000.0000 1.008008 - - - 2,474,659.18 (2,452,934.74) 21,724.44 - 03/02/2020 03/02/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YC8 1.500% 8/31/21 0.0000 0.000000 - - - 200.14 - - - 03/02/2020 INTEREST EARNED ON U S TREASURY NT 1.500% 8/31/21 $1 PV ON 912828YC8 2455000.0000 SHARES DUE 2/29/2020 0.0000 0.000000 - - - 18,412.50 - - - 03/02/2020 02/28/2020 03/02/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 9/30/21 /CITADEL 912828YJ3 SECURITIES LLC/545,000 PAR VALUE AT 100.875 % -545,000.0000 1.008750 - - - 549,768.75 (543,687.95) 6,080.80 - 03/02/2020 03/02/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YJ3 1.500% 9/30/21 0.0000 0.000000 - - 3,439.75 - - - 03/02/2020 03/02/2020 02/27/2020 03/02/2020 AMORTIZED PREMIUM ON U S TREASURY NT 1.500% 1/15/23 912828Z29 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - (258.83) - - SOLD PAR VALUE OF U S TREASURY NT 1.500% 1/15/23 /CITADEL 912828Z29 SECURITIES LLC/490,000 PAR VALUE AT 101.24218776 % -490,000.0000 1.012422 - - - 496,086.72 491,867.35) 4,219.37 - 03/02/2020 03/02/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828Z29 1.500% 1/15/23 0.0000 0.000000 - - - :-9.04 - - 03/02/2020 02/28/2020 03/02/2020 PURCHASED PAR VALUE OF U S TREASURY NT 1.375% 2/15/23 912828Z86 /CITADEL SECURITIES LLC/4,775,000 PAR VALUE AT 101.53906241 % 4,775,000.0000 1.015391 - - - (4,848,490.23) 4,848,490.23- 03/02/2020 03/02/2020 PAID ACCRUED INTEREST ON PURCHASE OF U S TREASURY NT 912828Z86 1.375% 2/15/23 0.0000 0.000000 - - - (2,885.99) 03/03/2020 INTEREST EARNED ON CHEVRON CORP 2.4355% 3/03/22 $1 PV 166764AU4 ON 500000.0000 SHARES DUE 3/3/2020 0.0000 0.000000 - - - 3,078.20 - - - 03/03/2020 AMORTIZED PREMIUM ON CHEVRON CORP 2.4355% 3/03/22 166764AU4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - (210.58) - - 03/03/2020 02/27/2020 03/03/2020 PURCHASED PAR VALUE OF F H L M C MLTCL MTG 3.060% 7/25/23 3137B4WB8 /GOLDMAN SACHS & CO. LLC/490,000 PAR VALUE AT 104.95312449 % 490,000.0000 1.049531 - - - (514,270.31) 514,270.31 - - 03/03/2020 03/03/2020 PAID ACCRUED INTEREST ON PURCHASE OF F H L M C MLTCL MTG 3137B4WB8 3.060% 7/25/23 0.0000 0.000000 - - - (83.30) - - - 03/03/2020 03/03/2020 03/03/2020 31846V203 SOLD UNITS OF FIRST AM GOUT OB FD CL Y -511,024.0200 1.000000 - - - 511,024.02 (511,024.02)- 03/06/2020 • INTEREST EARNED ON F N M A 1.375% 9/06/22 $1 PV ON 313500W33 600000.0000 SHARES DUE 3/6/2020 0.0000 0.000000 - - - 4,125.00 - - - 03/06/2020 03/06/2020 03/06/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 4,125.0000 1.000000 - - - (4,125.00) 4,125.00 - - 03/09/2020 03/09/2020 03/09/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 5,661.8800 1.000000 - - - (5,661.88) 5,661.88 - - 03/09/2020 INTEREST EARNED ON WELLS FARGO MTN 2.082% 9/09/22 $1 PV 94988J6A0 ON 550000.0000 SHARES DUE 3/9/2020 0.0000 0.000000 - - - 5,661.88 - - 03/10/2020 03/10/2020 03/10/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y AL 112,504.9400 1.000000 - - - (112,504.94) 112,504.94 03/10/2020 03/09/2020 03/10/2020 SOLD PAR VALUE OF U S TREASURY NT 1.500% 9/30/21 /CITADEL 912828YJ3 SECURITIES LLC/110,000 PAR VALUE AT 101.61328182 % -110,000.0000 1.016133 - - - 111,774.61 (109,735.18) 2,039.43 03/10/2020 03/10/2020 RECEIVED ACCRUED INTEREST ON SALE OF U S TREASURY NT 912828YJ3 1.500% 9/30/21 0.0000 0.000000 - - - 730.33 - 03/11/2020 INTEREST EARNED ON APPLE INC 1.700% 9/11/22 $1 PV ON 037833DL1 525000.0000 SHARES DUE 3/11/2020 0.0000 0.000000 - - - 4,462.50 - - 03/11/2020 03/11/2020 03/11/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -425,511.2300 1.000000 - - - 425,511.23 (425,511.23) PURCHASED PAR VALUE OF JOHN DEERE OWNER 1.100% 8/15/24 03/11/2020 03/04/2020 03/11/2020 47789KAC7 /SOFA SECURITIES, INC./FXD INC/430,000 PAR VALUE AT 99.9938907 % 430,000.0000 0.999939 - - - (429,973.73) 429,973.73 - - 03/16/2020 INTEREST EARNED ON AUTOMATIC DATA 2.250% 9/15/20 $1 PV 053015AD5 ON 450000.0000 SHARES DUE 3/15/2020 0.0000 0.000000 - - - 5,062.50 - - 03/16/2020 AMORTIZED PREMIUM ON AUTOMATIC DATA 2.250% 9/15/20 053015AD5 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - 426.36- 03/16/2020 INTEREST EARNED ON BERKSHIRE HATHAWAY 2.200% 3/15/21 $1 084670B00 PV ON 471000.0000 SHARES DUE 3/15/2020 0.0000 0.000000 - - - 5,181.00 03/16/2020 INTEREST EARNED ON CAPTIAL ONE PRIME 1.600% 11/15/24 $1 PV ON 335.1100 SHARES DUE 3/15/2020 $0.00116/PV ON 290,000.00 PV 14043MAC5 DUE 3/15/20 0.0000 0.000000 - - - 335.11 - - - 03/16/2020 03/16/2020 03/16/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 7,604.1500 1.000000 - - - (7,604.15) 7,604.15 - - 03/16/2020 03/16/2020 03/16/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 45,785.0200 1.000000 - - - (45,785.02) 45,785.02 - - 03/16/2020 INTEREST EARNED ON HARLEY DAVIDSON 2.340% 2/15/24 $1 PV ON 1150.5000 SHARES DUE 3/15/2020 $0.00195/PV ON 590,000.00 PV 41284WAC4 DUE 3/15/20 0.0000 0.000000 - - - 1,150.50 - -- - 03/16/2020 INTEREST EARNED ON HONDA AUTO 1.780% 8/15/23 $1 PV ON 370.8300 SHARES DUE 3/15/2020 $0.00148/PV ON 250,000.00 PV DUE 43815NAC8 3/15/20 0.0000 0.000000 - - - 370.83 - 03/16/2020 INTEREST EARNED ON JOHN DEERE OWNER 1.780% 4/15/21 $1 PV ON 23.0100 SHARES DUE 3/15/2020 $0.00148/PV ON 15,510.90 PV 47787XAC1 DUE 3/15/20 0.0000 0.000000 - - - 23.01- - 03/16/2020 03/15/2020 03/16/2020 47787XAC1 PAID DOWN PAR VALUE OF JOHN DEERE OWNER 1.780% 4/15/21 -10,15i.k7SQ 0.000000 - - - 10,157.07 (10,155.62) - 1.45 Page 43 of 45 IIIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri.tion Units Price Miscellaneous Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount Short Term Long Term Gain/Loss Gain/Loss Amount Amount 03/16/2020 IIN I CKCJ I CHKIVCU ON JUMN UCCKC UVVIVCK L.U-1U7o // I //LS yl YV ON 630.5000 SHARES DUE 3/15/2020 $0.00243/PV ON 260,000.00 PV 47789JAD8 DUE 3/15/20 0.0000 0.000000 - - - 630.50 - 436.50 - - - - - - - - - - - 03/16/2020 INTEREST EARNED ON MERCEDES BENZ 1.940% 3/15/24 $1 PV ON 436.5000 SHARES DUE 3/15/2020 $0.00162/PV ON 270,000.00 PV 58769TAD7 DUE 3/15/20 0.0000 0.000000 - - 03/16/2020 INTEREST EARNED ON MERCEDES BENZ AUTO 1.840% 12/15/22 $1 PV ON 214.6700 SHARES DUE 3/15/2020 $0.00153/PV ON 140,000.00 58770FAC6 PV DUE 3/15/20 0.0000 0.000000 - - - - 03/16/2020 INTEREST EARNED ON PECO ENERGY CO 2.375% 9/15/22 $1 PV 693304AP2 ON 120000.0000 SHARES DUE 3/15/2020 0.0000 0.000000 - - - 1,425.00 03/16/2020 AMORTIZED PREMIUM ON PECO ENERGY CO 2.375% 9/15/22 693304AP2 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - 03/16/2020 INTEREST EARNED ON PFIZER INC 3.000% 9/15/21 $1 PV ON 717081EM1 250000.0000 SHARES DUE 3/15/2020 0.0000 0.000000 - - 3,750.00- - - 03/16/2020 INTEREST EARNED ON TOYOTA AUTO 1.730% 2/16/21 $1 PV ON 43.0700 SHARES DUE 3/15/2020 $0.00144/PV ON 29,877.19 PV DUE 89238MAD0 3/15/20 0.0000 0.000000 - - - 43.07 - - 03/16/2020 03/15/2020 03/16/2020 89238MAD0 PAID DOWN PAR VALUE OF TOYOTA AUTO 1.730% 2/16/21 -16,170.5500 0.000000 - - - 16,170.55 (16,168.64) - 1.91 03/16/2020 INTEREST0EARNED UE TOYOTA AUTO 1.910% % 9$1 PV DON SHARES DUE 3/15/2020 $0.00159/PV ON 250,000.00 PV DUE UE 89238UAD2 3/15/20 0.0000 0.000000 - - - 397.92 - 03/16/2020 INTEREST EARNED ON TOYOTA AUTO 2.910% 7/17/23 $1 PV ON 824.5000 SHARES DUE 3/15/2020 $0.00243/PV ON 340,000.00 PV DUE 89239AAD5 3/15/20 INTEREST EARNED ON USAA AUTO OWNER 1.700% 5/17/21 $1 PV 0.0000 0.000000 - - - 824.50 - - - 03/16/2020 0.0000 0.000000 - - - 10.21 - - - ON 10.2100 SHARES DUE 3/15/2020 $0.00142/PV ON 7,206.23 PV 90290AAC1 DUE 3/15/20 03/16/2020 03/16/2020 03/16/2020 PAID DOWN PAR VALUE OF USAA AUTO OWNER 1.700% 5/17/21 90290AAC1 CMO FINAL PAYDOWN -7,206.2300 0.000000 - - - 7,206.23 (7,205.47) - 0.76 03/18/2020 03/18/2020 03/18/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 7,431.0000 1.000000 - - - (7,431.00) 7,431.00 - - 03/18/2020 INTEREST EARNED ON HONDA AUTO 1.790% 9/20/21 $1 PV ON 93.0900 SHARES DUE 3/18/2020 $0.00149/PV ON 62,404.36 PV DUE 43814PAC4 3/18/20 0.0000 0.000000 - - - 93.09 - - - 03/18/2020 03/18/2020 03/18/2020 43814PAC4 PAID DOWN PAR VALUE OF HONDA AUTO 1.790% 9/20/21 -7,337.9100 0.000000 - - - 7,337.91 (7,337.11) - 0.80 03/20/2020 03/20/2020 03/20/2020 PAID DOWN PAR VALUE OF BMW VEHICLE LEASE 2.070% 10/20/20 05584PAD9 CMO FINAL PAYDOWN -476.9000 0.000000 - - - 476.90 (476.90) - - 03/20/2020 I INTEREST EARNED ON BMW VEHICLE LEASE 2.070% 10/20/20 $1 PV ON 0.8200 SHARES DUE 3/20/2020 $0.00173/PV ON 476.90 PV DUE 05584PAD9 3/20/20 0.0000 0.000000 - - - 0.82 - - - 03/20/2020 03/20/2020 03/20/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 0.8200 1.000000 - - - (0.82) 0.82 - - 03/20/2020 03/20/2020 03/20/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 476.9000 1.000000 - - - (476.90) 476.90 - - 03/25/2020 TRUST FEES COLLECTED CHARGED FOR PERIOD 02/01/2020 THRU 02/29/2020 COLLECTED BY DISBURSEMENT 0.0000 0.000000 - - - (566.96) - - - 03/25/2020 INTEREST EARNED ON BMW VEHICLE OWNER 1.920% 1/25/24 $1 PV ON 528.0000 SHARES DUE 3/25/2020 $0.00160/PV ON 330,000.00 PV 05588CAC6 DUE 3/25/20 0.0000 0.000000 - - - 528.00 - - - 03/25/2020 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV ON 410.9000 SHARES DUE 3/25/2020 $0.00297/PV ON 138,505.40 PV 3136B1XP4 DUE 3/25/20 0.0000 0.000000 - - - 410.90 - - - 03/25/2020 AMORTIZED PREMIUM ON F N M A GTD REMIC 3.560% 9/25/21 3136B1XP4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (64.22) - - 03/25/2020 03/25/2020 03/25/2020 3136B1XP4 PAID DOWN PAR VALUE OF F N M A GTD REMIC 3.560% 9/25/21 -2,284.5800 0.000000 - - - 2,284.58 (2,304.63) - (20.05) 03/25/2020 INTEREST EARNED ON F N M A GTD REMIC 3.560% 9/25/21 $1 PV 3136B1XP4 ON 138505.4000 SHARES DUE 3/25/2020 PENALTY PAYMENT 0.0000 0.000000 - - - 4.90 - - - 03/25/2020 INTEREST EARNED ON F H L M C MULTICLASS 2.373% 5/25/22 $1 PV 3137ATRW4 ON 190000.0000 SHARES DUE 3/25/2020 0.0000 0.000000 - - - 375.73 - - - 03/25/2020 AMORTIZED PREMIUM ON F H L M C MULTICLASS 2.373% 5/25/22 3137ATRW4 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (29.46) - INTEREST EARNED ON F H L M C MLTCL MTG 2.522% 1/25/23 $1 PV ON 323.7600 SHARES DUE 3/25/2020 $0.00210/PV ON 154,048.11 PV 03/25/2020 3137B1U75 DUE 3/25/20 0.0000 0.000000 - - - 323.76 - - - 03/25/2020 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.522% 1/25/23 3137B1U75 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - - - (16.95) 03/25/2020 03/25/2020 03/25/2020 313761 U75 PAID DOWN PAR VALUE OF F H L M C MLTCL MTG 2.522% 1/25/23 -470.8800 0.000000 - - - 470.88 (472.73) (1.85) 03/25/2020 INTEREST EARNED ON F H L M C MLTCL MTG 3.320% 2/25/23 $1 PV ON 1326.6700 SHARES DUE 3/25/2020 $0.00277/PV ON 480,000.00 PV 3137B36J2 DUE 3/25/20 0.0000 0.000000 - - - 1 326.67 03/25/2020 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 3.320% 2/25/23 3137B36J2 CURRENT YEAR AMORTIZATION 1.jO6J1 0.000000 - - - - (489.80) - - Page 44 of 45 IIIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Payden & Rygel Operating Portfolio Transaction Report Quarter ended March 31, 2020 Account Number: 001050990415 Name: RIVERSIDE COUNTY TRANS COMM Transaction Settlement Date Trade Date Date CUSIP Descri.tion Units Price Miscellaneous Commissions SEC Fees Fees Federal Tax Cost Net Cash Amount Amount Short Term Long Term Gain/Loss Gain/Loss Amount Amount 03/25/2020 3137BQR90 IN ICKCJI CAKINCU UN r I -I L M U ML IUL M I U L.L/L"/o l/LJ/LJ yI YV ON 473.3300 SHARES DUE 3/25/2020 $0.00189/PV ON 250,000.00 PV DUE 3/25/20 0.0000 0.000000 - - - 473.33 - - - - 03/25/2020 3137BQR90 AMORTIZED PREMIUM ON F H L M C MLTCL MTG 2.272% 1/25/23 CURRENT YEAR AMORTIZATION 0.0000 0.000000 - - (18.69 03/25/2020 3137FJYA1 INTEREST EARNED ON F H L M C MLTCL 3.454% 5/25/23 $1 PV ON 281.4500 SHARES DUE 3/25/2020 $0.00288/PV ON 97,781.03 PV DUE 3/25/20 0.0000 - 281.45 - 0.000000 - - - - 03/25/2020 03/25/2020 03/25/2020 3137FJYA1 PAID DOWN PAR VALUE OF F H L M C MLTCL 3.454% 5/25/23 -825.6100 0.000000 - - - 825.61 (825.59) - 0.02 03/25/2020 03/25/2020 03/25/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 1,707.3000 1.000000 - - - (1,707.30) 1,707.30 - - 03/25/2020 03/25/2020 03/25/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 5,031.5500 1.000000 - - - (5,031.55) 5,031.55 - - 03/27/2020 03/27/2020 03/27/2020 31846V203 SOLD UNITS OF FIRST AM GOVT OB FD CL Y -19,972.8000 1.000000 - - - 19,972.80 (19,972.80) - - 03/27/2020 03/25/2020 03/27/2020 654106AH6 PURCHASED PAR VALUE OF NIKE INC SR NT 2.400% 3/27/25 /BOFA SECURITIES, INC./FXD INC/20,000 PAR VALUE AT 99.864 % 20,000.0000 0.998640 - - - (19,972.80) 19,972.80 - - 03/31/2020 03/31/2020 03/31/2020 31846V203 PURCHASED UNITS OF FIRST AM GOVT OB FD CL Y 19,237.5000 1.000000 - - - (19,237.50) 19,237.50 - - 03/31/2020 912828YJ3 INTEREST EARNED ON U S TREASURY NT 1.500% 9/30/21 $1 PV ON 2565000.0000 SHARES DUE 3/31/2020 0.0000 0.000000 - - - 19,237.50 - - - Total - - - (0.00) 382,735.26 39,758.27 64,761.79 264 Page 45 of 45 ATTACHMENT 17 Riverside County Transportation Commission SHORT DURATION FIXED INCOME APRIL 23, 2020 Scott Pavlak, CFA— Portfolio Management Erin Klepper — Client Service 1 MetLife Investment Management 265 Table of Contents 01 MetLife Investment Management Overview 02 Market Review 03 Portfolio Review 04 Appendix MetLife Investment Management 266 2 1. MetLife Investment Management Overview A MetLife Investment Management 3 267 Overview MetLife Investment Management (MIM)1 manages Public Fixed Income, Private Capital and Real Estate assets for institutional investors worldwide by applying our deep asset class expertise to build tailored portfolio solutions. We also leverage the broader resources and 150-year history of MetLife to skillfully navigate markets. IM Highlights Total Assets Under Management of $600.0 billion2 as of December 31, 2019 Separate accounts, proprietary commingled funds and client -specific portfolio solutions Experienced and tenured investment teams Deep fundamental research Leverages the broader resources of the MetLife enterprise Philadelphia Santiago Global Presence1'3 Whippany London Tokyo Hong Kong S.A.R. 1.As of December 31, 2019, subsidiaries of MetLife, Inc. that provide investment management services to MetLife's general account, separate accounts and/or unaffiliated/third party investors include Metropolitan Life Insurance Company, MetLife Investment Management, LLC, MetLife Investment Management Limited, MetLife Investments Limited, MetLife Investments Asia Limited, MetLife Latin America Asesorias e Inversiones Limitada, MetLife Asset Management Corp. (Japan), and MIM I LLC. 2.As of December 31, 2019. At estimated fair value. 3.IIIustration shown depicts locations of select MIM regional offices, chosen in MIM's discretion; not a complete representation of MIM's regional offices. See Appendix— End Notes for non-GAAP financial information, definitions and/or reconciliations. MetLife Investment Management 4 268 2. Market Review & Outlook A MetLife Investment Management 269 Current Themes GDP Effects of Covid-19 virus shutdowns will likely impact growth for at least several quarters and lead to a recession. We are not in the "V-shaped" recovery camp and believe the negative impacts could last longer than many anticipate and longer -term changes to the economy will evolve from this pandemic. In this unprecedented period, we feel economic numbers over the short run are less relevant given the nature of this self-imposed disruption. The severity of a recession will depend largely on the duration of the shutdown and its impact on the U.S. consumer, who has historically been the main driver of growth. Employment Feeling the immediate impact of the nearly nationwide business shutdowns, unemployment is set to spike to levels not seen since the financial crisis and likely higher. While the CARES package recently passed by Congress incentivizes businesses to retain employees, we have already witnessed an unprecedented increase in new unemployment claims, which does not bode well for the next several months. In the short run, companies may decide to furlough employees with pay but eventually we believe the realities of cash flow (or lack thereof) will hit certain industries extremely hard as "social distancing" likely lingers for some time. Inflation While central banks around the world have changed their playbooks for some time to spark inflation, their efforts to date have been largely unsuccessful. Market -based measures such as Treasury Inflation -Protected Securities (TIPS) breakeven rates have recently declined and at some points currently yield more than maturity -matched nominal Treasuries. A slowing of the global economy along with the recent failure of OPEC+ to come to an agreement prolongs the return to central banks' inflation targets. While the passage of the $2 trillion fiscal package and more possibly in the works may potentially augur inflation given the significant deficit financing that would be needed, we still believe inflation is likely to remain muted near term. Monetary & Fiscal Policy The Federal Reserve has eased monetary policy, increased quantitative easing programs and announced several programs designed to provide liquidity to a wide segment of the market. Congress followed with a fiscal stimulus rescue package (approximately 9% of GDP) targeted to help both businesses and consumers. We believe this accommodative environment will be here to stay throughout 2020. With the experience of the 2008 still fresh in people's minds, we find the aggressiveness, speed and size of policy actions taken to date to be commendable. Still, these actions are not expected to resolve the current crisis by themselves or collectively, but having the Fed acting as a backstop or buyer of last resort for many assets may help prove supportive in the near term. Consumer Consumers entered the shutdown in very good shape and will be supported in the near term by generous unemployment benefits and various measures included in the rescue package recently enacted by Congress. An extended shutdown, however, would weigh heavily on both consumer confidence and household balance sheets while dampening the speed of the eventual rebound as debts accumulate faster than jobs rematerialize. In early March, OPEC+ failed to reach an agreement which sent oil below $30 per barrel. While lower oil prices are generally a positive for consumers and industrial production, the Energy industry has also become a significant employer throughout the fracking boom years in many Energy patch regions across the United States. Business Black Swan events (oil price collapse and spread of COVID-19) have conspired to disrupt almost all businesses. Elevated leverage will weigh on operating fundamentals as strong debt service coverage ratios deteriorate with declining revenue streams. Effects will vary but the Airline, Automotive, Energy, Restaurant, and Retail sectors will be likely particularly hard hit. As distressed ratios have significantly risen, we expect defaults to follow, especially of those companies needing access to capital. Historically, in the investment grade space though, it has been rare to see companies directly default. We do however expect downward ratings pressure and more companies crossing over into high yield (commonly referred to as Fallen Angels). We continue to focus on more domestically driven, non -cyclical sectors including Banks, Healthcare, Technology, Telecommunications and Utilities. While low rates, net interest margin compression and rising credit costs may pressure bank earnings, the strength of their balance sheets may leave them relatively unscathed over the coming quarters. We believe the bank regulations instituted since the financial crisis have made banks part of the solution this time around and not the cause. Residential / Commercial Real Estate Expectations for annual home price growth rates have reset to 0-2% on a national level. Despite record low interest rates, headline mortgage rates to consumers are sticky at current levels with originators challenged by both capacity constraints and operational disruptions caused by the virus. Realized prepayments could fall below prepayment model expectations for the duration of the crisis. Forbearance programs for mortgage borrowers present financial challenges for mortgage servicers obligated to advance cash flows to securitized trusts. Retail and lodging properties stand at the epicenter of the virus with performance metrics collapsing across the board. Multi -family properties are challenged by the prospect of record unemployment and increasing pressure to provide "rent holidays". Office properties are faced with long-term demand shifts as businesses successfully implement work -from -home policies. We continue to favor AAA -rated securities with ample credit enhancement, performance triggers and/or Agency backing. The views present are MetLife Investment Management's only, are subject to change, and may not reflect the manager's current views. Past performance is not indicative of future results. There can be no assurance that the views expressed above will prove accurate and should not be relied upon as a reliable indicator of future events. Any securities mentioned are for informational purposes only and do not represent a recommendation or an offer to buy, hold or sell any securities, and may not be held in client portfolios. Any performance or portfolio holdings cited here were current as of the date stated and are subject to change. MetLife Investment Management 6 270 Yields As of March 31, 2020 2.60 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 1.45 3-Month USD LIBOR ■ 3/31 /2019 Source: Bloomberg MetLife Investment Management 2.39 0.09 U.S. Treasury 3-Month 6/30/2019 2.26 1.76 U.S. Treasury 2-Year ■ 9/30/2019 271 2.23 U.S. Treasury 5-Year ■ 12/31/2019 U.S. Treasury 10-Year 3/31/2020 7 Yield Curves As of March 31, 2020 5-Year Less 2-Year Basis Points 175 150 125 100 75 50 25 0 -25 0 0� 0�O 0� 00 0� 0 O\ OV OO OP` OD OHO Ok OO 0 � '� <V <O '��` <6 <O '� �O N N <b Pb (O (P (15,LO 95) (P (O ,LO 19 cO (O 95) ,LO 95) O O �O 5-Year Less 2-Year Fed Tightening Recession — — - 5-Year Less 2-Year Avg. 13 10-Year Less 3-Month 400 300 200 o_ v) 100 .0) m 0 -100 �00 �°,00, �OOO �0ck �°O() �OO �0'1 �°'b �00 OOO OOP OOP OOO OOP OOh OOO Oc \ O: O0 ,O ,\'\ ,-1, ,'3 � ^h ti ti ti ti r ti ti ti ti ti ti ti ti ti ti ti ti ti ti ti 10-Year Less 3-Month Fed Tightening Recession 10-Year Less 3-Month Avg. Source: Bloomberg MetLife Investment Management 272 8 World Interest Rates As of March 31, 2020 Country 3-Month United States Canada United Kingdom Italy Spain France Germany Switzerland Japan Australia 0.09% 0.21 % NA -0.05% -0.23% -0.50% -0.71 % NA -0.30% NA 2-Year 0.25% 0.42% 0.12% 0.33% -0.20% -0.60% -0.70% -0.68% -0.15% 0.25% 5-Year 0.38% 0.58% 0.20% 0.91 % 0.15% -0.35% -0.66% -0.60% -0.12% 0.34% 10-Year 0.67% 0.69% 0.35% 1.52% 0.67% -0.02% -0.47% -0.38% 0.01 % 0.76% 30-Year 1.32% 1.30% 0.82% 2.44% 1.51% 0.77% 0.02% -0.19% 0.42% 1.63% Source: Bloomberg MetLife Investment Management 273 9 Federal Reserve Programs Program Description Counterparty/ Who does it help? Rate Program Size Monetary Policy Treasury QE Open Market Treasury Purchases MBS QE Fed Funds Open Market Agency MBS Purchases Cut Rates to Help Recovery Treasury Market N/A Unlimited MBS Market Economy N/A 0-0.25bp Unlimited N/A Liquidity Measures Discount Window Discount Window Central Bank Swap Lines Fed Swap Lines With Foreign Central Banks Depository Institutions 25bp Foreign/Central banks OIS+25bp Repos Repo Operations with Dealers Primary dealers IOER & OIS FIMA Repo Facility Repo Operations with Foreign/Int'I Monetary Authorities Foreign & int'I monetary authorities IOER +25bp Facilities CPFF Commercial Paper Funding Facility Commercial Paper Issuers PDCF OIS+110bp OIS+200bp N/A Primary Dealer Credit Facility Primary Dealers 25bp N/A PPPLF Paycheck Protection Program Lending Facility Depository Institutions 35bp $350bn MMLF Money Market Mutual Fund Liquidity Facility Money Market Funds 125bp for CP, 50bp for Municipals PMCCF Primary Market Corporate Credit Facility US IG & Fallen Angel Market rates Issuers 1% commitment fee SMCCF Secondary Market Corporate Credit Facility TALF US IG Credit & Fallen Angel Market N/A $500bn /$750bn Max Prevailing market rates $250bn/$750bn Max Term Asset -Backed Securities Loan Facility US ABS Market & Issuers OIS+125bp $100bn MSLF Main Street Lending Facility Small Medium Sized Enterprises (SMEs) SOFR + 250-400bp $600bn MLF Municipal Liquidity Program US States, Cities, Counties Note: All figures in $ billions. Maximum usage reflects data since Fed cut rates to zero. (Fed H.4.1 release). Source: Federal Reserve, TD, Barclays MetLife Investment Management 274 Based on rating $500bn 10 Central Bank Assets As of April 17, 2020 0 m 18,000 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 oweir-r 411111•01 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ECB FED • BOJ $5,621 $6,368 $5,718 Central Bank 12/31/2008 12/31/2014 12/31/2017 12/31/2018 12/31/2019 4/17/20 European Central Bank $2,855 $2,601 $5,368 $5,354 $5,261 $5,718 Federal Reserve Bank of Japan $2,239 $4,498 $4,448 $4,076 $4,174 $6,368 $1,354 $2,506 $4,627 $5,033 $5,276 $5,621 Total $6,448 $9,605 $14,444 $14,463 $14,711 $17,708 Source: European Central Bank, Federal Reserve, Bank of Japan MetLife Investment Management 275 11 U.S. Recession Probability As of March 31, 2020 100% 90% 80% 70% 60% 50% 40% 30% I 20% 10% 0% 1960 r \kJ 1965 1970 1975 1980 1985 Recession Source: New York Federal Reserve Iv MetLife Investment Management 1990 276 1995 2000 2005 2010 Probability of U.S. Recession 2015 2020 12 U.S. Labor As of April 11, 2020 Continuing Claims N/A 11,976,000 7,446,000 1,775,000 1,687,000 1,847,000 2,060,000 2,207,000 4,679,000 4-Week Moving Average N/A 6,066,250 3,497,750 1,736,000 1,702,750 1,894,750 2,063,250 2,203,750 4,522,250 Initial Claims 5,245,000 6,615,000 6,867000 220,000 228,000 243,000 236,000 276,000 533,000 4-Week Moving Average 5,508,500 4,267,750 2,666,750 226,000 216,500 238,250 250,750 271,000 564,000 Source: Department of Labor `` MetLife Investment Management 277 13 U.S. Labor & Average Earnings As of March 31, 2020 Current Average (2017 — 2020) Labor Force Participation Rate Unemployment Rate Non -Farm Payroll 62.7% 63.0% 4.4% 4.0% (701,000) 162,667 U.S. Average Hourly Earnings Year over Year 3.9% 3.4% 2.9% 2.4% 1.9% —Average Hourly Earnings, All Employees Source: Bureau of Labor Statistics II- MetLife Investment Management 278 Average Hourly Earnings, Prod. & Non -Supervisory 14 U.S. Inflation As of March 31, 2020 CPI Core Breakdown 3.5% 2.6% 2.9% 2.8% O O 2.1% 2.2% -1.5% Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 —All Items (Less Food and Energy) Goods (Less Food and Energy) Services (Less Energy Services) -0.2% Commodities 160 140 120 100 80 60 40 20 1,577 1,850 1,650 1,450 1,250 1,050 850 650 450 0 20.22 250 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Source: Bureau of Labor Statistics, Bloomberg MetLife Investment Management WTI - Crude Oil (LHS) 279 Gold (RHS) 0 U ^L 0 15 �%E C o n s u m e r C o n f i d e n c e a n d S & P 5 0 0 A s o f M a r c h 3 1 , 2 0 2 0 1 4 0 1 3 5 1 3 0 1 2 5 1 2 0 1 1 5 1 1 0 1 0 5 2 , 0 4 4 1 0 0 9 5 9 6 . 3 9 0 2 0 1 5 S o u r c e : B l o o m b e r g 2 0 1 6 C o n s u m e r C o n f i d e n c e ( L H S ) ' M e t L i f e I n v e s t m e n t M a n a g e m e n t 2 0 1 7 2 8 0 2 0 1 8 S & P 5 0 0 I n d e x ( R H S ) 2 0 1 9 3 , 2 5 0 3 , 0 5 0 2 , 8 5 0 1 2 0 . 0 2 , 6 5 0 2 , 5 8 5 2 , 4 5 0 2 , 2 5 0 2 , 0 5 0 1 , 8 5 0 1 6 Short Duration Cross Sector Relative Value As of December 26, 2019 Category WAL Min (Years) (bps) Credit (1-5 Year) 0verail 2.5 61 Financiais 2.5 62 Utilities 2.5 70 Industrials 2.5 59 Banking 2.5 59 Telecom 2.5 56 Municipals (1-5 Year) Taxable 2.5 57 Agency RMBS CMO PAC 3.0 60 CMO Sequentials 3.0 61 Date Range: 01/03/2019 to 12/26/2019 ♦ ♦ ♦ I♦ Max BOY EOY Spread Change (bps) (bps) (bps) (bps) ♦ ABS Auto Floorplan AAA 3.0 32 Auto Lease AAA 3.0 38 Auto Prime AAAL 3.0 25 Auto SubPrime AAAL 3.0 39 Credit Card AAAL 3.0 24 Equipment AAA 3.0 39 GABS CMBS Agency AAA 3.0 23 Conduit AAA 3.0 35 Source: ICE Data Services, MetLife Investment Management Past performance is not indicative of future results. MetLife Investment Management • 114 114 61 -53 116 116 62 -54 132 125 70 -55 113 113 59 -54 114 114 59 -55 112 112 56 -56 89 83 58 -25 74 70 63 -7 79 78 65 -13 • 63 60 59 -1 63 56 49 -7 53 51 42 -9 • • • 281 73 71 51 -20 38 38 28 -10 67 56 56 0 41 34 37 3 58 56 46 -10 17 Short Duration Cross Sector Relative Value As of March 31, 2020 Category WAL Min Max BOP EOP Spread Change (Years] (bps) Date Range: 01/02/2020 to 03/31/2020 (bps) (bps) (bps) (bps) Credit (1-5Year) Overall 2.5 58 • 363 61 304 243 Financial 2.5 59 • 376 63 285 222 Utility 2.5 66 • 313 70 286 216 Industrial 2.5 57 • 362 59 319 260 M unicipals (1-5 Year) Taxable 2.5 44 • 220 60 220 160 AgencyRM BS CM O PAC CM 0 Sequentials 3.0 56 • 106 63 94 31 3.0 60 • 110 65 98 33 ABS Auto FloorplanAAA 3.0 45 Auto Lease AAA 3.0 30 Auto PrimeAAAL 3.0 24 Auto SubPrimeAAAL 3.0 40 Credit CardAAAL 3.0 21 Equipment AAA 3.0 33 • 400 59 400 341 • 237 48 187 139 • 220 40 132 92 • 237 50 197 147 • 220 28 110 82 • 230 55 177 122 CM BS CMBSAgencyAAA 3.0 20 • 150 35 84 49 Conduit AAA 3.0 37 • 210 43 177 134 Source: ICE Data Services, MetLife Investment Management Past performance is not indicative of future results. MetLife Investment Management 282 18 ICE BofA Corporate 1-5 Year Index As of March 31, 2020 Basis Points 450 400 350 300 250 200 150 100 50 Dec-13 Jun-14 Dec-14 Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 165 304 OAS (bps) 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Corporate (1-5) 174 70 61 65 62 196 639 166 136 227 110 89 99 121 96 61 114 61 304 Financial(1-5) 165 51 50 57 56 212 663 204 158 308 126 93 96 104 100 60 116 63 285 Industrial(1-5) 176 86 73 75 69 181 624 135 116 164 96 85 103 134 92 61 112 59 319 Utility(1-5) 236 79 63 73 71 175 576 155 131 169 110 99 89 120 101 64 126 70 286 Past performance is not indicative of future results. Source: ICE Data Services MetLife Investment Management 283 19 3. Portfolio Review A MetLife Investment Management 20 284 Portfolio Performance) - 2017 Toll Revenue I-15 Project Fund As of March 31, 2020 Yield to Maturity 1.78% Duration 0.20 Years Average Quality (Moody's) Aa2 Portfolio Market Value $58,040,739 Yield to Maturity Duration Average Quality (Moody's) Portfolio Market Value M110001E 1.32% 0.20 Years Aa1 $52,582,103 Asset Allocation 12/31/19 26% • Corporate 23% Municipal Agency • RMBS CMBS ABS • Treasury CP • CD Asset Allocation 3/31/20 50% 9% • Corporate Municipal Agency • RMBS CMBS ABS • Treasury CP • CD Portfolio Performance) 2017 Toll Revenue 1-15 Project Fund (Gross of Fees) 2017 Toll Revenue 1-15 Project Fund (Net of Fees) FTSE 3-Month Treasury Bill 0.19% Feb 0.20% Mar 0.04% 0.18% 0.19% 0.03% 0.13% 0.13% QTD 0.43% Since Inception Annualized (8/1/2017) 2.01% 0.41% 1.91% 0.13% 0.39% 1.86% 1. 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 shown for the Riverside County 1-15 Express Lanes 2017 Toll Revenue Project Portfolio is the FTSE 6-Month U.S. Treasury Bill, which tracks the return of a six-month Treasury Bill to maturity and the FTSE 3-Month Treasury Bill, which tracks the return of a three-month Treasury Bill to maturity and is shown for discussion purposes only. �4 MetLife Investment Management 285 21 Portfolio Performance) - 2o13 SR-91 Project Residual As of March 31, 2020 Yield to Maturity 1.82% Duration 1.30 Years Average Quality (Moody's) Aa1 Portfolio Market Value $23,951,083 Yield to Maturity Duration Average Quality (Moody's) Portfolio Market Value MIP"MI 1.28% 1.08 Years Aa1 $26,703,468 Asset Allocation 12/31/19 10% 21% Corporate • Municipal • Agency RMBS CMBS • ABS • Treasury Asset Allocation 3/31/20 7% 4% 3% 17% Corporate • Municipal • Agency RMBS CMBS • ABS • Treasury CP Portfolio Performances Riverside County 2013 SR-91 Project Residual Fund (Gross of Fees) Riverside County 2013 SR-91 Project Residual Fund (Net of Fees) ICE BofA U.S. Treasury Index 0-2 Year FTSE 6-Month Treasury Bill 0.45% Feb 0.56% 0.24% QTD 1.26% 0.44% 0.55% 0.23% 1.23% Since Inception Annualized (2/1/2018) 2.92% 2.82% 0.28% 0.50% 0.93% 1.72% 2.98% 0.15% 0.15% 0.13% 0.42% 2.12% 1.Past performance is not indicative of future results. Inception date 1/4/18. Performance returns are calculated as of the first full month following the funding date. The performance benchmark shown for the Riverside County 2013 Residual Fund Portfolio is the ICE BofA 0-2 Year U.S. Treasury Index, which is a broad based index that measures short-term Treasury Notes and Bonds with a maturity range between zero and two years, and the FTSE 6-Month U.S. Treasury Bill, which tracks the return of a six-month Treasury Bill to maturity and is presented for discussion purposes only. MetLife Investment Management 286 22 Portfolio Performance) - 2017 Toll Revenue I-15 Ramp Up Reserve As of March 31, 2020 Yield to Maturity 1.67% Duration 1.29 Years Average Quality (Moody's) Aaa Portfolio Market Value $8,327,060 18% Yield to Maturity Duration Average Quality (Moody's) Portfolio Market Value 0.43% 1.14 Years Aaa $8,461,658 Asset Allocation 12/31/19 16% ■ Treasury • Agency • RMBS • CMBS Asset Allocation 3/31/20 • Treasury Agency • RMBS • CMBS Portfolio Performance) 2017 Toll Revenue 1-15 Ramp Up Reserve (Gross of Fees) 2017 Toll Revenue 1-15 Ramp Up Reserve (Net of Fees) ICE BofA U.S. Treasury Index 0-2 Year IRE 0.46% Feb 0.57% Mar 0.58% 0.46% 0.56% 0.57% 0.28% 0.50% QTD 1.62% 1.59% 0.93% 1.72% Since Inception Annualized (1/1/2018) 3.12% 3.02% 2.87% 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. Performance for periods greater than one year are annualized. The performance benchmark shown for the Riverside County 1-15 Express Lanes Toll Revenue Reserve Portfolio is the ICE BofA 0-2 Year U.S. Treasury Index, which is a broad based index that measures short-term Treasury Notes and Bonds with a maturity range between zero and two years, and is presented for discussion purposes only. 11- MetLife Investment Management 287 23 Portfolio Performance) - Debt Reserve Fund As of March 31, 2020 Yield to Maturity 1.95% Duration 2.95 Years Average Quality (Moody's) Aaa Portfolio Market Value $18,558,814 Yield to Maturity Duration Average Quality (Moody's) Portfolio Market Value 11•11000.1 0.91 % 2.87 Years Aaa $19,143,678 13% Asset Allocation 12/31/19 11% • Treasury Agency • RMBS • CMBS Asset Allocation 3/31/20 OR. .111119RIMIREPr Total Debt Service Fund (Gross of Fees) Total Debt Service Fund (Net of Fees) ICE BofA U.S. Treasury Index 1-3 Year ICE BofA U.S. Treasury Index 3-7 Year 1.16% Feb 1.18% MIME 0.78% 1.15% 1.17% 0.77% 0.54% 0.87% 1.37% QTD 3.15% 3.13% 2.81% 1.71% 1.90% 2.51% 6.25% • Treasury Agency • RMBS • CMBS 10% Since Inception Annualized (8/1 /2013) 2.80% 2.70% 1.59% 3.08% 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 Riverside County Debt Reserve Fund is the ICE BofA US Treasury 3-7 Year, which is a broad -based index consisting of U.S. Treasury securities with an outstanding par greater or equal to $1 billion and a maturity range from three to seven years, and the the ICE BofA 1-3 Year U.S. Treasury Index, which is a broad based index that measures short-term Treasury Notes and Bonds with a maturity range between one and three years, and is presented for discussion purposes only. MetLife Investment Management 288 24 Portfolio Performance) - 91 Subordinate Reserve Account As of March 31, 2020 Yield to Maturity 1.95% Duration 2.41 Years Average Quality (Moody's) Aaa Portfolio Market Value $20,254,180 Yield to Maturity Duration Average Quality (Moody's) Portfolio Market Value 0.84% 2.29 Years Aaa $20,789,568 Total 91 Subordinate Reserve Fund (Gross of Fees) Total 91 Subordinate Reserve Fund (Net of Fees) ICE BofA U.S. Treasury Index 1-3 Year Asset Allocation 12/31/19 21% 1.00% 0.99% ICE BofA U.S. Treasury Index 3-7 Year 0.54% 1.71% 0.93% 0.92% 0.87% 1.90% • Treasury Agency • RMBS • CMBS 0.69% 0.69% 1.37% 2.51% 2.64% 2.62% 2.81 6.25% Asset Allocation 3/31/20 20% 3.81% • Treasury Agency • RMBS • CMBS 3.73% 3.93% 7.49% 1. Past performance is not indicative of future results. The performance benchmark shown for the Riverside County 91 Subordinate Reserve Account is the ICE BofA US Treasury 3-7 Year, which is a broad - based index consisting of U.S. Treasury securities with an outstanding par greater or equal to $1 billion and a maturity range from three to seven years, and the ICE BofA 1-3 Year U.S. Treasury Index, which is a broad based index that measures short-term Treasury Notes and Bonds with a maturity range between one and three years, and is presented for discussion purposes only. MetLife Investment Management 289 25 RCTC Portfolios 2013 SR 91 Reserve and Residual Funds Portfoi' Beginning Market Value (7/3/2013) Net Flows Market Value (3/31/2020) Change in Market Value Debt Service Reserve Fund $17,667,869 ($1,774,770) $19,143,678 $3,250,579 Portfolio Beginning Market Value (7/3/2013) Net Flows Market Value (3/31/2020) Change in Market Value 2013 SR-91 Project Residual Fund $3,292,782 +$22,338,171 $26,703,468 $1,072,515 Portfolio Beginning Market Value (6/6/2019) Net Flows Market Value (3/31/2020) Change in Market Value Subordinate Reserve Account $0 +$20,000,000 $20,789,568 $789,568 2017 1-15 Project FIRM Beginning Market Value (7/24/2017) Net Flows Market Value (3/31/2020) Change in Market Value 2017 Toll Revenue 1-15 Project Fund $98,562,718 ($49,905,972) $52,582,103 $3,925,357 Po Beginning Market Value (12/5/2017) Net Flows Market Value (3/31/2020) Change in Market Value 2017 Toll Revenue 1-15 Ramp Up Reserve $7,723,487 $166,500 $8,461,658 $571,671 Total Project $106,286,205 ($49,739,472) $61,043,761 $4,497,028 ' MetLife Investment Management 290 26 4. Appendix A MetLife Investment Management 27 291 Disclaimers This document is being provided to you at your specific request. This document has been prepared by MetLife Investment Management, LLC, a U.S. Securities Exchange Commission -registered investment adviser. MetLife Investment Management, LLC is a subsidiary of MetLife, Inc. and part of MetLife Investment Management.1 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.1 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 MetLife Investment Management, LLC. 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. MetLife Investment Management 292 L04200031 30[exp1020][AII States] 28 Disclaimers (cont.) 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 Management, LLC, MetLife Investment Management Limited, MetLife Investments Limited, MetLife Investments Asia Limited, MetLife Latin America Asesorias e Inversiones Limitada, MetLife Asset Management Corp. (Japan), and MIM I LLC. MetLife Investment Management 293 29 End Notes Explanatory Note on Non-GAAP Financial Information In this Fact Sheet, MetLife presents certain measures relating to its assets under management ("AUM") that are not calculated in accordance with accounting principles generally accepted in the United States of America ("GAAP"). MetLife believes that these non-GAAP financial measures enhance the understanding of the depth and breadth of its investment management services on behalf of its general account ("GA") investment portfolio, separate account ("SA") investment portfolios and unaffiliated/third party clients. MetLife uses these measures to evaluate its asset management business. The following non-GAAP financial measures should not be viewed as substitutes for the most directly comparable financial measures calculated in accordance with GAAP: Non-GAAP financial measures: Comparable GAAP financial measures: (i) Total AUM (i) Total Investments (ii) GA AUM (ii) Total Investments (iii) Total Mortgage Loan AUM (iii) Mortgage Loans (iv) GA Mortgage Loan AUM (iv) Mortgage Loans (v) Total Real Estate Equity AUM; and (v) Real Estate and Real Estate Joint Ventures; and (vi) GA Real Estate Equity AUM (vi) Real Estate and Real Estate Joint Ventures Reconciliations of these non-GAAP measures to the most directly comparable GAAP financial measures are set forth in the tables below. Our definitions of non-GAAP and other financial measures discussed herein may differ from those used by other companies. Total Assets Under Management, General Account Assets Under Management, Gross Market Value of Commercial Real Estate Under Management and related measures: Total Assets Under Management ("Total AUM") (as well as all other measures based on Total AUM, such as Total Mortgage Loan AUM, Total Commercial Mortgage Loan AUM, Total Agricultural Mortgage Loan AUM and Total Real Estate Equity AUM) are comprised of GA AUM (or the respective measure based on GA AUM) plus Institutional Client AUM (or the respective measure based on Institutional Client AUM) (each, as defined below). General Account Assets Under Management ("GA AUM") (as well as other measures based on GA AUM, such as GA Mortgage Loan AUM, GA Commercial Mortgage Loan AUM, GA Agricultural Mortgage Loan AUM, GA Residential Mortgage Loan AUM and GA Real Estate Equity AUM) are used by MetLife to describe assets in its GA investment portfolio which are actively managed and stated at estimated fair value. MetLife believes the use of GA AUM (as well as the other measures based on GA AUM) enhances the understanding and comparability of its GA investment portfolio. GA AUM are comprised of GA Total Investments and cash and cash equivalents, excluding policy loans, other invested assets, contractholder-directed equity securities and fair value option securities, as substantially all of these assets are not actively managed in MetLife's GA investment portfolio. Mortgage loans and real estate and real estate joint ventures included in GA AUM (at net asset value, net of deduction for encumbering debt), have been adjusted from carrying value to estimated fair value. Classification of GA AUM by sector is based on the nature and characteristics of the underlying investments which can vary from how they are classified under GAAP. Accordingly, the underlying investments within certain real estate and real estate joint ventures that are primarily commercial mortgage loans (at net asset value, net of a deduction of encumbering debt) have been reclassified to exclude them from GA Real Estate Equity AUM and include them in both GA Mortgage Loan AUM and GA Commercial Mortgage Loan AUM. MetLife Investment Management 294 30 End Notes (cont.) Gross Market Value of Commercial Real Estate Assets Under Management ("Gross Commercial Real Estate AUM") are comprised of Gross Market Value of Commercial Mortgage Loan AUM ("Gross Commercial Mortgage Loan AUM") plus Gross Market Value of Real Estate Equity AUM ("Gross Real Estate Equity AUM"). Gross Commercial Mortgage Loan AUM and Gross Real Estate Equity AUM are comprised of Total Commercial Mortgage Loan AUM and Total Real Estate Equity AUM, respectively, each plus an adjustment to state at gross market value. For Gross Commercial Mortgage Loan AUM, this adjustment is the amount of encumbering debt related to the joint venture investments, with the underlying investments primarily in commercial mortgage loans (at net asset value, before deduction for encumbering debt) included in both GA Commercial Mortgage Loan AUM and Total Commercial Mortgage Loan AUM. For Gross Real Estate Equity AUM, this adjustment is the amount of encumbering debt related to Total Real Estate Equity AUM. The following additional information is relevant to an understanding of our assets under management: Institutional Client Assets Under Management ("Institutional Client AUM") (as well as other measures based on Institutional Client AUM, such as Institutional Client Mortgage Loan AUM and Institutional Real Estate Equity AUM) are comprised of the respective portion of each of SA AUM and TP AUM (each, as defined below). MIM manages Institutional Client AUM in accordance with client contractual investment strategy guidelines ("Mandates"). Separate Account Assets Under Management ("SA AUM") (as well as other measures based on SA AUM, such as SA Mortgage Loan AUM and SA Real Estate Equity AUM) are comprised of the respective portion of separate account investment portfolios, which are managed by MetLife and stated at estimated fair value. SA AUM (as well as the other measures based on SA AUM) are the respective portions of the separate account assets of MetLife insurance companies which are included in MetLife, Inc.'s consolidated financial statements at estimated fair value. Third Party Assets Under Management ("TP AUM") (as well as other measures based on TP AUM, such as TP Mortgage Loan AUM and TP Real Estate Equity AUM) are the respective portion of non- proprietary assets managed by MetLife on behalf of unaffiliated/third party clients, which are stated at estimated fair value. TP AUM (as well as the other measures based on TP AUM) are owned by such unaffiliated/third party clients; accordingly, unaffiliated/third party non-proprietary assets are not included in MetLife, Inc.'s consolidated financial statements. Additional information about MetLife's general account investment portfolio is available in MetLife, Inc.'s quarterly financial materials for the quarter ended March 31, 2019, which may be accessed through MetLife's Investor Relations Web page at https://investor.metlife.com. MetLife Investment Management 31 295 End Notes (cont.) Total Investments $471.9 Plus Cash and Cash Equivalents 19.5 Plus Fair Value Adjustment — Mortgage Loans 3.1 Plus Fair Value Adjustment — Real Estate and Real Estate Joint Ventures 6.3 Less Policy Loans 9.7 Less Other Invested Assets 22.0 Less Contractholder-Directed Equity Securities and Fair Value Option Securities 12.7 General Account Assets Under Management Plus Separate Account Assets Under Management Plus Third Party Assets Under Management $456.4 15.2 124.4 Institutional Client Assets Under Management 1 MetLife Investment Management $139.6 $596.0 296 32 End Notes (cont.) Mortgage Loans Plus Fair Value Adjustment $79.0 3.1 Plus Joint Venture Reclassification 0.9 General Account Mortgage Loan Assets Under Management 83.0 Plus Separate Account Mortgage Loan Assets Under Management 0.0 Plus Third Party Mortgage Loan Assets Under Management Institutional Client Mortgage Loan Assets Under Management Total Mortgage Loan Assets Under Management2 21.5 21.5 $104.5 Real Estate and Real Estate Joint Ventures $10.2 Plus Fair Value Adjustment 6.3 Plus Joint Venture Reclassification (0.9) General Account Real Estate Equity Assets Under Management Plus Separate Account Real Estate Equity Assets Under Management Plus Third Party Real Estate Equity Assets Under Management Institutional Client Real Estate Equity Assets Under Management 1 MetLife Investment Management 297 15.6 0.0 7.4 7.4 $23.0 33 Notes 1 MetLife Investment Management 298 34 MetLife Investment Management © 2019 MetLife Services and Solutions, LLC, New York, NY 10166 - All Rights Reserved. 299 ATTACHMENT 18 Payden&Rygel QUARTERLY PORTFOLIO REVIEW Riverside County Transportation Commission 1St Quarter 2020 During these unprecedented times, our first concern is with the well-being of our staff, clients, and their families. I hope this finds you safe and in good health. Payden & Rygel's entire global team has been working from home since March 13th, but our business is otherwise operating as usual. Our success during this time is in large part due to the firm's collaborative and energetic culture and our consistent ownership and operating structure. These attributes have served us well since the firm's founding in 1983, and I am pleased that they continue to be a critical advantage during this period. You will see we have updated the format and content of this quarterly report to focus on current conditions. All investment strategies have been impacted by recent market volatility and our comments on global markets include both our thoughts on near -term changes and observations about longer -term prospects. In particular, we highlight the important differences between today's environment and conditions during the 2008 crisis. We will continue to be in touch with updates on the markets and your portfolio. Most importantly, we hope you stay healthy and safe over the coming weeks and we thank you for your continued trust and partnership with us. My warmest regards to you and your family. Sincerely, ,SZ:rx-c.,_ 4-0-ic(29---- Joan A. Payden President & CEO I d PAYDEN.COM LOS ANGELES I BOS30018 I LONDON I MILAN A PERSPECTIVE ON THE CURRENT CRISIS DAILY GROWTH IN CASES 70 v. 60 °, cc V a 50 0 0. aJ = 40 r 0 20 10 0 01/23 01/30 02/06 • Mainland China • Outside China 02/13 02/20 CONTINUED VOLATILITY ....----4r UNTIL DAILY GROWTH IN CASES STARTS TO SLOW 02/27 03/05 03/12 03/19 THE "PATIENT" (THE U.S. ECONOMY) WAS MUCH HEALTHIER BEFORE THE VIRUS OUTBREAK THAN IT WAS IN 2008 03/26 The U.S. Economy Is In Much Better Shape Going Into This Crisis Than It Was In 2008* November 2007 February 2020 Job Growth 3-Month Moving Average of Job Growth 99K 243K Initial Claims % Change Year -Over -Year in Initial Claims for Unemployment Insurance 7% -6% Housing Permits % Change Year -Over -Year in Authorized Housing Permits -30% 13% Household Debt As % of Gross Domestic Product 99% 76% Source: Bureau of Labor Statistics, Dept. of Labor, Census Bureau, Federal Reserve, Payden Estimates Data on the eve of the 2008-2009 recession and financial crisis 301 2812 Riverside County Transportation Commission Portfolio Review and Market Update - 1st Quarter 2020 PORTFOLIO CHARACTERISTICS (As of 3/31/2020) Portfolio Market Value Weighted Average Credit Quality Weighted Average Duration Weighted Average Yield to Maturity $55.0 million AA+ 1.82 years 0.99% SECTOR ALLOCATION mi 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% a���`�5 G��a �,���� �G\�5 �p OaG��a O�G��a Z <<e Q' Pd' P��e� �a�e � DURATION DISTRIBUTION 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 0-1 1-2 2-3 3+ Years PORTFOLIO RETURNS - Periods Ending 3/31/2020 RCTC Operating Portfolio ICE BofA 1-3 Year US Treasury Index Periods over one year are annualized Since 1st Trailing Inception Quarter 1 Yr (3/1/15) 1.89% 4.61% 1.90% 2.81 % 5.42% 1.86% pPayden & Rygel • 333 South Grand Avenue • Los Ange1Q,2california goo71 • (213) 625-igoo • www.payden.com MARKET UPDATE Waiting for a Recovery Entering the year, we expected a moderate rebound in the global economy, but the spread of COVID-19 effectively halted global growth and rattled financial markets. The 11-year bull market, the longest in history, ended abruptly, morphing into a bear market in the shortest time ever. U.S. Treasury bond yields fell to all-time lows. Just months after breaking the record for the longest economic expansion in U.S. history, we now appear to be heading into a recession in the second quarter. Fixed income market behavior in March was driven by the need for liquidity. Selling pressure from de - risking and collateral and margin calls strained bank balance sheets and created a massive divergence between bond prices and intrinsic value. The Fed has stepped in to cut rates to nearly zero and purchase bonds on an unprecedented scale to stabilize the market. Corporate bond prices fell over the quarter - energy, autos, and airline/travel bonds were hit hardest by the drop in economic activity. Mortgage -backed, asset -backed, and municipal bonds also experienced negative returns. However, a flight to quality drove U.S. Treasury prices higher, up 8.8%, the best quarterly performance since Q4 2008. Equities fell 20-30%, as companies took action to preserve capital by slashing spending, suspending share buybacks and dividends, and implementing layoffs. Energy stocks were the hardest hit, down 50%, as per barrel oil prices plummeted into the low $20's. Technology stocks with strong balance sheets and wide profit margins were the best performers, down 12% for the quarter. Like the Fed, the U.S. government responded aggressively to prevent the markets and the economy from plummeting even more by passing the $2 trillion CARES Act, the largest stimulus package ever, to support both companies and individuals. Looking ahead, we know that the markets will move beyond COVID-19 eventually, but when is anyone's guess. We should remember that near -term uncertainty can create long-term opportunities, supported by the aggressive and decisive moves by the Fed and Congress, low oil prices and a historically resilient economy. In the past, pandemic -driven recessions have been relatively short and the economy has experienced a quick recovery. In contrast to the Global Financial Crisis, this is an exogenous shock. As always, we will maintain a flexible but disciplined approach in this fluid environment and will rely on our firmwide collaboration, innovative thinking and global perspective to serve our clients well through this challenging time. 303 OVER 35 YEARS OF INSPIRING CONFIDENCE WITH AN UNWAVERING COMMITMENT TO OUR CLIENTS' NEEDS. LOS ANGELES I BOSTON I LONDON I MILAN PAYDEN.COM OUR STRATEGIES Multi -Sector Short Maturity Bonds U.S. Core Bond Absolute Return Fixed Income Strategic Income Global Fixed Income Liability Driven Investing Sector -Specific Emerging Markets Debt Government/Sovereign High Yield Bonds & Loans Inflation-Linked/TIPS Investment Grade Corporate Bonds Municipal Bonds (U.S.) Securitized Bonds Income -Focused Equities Equity Income Available in: Separate Accounts — Mutual Funds (U.S. and UCITS) Collective Trusts ("CITs") — Customized Solutions For more information about Payden & Rygel's strategies, 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 UK +44 (0) 20-7621-3000 MILAN Corso Matteotti, 1 20121 Milan, Italy +39 02 76067111 304 ATTACHMENT 19 County of Riverside Treasurer'sPooled Investmenii-und March 2020 305 Contents Treasurer's Pooled Investment Fund Economy Market Data Portfolio Data Compliance Report Month End Holdings Please see the digital copy of our monthly ?P►Freport at to listen to the video of the Federal Open Market Commi#ee's March press conference. Listen N� Audio On Federal Reserve Chair Jerome Powell during the March 15 FOMC pressconference. Digital Image. Federal Re rve Board.httpsllwww youtube.comlus?r/FedRewrveBoard C O UNITY 0 F RIVERSIDE TREASURER -TAX C O LLEC TO R 306 1 Treasurer's Pooled Investment Fund Monthly Commentary Multi Trillion Dolla r Stim ulus Worldwide, a historic amount of stimu- lus was provided by nations to stem the economic impact of the Coronavirus pandemic in March. With no known treatment or vaccine, affected commu- nities have responded by limiting social contact and those policieshave caused economic activity to nosedive. U.S. Treasury rates declined to historic near zero levels and credit spreads widened, reflecting market liquidity distress. As a result, the yield on the TPIF has been de- creasing and is expected to continue to drop. However, the TPIF is well posi- tioned to weather this shock, with ample liquidity and a defensive credit posture. The month began with the Corona - virus epidemic still concentrated mostly in China and beginning to spread through Europe, with Italy first receiving the brunt of itsdevastation. Recognition of the economic impact began to alarm central banks and public health officials alike, as the number of worldwide cases began to grow exponentially. By the second half of the month, the epidemic Treasurer's Statement was upgraded to a pandemic by the WHO, and the number of cases in the United States had grown to over 200,000 by month end. The U.S. bond market rallied intensely during the first week of the month in an- ticipation of the Federal Reserve re- sponse. The response came in two steps. The Fed's first move was a 50 basis point cut on March 3rd, which lowered the funds rate from a 1.50-1.75%range to a 1.00 — 1.25% range. Followed with a sec- ond cut on March 15th, lowering the funds rate to a range of 0.00 - 0.25%. In reaction, many short Treasury securities began to trade very close to 0%, with some in the 'under 3 months' maturities range actually trading at negative yields! lhe 2-year Treasury yield began the month at .92% and ended at .21%. The 5-year Treasury yield began the month at .92% and ended at .35%. lhe Dow Jones Industrial Index began the month at 26,000, traded as low as 18,600 on March 23rd, then recovered to end the month at 22,000. The Treasurer's Pooled Investment Fund is comprised of contributions from the county, schools, special districts, and other discretionary depodtorsthroughout the County of Riverside. The primary objective of the treasurer shall be to safeguard the principal of the funds under the Treasurer's control, meet the liquidity needs of the depositor, and to maximize a retum on the fundswithin the given parameters. The Treasurer -Tax Collector and the Capital Markets team are committed to maintaining the highest credit ratings. lhe 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. Snce 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 Califomia Government Code 53646. 6-Month Pool Performance In the second step, the Federal Re- serve and United StatesTreasury injected trillions of dollars of support and stimulus to help support the economy. The CARESAct, signed into law by the Presi- dent on March 27th, provides over $2 trillion in stimulus. In addition to taking rates to zero, the Fed injected over $2.3 trillion in market support in the form of a number of programs, including in- creased purchases of Treasury securities, the establishment of a Commercial Pa- per Funding Facility and a Money Market Mutual Fund Liquidity Facility. Further- more, the Fed announced programs to begin buying commercial mortgage backed securities, investment grade corporate debt, asset backed securities and tax-exempt commercial paper. All of these programs are designed to bring stability back to the United States fund- ing markets. Jon Christensen Treasurer -Tax Collector Capital MarketsTeam Jon Christensen Treasurer -Tax Collector Giovane Pizano Chief Investment Manager Steve Faeth Senior Investment Manager Ise la Licea Assistant Investment Manager Hayden Nestande Prof Student Intern Month End Market Value ($)' Month End Book Value ($) Paper Gain or Loss ($) Paper Gain or Loss ('i) Book Yield (%) WAM (Yrs) Mce-20 Feb-20 Jan-20 Dec-19 Nov-19 Oct-19 7,300,500,274.82 7,341,926,889.86 7,653,741,469.47 8.232.092.850.66 6,701,954,259.60 6.439.190.828.38 7, 261.6 65, 325.07 7, 315,6 33. 798.80 7,633,961,510.96 8.214.054.109.29 6,686,612,679.23 6,419,496,517.32 38, 834.949.75 26, 293,091.06 19, 779.958.51 18.038.741.37 15, 341.580.37 19, 694.31 1.06 0.53% 0.36% 0.26% 0.22% 0.23% 0.31% 1.46 1.80 1.82 1.86 1.91 2.03 1.19 1.16 1 .06 1 .01 1.13 1.13 'Market values do nor include accrued interest COUNTY OF RIVERSIDE TREASURER -TAX C O LLEC TO R 307 2 Economy National Economy In February, personal income increased just over $100 bil- lion, or 0.6%. Ibis jump in personal income led to increases in disposable personal income (DPI) as well as personal consumption expenditure (PCE). What is interesting about the $13 billion increase in PCE, is when broken down we learned that there was actually a $7.7 billion decrease in spending on goods, and an $18.3 billion increase in spend- ing on services- led by spending on electricity and gas. These numbers reflect the lifestyle shift many Americans adopted amid growing concern surrounding the pandem- ic. Rather than crowding up shopping malls and shopping for goods, many instead practiced social distancing by staying inside theirhomesand running up the electricity bill. (BEA 04/ 02/ 20) Private Sector Average Hourly EarningsY/Y Percenl 3.4 3.2 3.0 2.8 2.6 2.4 2.2 2.0 tit `g'c Thousands 800 Percent 7.0 t4 `R trO eC� New Home SalesSAAR New Horne Sales - 30-Year Fixed Nbrtgage Rate �O .N <ry '<5 r\b. ‘h ‘b . ‘t �4 e� � 4e� 4d (‹e Ford ,<e Fe' ceb �� 4,cfceb Key Economic Indicators 6.0 5.0 4.0 3.0 2.0 1.0 0.0 State Economy Pre -pandemic data showed California continued itshistor- ic job growth run in February. By adding nearly 30,000 non- farm payroll jobs, our state maintained the record low 3.9% unemployment rate. Ibis can mostly be attributed to large growth in the Business and Professional Servicesindustry, as well asstrong gainsin Construction. (EDD 03/27/20) • AsMarch came, unemployment claimsquickly sky rocketed, more than doubling every week and quickly reaching 1 million claims. (CNBC 03/25/20) • Amid all of thisuncertainty regarding our economy and how/when we will recover, expertsexpect Califor- nia'sunemployment rate to climb above 6.0%in com- ing months. (Cal Matters03/22/20) Percent 20.0 15.0 I0.0 5.0 0.0 Durable GoodsPercent Chg. Y/Y .1.1I,II1IIII,II1111I.. . s.n ', limp' •:\ .6 �a .$ �a �a �0° P`f fed Nonfarm PayrollsTotal M/M Change SA thousands 41,t. ir.7imp Avg 35a0 300A 2500 20a0 E300 101 5 3 1 �1 i i i 1 Release Date Indicator Actua I Consensus Prior Year 03/26/2020 03/06/2020 03/06/2020 03/11/2020 03/11/2020 03/04/2020 03/24/2020 03/05/2020 03/05/2020 Real GDP- Q/Q Change Unemployment Rate -Seasonally Adjusted Non -Farm Payrolls- M/M Change -Thousands CPI -Y/YChange CPI Ex Food and Energy - Y/YChange ISM Non -Manufacturing Index (> 50 indicatesgrowth) New Home Sales- S4AR-Thousands Factory Orders- M/M Change Durable GoodsOrders- New Orders- M/M Change 2.1% 3.5% 273 2.3% 2.4% 57.3 765 -0.5% -0.2% 2.1% 3.6% 175 2.2% 2.3% 54.8 750 -0.1% -0.2% 2.2% 3.8% 20 1.5% 2.1% 59.7 667 0.1% 0.3% *Note.'PriorYear displaysfinal estimatesof indicatorvaluesfrom the equivalent period of the prior year. C O UNTY 0 F RIVERSIDE TREASURER -TAX C O LLEC TO R 308 3 Market Data FOMC Meeting 03/15/2020 • lhe FOMC stated that data received since their last meeting in January showed significant market stress. Against this backdrop, expectationsforthe path of the federal fundsrate were adjusted sharply. • lhe Federal Open Market Committee lowered the Fed Funds Target Range on 3/3/2020 to 1.00-1.25%., then lowered again on 3/15/2020 to 0.0-0.25% • lhe FOMC stated in their press release that "it is prepared to use its full range of tools to support the flow of credit to householdsand businesccsand thereby promote itsmaximum employment and price stability goals" Fed FundsTarget Rate (Upper Limit) 3.00% 2.50% 2,00% 1.50% 1.00% ,19 1q 1R 1q 1q 1q 1q U.S. Treasury Curve 2.00 1.50 1.00 m »0.50 0.00 —'-03/02/2020 t 03/31 /2020 5 10 15 Years 20 25 30 Treasury Curve Differentials 3 Mo 6 Mo 1 Yr 2 Yr 3 Yr 5 Yr 10 Yr 30 Yr 03/31/2020 - 03/02/2020 03/31/2020 03/02/2020 -1.02 -0.80 0.11 0.15 1.13 0.95 -0.72 -0.61 0.17 0.23 -0.56 -0.51 0.29 0.37 -0.40 -0.31 0.70 1.35 0.89 0.84 0.85 0.88 1.10 1.66 The USTreasury Curve and itsvaluesare subject to frequent change and will be updated monthly with each issued TPIF report. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 309 4 Market Data cont'd Percent 5.0 4C 3.3 2.3 D.3 65.0C 55.00 45.00 35.00 25.00 15.00 29.000.00 27.000.00 25,000.00 23.000.00 21.000.00 19.000.00 Recession—2YTrecsury Yield U.S. Treasuries Puce— D. 0 I.0 80 b 0 r,9 Commodities •Nymex Crude Nymex Not Cas 5-00 4.50 4.00 3.50 3.00 2.50 2.00 1-50 f 00 Stocks -Dow Jones 190.00 170.00 150.00 130.00 110.00 90.00 s,000.00 3,500.00 3,000.00 7,500.00 7,000.00 6,500.00 6,000.00 �4 • �q N4 .rig , c �� 'S�� 'Q(` P,eces on—3M-IOYTreasury field Spread ..Precious ',Petals hdustrfol Metals NASDAQ 1 CO 5 &P 500 3,5DD.0D 3,300.00 3,1 DD.0D 2,9 00.00 2,7DD.0D 2,500.0D Valueslisted forcommoditiesand stocksare in USdollarsand are asof the final businessday of each month. CO UN1Y OF RIVERSIDE 1REASURER TAX C O LLEC TO R 310 5 Portfolio Data The County of Riverside'sTreasurer'sPooled Investment Fund is currently rated AAA-bfby Moody'sInvestor Service and AAAf/S1 by Fitch Ratings. Moody'sAssct Rating (000's) Book MKTIBook % Book Yield Aaa 5,754,699.19 100.62% 79.25% 1.40% Aa 20,000.00 101.00% 0.28% 2.06% Aa 1 432,487.92 100.14% 5.96% 1.72% Aa2 189,603.49 100.40% 2.61% 1.81% Aa3 319,830.03 100.26% 4.40% 2.10% Al 50,000.00 100.00% 0.69% 1.75% NR 495,044.70 100.22% 6.82% 1.43% Tota Is: 7,261,665.33 100.53% 100.00% 1.46% S&P Asset Rating (000's) Book MKTIBook % Book Yield AAA AA+ AA AA- 512,969.56 100.34% 7.06% 5,390,596.12 100.63% 74.23% 59,405.15 100.15% 0.82% 603,649.80 100.30% 8.31% A+ 200,000.00 100.00% 2.75% NR 495,044.70 100.22% 6.82% Tota Is: 7,261,665.33 100.53% 100.00% 12-Month Projected Cash How 0.99% 1.45% 2.01% 1.94% 1.74% 1.43% 1.46% Aa 0% Aal ismAa2 3% Al III l% NR 7% AA1/4i S196 A+ • Required Ma - Monthly Monthly Dis- tured Invest- Actual Invest- Available to In - Month Recei•ts bursements Difference ments Balance ments Maturin • vest> 1 Year 04/ 2020 04/ 2020 05/2020 06/ 2020 07/2020 08/2020 09/2020 10/ 2020 11 / 2020 12/ 2020 01/2021 02/ 2021 03/2021 2,103.35 1,289.51 1,086.86 1,939.63 1,044.30 1,802.91 1,034.18 1,472.64 986.77 1,164.92 1,085.65 1,145.14 1,249.55 1,343.18 1,205.40 1,074.70 2,348.61 1,073.38 1,078.90 1,910.81 1,005.21 1,217.34 1,497.96 1,092.59 813.84 (852.77) (758.61) (438.46) (178.15) (59.49) (93.63) 130.70 1,275.23 (831.91) (212.13) 405.37 549.74 438.46 178.15 59.49 93.63 247.80 1,061.64 208.87 130.70 1,405.93 574.02 361.89 767.26 835.97 1,519.66 465.04 126.83 333.35 248.98 187.25 320.10 367.75 15.00 140.26 TOTALS 15,726.74 16,526.75 (800.01) 1,319.47 18.17% 4,758.11 4,560.19 5,942.19 62.80% 81.83°A * Valueslisted in Cash Row Table are in millions of UBD. Based on historic and current financial conditionswithin the County, the Pool isexpected to maintain sufficient liquidity of fundsto cover County expensesforthe next twelve months. COUNTY OF RIVERSIDE TREASURER TAX C O LLEC TO R 311 6 Portfolio Data cont'd Asset Maturity Distribution (Par Value, 000's) 3,000,000 2,500,0W 2,000,000 1,500,000 1,000,000 500,000 11.50% 835,965.94 27.29% 23,92% 1,984, 700,00 1,739,510.00 14.52% 1,056,145.00 9.33% 678,355.00 13.44% 977,369.W 0-1 Mos 1-3 Mos 3-12 Mos 1-2 Yr 2-3 Yr 3-5 Yr Asset Allocation (000's) Assets Scheduled Book Scheduled Market Mkt/Book Yield WAL(Yr.) Mat(Yr.) TREAS 800,494.03 AGENCIES 4,240,686.66 M MKT 429,000.00 CASH 275,000.00 CALTRUST FN D 4,023.98 COMM PAPER 886,127.80 CDS 100,000.00 N C DS 290, 000.00 MEDIUM TERM NOTES 82,836.63 M UN I 153,456.23 LOCALAGCY OBIJG 40.00 810,908.75 4,263,331.80 429,000.00 275,000.00 4,023.98 890,165.58 100,000.00 290,000.00 84,573.93 153,456.23 40.00 101.30% 100.53% 100.00% 100.00% 100.00% 100.46% 100.00% 100.00% 102.10% 100.00% 100.00% 1.64% 1.37% 0.69% 1.44% 1.71% 1.68% 1.63% 1.88% 2.56% 2.63% 2.41 0.90 0.86 0.00 0.00 0.00 0.15 0.48 0.17 0.65 1.09 0.21 0.90 1.22 0.00 0.00 0.00 0.15 0.72 0.17 0.71 1.09 0.21 Totals: 7,261,665.33 7,300,500.27 100.53% 1.46% 0.663 1.19 " Fordetailson the Pool'scomposition see Month End Portfolio Holdings, pages9to 13. 11MMI Pool Yield tTIMMI The Treasurer'slnstitutional Money Market Index (11MMI) isa composite index of four AAA rated prime institutional money market funds. Their average yield iscompared to the yield of the Treasurer's Pooled Investment Fund in the above graph. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 312 7 Compliance Report Compliance Status: Full Compliance the Treasurer's Pooled Investment Fund wasin full compliance with the County of Riverside'sTreasurer'sState- ment of Investment Policy. the County'sStatement of Investment Policy ismore restrictive than California Gov- ernment Code 53646. The County'slnvestment Policy isreviewed annually by the County of Riverside'sOver- sight Committee and approved by the Board of Supervisors. Investment Category MUNICIPALBONDS(MUNI) U.S. TREASURIES LOCALAGENCY OBUGATIONS(LAO) FEDERAL AG EN C I ES GOVERNMENT CODE Maximum Authorized % S&P/ Remaining Limit Moody's Maturity COUNTY INVESTMENTPOLICY Maximum Remaining Maturity Authorized % S&P/Moody's/ Limit Fitch Actual % 5 YEARS NO LIMIT NA 4 YEARS 15% AA-/Aa3/AA- 2.11% 5 YEARS NO LIMIT NA 5 YEARS 100% NA 11.02% 5YEARS NO LIMIT NA 3YEARS 2.50% INVESTMENT <0.01% GRADE 5 YEARS NO LIMIT AAA 5 YEARS 100% NA 58.40% COM MERC IAL PAPER (C P) 270 DAYS 40% Al/P1 270 DAYS 40% Al/P1/F1 12.20% CERTIFlCAIE&TIME DE- 5 YEARS 30% NA 1 YEAR 25% Al/P1/F1 5.37% POSITS(NCD &TCD) Combined INTLBANKFORRECON- SIRUCTION AND DEVELOP- M ENTAND INTL FINANC E CORPORATION REPURCHASE AG REEM ENTS (REPO) REVERSE REPOS MEDIUM TERM NOTES (MTNO) C ALTRUST SHO RT TERM FUND NA NA NA 4 YEARS 20% AA/Aa/AA 0.00% 40%max, 25% 1 YEARS NO LIMIT NA 45 DAYS in term repo Al/P1/F1 0.00% over 7days 92 DAYS 20% NA 60 DAYS 10% NA 0.00% 5 YEARS 30% A 3 YEARS 20% AA/Aa2/AA 1.14% NA NA NA DAILY 1.00% NA 0.06% LIQUIDITY MONEY MARKET 60 DAYS 20% AAA/Aaa (2) DAILY 20% AAA by 2 Of 3 5.91% M UTUAL FUNDS (M M F) LIQUIDITY RATINGS LOCALAGENCY NA NA NA DAILY Max NA 0.00% INVESTMENTFUND (LAIF) LIQUIDITY $50 million CASH/ DEPOSIT COUNT AC- J NA NA NA NA NA NA 3.79% II 1 Money Market Mutual Fundsmaturity may be interpreted asa weighted average maturity not exceeding 60 days. 2Ormust have an investment advisor with no fewerthan 5 yearsexperience and with assetsundermanagement of $500,000,000 USD. THIS COMPLETES-1HEREPO RTREQUIRENIENTSOFCALIFORNIA GOVERNMENTCODE53646. COUNTY OF RIVERSIDE TREASURER -TAX COLLECTOR 313 8 Month End Portfolio Holdings CUSP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Years To Date To Mat Value Value Price Value Gain/Loss Duration Maturity Fund: 1 POOL FUND 1060: M M KT AC C1S-A/ 365-6 FRGXX FIDEUIYGOV GOFXX FEDERA1ED GOV WFFXX WELLS FARGO GOV FG1XX GOLDMAN SACHSGOV 04/01/2020 .666 .666 121,000,000.00 121,000,000.00 100.000000 121,000,000.00 0.00 .003 .003 04/01/2020 .456 .456 66,000,000.00 66,000,000.00 100.000000 66,000,000.00 0.00 .003 .003 04/01/2020 1.056 1.056 121,000,000.00 121,000,000.00 100.000000 121,000,000.00 0.00 .003 .003 04/01/2020 .464 .464 121,000,000.00 121,000,000.00 100.000000 121,000,000.00 0.00 .003 .003 .687 .687 429,000,000.00 429,000,000.00 100.000000 429,000,000.00 0.00 .003 1065: CL1R-A/365-6 CLIR CAL1RUST91TTERM FUND 04/01/2020 1.749 1.706 4,015,944.14 4,023,976.03 100.200000 4,023,976.03 0.00 .003 .003 1.749 1.706 4,015,944.14 4,023,976.03 100.200000 4,023,976.03 0.00 .003 1080: MGD RA1E-A/365-6 CAS -I BANK OFTHEWEST 04/01/2020 .750 .750 25,000,000.00 25,000,000.00 100.000000 25,000,000.00 0.00 .003 .003 .750 .750 25,000,000.00 25,000,000.00 100.000000 25,000,000.00 0.00 .0 1170: MGD RA1E-A/360 CA9-I PACIFIC PREMIER BANK 04/01/2020 1.530 1.530 0.00 0.00 .000000 0.00 0.00 .000 .003 CAS -I FIRSTFEPUBLIC BANK 04/01/2020 1.515 1.515 0.00 0.00 .000000 0.00 0.00 .000 .003 CAS -I UBMANAGED RAZE 04/01/2020 1.505 1.505 250,000,000.00 250,000,000.00 100.000000 250,000,000.00 - 0.00 - .003 .003 1.505�! 250,000,000.00 W50,000,000.00 100.000000 250,000,000.00 0.00 .003 .003 1175: LAO-SNKING FND-A/360 LAO USDISTCOURTHOUSE 06/15/2020 2.408 2.408 40,000.00 40,000.00 100.000000 40,000.00 0.00 -.047 .208 1300: U.S 1EAASURY BILL 912796116 U.S 1REASURY BILL 2.408 2.408 40,000.00 40,000.00 100.000000 40,000.00 0.00 -.047 .208 05/07/2020 1.523 1.535 25,000,000.00 24,807,509.72 99.994000 24,998,500.00 190,990.28 .100 .101 1.523 1.535 25,000,000.00 24,807,509.72 99.994000 24,998,500.00 190,990.28 .100 ' .101 1310: U.S 1RFASURY BOND 912828Y46 U.S 1REASURY BOND 07/31/2020 2.625 1.662 25,000,000.00 25,179,687.50 100.867000 25,216,750.00 37,062.50 .331 .334 912828L32 U.S 1REASURY BOND 08/31/2020 1.375 1.627 50,000,000.00 49,898,437.50 100.531000 50,265,500.00 367,062.50 .416 .419 912828YC8 U.S 1REASJRY BOND 08/31/2021 1.500 1.711 25,000,000.00 24,906,250.00 101.863000 25,465,750.00 559,500.00 1.394 1.419 9128287 U.S 1REASURY BOND 06/30/2021 1.125 1.735 25,000,000.00 24,753,906.25 101.273000 25,318,250.00 564,343.75 1.231 1.249 912828YE4 U.S TREASURY BOND 08/31/2024 1.250 1.702 25,000,000.00 24,479,492.19 103.949000 25,987,250.00 1,507,757.81 4.269 4.422 912828L99 U.S IREASJRYBOND 10/31/2020 1.375 1.634 50,000,000.00 49,876,953.13 100.719000 50,359,500.00 482,546.87 .575 .586 9128283Q1 U.S IREASJRYBOND 01/15/2021 2.000 1.647 50,000,000.00 50,193,359.38 101.531000 50,765,500.00 572,140.62 .778 .795 912828PC8 U.S IREASJRYBOND 11/15/2020 2.625 1.638 50,000,000.00 50,455,078.13 101.586000 50,793,000.00 337,921.87 .611 .627 912828A42 U.S IREASJRYBOND 11/30/2020 2.000 1.639 50,000,000.00 50,173,828.13 101.289000 50,644,500.00 470,671.87 .656 .668 9128283Q1 U.S IREASJRYBOND 01/15/2021 2.000 1.643 50,000,000.00 50,193,359.38 101.531000 50,765,500.00 572,140.62 .778 .795 9128283Q1 U.S IREASJRYBOND 01/15/2021 2.000 1.637 25,000,000.00 25,097,656.25 101.531000 25,382,750.00 285,093.75 .778 .795 912828YV6 U.S IREASJRYBOND 11/30/2024 1.500 1.751 25,000,000.00 24,705,078.13 105.301000 26,325,250.00 1,620,171.87 4.462 4.671 9128283Q1 U.S IREASJRYBOND 01/15/2021 2.000 1.626 25,000,000.00 25,097,656.25 101.531000 25,382,750.00 285,093.75 .778 .795 9128283Q1 U.S 1REASJRY BOND 01/15/2021 2.000 1.645 50,000,000.00 50,185,546.88 101.531000 50,765,500.00 579,953.12 .778 .795 912828222 U.S IREASJRY BOND 10/15/2020 1.625 1.649 25,000,000.00 24,995,117.19 100.809000 25,202,250.00 207,132.81 .530 .542 9128283Q1 U.S IREA9JRYBOND 01/15/2021 2.000 1.606 50,000,000.00 50,201,171.88 101.531000 50,765,500.00 564,328.12 .778 .795 912828VV9 U.S TRFA9JRYBOND 08/31/2020 2.125 1.615 50,000,000.00 50,166,015.63 100.832000 50,416,000.00 249,984.37 .416 .419 9128283Q1 U.S 1REASJRY BOND 01/15/2021 2.000 1.605 50,000,000.00 50,195,312.50 101.531000 50,765,500.00 570,187.50 .778 .795 912828L32 U.S 1REASJRY BOND 08/31/2020 1.375 1.591 50,000,000.00 49,937,500.00 100.531000 50,265,500.00 328,000.00 .416 .419 912828XE5 U.S 1REASJRY BOND 05/31/2020 1.500 1.555 25,000,000.00 24,995,117.19 100.231000 25,057,750.00 62,632.81 .166 .167 1.835 1.639 775,000,000.00 775,686,523.49 101.407774 785,910,250.00 10,223,726.51 .908 1425: FHLM C-Fxd-S 30/ 360 3134GAVF8 FHLMC 3.5YrNc1YrE 05/08/2020 1.200 1.200 15,000,000.00 15,000,000.00 100.084000 15,012,600.00 12,600.00 .103 .104 3134GAX22 FHLM C 4YrNc 6M o E 11/25/2020 1.370 1.370 25,000,000.00 25,000,000.00 100.533000 25,133,250.00 133,250.00 .642 .655 3134GAYK4 FHLM C 4YrNc 1YrE 11/30/2020 1.440 1.440 10,000,000.00 10,000,000.00 100.594000 10,059,400.00 59,400.00 .658 .668 3134G9W37 FHLM C 2.5YrNc 3M o B 08/10/2020 1.450 2.421 10,000,000.00 9,769,000.00 100.093000 10,009,300.00 240,300.00 .357 .362 3134GSv1F9 FHLM C 5YrNc 3YrE 05/26/2023 3.000 3.000 15,000,000.00 15,000,000.00 102.660000 15,399,000.00 399,000.00 2.957 3.153 3134GS3L2 FHLMC 5YrNc2YrE 06/29/2023 3.100 3.100 5,000,000.00 5,000,000.00 100.621000 5,031,050.00 31,050.00 3.041 3.247 3134G1EB5 FHLMC 5YrNc1YrE 04/24/2024 2.625 2.625 15,000,000.00 15,000,000.00 100.129000 15,019,350.00 19,350.00 3.788 4.068 3134G13X5 FHLMC 5YrNc1YrE 04/24/2024 2.610 2.610 15,000,000.00 15,000,000.00 100.126000 15,018,900.00 18,900.00 3.789 4.068 3134G13X5 FHLMC 5YrNc1YrE 04/24/2024 2.610 2.610 15,000,000.00 15,000,000.00 100.126000 15,018,900.00 18,900.00 3.789 4.068 3134G1KG7 FHLMC 5YrNc2YrB 05/03/2024 2.600 2.600 10,000,000.00 10,000,000.00 102.120000 10,212,000.00 212,000.00 3.815 4.093 3134G1S=1 FHLMC 3YrNc1YrE 06/10/2022 2.400 2.400 5,000,000.00 5,000,000.00 100.353000 5,017,650.00 17,650.00 2.108 2.195 3134GM4 FHLMC 1YrNc1YrE 07/01/2024 2.125 2.125 15,000,000.00 15,000,000.00 100.366000 15,054,900.00 54,900.00 4.023 4.255 3134GTYT4 FHLMC 1YrNc1YrE 07/01/2024 2.125 2.125 15,000,000.00 15,000,000.00 100.366000 15,054,900.00 54,900.00 4.023 4.255 3134G1YS6 FHLMC 3YrNc1YrE 07/01/2022 2.000 2.000 15,000,000.00 15,000,000.00 100.377000 15,056,550.00 56,550.00 2.179 2.252 3134G1YP2 FHLMC 2.75YrNc9MoE 04/01/2022 2.000 2.000 15,000,000.00 15,000,000.00 100.000000 15,000,000.00 0.00 1.944 2.003 3134GTYT4 FHLMC 5YrNc1YrE 07/01/2024 2.125 2.125 15,000,000.00 15,000,000.00 100.366000 15,054,900.00 54,900.00 4.023 4.255 3134G1XJ7 FHLMC 5YrNc1YrE 07/08/2024 2.190 2.190 50,000,000.00 50,000,000.00 100.418000 50,209,000.00 209,000.00 4.035 4.274 3134GTA37 FHLMC 5YrNc1YrE 07/15/2024 2.150 2.150 15,000,000.00 15,000,000.00 100.414000 15,062,100.00 62,100.00 4.058 4.293 3134GTA52 FHLMC 5YrNc1YrQ 07/15/2024 2.300 2.300 5,000,000.00 5,000,000.00 100.481000 5,024,050.00 24,050.00 4.043 4.293 3134GTA37 FHLMC 5YrNc1YrE 07/15/2024 2.150 2.150 5,000,000.00 5,000,000.00 100.414000 5,020,700.00 20,700.00 4.058 4.293 3134G1W82 FHLMC 5YrNc1YrQ 08/07/2024 2.150 2.150 5,000,000.00 5,000,000.00 100.528000 5,026,400.00 26,400.00 4.119 4.356 3134GUHK9 FHLMC 5YrNc1Q 10/15/2024 1.875 1.875 10,000,000.00 10,000,000.00 100.625000 10,062,500.00 62,500.00 4.295 4.545 3134GUWP1 FHLM C 4YrNc 1YrB 11/27/2023 1.800 1.800 15,000,000.00 15,000,000.00 100.797000 15,119,550.00 119,550.00 3.501 3.660 3134GU1X8 FHLMC 3.75YrNc9MoB 08/28/2023 1.800 1.814 695,000.00 694,652.50 100.506000 698,516.70 3,864.20 3.299 3.411 3134GUWS5 FHLMC 3YrNc3MoB 12/02/2022 1.900 1.900 10,000,000.00 10,000,000.00 100.234000 10,023,400.00 23,400.00 2.575 2.674 3134GUWR7 FHLM C 4YrNc 7M o B 12/12/2023 1.900 1.900 10,000,000.00 10,000,000.00 100.246000 10,024,600.00 24,600.00 3.534 3.701 3134GUYX2 FHLMC 5YrNc6MoB 06/19/2024 2.000 2.000 15,000,000.00 15,000,000.00 100.296000 15,044,400.00 44,400.00 4.002 4.222 3134GUG38 FHLMC 3.5YrNc1YrB 06/23/2023 1.800 1.800 15,000,000.00 15,000,000.00 101.003000 15,150,450.00 150,450.00 3.108 3.230 3134GUG38 FHLMC 3.5YrNc1YrB 06/23/2023 1.800 1.822 9,000,000.00 8,993,250.00 101.003000 9,090,270.00 97,020.00 3.107 3.230 3134GUH45 FHLM C 4YrNc 1YrB 12/28/2023 1.900 1.900 20,000,000.00 20,000,000.00 101.007000 20,201,400.00 201,400.00 3.579 3.745 3134GUM72 FHLM C 4YrNc 1YrB 12/28/2023 1.900 1.900 10,000,000.00 10,000,000.00 100.983000 10,098,300.00 98,300.00 3.579 3.745 3134GU2V1 FHLM C 4YrNc 6M oQ 01/16/2024 1.900 1.900 25,000,000.00 25,000,000.00 100.372000 25,093,000.00 93,000.00 3.628 3.797 3134G1JY38 FHLMC 5YrNc6MoQ 01/16/2025 2.000 2.000 24,747,000.00 24,747,000.00 100.141000 24,781,893.27 34,893.27 4.529 4.800 3134G1.1260 FHLM C 4YrNc 6M oQ 01/17/2024 1.900 1.900 15,000,000.00 15,000,000.00 100.372000 15,055,800.00 55,800.00 3.631 3.800 3134GU4E7 FHLMC 4.5YrNc1YrQ 07/22/2024 1.850 1.850 25,000,000.00 25,000,000.00 101.006000 25,251,500.00 251,500.00 4.109 4.312 3134GU7L8 FHLMC3.5YrNc6MoQ 08/10/2023 1.700 1.700 15,000,000.00 15,000,000.00 100.389000 15,058,350.00 58,350.00 3.243 3.362 3134GVBK3 FHLMC 3.5YrNc6MoB 08/10/2023 1.750 1.750 5,000,000.00 5,000,000.00 100.391000 5,019,550.00 19,550.00 3.240 3.362 314 C 0 UN1Y O F RIV ERSDE 1REASJRER-TAX C 0 LLEC1D R 9 Month End Portfolio Holdings CUSIP Description Maturity Coupon Yield Date To Mat Pa r Value Book Value Market Price Market Value Unrealized Modified Years To Gain/Loss Duration Maturity 3134GVAU2 FHLMC 4YrNc6MoB 3134GVCD8 FHLMC 4YrNc6MoB 3134GVC29 FHLMC 5YrNc1YrB 3134GVCR7 FHLMC5YrNc1YrB 3136G4UG6 FHLMC 5YrNc 1YrB 3134GVDC9 FHLMC 3YrNc9MoB 3134GVCP1 FHLMC 4YrNc 1YrE 3134GVDW5 FHLMC 1YrNc3MoB 3134GVDPO FHLMC 5YrNc6MoB 3134GVEM6 FHLMC 3YrNc6MoB 3134GVCY2 FHLMC 3YrNc3MoB 3134GVHU5 FHLMC 2YrNc3MoB 3134GVHE1 FHLMC 5YrNc3MoB 3134GVHJO FHLMC 5YrNc3MoB 3134GVHM3 FHLMC 1.5YrNc3MoB 02/12/2024 02/ 24/ 2024 02/18/2025 02/19/2025 02/19/2025 11 / 20/ 2023 02/26/2024 08/26/2021 02/27/2025 02/28/2023 02/28/2023 03/30/2022 03/26/2025 03/26/2025 09/30/2021 1465: FHLMC-SIEP%-S30/360 3134G9R66 FHLMC 5YrNc3MoB 3134G9U47 FHLMC 5YrNc3MoB 3134GADP6 FHLMC 5YrNc3MoB 3134GAQV9 FHLMC 5YrNc6MoB 3134GAQV9 FHLMC 5YrNc6MoB 3134GASF2 3134GASF2 3134GATA2 3134GA1B0 3134GATA2 3134GAUAO 3134GAYF5 3134G9213 FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB FHLMC 5YrNc3MoB 1476: FHLMC-Var-SOFR.Q A/360 3134GVHN1 FHLMC 1.5Yr 3134GVHN1 FHLMC 1.5Yr 3134GVHN1 FHLMC 1.5Yr 3134GVHN1 FHLMC 1.5Yr 3134GVHN1 FHLMC 1.5Yr 3134GVHV3 FHLMC 1.5Yr 08/10/2021 08/25/2021 09/13/2021 10/27/2021 10/27/2021 10/27/2021 10/27/2021 10/27/2021 11/10/2021 10/27/2021 11/30/2021 11/26/2021 08/08/2023 09/ 23/ 2021 09/ 23/ 2021 09/ 23/ 2021 09/ 23/ 2021 09/ 23/ 2021 09/ 30/ 2021 1525: FNMA-Fxd-S 30/ 360 3136G3WC5 FNMA 4YrNc6MoE 3135G0160 FNMA 3Yr 3135G0178 FNMA 4.83Yr 3135G0194 3135G0U43 3136G41Y9 3136G0787 3136G4UG6 3135G0Y49 3135G0X24 FNMA 5Yr FNMA 4.41Yr FNMA 5YrNc 1 YrQ FNMA 1.75YrNc2MoB FNMA 5YrNc 1 YrB FNMA 3YrNc 6M o B FNMA 4.83Yr 1565: FNMA-SIEP%-S 30/ 360 3136G3XT7 FNMA 5YrNc6MoB 1576: FNMA-Var-SDFR-Q A/360 3135G02H5 FNMA 1.5Yr 3135G02F9 FNMA 1Yr 3135G02K8 FNMA 2Yr 1700: FHLB-DISC NO1E 313384WG0 FHLB DISC N1E 313384WM7 FHLB DISC N1E 313384XT1 FHLB DISC N1E 313384WK1 FHLB DISC N1E 313384WW5 FHLB DISC N1E 313384WW5 FHLB DISC N1E 313384WL9 FHLB DISC N1E 313384WW5 FHLB DISC N1E 313384XP9 FHLB DISC N1E 313384XY0 FHLB DISC N1E 313384WM7 FHLB DISC N1E 313384W78 FHLB DISC N1E 313384WS4 FHLB DISC N1E 313384WP0 FHLB DISC N1E 313384W12 FHLB DISC N1E 313384YF0 FHLB DISC N1E 313384WW5 FHLB DISC N1E 313384A66 FHLB DISC N1E 313384L64 FHLB DISC N1E 313384D71 FHLB DISC N1E 1725: FHLB-Fxd-S 30/ 360 3130A7PV1 FHLB 5Yr 3130A7PU3 FHLB4Yr 07/13/2020 07/ 30/ 2020 10/05/2022 01/19/2023 09/12/2023 10/ 28/ 2024 10/ 26/ 2021 02/19/2025 02/21/2023 01/07/2025 1.800 1.750 1.700 1.800 1.770 1.700 1.600 1.550 1.700 1.500 1.800 1.150 1.400 1.500 1.000 1.876 1.500 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.500 1.611 .330 .330 .330 .330 .330 .330 .330 1.350 1.500 2.000 2.375 2.875 2.000 1.800 1.770 1.700 1.625 1.995 1.800 1.750 1.700 1.800 1.770 1.700 1.605 1.550 1.700 1.500 1.800 1.150 1.410 1.500 1.000 1.891 1.500 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 1.625 2.399 1.636 .330 .330 .330 .330 .330 .330 .330 1.350 1.604 2.322 2.495 2.333 2.000 1.800 1.770 1.700 1.094 1.913 5,000,000.00 5,000,000.00 10,000,000.00 5,785,000.00 5,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 26,400,000.00 10,000,000.00 36,000,000.00 35,000,000.00 5,000,000.00 5,000,000.00 25,000,000.00 722,627,000.00 15,000,000.00 15,000,000.00 16,500,000.00 15,000,000.00 15,000,000.00 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 5,000,000.00 177,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 150,000,000.00 10,000,000.00 10,000,000.00 15,000,000.00 10,000,000.00 30,000,000.00 10,000,000.00 50,000,000.00 5,000,000.00 15,000,000.00 10,000,000.00 165,000,000.00 5,000,000.00 5,000,000.00 10,000,000.00 5,785,000.00 5,000,000.00 10,000,000.00 9,998,000.00 10,000,000.00 26,400,000.00 10,000,000.00 36,000,000.00 35,000,000.00 4,997,500.00 5,000,000.00 25,000,000.00 722,384,402.50 15,000,000.00 15,000,000.00 16,500,000.00 15,000,000.00 15,000,000.00 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 4,790,170.00 176,790,170.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 150 000,000.00 10,000,000.00 9,969,700.00 14,782,200.00 9,944,100.00 30,670,500.00 10,000,000.00 50,000,000.00 5,000,000.00 15,000,000.00 10,247,300.00 165,613,800.00 100.397000 100.221000 100.821000 100.892000 100.757000 100.548000 100.919000 100.083000 100.309000 100.319000 100.141000 100.005000 100.050000 100.060000 100.031000 100.465395 100.093000 100.165000 100.216000 100.049000 100.049000 100.075000 100.075000 100.084000 100.106000 100.084000 100.140000 100.150000 100.049000 100.106480 99.970000 99.970000 99.970000 99.970000 99.970000 99.970000 99.970000 100.305000 100.434000 103.612000 105.390000 107.800000 100.672000 100.338000 100.757000 100.476000 104.969000 102.628515 07/ 27/ 2021 1.625 1.625 15,000,000.00 15,000,000.00 100.068000 1.625 1.625 15,000,000.00 12,000.00 100.068000 09/ 16/ 2021 03/ 16/ 2021 03/ 16/ 2022 .170 .130 .230 .170 .130 .230 177 05/ 01 / 2020 1.530 1.542 05/06/2020 1.569 1.582 06/05/2020 1.550 1.562 05/04/2020 1.570 1.580 05/15/2020 1.570 1.577 05/15/2020 1.570 1.577 05/05/2020 1.560 1.566 05/ 15/ 2020 1.565 1.571 06/01/2020 1.530 1.537 06/10/2020 .486 .487 05/06/2020 .560 .560 05/18/2020 .500 .500 05/11/2020 .500 .500 05/ 08/ 2020 .485 .485 05/12/2020 .570 .571 06/17/2020 .520 .521 05/15/2020 .570 .571 08/03/2020 .520 .521 10/22/2020 .300 .301 08/ 28/ 2020 .050 .050 AU- 25,000,000.00 25,000,000.00 25,000,000.00 75,000,000.00 25,000,000.00 25,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 25,000,000.00 70,000,000.00 25,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 50,000,000.00 75,000,000.00 50,000,000.00 945,000,000`90 25,000,000.00 25,000,000.00 25,000,000.00 75.000.000.00 99.970000 99.981000 99.802000 99.917667 24,809,812.50 24,801,695.83 49,608,194.44 49,686,000.00 49,768,861.11 24,884,430.56 69,745,200.00 24,901,100.69 49,783,250.00 49,938,575.00 49,956,444.44 49,952,778.78 49,957,638.89 49,962,277.78 49,952,500.00 49,930,666.67 49,950,125.00 49,899,611.11 74,867,500.00 49,989,513.89 942 346.176.69 99.994000 99.993000 99.987000 99.994000 99.991000 99.991000 99.993000 99.991000 99.988000 99.986000 99.993000 99.991000 99.992000 99.993000 99.992000 99.985000 99.991000 99.962000 99.921000 99.955000 99.981810 5,019,850.00 5,011,050.00 10,082,100.00 5,836,602.20 5,037,850.00 10,054,800.00 10,091,900.00 10,008,300.00 26,481,576.00 10,031,900.00 19,850.00 11,050.00 82,100.00 51,602.20 37,850.00 54,800.00 93,900.00 8,300.00 81,576.00 31,900.00 36,050,760.00 50,760.00 35, 001, 750.00 1,750.00 5,002,500.00 5,000.00 5,003,000.00 3,000.00 25,007,750.00 7,750.00 725, 990, 068.1 /N3, 605, 665.67 15,013,950.00 15,024,750.00 16,535,640.00 15,007,350.00 15,007,350.00 15,011,250.00 15,011,250.00 10,008,400.00 17,018,020.00 14,011,760.00 4,506,300.00 20,030,000.00 5,002,450.00 177,188,470.00 24,992,500.00 24,992,500.00 24,992,500.00 24,992,500.00 24,992,500.00 24,992,500.00 149,955,000.00 10,030,500.00 10,043,400.00 15,541,800.00 10,539,000.00 32,340,000.00 10,067,200.00 50,169,000.00 5,037,850.00 15,071,400.00 10,496,900.00 169,337,050.00 13,950.00 24,750.00 35,640.00 7,350.00 7,350.00 11,250.00 11,250.00 8,400.00 18,020.00 11,760.00 6,300.00 30,000.00 212,280.00 398,300.00 -7,500.00 -7,500.00 -7,500.00 -7,500.00 -7,500.00 -7,500.00 -45,000.00_ 30,500.00 73,700.00 759,600.00 594,900.00 1,669,500.00 67,200.00 169,000.00 37,850.00 71,400.00 249,600.00 3,723,250.00 15,010,200.00 10,200.00 3.708 3.745 4.656 4.646 4.649 3.505 3.763 1.381 4.680 2.840 2.825 1.972 4.799 4.787 1.490 3.221 3.871 3.904 4.890 4.893 4.893 3.641 3.910 1.405 4.915 2.915 2.915 1.997 4.989 4.989 1.501 3.380 1.339 1.362 1.378 1.403 1.427 1.455 1.539 1.575 1.539 1.575 1.537 1.575 1.537 1.575 1.539 1.575 1.573 1.614 1.539 1.575 1.631 1.668 1.617 1.658 3.235 3.356 1.560 1.M 1.473 1.473 1.473 1.473 1.473 1.496 1.477 .283 .329 2.409 2.680 3.265 4.315 1.529 4.649 2.803 4.570 2.428 1.482 1.482 1.482 1.482 1.482 1.501 1.485 .285 .332 2.515 2.805 3.452 4.581 1.573 4.893 2.896 4.775 W.539 1.302 1.323 15, 010, 200.00 10, 200.00 1.302 1.323 24,992,500.00 24,995,250.00 24,950,500.00 74,938,252.00 24,998,500.00 24,998,250.00 49,993,500.00 49,997,000.00 49,995,500.00 24,997,750.00 69,995,100.00 24,997,750.00 49,994,000.00 49,993,000.00 49,996,500.00 49,995,500.00 49,996,000.00 49,996,500.00 49,996,000.00 49,992,500.00 49,995,500.00 49,981,000.00 74,940,750.00 49,977,500.00 944,828,100.00 -7,500.00 -4,750.00 -49,500.00 -61.750.00 188,687.50 196,554.17 385,305.56 311,000.00 226,638.89 113,319.44 249,900.00 96,649.31 210,750.00 54,425.00 40,055.56 42,721.22 38,361.11 34,222.22 43,500.00 61,833.33 45,375.00 81,388.89 73,250.00 -12,013.89 2,481,923.31 04/05/2021 1.375 1.390 5,000,000.00 4,996,350.00 101.100000 5,055,000.00 58,650.00 04/06/2020 1.200 1.210 10,000,000.00 9,996,000.00 100.013000 10,001,300.00 5,300.00 1.446 .953 1.934 1.444 1.463 .959 1.959 1.460 .084 .085 .097 .099 .178 .181 .092 .093 .121 .123 .121 .123 .094 .096 .121 .123 .167 .170 .193 .195 .098 .099 .131 .132 .112 .112 .104 .104 .114 .115 .212 .214 .123 .123 .340 .342 .560 .562 .410 .411 .189 .994 1.014 .016 .016 C 0 UN-1Y O F FUV ERSDE 1REASJRER-TAX C 0 LLEC IO R 315 10 Month End Portfolio Holdings CUSP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Years To Date To Mat Value Value Price Value Gain/Loss Duration Maturity 3130ABYZi 3130AC2C7 3130ABZE9 3130ABY34 313379Q69 3130ADFW7 3130A0XD7 3130A0XD7 313378WG 2 313382AX1 3130AE6U9 3130AE6U9 3130A8R54 313378WG 2 3130AHE33 3130AHE66 3130AHG 64 FHLB 2.75YrNc 9M oE FHLB 3YrNc 1 YrE FHLB 3YrNc 1 YrE FHLB 2.5Yr FHLB 4.5 Yr FHLB 3Yr FHLB 3Yr FHLB 3Yr FHLB 4.08Yr FHLB 4.9Yr FHLB 3Yr FHLB 3Yr FHLB4.9YrNc1Mo FHLB 2.91Yr FHLB 5YrNc 1YrQ FHLB 5YrNc 1YrQ FHLB 5YrNc 1YrQ 05/ 22/ 2020 08/ 28/ 2020 08/ 28/ 2020 05/ 29/ 2020 06/ 10/ 2022 01/25/2021 03/ 12/ 2021 03/ 12/ 2021 03/ 11 / 2022 03/ 10/ 2023 05/07/2021 05/07/2021 07/ 28/ 2023 03/ 11 / 2022 10/21/2024 10/21/2024 10/ 28/ 2024 3130AHG31 FHLB 5YrNc2YrQ 10/29/2024 3130AHG 6 FHLB 3YrNc 6M 0 Q 10/28/2022 3130AHM59 FHLB 1.75YrNc9MoB 08/27/2024 3130A94N8 FHLB 1.6 YrNc2MoB 08/25/2021 3130AHM M2 FHLB4.5YrNc1YrA 06/11/2024 3130AHN66 FHLB 5YrNc 1 YrA 12/ 16/ 2024 3130AHQ R7 FHLB 5YrNc 1 YrA 12/ 23/ 2024 3130AHVZ3 FHLB 5YrNc 6M0Q 01/ 13/2025 3130AHWB5 FHLB 5YrNc 6M0Q 01/21/2025 3130AHWB5 FHLB 5YrNc 6M0Q 01/21/2025 3130AHXA6 FHLB 2.5YrNc 6M o B 07/ 22/ 2022 3130A8XW8 FHLB 2.58YrNc 1M o Q 08/25/2022 3130AJ5F2 FHLB 5YrNc 1Yr 02/12/2025 3130AJA33 FHLB 3YrNc3MoB 02/28/2023 3130AJF95 FHLB 5YrNc 1YrA 03/24/2025 3130AJB65 FHLB4YrNc6Mo 03/25/2024 3130AJAX7 FHLB 4YrNc 1 Yr 03/ 25/ 2024 3130AJC23 FHLB5YrNc6MoA 03/25/2025 1.600 1.600 5,000,000.00 5,000,000.00 100.172000 2.000 1.790 10,000,000.00 10,061,000.00 100.713000 1.650 1.650 5,000,000.00 5,000,000.00 100.570000 1.613 1.813 10,000,000.00 9,950,500.00 100.200000 2.125 2.182 7,975,000.00 7,955,620.75 103.843000 2.200 2.212 15,000,000.00 14,994,900.00 101.571000 2.375 2.484 10,000,000.00 9,968,000.00 101.930000 2.375 2.489 10,000,000.00 9,966,500.00 101.930000 2.500 2.619 10,000,000.00 9,954,700.00 104.152000 2.125 2.716 11,750,000.00 11,432,397.50 104.805000 2.700 2.725 7,650,000.00 7,644,492.00 102.637000 2.700 2.703 10,000,000.00 9,999,100.00 102.637000 1.800 2.965 3,700,000.00 3,504,196.00 100.002000 2.500 2.308 30,000,000.00 30,158,100.00 104.152000 2.000 2.000 10,000,000.00 10,000,000.00 100.748000 2.000 2.000 10,000,000.00 10,000,000.00 100.751000 2.000 2.000 10,000,000.00 10,000,000.00 100.775000 1.800 1.800 25,000,000.00 25,000,000.00 102.044000 2.000 2.000 50,000,000.00 50,000,000.00 100.112000 1.875 1.886 11,200,000.00 11,194,400.00 100.495000 1.700 1.735 25,000,000.00 24,985,000.00 100.151000 1.850 1.850 15,000,000.00 15,000,000.00 100.873000 1.940 1.940 10,000,000.00 10,000,000.00 100.951000 1.970 1.970 5,000,000.00 5,000,000.00 100.755000 2.000 2.000 10,000,000.00 10,000,000.00 100.347000 2.000 2.000 10,000,000.00 10,000,000.00 100.364000 2.000 2.000 10,000,000.00 10,000,000.00 100.364000 1.750 1.750 50,000,000.00 50,000,000.00 100.348000 1.801 1.801 25,000,000.00 25,000,000.00 100.168000 1.750 1.750 7,250,000.00 7,250,000.00 100.032000 1.800 1.800 15,000,000.00 15,000,000.00 100.110000 1.300 1.300 10,000,000.00 10,000,000.00 99.907000 1.620 1.620 6,200,000.00 6,200,000.00 100.256000 1.550 1.550 10,300,000.00 10,300,000.00 100.573000 1.500 1.500 5,000,000.00 5,000,000.00 100.068000 1.939 1.965 491,025,000.00 490,511,256.25 101.092902 496,391,422.25 5,880,1 5,008,600.00 10,071,300.00 5,028,500.00 10,020,000.00 8,281,479.25 15,235,650.00 10,193,000.00 10,193,000.00 10,415,200.00 12,314,587.50 7,851,730.50 10,263,700.00 3,700,074.00 31,245,600.00 10,074,800.00 10,075,100.00 10,077,500.00 25,511,000.00 50,056,000.00 11,255,440.00 25,037,750.00 15,130,950.00 10,095,100.00 5,037,750.00 10,034,700.00 10,036,400.00 10,036,400.00 50,174,000.00 25,042,000.00 7,252,320.00 15,016,500.00 9,990,700.00 6,215,872.00 10,359,019.00 8,600.00 10,300.00 28,500.00 69,500.00 325,858.50 240,750.00 225,000.00 226,500.00 460,500.00 882,190.00 207,238.50 264,600.00 195,878.00 1,087,500.00 74,800.00 75,100.00 77,500.00 511,000.00 56,000.00 61,040.00 52,750.00 130,950.00 95,100.00 37,750.00 34,700.00 36,400.00 36,400.00 174,000.00 42,000.00 2,320.00 16,500.00 -9,300.00 15,872.00 59,019.00 5,003,400.00 3,400.00 .141 .407 .407 .160 2.117 .802 .930 .930 1.883 2.825 1.066 1.066 3.183 1.886 4.296 4.296 4.315 4.343 2.477 4.220 1.375 3.996 4.454 4.470 4.521 4.543 4.543 2.246 2.335 4.633 2.825 4.806 3.842 3.847 4.783 2.621 .142 .411 .411 .162 2.195 .822 .948 .948 1.945 2.942 1.101 1.101 3.326 1.945 4.562 4.562 4.581 4.584 2.578 4.411 1.403 4.200 4.715 4.734 4.792 4.814 4.814 2.310 2.403 4.874 2.915 4.984 3.986 3.986 4.986 2.736 1767: RILB-Var-M A/360 3130A9R10 R-lLB4Yr 09/22/2020 1.074 1.074 10,000,000.00 10,000,000.00 100.084000 10,008,400.00 8,400.00 .474 .479 3130A9FM8 R-lLB4Yr 09/22/2020 1.074 1.074 15,000,000.00 15,000,000.00 100.084000 15,012,600.00 12,600.00 .474 .479 3130A9FR7 R-lLB4Yr 09/28/2020 1.091 1.091 10,000,000.00 10,000,000.00 100.060000 10,006,000.00 6,000.00 .491 .496 3130A9FR7 FHLB4Yr 09/28/2020 1.091 1.091 15,000,000.00 15,000,000.00 100.060000 15,009,000.00 9,000.00 .491 .496 3130AJ2N8 FHLB 1.16Yr 05/03/2021 1.505 1.581 25,000,000.00 24,978,764.50 99.912000 24,978,000.00 -764.50 1.078 1.090 1.223 1.249 j,5,000,000.00 74 o a4.50 100.018667 75 014 08%00 35,2,15.50 681 1770:R-ILB-Var-Q A/360 3130A8NI% R-LB 3Yr 07/01/2020 2.034 2.034 25,000,000.00 25,000,000.00 100.037000 25,009,250.00 9,250.00 .497 .252 3130AJASB FHLB 1.25Yr 05/26/2021 1.557 1.557 75,000,000.00 75,000,000.00 99.977000 74,982,750.00-17,250.00 1.138 1.153 3130AHVS9 FHLB6Mo 09/11/2020 1.628 1.314 50,000,000.00 50,075,000.00 99.990000 49,995,000.00 -80,000.00 .441 .449 3130AHVS9 FHLB6Mo 09/11/2020 1.628 1.313 50,000,000.00 50,075,000.00 99.990000 49,995,000.00 -80,000.00 .441 .449 1.652 1.495 200,000,000.00 200,150,000.00 99.991000 199,982,000.00 -168,000.00 .709 .. 1786: FHLB-Var-SOFT-Q A/360 3130AJEC9 FHLB6Mo 09/11/2020 .095 .095 25,000,000.00 25,000,000.00 99.932000 24,983,000.00 -17,000.00 .444 .449 .095 .095 25,000,000.00 25,000,000.00 99.932000 24,983,000.00 -17,000.00 .444 1900: FFCB-DISC NOTE 313312YLB FFCBDISC NlE 06/22/2020 1.530 1.545 25,000,000.00 24,755,625.00 99.984000 24,996,000.00 240,375.00 .224 .227 313312YF1 FFCBDISC NlE 06/17/2020 1.570 1.585 25,000,000.00 24,768,861.11 99.985000 24,996,250.00 227,388.89 .210 .214 1.550 1.565 50,000,000.00 49,524416.11 00 49,992,250.00 467,763.89 1925: FFC B-Fxd-S 30/ 360 3133EGSA4 FFCB4YrNc1YrA 08/24/2020 1.320 1.320 10,000,000.00 10,000,000.00 100.000000 10,000,000.00 0.00 .397 .400 3133EGVK8 FFCB4YrNc1YrA 09/21/2020 1.350 1.350 10,000,000.00 10,000,000.00 100.000000 10,000,000.00 0.00 .473 .477 3133EGXX8 FFCB4YrNc1YrA 10/13/2020 1.340 1.340 15,000,000.00 15,000,000.00 100.014000 15,002,100.00 2,100.00 .526 .537 3133EHUL5 FFCB3Yr 08/10/2020 1.890 1.890 5,000,000.00 5,000,000.00 100.555000 5,027,750.00 27,750.00 .358 .362 3133EHJ95 FFCB3Yr 10/26/2020 1.750 1.760 20,000,000.00 19,994,000.00 100.858000 20,171,600.00 177,600.00 .560 .573 3133EH6X6 FFCB4Yr 01/12/2022 2.200 2.365 10,000,000.00 9,938,000.00 103.098000 10,309,800.00 371,800.00 1.728 1.786 3133EEM7 FFCB3Yr 03/01/2021 2.500 2.501 10,000,000.00 9,999,700.00 102.218000 10,221,800.00 222,100.00 .899 .918 3133EJCE7 FFCB2.8Yr 02/12/2021 2.350 2.474 15,000,000.00 14,948,670.00 101.701000 15,255,150.00 306,480.00 .848 .871 3133EJKN8 FFCB5Yr 04/11/2023 2.700 2.721 10,000,000.00 9,990,300.00 106.410000 10,641,000.00 650,700.00 2.852 3.030 3133EJNS4 FFCB3Yr 05/10/2021 2.700 2.747 10,000,000.00 9,986,600.00 102.573000 10,257,300.00 270,700.00 1.074 1.110 3133EJD48 FFCB5Yr 10/02/2023 3.050 3.095 10,000,000.00 9,979,300.00 108.638000 10,863,800.00 884,500.00 3.248 3.507 3133EJT74 FFCB2.9Yr 11/15/2021 3.050 2.922 10,000,000.00 10,035,700.00 104.196000 10,419,600.00 383,900.00 1.555 1.627 3133EJ3L1 FFCB1.5Yr 06/24/2020 2.750 2.757 10,000,000.00 9,999,000.00 100.649000 10,064,900.00 65,900.00 .230 .233 3133EKRP3 FFCB5YrNc2YrA 06/21/2024 2.220 2.220 10,000,000.00 10,000,000.00 101.769000 10,176,900.00 176,900.00 3.985 4.227 3133EKM45 FFCB3Yr 09/06/2022 1.500 1.529 14,435,000.00 14,422,874.60 102.165000 14,747,517.75 324,643.15 2.375 2.436 3133EKM94 FFCB4YrNc1YrA 09/11/2023 1.900 1.900 10,000,000.00 10,000,000.00 100.315000 10,031,500.00 31,500.00 3.316 3.449 3133EK2A3 FFCB5YrNc1YrA 10/15/2024 1.920 1.920 10,000,000.00 10,000,000.00 100.631000 10,063,100.00 63,100.00 4.289 4.545 3133EK4B9 FFCB5YrNc2YrA 10/28/2024 1.820 1.820 10,000,000.00 10,000,000.00 101.424000 10,142,400.00 142,400.00 4.337 4.581 3133EKP75 FFCB4.9Yr 09/17/2024 1.600 1.672 6,128,000.00 6,107,471.20 104.289000 6,390,829.92 283,358.72 4.285 4.468 3133EK4A1 FFCB4YrNc1YrA 10/30/2023 1.930 1.930 5,000,000.00 5,000,000.00 100.702000 5,035,100.00 35,100.00 3.419 3.584 3133EKQA7 FFCB4.9Yr 09/10/2024 2.080 1.688 2,064,000.00 2,101,585.44 106.039000 2,188,644.96 87,059.52 4.227 4.449 3133EK7L4 FFCB1YrNc6MoA 11/19/2020 1.660 1.660 50,000,000.00 50,000,000.00 100.196000 50,098,000.00 98,000.00 .624 .638 3133ELDE1 FFCB3YrNc3MoA 12/12/2022 1.770 1.829 25,000,000.00 24,957,500.00 100.000000 25,000,000.00 42,500.00 2.608 2.701 3133ELMD3 FFCB3YrNc1YrA 02/10/2023 1.600 1.600 10,000,000.00 10,000,000.00 100.687000 10,068,700.00 68,700.00 2.777 2.866 3133ELMD3 FFCB3YrNc1YrA 02/10/2023 1.600 1.600 10,000,000.00 10,000,000.00 100.687000 10,068,700.00 68,700.00 2.777 2.866 31336MJ0 FFCB4YrNc1YrC 02/12/2024 1.690 1.690 5,000,000.00 5,000,000.00 100.787000 5,039,350.00 39,350.00 3.717 3.871 3133ELJD7 FFCB 1.16YrNc5MoC 04/22/2021 1.620 1.620 27,910,000.00 27,910,000.00 100.319000 27,999,032.90 89,032.90 1.044 1.060 316 C 0 UN1Y 0 F RIVERSIDE 1REASJRER-TAX COLLECTOR 11 Month End Portfolio Holdings CUSIP Description Maturity Coupon Yield Date To Mat Pa r Value Book Value Market Pric e Market Value Unrealized Modified Years To Gain/Loss Duration Maturity 3133ELM D3 3133EW F7 3133ELLW2 31336_NJ9 3133ELQ F4 3133ELQ E7 3133ELQ U1 3133ELQ V9 3133ELQ V9 3133ELQ U1 3133ELQ U1 3133ELQ P2 31336_1L8 3133EL1C8 3133ELUX0 3133ELUX0 FFCB 3YrNc 1 YrA FFC B 3.5YrNc 1 YrA FFCB 2YrNc3MoA FFC B 4YrNc 2YrA FFCB5YrNc3MoA FFC B 5YrNc 1 YrA FFCB 4.25YrNc 3M oA FFCB 4.5YrNc 3M oA FFCB 4.5YrNc 3M o A FFCB 4.25YrNc 3M o A FFCB 4.25YrNc 3M o FFCB 4YrNc 6M oA FFCB 1.5YrNc3MoA FFC B 5YrNc 1 YrA FFCB 2YrNc 1 YrA FFCB 2YrNc 1YrA 1930: FFCB-Var-M A/360 3133EF156 FFCB4Yr 3133EF229 3133EG C E3 3133EG C E3 3133EG4C6 3133EJDG 1 3133EJJEO FFCB4Yr FFCB 5Yr FFCB 5Yr FFCB 3.9Yr FFCB 5Yr FFCB 3.5Yr 1936: FFCB-Var-SOFR.Q A/360 3133E1063 FFCB2Yr 3133EK6V3 FFCB3Yr 3133EK6V3 FFCB3Yr 3133EK6V3 FFCB3Yr 3133EK6V3 FFCB3Yr 3133EK6V3 FFCB3Yr 3133ELCX0 FFCB3Yr 3133ELCX0 3133ELCX0 3133ELCX0 3133ELCX0 3133ELCX0 FFCB 3Yr FFCB 3Yr FFCB 3Yr FFCB 3Yr FFCB 3Yr 02/ 10/ 2023 08/ 18/ 2023 05/ 05/ 2022 02/ 28/ 2024 03/ 03/ 2025 03/ 03/ 2025 06/ 03/ 2024 09/ 03/ 2024 09/ 03/ 2024 06/ 03/ 2024 06/ 03/ 2024 03/04/2024 09/16/2021 03/ 17/ 2025 03/ 30/ 2022 03/ 30/ 2022 04/01/2020 04/ 13/ 2020 05/ 25/ 2021 05/ 25/ 2021 01/18/2022 02/21/2023 10/04/2021 09/24/2021 11/07/2022 11 / 07/ 2022 11 / 07/ 2022 11 / 07/ 2022 11 / 07/ 2022 12/ 09/ 2022 12/ 09/ 2022 12/ 09/ 2022 12/ 09/ 2022 12/09/2022 12/09/2022 1.600 1.640 1.610 1.550 1.750 1.640 1.670 1.700 1.700 1.670 1.670 1.600 .750 1.125 1.000 1.000 1.730 1.816 1.042 1.217 1.217 .852 .994 1.381 1.216 1950: RNAC-F cd-S30/360 3132X0365 FAM CA 4.9Yr 3132X04F5 FAM CA 2.91Yr 31422BEP1 FAM CA 1.08Yr 31422BRH5 FAM CA 1.08YrNc4MoB 31422BWE6 FMARC 1YrNc6MoB 06/30/2023 07/23/2021 05/ 29/ 2020 01/13/2021 03/ 18/ 2021 .150 .320 .320 .320 .320 .320 .330 .330 .330 .330 .330 .330 .315 2.850 2.840 2.430 1.700 .720 1.600 1.640 1.615 1.550 1.750 1.640 1.682 1.700 1.700 1.676 1.686 1.600 .784 1.125 1.000 1.000 1.747 1.816 1.042 1.217 1.217 .345 .994 1.381 1.162 .150 .320 .320 .320 .320 .320 .330 .330 .330 .330 .330 .330 15,000,000.00 10,000,000.00 20,000,000.00 5,000,000.00 10,000,000.00 10,000,000.00 10,000,000.00 7,900,000.00 5,000,000.00 5,000,000.00 21,000,000.00 15,000,000.00 10,000,000.00 10,000,000.00 25,000,000.00 25,000,000.00 544,437,000.00 25,000,000.00 50,000,000.00 10,000,000.00 10,000,000.00 15,000,000.00 15,000,000.00 15,000,000.00 140 000 000.00 15,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 15,000,000.00 25,000,000.00 9,000,000.00 24,000,000.00 24,000,000.00 24,000,000.00 14,000,000.00 24,000,000.00 15,000,000.00 10,000,000.00 19,998,000.00 5,000,000.00 10,000,000.00 10,000,000.00 9,995,000.00 7,900,000.00 5,000,000.00 4,998,750.00 20,986,350.00 15,000,000.00 9,995,000.00 10,000,000.00 25,000,000.00 25,000,000.00 544,243,801.24 100.958069 25,000,000.00 50,000,000.00 10,000,000.00 10,000,000.00 15,139,095.00 15,000,000.00 15,000,000.00 140 139 095.00 100.687000 100.803000 100.010000 101.847000 100.118000 100.608000 100.094000 100.116000 100.116000 100.094000 100.094000 100.246000 99.982000 100.223000 100.024000 100.024000 100.000000 100.012000 100.270000 100.270000 100.062000 99.569000 100.011000 100.004500 15,103,050.00 10,080,300.00 20,002,000.00 5,092,350.00 10,011,800.00 10,060,800.00 10,009,400.00 7,909,164.00 5,005,800.00 5,004,700.00 21,019,740.00 15,036,900.00 9,998,200.00 10,022,300.00 25,006,000.00 25,006,000.00 549,653,079.53 25,000,000.00 50,006,000.00 10,027,000.00 10,027,000.00 15,009,300.00 14,935,350.00 15,001,650.00 140 006 300.00 103,050.00 80,300.00 4,000.00 92,350.00 11,800.00 60,800.00 14,400.00 9,164.00 5,800.00 5,950.00 33,390.00 36,900.00 3,200.00 22,300.00 6,000.00 6,000.00 5,409,278.29 0.00 6,000.00 27,000.00 27,000.00 -129,795.00 -64,650.00 1,650.00 -132 795.00 2.777 3.269 2.058 3.781 4.690 4.705 3.992 4.237 4.237 3.993 3.992 3.785 1.447 4.810 1.975 1.975 2.295 .003 .036 1.144 1.144 1.768 2.818 1.484 26 15,000,000.00 25,000,000.00 25,000,000.00 25,000,000.00 15,000,000.00 25,000,000.00 9,000,000.00 24,000,000.00 24,000,000.00 24,000,000.00 14,000,000.00 24,000,000.00 99.657000 100.105000 100.105000 100.105000 100.105000 100.105000 99.954000 99.954000 99.954000 99.954000 99.954000 99.954000 .315 249,000,000.00 249,000,000.00 100.005847 2.964 2.864 2.430 1.700 .720 10,000,000.00 10,000,000.00 25,000,000.00 40,000,000.00 25,000,000.00 9,947,900.00 9,993,300.00 25,000,000.00 40,000,000.00 25,000,000.00 106.489000 102.959000 100.430000 100.051000 100.011000 110,000,000.00 109,941,200.00 100.977682 1965: FMAC-Var-M A/360 3132X0A18 FAM CA 2.5 Yr 3132X0S77 FAM CA 3Yr 3132X0U90 FAM CA 3Yr 31422BWC0 FAM CA 1.6Yr 1986: FMAC-Var-SOFR-Q A/360 31422BWG1 FM AC 1YrFLOATING 2350: MUNIS•S30/360 419792JH0 HAWAII STALE 76222RUM 2 3733845L6 419792NF9 13063DAC2 76222RW15 76222RWU2 13063DGA0 13063DAC2 13063DAD0 544351 M M 8 13063DAD0 13063DAD0 13063DGA0 419792YK6 419792YL4 13063CSQ4 368079HQ5 365298X94 835569G M 0 RHO D E ISLAND S1AAlE G EO RG IA S1AAlE HAWAII STALE S1AAlE OF CAU FO RN IA RHODEISLAND ST& PROV RHODEISLAND ST& PROV STAIEOFCAUFORNIA STATE OFCAUFORNIA S1AAlE OF CAU FO RN IA CIT( OFLOSANGR FS S1AAlE OF CAU FO RN IA S1AAlE OF CAU FO RN IA S1AAlE OF CAU FO RN IA S1AAlE OF HAWAII S1AAlE OF HAWAII STAIEOFCAUFORNIA GAVILAN CMNiYCLG GO GARDEN GROVE USD SONOMA CO JUNIOR GO 3020: COMMERCIAL PAPER 16677JE77 CHEVRON 63763PEL9 NAiLSEC CLEARING CORP 89233GEJ1 TOYOTA MOTOR CORP 89233GE69 TOYOTA MOTOR CORP 63763PEF2 NAiLfC CLEARING CORP 06/02/2020 04/23/2021 05/ 10/ 2021 05/ 28/ 2021 1.721 .997 .883 .682 1.104 03/ 25/ 2021 .120 .120 .715 .997 .883 .682 .808 25,000,000.00 25,000,000.00 10,000,000.00 25,000,000.00 85,000,000.00 25,063,500.00 25,000,000.00 10,000,000.00 25,000,000.00 85,063,500.00 100.001000 99.962000 99.926000 99.977000 99.973647 14,948,550.00 25,026,250.00 25,026,250.00 25,026,250.00 15,015,750.00 25,026,250.00 8,995,860.00 23,988,960.00 23,988,960.00 23,988,960.00 13,993,560.00 23,988,960.00 249,014,560.00 10,648,900.00 10,295,900.00 25,107,500.00 40,020,400.00 25,002,750.00 111,075,450.00 25,000,250.00 24,990,500.00 9,992,600.00 24,994,250.00 84,977,600.00 .120 25,000,000.00 25,000,000.00 99.980000 24,995,000.00 .120 25,000,000.00 25,000,000.00 99.980000 24000.00 -51,450.00 26,250.00 26,250.00 26,250.00 15,750.00 26,250.00 -4,140.00 -11,040.00 -11,040.00 -11,040.00 -6,440.00 -11,040.00 1.461 2.535 2.535 2.535 2.535 2.535 2.625 2.625 2.625 2.625 2.625 2.625 2.866 3.384 2.096 3.915 4.926 4.926 4.178 4.430 4.430 4.178 4.178 3.929 1.463 4.964 1.997 1.997 2.383 .003 .036 1.151 1.151 1.803 2.896 1.512 .842 1.485 2.605 2.605 2.605 2.605 2.605 2.693 2.693 2.693 2.693 2.693 2.693 04/01/2020 1.660 1.660 5,055,000.00 5,055,000.00 100.000000 5,055,000.00 05/01/2020 1.625 1.520 2,660,000.00 2,670,719.80 100.403000 2,670,719.80 07/01/2020 3.000 1.370 6,825,000.00 7,254,770.25 106.297000 7,254,770.25 10/01/2020 1.370 1.319 2,250,000.00 2,254,320.00 100.192000 2,254,320.00 04/01/2021 2.625 2.011 14,400,000.00 14,688,720.00 102.005000 14,688,720.00 04/01/2020 2.750 2.451 3,065,000.00 3,082,378.55 100.567000 3,082,378.55 04/01/2021 2.750 2.551 3,150,000.00 3,167,766.00 100.564000 3,167,766.00 04/01/2021 2.800 2.799 16,000,000.00 16,000,640.00 100.004000 16,000,640.00 04/01/2021 2.625 2.850 1,795,000.00 1,784,301.80 99.404000 1,784,301.80 04/01/2022 2.367 2.960 1,500,000.00 1,468,800.00 97.920000 1,468,800.00 09/01/2021 4.000 2.919 8,915,000.00 9,200,993.20 103.208000 9,200,993.20 04/01/2022 2.367 3.120 17,695,000.00 17,256,340.95 97.521000 17,256,340.95 04/01/2022 2.367 3.290 25,000,000.00 24,275,250.00 97.101000 24,275,250.00 04/01/2021 2.800 2.680 10,825,000.00 10,852,170.75 100.251000 10,852,170.75 01/01/2021 3.250 2.733 12,745,000.00 12,864,165.75 100.935000 12,864,165.75 01/01/2022 2.770 2.770 3,500,000.00 3,500,000.00 100.000000 3,500,000.00 04/01/2020 1.800 2.501 14,830,000.00 14,729,897.50 99.325000 14,729,897.50 08/01/2020 2.470 2.470 1,650,000.00 1,650,000.00 100.000000 1,650,000.00 08/01/2020 1.875 1.875 1,000,000.00 1,000,000.00 100.000000 1,000,000.00 08/01/2020 1.837 1.837 700,000.00 700,000.00 100.000000 700,000.00 . . 2.581 2 28 153,561290.00 153,456,234.55 99.932427 153,456,234.55 701,000.00 3.060 3.249 302,600.00 1.272 1.312 107,500.00 .160 .162 20,400.00 .773 .789 2,750.00 .959 .964 1,134,250.00 -63,250.00 .169 .173 -9,500.00 1.050 1.063 -7,400.00 1.095 1.110 -5,750.00 1.152 1.159 -85,900.00 * .826 * .835 -5,000.00 .983 .984 -5,000.00 .983 .984 0.00 .003 .003 0.00 .084 .085 0.00 .250 .252 0.00 .496 .504 0.00 .974 1.003 0.00 .003 .003 0.00 .970 1.003 0.00 .969 1.003 0.00 .970 1.003 0.00 1.916 2.003 0.00 1.368 1.422 0.00 1.914 2.003 0.00 1.913 2.003 0.00 .969 1.003 0.00 .732 .756 0.00 1.686 1.756 0.00 .003 .003 0.00 .333 .337 0.00 .334 .337 0.00 .334 .337 0.00 1.. 05/07/2020 1.650 1.664 94,000,000.00 93,220,191.67 99.870000 93,877,800.00 657,608.33 .100 .101 05/20/2020 1.750 1.766 35,000,000.00 34,690,347.22 99.823056 34,938,069.44 247,722.22 .135 .137 05/18/2020 1.830 1.847 50,000,000.00 49,545,041.67 99.830278 49,915,138.89 370,097.22 .129 .132 05/06/2020 1.860 1.875 50,000,000.00 49,599,583.33 99.873611 49,936,805.56 337,222.23 .097 .099 05/15/2020 1.800 1.814 20,000,000.00 19,842,000.00 99.841111 19,968,222.22 126,222.22 .121 .123 CO UN1Y OF F6V ERSDE 1REASJRER-TAX CO LLECIO R 317 12 Month End Portfolio Holdings CUSP Description Maturity Coupon Yield Par Book Market Market Unrealized Modified Years To Date To Mat Value Value Price Value Gain/Loss Duration Maturity 89233GFC5 TOYOTA MOTOR CORP 16677JEJ1 CHEVRON CORP 03785DE44 APPLE 63763PEJ4 NAIL SEC CLEARING CORP 03785DE69 APPLE 63763PE88 NATLfC CLEARING CORP 63763PDP1 NAIL SEC CLEARING CORP 63763PE62 NAIL SLC CLEARING CORP 63763PEF2 NAIL SLC CLEARING CORP 30229AEE5 EXXON MOBIL 03785DJ98 APPLE 03785Da6 APPLE 89233GH41 TOYOTA M OTO R CO RP 89233GE51 TOYOTA M OTO R CO RP 03785DE6 APPLE 03785DF35 APPLE 30229AF07 EXXON MOBIL 30229AF07 EXXON MOBIL 63763PFP9 NAIL EC CLEARING CORP 06/12/2020 1.860 1.877 20,000,000.00 19,816,066.67 99.720000 05/18/2020 1.700 1.712 20,000,000.00 19,856,444.44 99.830278 05/04/2020 1.630 1.639 10,000,000.00 9,944,308.33 99.880833 05/18/2020 1.680 1.690 28,000,000.00 27,830,133.33 99.830278 05/06/2020 1.620 1.629 50,000,000.00 49,736,750.00 99.873611 05/08/2020 1.670 1.679 25,000,000.00 24,865,472.22 99.866389 04/23/2020 1.670 1.678 20,000,000.00 19,907,222.22 99.920556 05/06/2020 1.670 1.679 50,000,000.00 49,740,222.22 99.873611 05/15/2020 1.670 1.679 30,000,000.00 29,833,000.00 99.841111 05/14/2020 1.590 1.598 100,000,000.00 99,509,750.00 99.844722 09/09/2020 1.630 1.647 50,000,000.00 49,481,569.44 99.373889 05/20/2020 1.570 1.577 25,000,000.00 24,884,430.56 99.823056 08/04/2020 1.690 1.704 40,000,000.00 39,662,000.00 99.513889 05/05/2020 1.680 1.687 60,000,000.00 59,750,800.00 99.877222 05/20/2020 1.570 1.577 25,000,000.00 24,890,972.22 99.823056 06/03/2020 1.570 1.578 25,000,000.00 24,875,708.33 99.755000 06/24/2020 1.610 1.619 25,000,000.00 24,861,361.11 99.673333 06/24/2020 1.610 1.619 20,000,000.00 19,889,088.89 99.673333 06/23/2020 1.570 1.578 20,000,000.00 19,895,333.33 99.677222 0 1.672 1.683 892,000,000.00 886,127,797.20 99.794348 19,944,000.00 19,966,055.56 9,988,083.33 27,952,477.78 49,936,805.56 24,966,597.22 19,984,111.11 49,936,805.56 29,952,333.33 99,844,722.22 49,686,944.44 24,955,763.89 39,805,555.56 59,926,333.33 24,955,763.89 24,938,750.00 24,918,333.33 19,934,666.67 19,935,444.44 40,111.11 890,165,583.33 4,037,786.13 127,933.33 109,611.12 43,775.00 122,344.45 200,055.56 101,125.00 76,888.89 196,583.34 119,333.33 334,972.22 205,375.00 71,333.33 143,555.56 175,533.33 64,791.67 63,041.67 56,972.22 45,577.78 .196 .129 .092 .129 .097 .102 .062 .097 .121 .119 .436 .135 .339 .094 .135 .173 .229 .229 .226 .151 .200 .132 .093 .132 .099 .104 .063 .099 .123 .121 .444 .137 .345 .096 .137 .175 .233 .233 .230 3130: CORD-Fxd-S30/360 594918BG8 M ICROSO FTCO RP 11/03/2020 2.000 2.543 25,000,000.00 24,649,750.00 100.220000 25,055,000.00 405,250.00 .577 .595 478160BS2 JOHNSON & JOHNSON 03/01/2021 1.650 2.646 12,000,000.00 11,663,160.00 100.379000 12,045,480.00 382,320.00 .901 .918 478160BS2 JOHNSON & JOHNSON 03/01/2021 1.650 2.625 12,969,000.00 12,617,410.41 100.379000 13,018,152.51 400,742.10 .901 .918 478160BS2 JOHNSON & JOHNSON 03/01/2021 1.650 3.149 10,295,000.00 9,955,059.10 100.379000 10,334,018.05 378,958.95 .898 .918 594918BG8 MICROSOFTCORP 11/03/2020 2.000 2.912 10,100,000.00 9,929,411.00 100.220000 10,122,220.00 192,809.00 .576 .595 053015AD5 AUTOMATIC DATA 09/15/2020 2.250 1.812 13,976,000.00 14,021,841.28 100.165000 13,999,060.40 -22,780.88 .456 .460 Mr 1 R95 2 568 84,340,000.00 82,836,631,79 100 277.67 84,573,930.96 1,737,299.17 .692 4070:CD/ TD-Q A/365 48128LU72 JPMORGAN 11/16/2020 1.648 1.648 25,000,000.00 25,000,000.00 100.000000 25,000,000.00 0.00 .619 .630 48128LV22 JPMORGAN 11/20/2020 1.623 1.623 75,000,000.00 75,000,000.00 100.000000 75,000,000.00 0.00 .631 .641 s 1.629 1.629 100,000,000.00 100,000,000.00 100.000000 je0,000,000.00 0.00 .6 4500: NCD-MatA/360 06052TH52 BANK OFAMERICA 05/20/2020 90333VW55 US BANK 05/22/2020 89114NBH7 TORONTO DOMINION 05/22/2020 90333VX21 US BANK 06/03/2020 89114NDM4 TORONTO DOMINION 06/12/2020 90333VX88 US BANK NA 05/14/2020 060521H78 BANK OFAMERICA 07/01/2020 Total Fund 1.840 1.840 50,000,000.00 50,000,000.00 100.000000 50,000,000.00 0.00 .134 .137 1.760 1.760 50,000,000.00 50,000,000.00 100.000000 50,000,000.00 0.00 .140 .142 1.820 1.820 50,000,000.00 50,000,000.00 100.000000 50,000,000.00 0.00 .140 .142 1.750 1.750 50,000,000.00 50,000,000.00 100.000000 50,000,000.00 0.00 .172 .175 1.850 1.850 20,000,000.00 20,000,000.00 100.000000 20,000,000.00 0.00 .196 .200 1.780 1.780 20,000,000.00 20,000,000.00 100.000000 20,000,000.00 0.00 .118 .121 1.850 1.850 50,000,000.00 50,000,000.00 100.000000 50,000,000.00 0.00 .247 .252 -.- 1.806 1.806 290,000,000.00 290,000,000.00 100.000000 290,000,000.00 0.00 .165 .168 1.475 1.462 7,272,044,944.14 7,261,665,325.07 100.391298 7,300,500,274.82 38,834,949.75 1.158 1.199 Grand Total 1.475 1.462 7,272,044,944.14 7,261,665,325.07 100.391298 7,300,500,274.82 38,834,949.75 1.158 1.t� 318 C 0 UN1Y 0 F RIVERSIDE 1PEASJRER-TAX COLLECTOR 13 The Mission Inn, Downtown Riverside. Digital Image. The Mission Inn. http://www.missioninn.com/about-en.html CO UN1Y OF RIVERSID E TREASURER TAX C O LLEC TO R 319 COUNTY OF RIVERSIDE TREASURER -TAX C O LLEC TO R CAPITAL MARKETS COUNTY A D M IN ISTRA TIV E CENTER 4080 LEMON STREET, 4TH FLOOR, RIVERSIDE, CA 92502-2205 WWW.0 0 UNTYTREASURER.O RG AGENDA ITEM 7D RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 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, 2020. 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 first 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 Measure A and Local Transportation Fund (LTF) sales tax revenues for the third quarter at 64 percent of the budget. This is a result of Governmental Accounting Standards Board (GASB) Statement No. 33, Accounting and Financial Reporting for nonexchange Transactions. GASB Statement No. 33 requires sales tax revenues to be accrued for the period in which they are collected at the point of destination or sale, as applicable. The California Department of Tax and Fee Administration (CDTFA) collects the sales tax 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 for January 2020. On a cash basis, the Measure A and LTF sales tax receipts are 0.14 percent and 0.62 percent higher, respectively, than the same period last fiscal year. This is primarily a result of the resolution of processing issues encountered by the CDTFA and its implementation of a new centralized revenue opportunity system in late Fiscal Year 2017/18 and early FY 2018/19. This had a direct impact on the fluctuation of cash payments received by the Commission from CDTFA. The CDTFA appears to have resolved most of the issues as reflected in this operating statement. In March, the federal government as well as California's Governor Newsom issued emergency declarations related to the COVID-19 pandemic. Further, on March 19, Governor Newsom issued Agenda Item 7D 321 Executive Order N-33-20, a stay at home order to protect the health and well-being of all Californians and to establish consistency across the state in order to slow the spread of COVID-19. The County of Riverside also issued a directive to county residents supporting the Governor's executive order. COVID-19 and the related "stay at home" orders have negatively impacted the local, regional, state, and federal economies; the magnitude and duration of these impacts is uncertain. Nonetheless, Commission staff determined that it was critical to reassess the FY 2019/20 revenue projections for Measure A and LTF. At its May 13 meeting, the Commission approved the revised FY 2019/20 revenue projections of $178 million for Measure A revenues and $91 million for LTF revenues, reflecting a $24 million and $12 million decrease in Measure A and LTF revenues, respectively. These adjustments to budgeted revenues are included in the attached financial statements. 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 respective agencies. The negative revenue amounts for local reimbursements reflect the reversal of FY 2018/19 accrued revenues at the beginning of FY 2019/20 in excess of amounts billed through the third quarter. Reimbursement invoices for the expenditures for the third quarter will be prepared and submitted in the fourth quarter. During the FY 2019/20 budget process, the Commission conservatively estimated Transportation Uniform Mitigation Fee (TUMF) revenues of $25 million passed through from the Western Riverside Council of Governments (WRCOG). The Commission received the July through December 2019 TUMF receipts through the third quarter. Staff expects the January 2020 through March 2020 TUMF receipts in the fourth quarter. Management analyzed TUMF revenues for the first six months of FY 2019/20 and determined an average monthly TUMF revenue amount. The analysis showed a 14 percent decrease in TUMF revenues for the first half of FY 2019/20 compared to the same period for FY 2018/19. Additionally, actual revenues were tracking below the FY 2019/20 projections. Management assumed that TUMF revenues for the last four months of FY 2019/20. At its May 13 meeting, the Commission approved the revised FY 2019/20 TUMF revenue projection of $16 million, reflecting an $11 million decrease in revenues. This adjustment to budgeted revenues is included in the attached financial statements. During the FY 2019/20 budget process, the Commission conservatively budgeted at $36.1 million projected toll transactions for the RCTC 91 Express Lanes operations based on estimated toll transactions and current traffic and revenue data. The RCTC 91 Express Lanes toll transactions exceeded initial expectations. Staff submitted a mid -year budget adjustment in the third quarter of $25.3 million to increase the estimated toll revenues based on actuals received through December 2019 and the Investment Grade Traffic and Revenue Study, Investment Grade Study Refresh 2018. The operating statement shows toll revenues at 72 percent of the budget and toll violations and fee revenues at 128 percent of the budget. Given the COVID-19 and the related "stay at home" order impacts, staff will continue to monitor the toll transactions. The operating statement shows other revenues at 86 percent of the $553,000 budget and reflects property management lease revenues. Agenda Item 7D 322 The operating statement shows investment income at 129 percent of the $9.5 million budget. During the development of the FY 2019/20 budget, staff estimated investment income rate at 2 percent, as investment income during the first quarter of calendar year 2019 ranged between 2 — 2.5 percent. Since the adoption of the budget in June 2019, the Federal Reserve has cut interest rates five times to a level of 0 — 0.25 percent as recently as March 16. Staff lowered its expectations of investment income results and submitted a mid -year budget adjustment of $3.3 million in the third quarter to decrease investment income from $12.8 million to $9.5 million. 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 at 75 percent of the budget reflect the one-time disbursement to fund the Commission's California Public Employees Retirement System net pension liability of $8.6 million. Staff submitted a mid -year budget adjustment in the third quarter to increase the estimated $8.1 million budget approved by the Commission in June 2019 by $506,000 for the final actuarial determined net pension liability; • Professional services are under budget primarily due to unused budget authority for rail operations and development activities, highway general legal services, toll operations, and public outreach activities; • Support costs are under budget due to unused budget authority for administrative activities, rail operations and development activities, toll operations, and public outreach activities; • Program operations are under budget due to unused budget authority for the toll operations, motorist and 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 attachment; • Operating and capital disbursements are made as claims are submitted to the Commission by transit operators; • Special studies unused budget authority is related to feasibilities studies; • Local streets and roads expenditures are related to Measure A sales tax revenues. These financial statements reflect the turnback payments through January 2020. The impacts of COVID-19 prompted staff to submit budget adjustments reflecting a $7.3 million decrease in FY 2019/20; • Regional arterial expenditures primarily represent 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 Agenda Item 7D 323 Infrastructure Finance and Innovation Act (TIFIA) loan and accreted interest on the 2013 Toll Revenue Bonds, Series B (capital appreciation). However, $16.2 million of the $21.6 million interest cost related to toll revenue debt through the third quarter will not be paid in the current year and therefore is not included in the FY 2019/20 budget; • Capital outlay expenditures is under budget due to unused budget authority for office and property improvements for station rehabilitation, toll operations transponders, and Commission office, network, hardware, and software improvements; • Depreciation is recorded as part of the accrual adjustments in the RCTC 91 Express Lanes Enterprise Fund accounting records; however, such depreciation is not paid and therefore is not included in the FY 2019/20 budget; • Loss on sale of land is recorded as part of the RCTC 91 Express Lanes Enterprise Fund accounting records and reflects the loss on sale of excess lane purchased for the 91 Project. Loss on sale of land is not a cash -related item and, therefore, is not included in the FY 2019/20 budget; • The Commission entered into a loan agreement with the U.S. Department of Transportation for a $152.5 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 $79.2 million for a cumulative inception to date total in TIFIA loan proceeds of $94.1 million. 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 TIFIA loan. TIFIA debt service payments are expected to commence in June 2025, which is approximately five years after substantial completion of the 1-15 Express Lanes project, through 2055; and • In March, the Commission approved the refinancing of the 91 Project 2013 Toll Revenue Bonds, Series A (current interest) and TIFIA Loan. Due to COVID-19 and related municipal debt market disruptions, the Commission postponed the refinancing until FY 2020/21. Accordingly, significant variances exist for cost of issuance and payment to escrow agent included in debt service and for debt proceeds and bond premium included in other financing sources. Attachments: 1) Quarterly Project Status — March 2020 2) Quarterly Financial Statements — March 2020 Agenda Item 7D 324 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY PROJECT STATUS 3rd QUARTER FOR NINE MONTHS ENDED 3/31/2020 FY 2019/20 3RD QUARTER BUDGET Project Description EXPENDITURES THROUGH 3RD QUARTER ATTACHMENT 1 Project Status 91 Project (P003028) 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 cost of the 91 Project is estimated at $1.4 billion, including capitalized interest, debt service reserves, contingency, and cost of issuance. The FY 2019/20 budget amount is $26,195,400. 1-15 Express Lanes project (P003027) 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 total project cost is estimated at $472 million, which includes $42 million of contingency. The FY 2019/20 budget amount is $122,809,400. $7,396,700 96,737,700 $3,551,651 84,857,230 The under run of the FY 2019/20 budget at the third quarter is due to accrual reversals for the Army Corps of Engineers Reach 9 project ($1.7 million); the city of Corona has not billed for its Ontario Improvements project ($1.1 million); and under runs in the project and construction management (PCM) contract ($0.7 million) and general legal services ($0.3 million). The under run of the FY 2019/20 budget at the third quarter is due to accrual reversals for COZEEP, flagging, and BNSF ($0.5 million); and under runs in the design -builder ($4.7 million), toll services contractor ($2.2 million), Caltrans extended oversight ($1.0 million), the PCM ($1.7 million), and Commission salaries and benefits ($0.8 million). 325 FY 2019/20 3RD QUARTER 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 an 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 $270 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. The FY 2019/20 budget amount is $46, 848, 200. 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 federal Congestion Mitigation and Air Quality (CMAQ) funds and Measure A. The FY 2019/20 budget amount is $7,522,400. Mid County Parkway (MCP) (P002302, P612302, P002320, & P002317) The environmental document fora new corridor from 1-215 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. The FY 2019/20 budget amount is $44, 866,100. 18,219,000 5,641,800 21,370,000 9,292,872 2,004,919 10,348,245 The under run of the FY 2019/20 budget at the third quarter is due to under runs in the design and widening of the Hidden Valley Parkway ($7.0 million), the PCM contract ($2.0 million), and special legal services and financial advisor ($0.7 million combined). The under run of the FY 2019/20 budget at the third quarter is due to the project approval/environmental documentation contract ($2.8 million) and a traffic and revenue study that has not occurred ($0.6 million). The under run of the FY 2019/20 budget at the third quarter is primarily due to the following for each project: • MCP: Lower than expected costs for preliminary engineering and permit fee that did not occur ($0.2 million) and lower than expected costs for right of way (ROW) acquisition and support ($3.5 million). • MCP Placentia: Construction and ROW acquisition support/utility relocation will not start until the latter part of the fourth quarter ($5.3 million). • MCP Mitigation: Actual construction and construction support costs lower than projected ($2.0 million). 326 FY 2019/20 3RD QUARTER BUDGET Project Description EXPENDITURES THROUGH 3RD QUARTER Project Status 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 Union Pacific Railroad. The project construction cost is estimated at $16 million. The FY 2019/20 budget amount is $16,745,000. 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 and upgrade existing shoulders to standard widths. The estimated project cost is $138 million and the project is funded by CMAQ, State Transportation Improvement Program/Regional Improvement Program, State Highway Operation and Protection Program, and 2009 Measure A highway funds. The FY 2019/20 budget amount is $69,680,300. 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. The FY 2019/20 budget amount is $7,494,200. 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. The FY 2019/20 budget amount is $6, 624,100. 4,828,900 41,024,600 6,531,800 3,675,100 291,162 The under run of the FY 2019/20 budget at the third quarter is due to construction starting at the end of the third quarter. Specific under runs are in construction ($2.1 million), UPPR work ($1.5 million), and construction management ($0.7 million). 28,291,250 5,116,744 The under run of the FY 2019/20 budget at the third quarter is due to construction not occurring as planned this period due to weather delays. The largest under runs are in construction ($12.5 million) and construction management ($1.2 million). The under run of the FY 2019/20 budget at the third quarter is due to a combination of lower activity and delayed billing from the final design contractor ($0.5 million), lower actual utility relocation costs, and ROW acquisitions that did not occur ($0.9 million). 191,739 The under run of the FY 2019/20 budget at the third quarter is due to the long lead time to procure a transfer switch, postponing construction into the fourth quarter ($3.3 million). 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. 327 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY BUDGET1O ACTUAL 3RD QUARTER FOR NINE MONTHS END® 3/31/2020 ATTACHMENT 2 FY2019/20 3RDQUAR1ER REMAINING PERCENT BUDGET ACTUAL BALANCE U1IUZATION Revenues Salestax $ 300,050,600 $ 191,616,612 $ (108,433,988) 64% Federal reimbursements 89,718,700 10,781,469 (78,937,231) 12% State reimbursements 160,896,100 36,108,546 (124,787,554) 22% Local reimbursements 9,957,900 1,452,878 (8,505,022) 15% Transportation Uniform Mitigation Fee 16,240,000 12,668,454 (3,571,546) 78% Toll revenues 61,920,800 44,279,309 (17,641,491) 72% Toll violations and fee revenues 5,280,300 6,741,594 1,461,294 128% Other revenues 553,000 477,275 (75,725) 86% Investment income 9,500,000 12,260,261 2,760,261 129% Total revenues 654,117,400 316,386,398 (337,731,002) 48% Expenditures/Expenses Salariesand benefits 19,902,500 14,961,448 4,941,052 75% Professional and support Professional services 28,278,600 6,851,858 21,426,742 24% Support costs 14,372,800 7,159,019 7,213,781 50% Total Professional and support costs 42,651,400 14,010,877 28,640,523 33% Projectsand operations Program operations 33,910,600 16,082,210 17,828,390 47% Engineering 26,258,800 3,771,655 22,487,145 14% Construction 154,241,300 47,864,671 106,376,629 31% Design Build 158,001,500 92,066,246 65,935,254 58% Right of way/land 92,003,500 20,391,837 71,611,663 22% Operating and capital disbursements 214,033,400 114,285,641 99,747,759 53% Special studies 1,236,800 272,536 964,264 22% Local streetsand roads 54,383,000 35,594,151 18,788,849 65% Regional arterials 30,967,000 8,199,594 22,767,406 26% Total projectsand operations 765,035,900 338,528,541 426,507,359 44% Debt service Principal 511,816,600 - 511,816,600 N/A Interest 49,412,400 42,785,744 6,626,656 87% Cost of issuance 2,720,000 - 2,720,000 N/A Payment to escrow agent 142,975,000 142,975,000 N/A Total debt service 706,924,000 42,785,744 664,138,256 6% Capital outlay Depreciation Losson sale of land Total Expenditures/Expenses 6,559,300 1,541,073,100 Excessrevenuesover(under) expenditures expenses (886,955,700) 3,403,730 3,155,570 52% 8,087,958 (8,087,958) N/A 4,102,996 (4,102,996) N/A 425,881,294 1,115,191,806 28% (109,494,896) 1,140,398,951 12% Otherfinancing sources/(uses) Transfer in 171,188,000 110,229,476 (60,958,524) 64% Transfer out (171,188,000) (110,229,476) 60,958,524 64% Debt proceeds 625,425,000 - (625,425,000) N/A 11F1A loan proceeds 75,703,000 79,176,050 3,473,050 105% Bond premium 39,967,400 - (39,967,400) N/A Total financing sources/ (uses) 741,095,400 79,176,050 661,919,350 11% Net change in fund balances (145,860,300) (30,318,846) 1,802,318,301 21% Fund balance July 1, 2019 792,310,100 515,617,773 (276,692,327) 65% Fund balance March 31, 2020 $ 646,449,800 $ 485,298,927 $ 1,525,625,974 75% 328 Revenues Salestax Federal reimbursements Rate reimbursements Local reimbursements Transportation Uniform Mitigation Fee Toll revenues Toll violationsand fee revenues Other revenues Investment income Total revenues Expenditures/Expenses Saladesand benefits Professional and support Professional services Ripport costs Total Professional and ipport costs Projects and operations Program operations Engineering Construction Design Build Right of way/land Operating and capital disbursements $ecial studies Local streets and roads Regional arterials Total projectsand operations 22,940,422 2,391,035 168,580,175 GENETALFUND RI V92RDECOUNTYTRANSPORFATION COMMISSION QUARTERLY BUDGEFTO ACTUAL BY FUND 3RD QUARTER FOR NINE MONTHSENDED 3/31/2020 SPECIAL REVENUE FUNDS MEASUREA SALES TAX TRANSPORTATION DEVEDPMENTACT FSP/ COACHEI.A PALO VB6)E LDCALTRANSPORTAIION SIA1E1RANSIT TRANSPORTATION UNIFORM COACHELLA O1HERAGENCY �� WESTERN COUNT' VALLEY VALLEY R1ND ASSISTANCE STAIEOF GOOD REPAIR MITIGATION FEE(1UMF) VALLEY RAIL PROJECTS 5B132 $ - $ - $ 92,008,031 $ 25,262,587 $ 512,004 $ 915,860 8,175,627 244,132 2,312,056 11,494,069 - - 516 141,343 650,918 - - 2,144 173,667 86,937 1,336,319 2,540,336 451,027 2,548,048 694,528 115,327,720 25,957,115 512,004 8,130,546 239,676 5,254,507 53,521 33 3,006,715 212,987 1,658,263 5,811 1,863,496 230,746 2,463,321 78 60,291,715 $ 672,982 60,964,697 10,997,665 $ 2,544,610 $ 498 1,300,201 71,127 12,298,364 2,615,737 286,898 22,058,289 (1,892) - 662,395 - 12,668,454 - - - 24,104 1,347,142 33,444 1,852 3,771 14,037,808 320,342 664,247 22,062,060 451,289 14,660 88,008 152,156 11,601 - 65,973 605,930 6,729 813,955 966 - 124 158 4,870,211 443,733 4,121,584 5,889 17,698 2,391,035 7,566,030 - - 3,978,544 32,788,443 - - 84,514,649 8,936,231 22,651,691 - 4,386,233 271,033 1,503 - - 26,408,542 5,029,772 8,688,705 496,904 8,199,594 - 72,287,307 11,601 - 66,939 605,930 6,853 814,113 9,178,761 751,877 216,087 1,441 154,586 28,229 670,431 190,203 432,521 (1,500,044) 45,406 - - 15,030,822 - - 7,551,597 10,357,517 516 1,097,573 Debt service Principal Interest Total debt service Capital outlay Depreciation Losson sale of land Total Expenditures/Expenses Excess revenuesover (under) expenditurestexpenses Other financing sources/(uses) Transfer in Transferout 71RA loan proceeds Total financing sources/(uses) Net change in fund balances Fund balance July 1, 2019 Fund balance March 31, 2020 21,918,071 496,904 72,287,307 9,178,761 751,877 11,289,441 191,644 587,623 22,208,177 212,856 2,834,323 36,154,035 3,074,444 180,790,589 21,977,481 496,937 72,287,307 (34,817,716) (534,108) (65,462,869) 3,979,634 15,067 (11,322,610) 26,322,441 2,400,000 28,616,132 (1,163,342) (2,634,000) (62,519,389) (564,900) (22,500) (18,332,641) - - 79,176,050 - - - 9,190,362 751,877 3,108,002 1,863,860 (636,200) (27,900) 11,807,669 812,234 682,484 23,174,446 2,230,139 (491,892) (18,237) (1,112,386) 18,002 450,000 19,442 160,511 (797,900) (46,500) 25,159,099 (234,000) 45,272,793 (564,900) (22,500) (18,332,641) (636,200) (27,900) (779,898) 403,500 19,442 160,511 (9,658,617) (768,108) (20,190,076) 3,414,734 (7,433) (29,655,251) 2,471,802 1,835,960 1,450,241 (88,392) 1,205 (951,875) 29,124,269 10,501,511 253,925,602 56,410,474 562 91,541,353 107,469,411 6,680,556 109,653,332 3,071,729 17,017 (1,272,356) $ 19,465,652 $ 9,733,403 $ 233,735,526 $ 59,825,208 $ (6,871) $ 61,886,102 $ 109,941,213 $ 8,516,516 $ 111,103,573 $ 2,983,337 $ 18,222 $ (2,224,231) Revenues Salestax Federal reimbursements Sate reimbursements Local reimbursements Transportation Uniform Mitigation Fee Toll revenues Toll violationsand fee revenues Other revenues Investment income Total revenues RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUARTERLY BUDG ETTO ACTUAL BY FUND 3RD QUARTER FOR NINE MONTHS ENDED 3/ 31 / 2020 EN1ERPfd3E FUND CAPITAL PROJECTS FUNDS TOLLOPERA11ONS COMMERCIALPAPER SALES TAX BONDS DEBTSERVICE COMBIN®TOTAL - $ - $ - $ - $ 191,616,612 - - - 1,403,084 10,781,469 36,108,546 (900) - - - 1,452,878 - - - - 12,668,454 44,279,309 44,279,309 6,741,594 - - - 6,741,594 477,275 2,761,168 893,162 1,446,150 226,082 12,260,261 53,781,171 893,162 1,446,150 1,629,166 316,386,398 Expend itures/Expenses Salaries and benefits 577,052 - - - 14,961,448 Professional and support Professional services 463,894 - - - 6,851,858 3ipport costs 2,600,130 7,159,019 Total Professional and ipport costs 3,064,024 - - - 14,010,877 Projects and operations Program operations 5,707,104 16,082,210 Engineering - - - - 3,771,655 Construction 47,864,671 Design Build - - - - 92,066,246 Right of way/land 20,391,837 Operating and capital disbursements - - - - 114,285,641 $ecial studies 272,536 Local streets and roads - - - - 35,594,151 Regional arterials 8,199,594 Total projectsand operations 5,707,104 - - - 338,528,541 Debt service Principal - - - - IntereS 21,579,500 - 60,000 21,146,244 42,785,744 Total debt service 21,579,500 60,000 21,146,244 42,785,744 Capital outlay Depreciation Losson sale of land Total Expenditures/Expenses 356,551 8,087,958 4,102,996 3,403,730 8,087,958 4,102,996 43,475,185 60,000 21,146,244 425,881,294 Excess revenuesover (under) 10,305,986 893,162 1,386,150 (19,517,078) (109,494,896) expenditurestexpenses Otherfinancing sources/(uses) Transfer in Transferout 11RA loan proceeds Total financing sources/(uses) (1,873,675) - - 52,242,948 110,229,476 (3,538,582) (16,668,863) (1,403,084) (110,229,476) - - - 79,176,050 (1,873,675) (3,538,582) (16,668,863) 50,839,864 79,176,050 Net change in fund balances 8,432,311 (2,645,420) (15,282,713) 31,322,786 (30,318,846) Fund balance July 1, 2019 (274,596,300) 23,091,659 88,561,805 11,437,149 515,617,773 Fund balance March 31, 2020 $ (266,163,989) $ 20,446,239 $ 73,279,092 $ 42,759,935 $ 485,298,927 330 AGENDA ITEM 7E RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 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 2020/21 STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the single -year recurring contracts in an amount not to exceed $18,181,500 for Fiscal Year 2020/21; 2) Approve the recurring contracts for specialized services in an amount not to exceed $110,830 in FY 2020/21 and $456,170 in FYs 2021/22 — 2024/25; 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 in accordance with the Procurement Policies Manual adopted September 2019, 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 2020/21 and for specialized services through FY 2024/25, followed by a summary for each consultant supporting inclusion as a recurring contract. Following Commission approval, staff will develop appropriate agreements Agenda Item 7E 331 or amendments to agreements for these services. Accordingly, staff recommends Commission authorization for the Chair or Executive Director to execute the agreements on behalf of the Commission. RECURRING CONTRACTS FOR FY 2020/21 These are single -year contracts with consultants. Staff recommends Commission approval of these agreements with these consultants for the aggregate amount of $18,181,500. Schedule of Recurring Contracts for FY 2020/21 Consultant Name Agreement Number Description of Services Budget FY 19/20 Budget FY 20/21 Dollar Change AMMA Transit Planning (AMMA) 08 26 115 14 Administration and support of Specialized Transit Program under Measure A and federal programs $ 160,000 $ 145,000 $ (15,000) Bechtel Infrastructure Corporation (Bechtel) 20-31-083-00 Capital project program management services 6,400,000 6,900,000 500,000 Best, Best & Krieger LLP (BB&K) 20-19-084-00 General legal services 2,940,800 3,598,500 657,700 BLX Group LLC (BLX) 11-19-104-06 Arbitrage rebate compliance services 15,000 15,000 - Epic Land Solutions, Inc. (Epic) 20 31 085 00 Support services for property management of Commission -owned properties and related contracts 600,000 500,000 (100,000) Fieldman Rolapp & Associates, Inc. (Fieldman) 04-19-029-15 Financial advisory services 325,000 325,000 - Geographics 15-15-065-04 On -call graphic design and communication services 736,000 730,000 (6,000) Iteris 09-45-067-07 1E511 traffic data and IVR operations and maintenance 265,550 138,000 (127,550) Media Beef 14 41 156 05 Technical services, system programming, network support and maintenance 120,000 25,000 (95,000) MetLife Investment Management, LLC (MetLife) 13-19-077-02 Investment management services 138,000 151,800 13,800 Orange County Transportation Authority (OCTA) 16-31-025-05 RCTC-OCTA Facility Agreement (ROFA) -shared OCTA and RCTC costs for the 91 Express Lanes 5,499,000 5,043,000 (456,000) Payden & Rygel 13-19-135-03 Investment management services 80,000 84,000 4,000 Stantec Consulting Services, Inc. (Stantec) 15 31 048 08 Traffic and revenue consulting services for the 1-15 Express Lanes 100,000 300,000 200,000 TransTrack Inc (TransTrack) 08-62-005-09 End -User license agreement maintenance and support services 142,000 186,200 44,200 U.S. Bank National Association (US Bank) N/A Trustee services for sales tax revenue bonds pursuant to master indenture agreement 40,000 40,000 Total $17,561,350 $18,181,500 $ 620,150 Agenda Item 7E 332 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 and Specialized Transit Advisory Council process. Additionally, AMMA 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 aids 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 Project (1-15 ELP), 15/91 Express Lanes Connector, Interstate 215/Placentia Avenue Interchange, I-15/Railroad Canyon Road Interchange, State Route 60 truck lanes, Pachappa Underpass, 91 Corridor Operations Project, Santa Ana River Trail, Riverside -Downtown station layover and platform expansion, Moreno Valley rail station upgrade, and the Coachella Valley special event train platform. 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 and other capital 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 2020/21 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 2020/21 BB&K contract reflects a $657,700 increase in legal costs compared to the FY 2019/20 contract, primarily related to the development of agreements related to the funding, construction, operations, maintenance and use of toll revenues for the State Routes 241/91 Express Lanes Connector as well as the commencement of the 15 Express Lanes operations in late 2020. The Commission engages other legal firms for specific matters involving specialized legal services and potential conflicts of interest. Agenda Item 7E 333 BLX Group LLC In 2007, the Commission engaged 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 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 the Commission's bond counsel, Orrick, Herrington & Sutcliffe LLP—resulting in additional efficiencies related to immediate access to bond documents and key staff. 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, staff determined that Epic can most efficiently and cost effectively provide property management services. Based on the staff's assessment of the services required, Epic's FY 2020/21 agreement reflects a 17 percent decrease from the previous year. The scope of services for FY 2020/21 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; • 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; • Ensuring possession of title policies for all Commission -owned property and compliance with federal excess land requirements; • Proactively performing regular site visits to all properties to identify and resolve maintenance and repair issues such as weed abatement, erosion and removal of debris Agenda Item 7E 334 and illegal occupants and identify encroachments such as illegal parking or the installation of facilities without a license; and • Working with jurisdictions on trespassing notification letters and coordination of trespassing sign installations. 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, as well as the 91 Express Lanes toll revenue bonds refinancing authorized by the Commission in March 2020. Fieldman provides additional support for the 91 Project and I- 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 2020/21 for financial advisory services. Staff expects no change in costs in FY 2020/21. Geographics Upon the completion of a competitive procurement process in 2015, the Commission awarded Geographics a professional services agreement to support the Commission's needs for graphic design, printing, and communications services. These services include, but are not limited to: collateral material for capital projects, staff reports, grant applications, financial documents, maps, and media buys (primarily for the Commuter Assistance and Rail Programs). These materials support the Commission's efforts to provide public -facing information via meetings, websites, presentations, and social media. Geographics possesses the knowledge and background of the Commission's public outreach programs. Staff expects a slight decrease in costs in FY 2020/21. Iteris Iteris was awarded 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 Commission's traveler information system and has been operated by the Commission on a 50/50 cost sharing agreement with the San Bernardino County Transportation Authority (SBCTA) since 2010. 1E511 is accessible across multiple platforms — interactive voice response (IVR) telephone system and comprehensive real time traffic and incident data available through the website (IE511.org) and companion mobile application. The Iteris components of the system are comprised of a browser -based traffic map and an IVR telephone system. Iteris aggregates and maintains various data feeds to provide motorists with access to real-time Agenda Item 7E 335 freeway travel information and incident information on Southern California highways via the telephone service by dialing 511 or accessing the map on the companion website or mobile application. Last fiscal year, the system had more than 213,000 web sessions and 114,000 phone calls. The Los Angeles County Metropolitan Transportation Authority (Metro) has procured a 511 solution with regional potential. In June 2019, the Commission approved the transition to Metro's 511 system as part of an overall cost saving regional integration effort. Staff is working with Metro staff toward a transition before 2021. Iteris' current agreement expires on June 30, 2020, therefore, staff recommends the Commission retain Iteris through December 31, 2020. The FY 2020/21 budget for Iteris reflects a 48 percent decrease over the prior year cost due to the transition to a regional platform. SBCTA reimburses the Commission for a portion of the cost under the cost -sharing agreement for 1E511. 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. All three programs, IE Commuter, 1E511, and VanClub are transitioning to more cost-effective platforms in 2020. IECommuter and VanClub are transitioning July 1, 2020; however, access to the current VanClub system will need to be retained through February 2021 for reporting purposes, before it is fully decommissioned. 1E511 is slated to transition before the end of the year. Media Beef's current agreement expires on June 30, 2020; therefore, in order to continue 511 operations to the new platform and to maintain access to the vanpool system, staff recommends an amendment to retain Media Beef's services at a cost that reflects a 79 percent decrease. SBCTA reimburses the Commission for a portion of the cost under the cost -sharing agreement for 1E511. MetLife Investment Management, LLC Following a competitive procurement process, the Commission selected MetLife, formally Logan Circle Partners, LP in 2013. MetLife has provided investment advisory services on debt proceeds from the sales tax and toll revenue supported debt of the 91 Project and 1-15 ELP. The indentures for the bonds and TIFIA loan agreements include multiple accounts containing investments that must comply with the permitted investment language of the specific indentures, as well as the Commission's investment policy. Given MetLife's knowledge and understanding of the Commission's compliance requirements for the investment of debt proceeds, staff believes it would be more efficient and cost effective for continuity purposes to retain MetLife during FY 2020/21 for investment advisory services. Orange County Transportation Authority In support of the 91 Express Lanes, the Commission and OCTA (the agencies) entered into the RCTC-OCTA Facility Agreement (ROFA) in November 2015 to facilitate the reimbursement of Agenda Item 7E 336 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, credit card fees, operations facilities costs, and consulting costs. In FY 2020/21, 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. The ROFA has decreased $456,000 from FY 2019/20 due to a reduction in credit card fees and collection costs. Payden & Rygel Following a competitive procurement process, the Commission selected Payden & Rygel in 2013 to provide investment advisory services for the Commission's operating funds. Given Payden & Rygel's knowledge and understanding of the Commission's investment policy requirements, staff believes it would be more efficient and cost effective for continuity purposes to retain Payden & Rygel during FY 2020/21 for investment advisory services of the Commission's operating funds. 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, post -opening conditions analysis, model calibrations, microsimulation, 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 an increase in costs for post -opening conditions analysis due to the opening of the 15 Express Lanes. TransTrack Inc In December 2005, the Commission approved a sole source agreement with TransTrack for the Transit Performance Manager software application implementation and training package. Major accomplishments over the years include customized reports to support the Commission's Annual Countywide State of Public Transit Report, adding both the SunLine and Commission Vanpool programs and statistics into the TransTrack modules as well as the Short Range Transit Plan funding projections and requests within the system. TransTrack is an important tool in assisting Commission staff to review the transit operators' performance to ensure compliance with the Agenda Item 7E 337 farebox recovery ratio and allows various programs to pull data that is required and report it into the National Transit Database. Major activities in FY 2020/21 will allow the Commission to integrate rail maintenance into TransTrack to manage revenue and expenditures by station related to maintenance activities, capital planning, contracts, and facility overview — increasing functionality with analytics, forecasting, and additional reporting. 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 2020/21. SPECIALIZED SERVICES ON LONG-TERM PROJECTS FOR FIVE-YEAR CONTRACTS Some contracts with consultants provide 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 $567,000. Schedule of Recurring Contracts for Specialized Services for FY 2020/21 - FY 2024/25 Consultant Name Agreement Number Description of Services Budget FY 19/20 Budget FY 20/21 5-Year Contract Case Systems, Inc. (Case) 13-45-102-06 Call box maintenance services $ 243,800 $ 75,000 $ 375,000 Exigis LLC, (Exigis) 15-19-017-03 Insurance Tracking Services/RiskWorks System 12,970 14,830 87,000 Sunesys 11-25-132-02 Station security cameras (CCTV) dark fiber infrastructure 18,000 21,000 105,000 Total $ 274,770 $ 110,830 $ 567,000 Agenda Item 7E 338 Case Systems, Inc. Case provides routine corrective and preventive maintenance of call boxes, including knockdowns and vandalism. Case was awarded a three-year agreement for these services in May 2013, following a competitive bid. The first and second option years were exercised in FY 2016/17 and 2017/18. Over the last two decades, the number of call boxes has been reduced primarily in response to declining demand. Other reduction considerations include the proliferation of cell phone ownership and expansion of cell coverage, as well as the costs associated with having to update the call boxes to remain compatible with continuously evolving cellular technology. The most recent reduction approved by the Commission in 2019 left a safety net of 158 call boxes in Riverside County. At that time, the Commission also approved the sunsetting of the Call Box Program at the end of FY 2023/24 or in conjunction with the next system network upgrade, whichever comes first. Additional services may be needed in FY 2024/25 for the removal of all call boxes. Staff recommends the Commission retain Case through June 30, 2025, for a not to exceed amount of $375,000 for continued call box maintenance services and final removal of highway call boxes upon program sunset. Exigis, LLC In June 2015, the Commission awarded Exigis a professional services agreement to use the RiskWorks risk management operating system (RiskWorks) for insurance tracking services. The Commission enters into numerous agreements for a variety of services annually. Prior to award and throughout the agreement term, staff must verify all contracted firms have current insurance which complies with each associated agreement. Exigis' RiskWorks system allows for efficient, automated administration of the insurance certificate tracking process. Exigis through RiskWorks administers all insurance related correspondence to firms awarded agreements by the Commission and executes insurance compliance functions including: issue insurance information requests, reminders, notices, and renewal requests; create and maintain vendor account profiles; receive and process certificates of insurance and policy endorsements; evaluate compliance of insurance information with contractually mandated minimums; maintain a searchable and readily accessible archive of insurance records, related documentation, and vendor account information; monitor compliance status, progress, and activity; access vendor account information; view vendor compliance evaluation(s), certificates of insurance, policy endorsements, and process communications; and review exceptions and respond to terminal compliance deficiencies (i.e. waive, reject, return for further revision, etc.). Staff recommends the Commission retain Exigis through June 30, 2025 for a not to exceed amount of $87,000 for continued insurance tracking services. Sunesys The Commission has invested in a network of closed circuit television (CCTV) security cameras at all nine existing stations and transit centers. All the cameras are connected to the Riverside Downtown Operations Control Center (RDNOCC) at the Riverside Downtown station via fiber optic lines (primarily through Caltrans) except for the Jurupa Valley/Pedley station. The Jurupa Agenda Item 7E 339 Valley/Pedley station CCTV is connected to RDNOCC via a dark fiber infrastructure provided by Sunesys. This contract with Sunesys is necessary to continue the reliable transmittal of security camera data and information to RDNOCC for a five-year period. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2020/21 FY 2021/22+ Amount: $18,292,330 $456,170 Source of Funds: Measure A, Transportation Development Act, Transportation Uniform Mitigation Fees, toll revenues, other reimbursements, and interest Budget Adjustment: No N/A GL/Project Accounting No.: Various Fiscal Procedures Approved: \yea, Date: 05/22/2020 Agenda Item 7E 340 AGENDA ITEM 7F RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM Cheryl Donahue, Public Affairs Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Quarterly Public Engagement Metrics Report, January -March 2020 STAFF RECOMMENDATION: This item is for the Commission to receive and file the Quarterly Public Engagement Metrics Report for January -March 2020. BACKGROUND INFORMATION: Staff continues to measure public engagement activities and prepare Quarterly Public Engagement Metrics Reports for the Commission, a practice that began in April 2018. This report covers the first quarter of 2020, from January to March. The quarterly reports are a data -driven approach to monitor the Commission's progress toward public engagement goals, to analyze the effectiveness of its efforts, and to provide transparency into how the Commission is using its resources to engage with the public. This quarterly report includes three sets of data: 1) Metrics for RCTC's overall public engagement activities, including website use and access; website top pages visited; email notifications; social media likes, engagement and reach; and public sentiment 2) Metrics for RCTC's Interstate 15 Express Lanes Project public engagement activities, including email activity, website sessions, and social media 3) Metrics for the State Route 60 Truck Lanes Project. Note that these numbers remain small, due to only eight months of activity. Report highlights for this quarter follow and are included in a graphical format. Please note that this quarter's metrics showed mixed sentiment. RCTC began its Traffic Relief Plan outreach efforts in January, which generated a variety of responses and focused attention on a separate website. COVID-19 began to dominate the public's attention in March, and the Commission curtailed its public engagement efforts mid -month. The quarterly reports will evolve to include metrics from new Commission projects. Agenda Item 7F 341 RCTC Overall Public Engagement 1) Website a. For the quarter, there were 32,858 website sessions, an 18 percent decrease from last quarter's 39,835 sessions. There also were 21,233 unique users, a decrease of 19 percent compared to the previous quarter's 26,364 unique users. b. A significant number of visitors (46 percent) accessed the website through organic searches, such as Google. Another 26 percent used a direct search (keying in rctc.org). Others used social media (23 percent), and website referrals (4 percent). c. Website access via desktop versus mobile remained the same. During the quarter, 46 percent accessed the website using a desktop computer and 54 percent used mobile devices. d. The homepage continues to be the most frequently visited page, followed this quarter by the Route 60 Truck Lanes page, the Meetings & Agendas page, and the blog post related to the new 91 Express Lanes sticker transponders. 2) Social Media a. Facebook: At the end of the quarter, the Facebook page had 9,565 likes, a 2 percent increase over last quarter's 9,389 likes. The page had 9,619 forms of engagement, such as likes, comments and shares, a 285 percent jump from last quarter's 2,499 forms of engagement. Facebook also had 5.4 million impressions, which is the number of times that RCTC's content was displayed in news feeds. This was a large increase — 218 percent — from last quarter's 1.7 million impressions. b. Twitter: RCTC's Twitter page showed a 5 percent increase in followers, from 1,200 to 1,264. Engagement increased more than 6,000 percent, from 571 to 35,523. Impressions jumped 850 percent from 75,391 to 715,890. c. Instagram: The Instagram page followers grew 16 percent, from 561 to 653 followers. Engagement declined 16 percent, from 490 forms of engagement to 410. Impressions decreased 39 percent to 10,639, compared to last quarter's 17,309. d. Overall, public sentiment was mostly positive, except for some negative comments on Traffic Relief Plan ads in January. Engagement peaked in early March and then declined sharply with the drop in digital advertising due to the COVID-19 pandemic. 3) RCTC's The Point: RCTC continues to produce content for its online blog, The Point, and distributes this information and other news via email to subscribers. RCTC's subscribers grew 25 percent, from 3,147 to 3,920. Twenty-seven percent of subscribers opened The Point, and 6 percent clicked on links to learn more. Agenda Item 7F 342 Interstate 15 Express Lanes Construction Public Engagement 1) Emails: Total email list sign-ups since the project began grew to 2,701. This is a 2 percent increase over the 2,648 sign-ups received through the end of last quarter. There were 8 email inquiries for a total of 162 since the project started. This is a 5 percent increase over the 154 inquiries received through the end of last quarter. 2) Website: Total website visits since project inception grew to 69,624, a 12 percent climb from the 62,023 visits through the end of last quarter. 3) Social Media: The project's Facebook, Twitter and Instagram accounts all showed small gains. The Facebook page grew to 2,374 likes from 2,303 likes last quarter, a 3 percent increase. Twitter increased from 257 followers to 267, a 4 percent increase. Instagram followers increased 5 percent from 461 to 485. Route 60 Truck Lanes Construction Public Engagement 1) Emails: Total email list sign-ups since the project began grew slightly to 291. This is a 2 percent increase over the 285 sign-ups received through the end of last quarter. There also have been a total of 170 email inquiries, an 8 percent increase over the 157 inquiries through the end of last quarter. 2) Website: Total website visits since project inception grew to 12,850, a 29 percent increase from the 9,992 visits through the end of last quarter. 3) Social Media: The project's Facebook, Twitter and Instagram accounts all showed increases. The Facebook page grew to 576 likes from 454 likes last quarter, a 27 percent increase. Twitter increased from 52 followers to 62 followers, a 19 percent increase. Instagram followers increased 7 percent from 142 to 152. Attachments: 1) RCTC Overall Public Engagement Metrics 2) Interstate 15 Express Lanes Construction Public Engagement Metrics 3) State Route 60 Truck Lanes Construction Public Engagement Metrics Agenda Item 7F 343 ATTACHMENT 1 Public Engagement Metrics: Q1 Overall Social Media Sentiment 5 4 1 -2 1/1 1/10 1/19 1/28 2/6 2/15 2/24 3/4 3/13 3/22 3/31 1/23 (—) Negative comments on TRP ads 1/31 (+) New TRP campaign launch 3/7 (+) New TRP video campaign launch 3/31(+) 15 Express Lanes closures boosted post Social Media Eblasts Subscribers 3,920 Average Open 27% Average Click 6.5% 344 Jan - Mar 2020 1 32,858 0 21,233 Number of -18% Number of -19/0 Sessions Unique Users Top Channels Direct (25.9%) — 5,576 Organic (46.4%) — 9,991 Social (23.2%) —4,988 Referral (4.3%) — 920 Differences COVID-19 affected advertising efforts in March 2020. Top Pages Visited Homepage is #1 most visited page 2 Route 60 Truck Lanes 3 Meetings and Agendas 4 New 91 Express Lanes Sticker Transponders Desktop vs Mobile Users 46% • (1-k\ 54% • EXPD(SS LANES 15 Express Lanes Project Outreach Metrics Email List Sign -Ups 3000 2500 2000 1500 1000 500 0- 45 1,240 703 114 1,401 I 1,915 1,706 1 2,301 2,522 2,577 2,622 2,648 2,701 2,426 Website Visits 80000 70000 60000 50000 40000 30000 — 20000 — zo,aa 14,980 8,81311,056 i 10000 — 3,635 5,780 0 ` 845 _ - ■ 69,624 62,023 56,019 49,590 42,208 36,841 28,184 0 1 4 4 ATTACHMENT 2 Oct 2016 - Mar 2020 Emails Received 200 — 150 100 50 0 — 7 77 62 48 40 32 20 11 132 118 104 1 137 144 154 162 Social Media Likes/Follows 2500 — 2000 1500 1000 500 0 L_ 21 1,297 932 979 127 195 1,477 1,665 1,933 1 2,030 2,".2,374 2,219 2,269 345 • Facebook Page Likes Twitter Followers (Account Opened 02/05/18) • Instagram Followers (Account Opened 02/05/18) State Route 60 State Route 60 Truck Lanes Project TRUCK LANES Quarterly "At -a -Glance" Metrics Report Email & Text Sign -Ups 300 a 250 D o) 200 w 0 • 150 100 50 0 61 — . 263 285 291 Website Sessions Total Website visits to Date 15000 — 12000 — 9000 — 6000 3000 — 1,414 6,715 1 9,992 12,850 oe• c lac oeo 4\ac C,e9 oe• c, lac 1 Sao O Sao \79 O Sao V''9 1 346 Emails to Project Team ATTACHMENT 3 May 2019 - March 2020 Number of Emails 200 150 100 50 0- 67 144 157 170 Social Media Likes/Follows 1 Number of Likes/Follows 600 _ 500 — 454 400 — 314 II 300 — 115 100 —� 200 0L 576 ti ° yeQ e° �a �a� �J\• O Hai i • Facebook Page Likes Twitter Followers Instagram Followers AGENDA ITEM 7G RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: David Knudsen, Legislative Affairs Manager THROUGH: Anne Mayer, Executive Director SUBJECT: State and Federal Legislative Update STAFF RECOMMENDATION: This item is for the Commission to receive and file an update on state and federal legislation. BACKGROUND INFORMATION: State Update The California State Assembly and Senate returned from their COVID-19 related recess on May 4 and May 11, 2020, respectively. Each house published revised legislative calendars and deadlines to accommodate a shortened legislative session. Policy and fiscal committees are meeting but will hear only a limited number of bills. Most bills identified for hearing are associated with COVID-19 emergency response, economic recovery, and public health issues. The May Revision The Governor submitted his May Revision Budget Proposal to the Legislature on May 14, 2020 announcing a $54 billion deficit brought on by the economic impacts of COVID-19. The May Revision reduces the Governor's January budget proposal from $222.2 billion in total state funding to $203.3 billion. Facing a projected unemployment rate of 18 percent for the year and with an anticipated $41 billion drop in revenues compared to January's budget forecast, the May Revision proposes to cancel new initiatives proposed in January's budget proposal. The Governor's new budget framework will reduce spending, draw down reserves, and borrow from special funds. With a decrease in revenue, the $54 billion deficit is more than three times the size of the $16 billion set aside in the state's Rainy Day Fund. In a sign of just how significant the economic downturn is expected to be, the May Revision forecasts a peak unemployment rate of 24.5 percent in the second quarter of this year and a decline in personal income of nearly 9 percent in 2020. As a reminder, personal income tax receipts were delayed until July 15, 2020, after the June 15 constitutionally required deadline to pass and sign a balanced budget. Therefore, the Legislature will revisit the budget after it is passed in June, likely in August, to reconcile forecasted revenue with actual tax receipts. Agenda Item 7G 347 Revised Transportation Budget This year's May Revise includes reduced revenue estimates for nearly all the existing transportation taxes and fees, due to the global COVID-19 pandemic. However, expenditures for Caltrans remain relatively unchanged, at approximately $15.5 billion. The Governor's January budget proposed $26 billion in total transportation spending, instead the revised budget proposes $25.5 billion in total transportation funding, a cut of approximately 2 percent, representing a half -billion dollars less than what was introduced in January. For both the remainder of the current fiscal year (2019-20) and the upcoming budget year (2020-21), total transportation revenues are projected to decrease by approximately $1.5 billion from the Governor's January budget proposal. This decrease includes $1.2 billion in fuel excise tax revenues directly related to local and highway transportation projects. The revenue estimates also reflect declines in diesel sales tax revenue, which is the primary fund source for State Transit Assistance, State Rail Assistance, and for the Public Transportation Account. SB 1 revenues were expected to bring in a total of $12.7 billion for the coming 2020-2021 budget year but are now expected to drop by a total of $1.8 billion through 2024-25. However, the May Revision maintains Caltrans' current planning and engineering staffing levels to continue developing and designing previously programmed projects. Caltrans will accelerate projects to achieve cost savings, support the creation of new jobs in the transportation sector, and improve roads. Economic Recovery The May Revision provides a possible framework for how the Governor and the Legislature may look at economic recovery proposals. Keeping transportation funding nearly intact is a strong indication that infrastructure will play a part in an economic recovery plan. However, it is unlikely that a State stimulus package will directly fund individual transportation projects. RCTC staff will continue to engage the region's elected delegation to promote proposals that will enhance the Commission's transportation resources for Riverside County. Federal Update The COVID-19 Federal Response On April 24, 2020, the President signed the $484 billion Paycheck Protection Program and Health Care Enhancement Act law that increased funding to the Paycheck Protection Program, provided more funding for hospitals, and testing for COVID-19. As of May 21, 2020, the House and Senate leaders continue to debate the next steps for COVID- 19 emergency relief and economic recovery legislation. On May 15, 2020, the House Majority Agenda Item 7G 348 passed the $3 trillion Health and Economic Recovery Omnibus Emergency Solutions (HEROES) Act- the phase "4" COVID-19 emergency relief measure. The HEROES Act included: • $500 billion for States • $375 billion for Local Governments • $15 billion for State Departments of Transportation • $15 billion for Public Transportation Now that the HEROES Act has moved to the Senate, Majority Leader McConnell has yet to announce what, if anything, the Senate will do in response to the bill. The Senate may decide to write their version, which will have to be reconciled with the House version, or do nothing at all. RCTC continues to advocate for relief proposals that maximize financial flexibility to respond to COVID-19 impact on the economy. On April 28, 2020, Chair Ben J. Benoit sent a letter to the Riverside County's Congressional delegation supporting Transportation Infrastructure Finance and Innovation Act (TIFIA) program modifications. Modifications to the TIFIA loan program would provide RCTC with cash savings that could be applied to other projects. RCTC provided a briefing to Representative Ken Calvert's staff regarding the importance of this kind of non -direct federal aid to keep infrastructure projects moving in Riverside County. Appropriations Both the House and Senate Appropriations Committees are meeting to determine a calendar for considering the 12 individual appropriations bills for FY 2020-21 appropriations. Due to the significant amount of time Congress has spent addressing the COVID-19 pandemic, it is anticipated that not all 12 appropriations bills will be enacted before the end of the fiscal year. Therefore, it is likely Congress will pass a continuing resolution to fund federal agencies for the near future. RCTC staff will continue to monitor and advocate for policies and resources that will enhance transportation in Riverside County and report back to the Commission with updates as necessary. Attachments: 1) Support letter: TIFIA Loan Modification Congressional Letter 2) State COVID-19 Response Timeline 3) Federal COVID-19 Response Timeline 4) Legislative Matrix — May 2020 Agenda Item 7G 349 ATTACHMENT 1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION April 28, 2020 4080 Lemon Street, 3rd Floor • Riverside, CA Mailing Address: P.O. Box 12008 • Riverside, CA 92502-2208 951.787.7141 • 951.787.7920 • www.rctc.org The Honorable Ken Calvert United States House of Representatives U.S. Capitol Washington, DC 20510 Subject: COVID-19 TIFIA Loan Modification Request Dear Congressman Calvert: On behalf of the Riverside County Transportation Commission (RCTC), I am writing to urge your support for legislative modifications to the Transportation Infrastructure Finance and Innovation Act (TIFIA) program, which provides federal credit assistance for transportation projects. With state and local governments requiring individuals to stay at home and with many businesses closed due to the COVID-19 pandemic, there has been a dramatic reduction in economic activity and a reduction in revenue pledged to repaying federal TIFIA loans. While the long-term impact on revenues is uncertain, the near -term financial impact of social distancing measures is clear and immediate. Transit systems, bridges, and toll facilities have suffered significant traffic and revenue declines. With nearly a 75 percent decline in traffic volume and related revenue loss, RCTC is seeking the flexibility to modify our two TIFIA loans, totaling more than $573 million. Specifically, we ask that the TIFIA program be modified to allow for a one-time modification of the interest rate on current TIFIA loans. While RCTC strongly supports the one-time interest rate modification request, we further encourage the U.S. Department of Transportation to use its authority, within existing statutes, to maximize loan flexibilities that would provide relief to borrowers and enhance our ability to advance our capital construction efforts that will create much -needed employment opportunities. Existing TIFIA authorities that could provide additional financial flexibility include: • Allow a borrower in good standing to amend the TIFIA loan agreement to borrow up to the statutorily allowed 49 percent of eligible project costs, particularly when final project costs are lower than anticipated, thus causing a current TIFIA loan to exceed the administratively applied loan cap of 33 percent; • Provide the ability to convert TIFIA near -term mandatory debt service payments to scheduled debt service payments for a specific period of time; and • Provide the ability for borrowers to eliminate the mandatory prepayment provisions in outstanding TIFIA loans. 350 The Honorable Ken Calvert April 28, 2020 Page 2 RCTC supports Congress' purpose in creating the TIFIA program: to leverage limited federal resources and stimulate investment in surface transportation projects while ensuring the repayment of the loan's principal amount. RCTC is committed to meeting our financial TIFIA loan obligations, and the proposed program modifications maintain the original intent of the TIFIA program. By allowing RCTC to adapt our finances to better manage our limited resources, we will keep infrastructure projects and surface transportation services moving forward during this critical time for our economy. Thank you for considering this request. Please feel free to contact David Knudsen, Manager for Legislative Affairs (dknudsen@rctc.org) to further discuss the TIFIA program, our loans, and how these modifications can assist our operations. Sincerely, Ben J. Benoit Chair 351 ATTACHMENT 2 Timeline of State COVID-19 Emergency Response (May 21, 2020): May 11, 2020 Western States Pact Urges Federal Support for States and Cities Responding to COVID- 19 Pandemic May 8, 2020 Governor Newsom Issues Executive Order on Extending Deadlines Impacted by COVID- 19 May 8, 2020 Governor Newsom Issues Executive Order to Protect Public Health by Mailing Every Registered Voter a Ballot Ahead of the November General Election May 7, 2020 Department of Finance Fiscal Update on the COVID-19 Pandemic and California's Budget Outlook May 7, 2020 Governor Newsom Releases Updated Industry Guidance May 6, 2020 Governor Newsom Announces Workers' Compensation Benefits for Workers who Contract COVID-19 During Stay at Home Order May 4, 2020 Governor Newsom Provides Update on California's Progress Toward Stage 2 Reopening April 13, 2020 California, Oregon & Washington Announce Western States Pact April 8, 2020 Governor Newsom Signs Executive Order to Provide Additional Clarity on District Elections April 7, 2020 Governor Newsom Signs Executive Order to Expand Support for Vulnerable Populations April 4, 2020 Governor Newsom Signs Executive Order to Provide Expanded Access to Child Care for Essential Workers During COVID-19 Response April 2, 2020 Governor Newsom Issues Executive Order Protecting Homes, Small Businesses from Water Shutoffs April 2, 2020 Governor Newsom Announces New Help for Small Businesses & Workers Displaced by COVID-19 April 1, 2020 Governor Newsom Issues Executive Order Providing for Expedited Resources for COVID- 19 Response April 1, 2020 Governor Newsom Announces Agreement Between Teachers, Classified Employees and School System Management to Support Student Instruction During COVID-19 Outbreak March 31, 2020 Governor Newsom Launches Campaign to Protect Health and Well -Being of Older Californians During COVID-19 Pandemic March 30, 2020 Governor Newsom Signs Executive Order Providing Relief to California Small Businesses March 30, 2020 Governor Newsom Announces California Health Corps, a Major Initiative to Expand Health Care Workforce to Fight COVID-19 March 29, 2020 California's Leading Digital and Media Platforms, Businesses and Celebrities Partner with the State to Amplify COVID-19 "Stay Home. Save Lives." Public Awareness Campaign March 27, 2020 Governor Newsom Takes Executive Action to Establish a Statewide Moratorium on Evictions March 26, 2020 FPPC to extend Form 700 deadline due to COVID-19 March 25, 2020 Governor Gavin Newsom Announces Major Financial Relief Package: 90-Day Mortgage Payment Relief During COVID-19 Crisis March 24, 2020 Governor Newsom Issues Executive Order on State Prisons and Juvenile Facilities in Response to the COVID-19 Outbreak March 23, 2020 California Awards $100 Million to Cities, Counties and Continuums of Care to Help People Experiencing Homelessness During COVID-19 Pandemic March 23, 2020 Governor Gavin Newsom announce the closure of state parks and beaches to combat COVID-19 March 22, 2020 California Secures Presidential Major Disaster Declaration to Support State's COVID-19 Emergency Response March 21, 2020 Governor Newsom Issues Executive Order to Fight the COVID-19 Surge 352 Timeline of State COVID-19 Emergency Response (May 21, 2020): March 20, 2020 Governor Newsom Signs Order to Protect Public Health by Expanding Vote -by -Mail Options and Extending Deadlines for Presidential Primary Canvass March 19, 2020 Governor Issues State-wide "Stay -at -Home" Directive March 18, 2020 Governor Newsom Issues Executive Order to Protect Ongoing Safety Net Services for Most Vulnerable Californians During COVID-19 Outbreak March 18, 2020 California Launches New Comprehensive, Consumer -Friendly Website and Public Service Announcements to Boost COVID-19 Awareness March 18, 2020 Governor Newsom Issues Executive Order to Suspend Standardized Testing for Students in Response to COVID-19 Outbreak March 17, 2020 Governor Newsom Signs Executive Order to Allow Timely Delivery of Vital Goods During COVID-19 Outbreak March 17, 2020 Governor Newsom Signs Emergency Legislation to Fight COVID-19 March 16, 2020 Governor Newsom Issues New Executive Order authorizing Local Governments to Halt Evictions, Slow Foreclosures, and Protect Against Utility Shut Offs March 16, 2020 California Issues Directive to Fight COVID-19 March 13, 2020 Governor Newsom Signs Executive Order Ensuring State Funding for Schools Even in Event of Physical Closure March 12, 2020 Governor Newsom Issues New Executive Order Further Enhancing State and Local Government's Ability to Respond to COVID-19 Pandemic 353 ATTACHMENT 3 Timeline of Federal COVID-19 Emergency Response (May 21, 2020): April 27, 2020 Federal Reserve Board announces an expansion of the scope and duration of the Municipal Liquidity Facility April 24, 2020 President signs Paycheck Protection Program and Health Care Enhancement Act - $484 billion law that increases funding to the Paycheck Protection Program and also provide more funding for hospitals and testing for COVID-19 April 17, 2020 USDA Implements Immediate Measures to Help Rural Residents, Businesses and Communities Affected by COVID-19 April 1, 2020 Coronavirus (COVID-19) Pandemic Whole -of -America Response March 31, 2020 Coronavirus Guidelines for America March 30, 2020 Coronavirus (COVID-19) Pandemic Whole -of -Government Response March 28, 2020 CISA releases Version 2.0 of the Essential Critical Infrastructure Worker Guidance originally published on March 19, 2020 March 27, 2020 President signs Coronavirus Aid, Relief, and Economic Security Act (CARES Act) — $2 trillion Economic Relief Bill to Aimed at Helping American Workers, Families, and Businesses Impacted by the Coronavirus March 27, 2020 Memorandum on Order Under the Defense Production Act Regarding General Motors Company March 26, 2020 Coronavirus (COVID-19) Pandemic Whole -of -Government Response March 25, 2020 USDA Implements Immediate Measures to Help Rural Residents, Businesses and Communities Affected by COVID-19 March 22, 2020 President Donald J. Trump Approves Major Disaster Declaration for California March 18, 2020 President signs Families First Coronavirus Response Act — Guaranteed free coronavirus testing, established paid leave, enhanced unemployment insurance, expanded food security initiatives, and increased federal Medicaid funding March 16 2020 White House and CDC New Guidance on Preventing the Spread of Coronavirus - "15 Days to Slow the Spread" March 4, 2020 President signs Coronavirus Preparedness and Response Supplemental Appropriations Act, 2020 — Provided $8.3 billion in emergency funding for federal agencies to respond to the coronavirus outbreak related to developing a vaccine, medical supplies, grants for public health agencies, small business loans, and assistance for health systems in other countries. Allowed for temporarily waiving Medicare restrictions and requirements regarding telehealth services. 354 ATTACHMENT 4 RIVERSIDE COUNTY TRANSPORTATION COMMISSION - POSITIONS ON STATE AND FEDERAL LEGISLATION — MAY 2020 Legislation/ Author Description Bill Status Position Date of Board Adoption AB 252 (Daly, Frazier) Removes the sunset date from the NEPA Reciprocity program. Signed by Governor Newsom. (July 31, 2019) SUPPORT 3/13/19 AB 1402 (Petrie- r ) Makes substantive changes to the Active Transportation Program administered by the State, allocating 75% of funds to be distributed by large MPOs. Assembly -Died- Transportation. (February 3, 2020) 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. Senate -Died- Appropriations. (February 3, 2020) 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. Died on inactive file (February 3, 2020) OPPOSE UNLESS AMENDED 4/10/19 AB 456 (Chiu, Bonta, Low) Removes the January 1, 2020 sunset provision on claims resolution processes. Approved by the Governor. (October 3, 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. Referred to Assembly Transportation Committee. (June 6, 2019) OPPOSE Staff action based on platform 5/30/19 SB 742 (Allen) Authorizes 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. Approved by the Governor. (October 8, 2019) SUPPORT 6/12/19 AB 1149 (Fong) Eliminates the ability of petitioners to opt to prepare the record of proceedings and would place that responsibility solely on the lead agency. Assembly -Died -Natural Resources. (February 3, 2020) SUPPORT 6/12/19 Legislature reconvened on January 6, 2020 355 Legislation/ Author Description Bill Status Position Date of Board Adoption SB 664 (Allen) Revises existing statute in the Streets and Highways Code and the Vehicle Code to allow for improved operations of toll facilities in California. Re -referred to Committees on Privacy & Consumer Protection and Judiciary. (September 10, 2019) SUPPORT Staff action based on platform 6/17/19 SB 277 (Beall) Changes the SB 1-created Local Partnership Program to be administered at 85% formula, rather than 50% formula as is currently in adopted guidelines. Vetoed by the Governor. In Senate. Consideration of Governor's veto pending.Staff (August 14, 2019) SUPPORT d nn based on platform 7/1/19 AB 2011 (Holden) Creates West San Bernardino County Rail Construction Authority for purposes of awarding and overseeing all design and construction contracts for completion of an extension of the Metro Gold Line light rail project from the City of Montclair to the Ontario International Airport. The bill would prescribe the powers and duties of the construction authority. Referred to Assembly Transportation Committee. (February 14, 2020) OPPOSE Staff action based on platform 3/10/20 SB 1390 (Portantino) Creates the Montclair to Ontario Airport Construction Authority for purposes of awarding and overseeing all design and construction contracts for completion of an extension of the Metro Gold Line light rail project from the City of Montclair to the Ontario International Airport. The bill would prescribe the powers and duties of the construction authority. Referred to Senate Transportation Committee. (March 12, 2020) OPPOSE Staff action based on platform 3/10/20 HR 2939 (Napolitano) Protects state and local general sales tax revenues from being directed to airports. Introduced. (May 23, 2019) SUPPORT 7/10/19 356 AGENDA ITEM 7H RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Martha Master, Senior Management Analyst Jillian Guizado, Planning and Programming Manager Lorelle Moe -Luna, Multimodal Services Director THROUGH: Anne Mayer, Executive Director SUBJECT: City of Canyon Lake's Request to Convert Federal Surface Transportation Block Grant to Local Measure A Regional Arterial Funds for the Railroad Canyon Road Pavement Rehabilitation Project STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the city of Canyon Lake's (Canyon Lake) request for conversion of federal Surface Transportation Block Grant (STBG) funds to local 2009 Measure A Western County Regional Arterial (MARA) funds to the Railroad Canyon Road Pavement Rehabilitation Project (Project); and 2) Authorize the Chief Financial Officer to reimburse Canyon Lake upon presentation of invoices associated with the Project. BACKGROUND INFORMATION: In spring 2013, the Commission authorized a Call for Projects for federal Surface Transportation Program (renamed to STBG under the Fixing America's Surface Transportation Act) funds in the amount of $13.8 million for pavement rehabilitation projects. The amount available was a set - aside of 20 percent of the annual apportionment of STBG funds over three years for pavement rehabilitation -type work. Criterion used for establishing allocation targets for each city and the County of Riverside were the 2010 Census population and Federal Functional Classification System lane miles, which were weighted 50/50. Local agencies submitted nominations for pavement rehabilitation of local roads, and in May 2013 the Commission awarded $37,000 of STBG funds to Canyon Lake for the Project. The project limits are on Railroad Canyon Road from Goetz Road to Lake Elsinore city limits. On November 3, 2019, Canyon Lake requested the conversion of the $37,000 federal STBG funds to local MARA funds to provide improvements to Railroad Canyon Road, the project for which the STBG funds were intended. The request is based on consideration of the lengthy process and amount of resources required to obligate federal funds. Agenda Item 7H 357 The Commission approves similar requests for smaller member cities, one of them being the bi- annual Memorandum of Understanding (MOU) with the city of Blythe. The city of Blythe has a State Transportation Improvement Program (STIP) MOU with the Commission, trading the Palo Verde Valley STIP funds for 2009 Measure A Western Riverside County highway funds to facilitate delivery of local arterial projects in the Palo Verde Valley. Similar to the city of Blythe, Canyon Lake has a small staff and limited resources; therefore, by providing smaller local agencies with less restrictive funding to implement the pavement rehabilitation projects, city staff can efficiently deliver projects to their communities. As a result, staff recommends the Commission convert the $37,000 of STBG funds previously programmed for Canyon Lake to MARA funds in the amount of $37,000. Staff will then make necessary adjustments to programming commitments. Additionally, staff recommends that the Chief Financial Officer reimburse Canyon Lake for costs incurred upon receipt of invoices associated with the Project. Financial Information In Fiscal Year Budget: Yes Year: FY 2020/21 Amount: $37,000 Source of Funds: MARA Budget Adjustment: No GL/Project Accounting No.: 005211 81301 00000 0000 266 72 81301 Fiscal Procedures Approved: \I-Al/Liezeati Date: 05/21/2020 Attachment: Canyon Lake November 2019 Request Letter Agenda Item 7H 358 CITY OF CANYON LAKE November 3, 2019 Ms. Anne Mayer Executive Director Riverside County Transportation Commission 4080 Lemon St., 3'd Floor Riverside, CA 92501 RE: 2013 STPL Call for Projects Ms. Mayer: The City of Canyon Lake has a federal un-obligated balance of $37,000 from the Riverside County Transportation Commission (Commission) STPL formula share from the 2013 Pavement Rehabilitation Program. As the federal requirements to obligate federal funding is costly, and considering the small amount of funds in question for Canyon Lake, we believe that obligating the funding would be counter- productive. Therefore, I respectfully request that the Commission convert the $37,000 of federal funds to Measure A funds. Doing so would allow us to use the funding to complete much needed improvements along Railroad Canyon Road. The City of Canyon Lake appreciates the Commission's ongoing efforts and leadership in Riverside County. Sincerely, Chris Mann City Manager Copy: Brad Brophy, City Engineer 31516 Railroad Canyon Road, Canyon Lake, 92587 • 951/244-2955 • FAX 951/246-2022 www.cityofcanyonlake.com AGENDA ITEM 71 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Gary Ratliff, Facilities Administrator Marlin Feenstra, Project Delivery Director THROUGH: Anne Mayer, Executive Director SUBJECT: Agreements for On -Call Maintenance and Repair Services for the Commuter Rail Stations and Toll Facilities STAFF RECOMMENDATION: This item is for the Commission to: 1) Award the following agreements to provide on -call repair, maintenance and minor construction services for the commuter rail stations and toll facilities for a three-year term, with two two-year options to extend the agreements for a total aggregate amount not to exceed $13,282,500: a) Agreement No. 20-24-040-00 to Braughton Construction; and b) Agreement No. 20-24-082-00 to Procell; 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreements, on behalf of the Commission; and 3) Authorize the Executive Director, or designee, to execute task orders awarded to the contractors under the terms of the agreements. BACKGROUND INFORMATION: The Commission owns and operates nine commuter rail stations (Riverside Downtown, Jurupa Valley-Pedley, Riverside -La Sierra, Corona -West, Corona -North Main, Riverside -Hunter Park/UCR, Moreno Valley/March Field, Perris -Downtown, and Perris -South). Station maintenance, repair, and minor construction services are essential to preserve and maintain the Commission's property investments as well as provide safe, operational, and functional facilities for the train commuters. On -call maintenance services efficiently and effectively respond to building repairs, emergencies, and safety measures generally related to minor construction and preservation of pavement surfaces, gates and fencing, safety rail, pathways, shelters, and structure supports. As an established toll operator for the RCTC 91 Express Lanes with expansion for the 15 Express Lanes opening in late 2020, the Commission owns three toll facilities, consisting of a storage and maintenance building and two adjacent office buildings for toll business operations. One office building serves as the 91 Express Lanes Customer Service Center, and the other will soon open as Agenda Item 71 360 the Regional Operations Center for the 15 Express Lanes. Additionally, there are two utility buildings located within the RCTC 91 Express Lanes. Each of these facilities requires routine maintenance and repair services to maintain and preserve the Commission's property and provide toll patron services and staff a base of operations. In October 2017, the Commission awarded an agreement to provide on -call station repair, maintenance, and minor construction services for a three-year period. The Commission subsequently amended the agreement for station elevator modernization projects and for the addition of the toll facilities. With the agreement nearing its expiration, staff initiated a re - procurement of on -call repair, maintenance, and minor construction services for the Commission's stations and toll facilities. Pricing for on -call services will be based upon fixed labor rates and pre -established mark-up on materials. In order to maximize competitive pricing and provide adequate resources to address the sizable and varied workload, staff recommends the establishment of an on -call bench of two qualified contractors. The competitive task order format ensures that the Commission is getting a fair and reasonable price for services provided under each task order awarded by the Commission. Procurement Process Staff determined the weighted factor method of source selection to be the most appropriate for this procurement as it allows the Commission to identify the most advantageous proposals with price and other factors considered. Non -price factors include elements such as qualifications of firm, personnel, and the ability to respond to the Commission's needs for on -call repair, maintenance and minor construction services as set forth under the terms of the Request for Proposals (RFP) No. 20-24-040-00. RFP No. 20-24-040-00 for on -call maintenance and repair services was released by staff on March 12. A public notice was advertised in the Press Enterprise, and the RFP was posted on the Commission's PlanetBids website, which is accessible through the Commission's website. Through PlanetBids, 21 firms downloaded the RFP; 3 of these firms are located in Riverside County. Staff responded to all questions submitted by potential proposers prior to the March 26 clarification deadline date. Two firms — Braughton Construction (Rancho Cucamonga) and Procell (Santa Ana) — submitted responsive and responsible proposals prior to the submittal deadline on April 15. Utilizing the evaluation criteria set forth in the RFP, both proposals were evaluated and scored by an evaluation committee comprised of Commission and Bechtel staff. As a result of the evaluation committee's assessment of the written proposals, the evaluation committee determined both firms to be qualified firms to provide on -call repair, maintenance, and minor construction services. The evaluation committee recommends contract awards to these two firms for a three-year term, with two two-year options to extend the agreement in an amount not to exceed $13,282,500, which is the estimated amount of routine services and anticipated special projects. Agenda Item 71 361 The multiple award, on -call, indefinite delivery/indefinite quantity task order type contracts do not guarantee work to any of the awardees; therefore, no funds are guaranteed to any contractor. Pre -qualified contractors will be selected for specific tasks based on qualification information contained in their proposals and/or competitive fee proposals for the specific tasks. Services will be provided through the Commission's issuance of contract task orders to the consultants on an as -needed basis. The Commission's model on -call professional services agreement will be entered into with each consultant firm, pursuant to legal counsel review. Staff oversight of the contracts and task orders will maximize the effectiveness of the consultants and minimize costs to the Commission. Staff projections for repair, maintenance and minor construction services and related funding under the new agreements are based on the following assumptions: • $450,000 in annual maintenance and repair expenditures for all nine rail stations to be funded in FY 2020/21 by the recently enacted Coronavirus Aid, Relief, and Economic Security (CARES) Act and Federal Emergency Management Agency (FEMA) funds and in later years primarily using 2009 Measure A Western County Rail funds; • $125,000 in annual maintenance and repair expenditures for all five toll facilities to be funded by toll revenues; and • $1,000,000 to $2,500,000 annually for rehabilitation and efficiency projects (pavement rehabilitation and seals, concrete, fence gates, Americans with Disability Act improvements, pedestrian pathways, canopies, shelters, and solar installation) following the Commission's FY 2021 Short Range Transit Plan 5-year station improvement plan funded by available state and federal grants. Agenda Item 71 362 Financial Information In Fiscal Year Budget: Yes Year: FY 2020/21 Amount: $ 3,132,500 N/A FY 2021/22+ $ 10,150,000 2009 Measure A Western County Rail, Toll Revenues, State of Good Repair, Federal No Source of Funds: Transit Administration Section 5307 grant, Budget Adjustment: N/A CARES Act, and FEMA funds 244001-7330X-00000-0000 265-24-73301 244002-7330X-00000-0000 265-24-73301 244003-7330X-00000-0000 265-24-73301 244004-7330X-00000-0000 265-24-73301 244006-7330X-00000-0000 265-24-73301 244010-7330X-00000-0000 265-24-73301 GL/Project Accounting No.: 244020-7330X-00000-0000 265-24-73301 244021-7330X-00000-0000 265-24-73301 244022-7330X-00000-0000 265-24-73301 244024-7330X-00000-0000 265-24-73301 004011-90701-00000-0000 265-24-90501 001599-7330X-00000-0000 515-31-73301 009199-7330X-00000-0000 591-31-73301 Fiscal Procedures Approved: \I-te/tAii:414.a Date: 05/21/2020 Attachments: 1) Draft Agreement No. 20-24-040-00 to Braughton Construction 2) Draft Agreement No. 20-24-082-00 to Procell Agenda Item 71 363 ATTACHMENT 1 Agreement 20-24-040-00 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ON -CALL MAINTENANCE AND REPAIR SERVICES AGREEMENT 1. PARTIES AND DATE. This Agreement is made and entered into this day of , 2020 by and between the Riverside County Transportation Commission ("Commission") and Braughton Construction Inc., a Corporation, with its principal place of business at 10722 Arrow Route #822, Rancho Cucamonga, CA 91730 ("Contractor"). Co r ission and Contractor are sometimes individually referred to as "Party" and collectively . ' arties" in this Agreement. 2. RECITALS. 2.1 Commission is the Tran Riverside and organized under the laws of the State services necessary to achieve its purpose. 2.2 Commission owns and security command center, one (1 cen County, the addresses and descr' s ns o ' hich incorporated herein by referen 2.3 No. 20-24-040-00 maintenance and repa ommission for the County of ifornia with the power to contract for (9) commuter rail stations, one (1) and five (5) toll facilities serving Riverside e set forth in Exhibit "A", attached hereto and tations and Toll Facilities"). 12, 2020, Commission issued a Request for Proposals which Commission sought proposals for on -call he Commuter Rail Stations and Toll Facilities. 2.4 Con desires to perform and assume responsibility for the provision of on -call maintenance and repair services required by Commission on the terms and conditions set forth in this Agreement and in the task order(s) to be solicited, awarded and authorized by Commission Purchase Orders as further described in this Agreement ("Task Order"). 2.5 The work generally includes the maintenance and repair of the Commuter Rail Stations and Toll Facilities. Contractor represents that it is a professional Contractor, experienced in providing on -call maintenance and repair services to public clients, and is familiar with the plans of Commission. 2.6 Commission desires to engage Contractor to render on -call maintenance and repair services for the Commuter Rail Stations and Toll Facilities. On -call maintenance and repair services shall be generally as set forth in Exhibit "A", attached hereto and incorporated herein by reference. On -call maintenance and repair services shall be ordered by Task Order(s) to be issued pursuant to this Agreement for future projects as set forth herein. The services set 17336.00600\32785614.1 364 forth in Exhibit "A" and each individual project ordered under a Task Order shall be referred to, herein, collectively, as the "Project". 2.7 Services procured under a Task Order may be funded, in whole or in part, with state and/or federal funds. Contractor shall comply with all applicable funding requirements. 3. TERMS. 3.1 Scope of Services and Term. 3.1.1 General Scope of Services. Contractor promises and agrees to furnish to Commission all labor materials, tools, equipment, services, and i cidental and customary work, as necessary, to fully and adequately provide the on -call maint- ce and repair services for the Commuter Rail Stations and Toll Facilities required by ission, as shall be generally described in Exhibit "A" and as more specifically descrd i ch Task Order, collectively referred to herein as the "Services". On -call Services 1 be mor- icularly described in the individual Task Orders issued by the Commission's cutiv Directo designee. No Services shall be performed unl Order for Task Order Services, as further s • ' ed her performed in accordance with, this Agree hereto and incorporated herein by reference, a and regulations 3.1.2 Term. 2023, unless earlier terminated the term of this Agree Parties may, by mu complete the Service horized by a Commission Purchase 11 Services shall be subject to, and Task Order, the exhibits attached le local, state and federal laws, rules ement shall be from July 1, 2020 to June 30, e s e - . Contractor shall complete the Services within eet any other established schedules and deadlines. The extend the term of this Agreement if necessary to 3.2 Responsib ontractor. 3.2.1 Control and Payment of Subordinates; Independent Contractor. The Services shall be performed by Contractor or under its supervision. Contractor will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. Commission retains Contractor on an independent contractor basis and not as an employee. Contractor 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 Contractor shall also not be employees of Commission and shall at all times be under Contractor's exclusive direction and control. Contractor shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Contractor shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance. 17336.00600\32785614.1 2 365 3.2.2 Task Orders; Commencement and Schedule of Services. Services under this Agreement shall be competitively solicited amongst Contractor and the other firms identified in Section 3.3.2 of this Agreement pursuant to a Task Order request for bid process. If Contractor's Task Order bid is selected for a Project, the Commission shall issue a Purchase Order for the Services. Contractor's agreement to the final terms of a proposed Task Order, Commission's issuance of a Purchase Order and Contractor's commencement of the Services following issuance of the Purchase Order shall indicate the Parties' agreement to the terms of the relevant Task Order. Contractor shall commence Services under a Task Order within five (5) days of receiving a Purchase Order for the Task Order Services from the Commission. Each request for Task Order bids shall identify the funding source(s) to be used to fund the Services under the relevant Task Order, and Contractor shall comply with the requir cents specified herein, and in the attached exhibits, applicable to the identified funding sourc Contractor represents that it has the profess to perform the Services in conformance with such con conformance with each Schedule, the Commission timely manner. Upon the Commission's reque schedule of anticipated performance to meet the relev technical personnel required ns. In o to facilitate Contractor's res and to ractor's submittals in a or shall provide a more detailed hedule of Services. 3.2.3 Conformance to A . , ' e s ents. All work prepared by Contractor shall be subject to the approval of 3.2.4 Commissi Executive Director, or his or h Agreement ("Commission's Re power to act on behalf shall not accept direc or his or her designe ve. The Commission hereby designates the its representative for the performance of this ative . Commission's Representative shall have the ion for all purposes under this Agreement. Contractor ny person other than the Commission's Representative 3.2.5 Con. t. Representative. Contractor hereby designates John Braughton, or his or her .. _nee, to act as its representative for the performance of this Agreement ("Contractor's Representative"). Contractor's Representative shall have full authority to represent and act on behalf of the Contractor for all purposes under this Agreement. The Contractor's Representative shall supervise and direct the Services, using his best 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. 3.2.6 Coordination of Services. Contractor agrees to work closely with Commission staff in the performance of Services and shall be available to Commission's staff, consultants and other staff at all reasonable times. 3.2.7 Standard of Care; Performance of Employees. Contractor shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Contractor represents and maintains that it is skilled in the professional 17336.00600\32785614.1 3 366 calling necessary to perform the Services. Contractor warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Finally, Contractor represents that it, 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. As provided for in the indemnification provisions of this Agreement, Contractor shall perform, at its own cost and expense and without reimbursement from the Commission, any services necessary to correct errors or omissions which are caused by the Contractor's failure to comply with the standard of care provided for herein. Any employee of the Contractor or its sub -contractors 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 Contractor and shall not be re-employed to perform any of the Services or to work on the Pro' t. 3.2.8 Period of Performance. Contractor accordance with any completion schedule or Project m e Contractor agrees that if the Services are not complet: i time and/or pursuant to any such completion sche s or P to provisions of this Agreement and included in an and agreed that the Commission will suffer damage. 3.2.9 Disputes. Should any done, of any work omitted, or of an extra respecting the size of any paym Contractor shall continue to per If Contractor disputes the Co be provided by law. 3.2.1 keep itself fully info regulations in any mann erform the Services in strict ones cribed in each Task Order. thin the ementioned performance 'ect mile nes developed pursuant der, it is understood, acknowledged ecting the true value of any work ontractor may be required to do, or or during the performance of this Contract, e said dispute is decided by the Commission. , Contractor shall have such remedies as may Em • to ee/Labor Certifications. Contractor shall compliance with all local, state and federal laws, rules and the performance of the Project or the Services, including all Cal/OSHA requirements, a : 1 give all notices required by law. Contractor shall be liable for all violations of such law and regulations in connection with Services. If the Contractor performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the Commission, Contractor shall be solely responsible for all costs arising therefrom. Commission is a public entity of the State of California subject to, among other rules and regulations, the Public Utilities Code, Public Contract Code, and Labor Code of the State. It is stipulated and agreed that all provisions of the law applicable to the public contracts of a county transportation commissions are a part of this Agreement to the same extent as though set forth herein and will be complied with. These include but are not limited to the payment of prevailing wages, the stipulation that eight (8) hours' labor shall constitute a legal day's work and that no worker shall be permitted to work in excess of eight (8) hours during any one calendar day except as permitted by law. Contractor shall defend, indemnify and hold Commission, its officials, 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. 17336.00600\32785614.1 4 367 3.2.10.1 Employment Eligibility; Contractor. By executing this Agreement, Contractor verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time. Such requirements and restrictions include, but are not limited to, examination and retention of documentation confirming the identity and immigration status of each employee of the Contractor. Contractor also verifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the term of the Agreement. Contractor shall avoid any violation of any such law during the term of this Agreement by participating in an electronic verification of work authorization program operated by the United States Department of Homeland Security, by participating in an equivalent federal work authorization program operated by the United States Department of Homeland Security to verify information of newly hired employees, or by some other legally acceptable method. C • ' tractor shall maintain records of each such verification, and shall make them available to the ' mmission or its representatives for inspection and copy at any time during normal business The Commission shall not be responsible for any costs or expenses related to Contra . s co . nce with the requirements provided for in Section 3.2.10 or any of its sub-sectio 3.2.10.2 Employment subcontractors and consultants. To the same extent Contractor shall require all of its subcontra any work relating to the Project or this Agr with all requirements and restrictions vide 3.2.10.3 executing this Agreement on be of Contractor, and unders terminate the Agree subcontractors or c or 3.2.10.2; (2) any requirements (including i or (3) failure to immediatel with such requirements. ility; Subcontractors, Sub - an 1 der the same conditions as Contractor, b-sub • ractors and consultants performing the same verifications and comply Sec on 3.2.10.1. li ibilit Failure to Com.l . Each person verifies that they are a duly authorized officer of the following shall be grounds for the Commission to ) failure of Contractor or its subcontractors, sub - of the requirements provided for in Sections 3.2.10.1 on or material omission concerning compliance with such ifications provided to the Contractor under Section 3.2.10.2); ove from the Project any person found not to be in compliance 3.2.10.4 Labor Certification. By its signature hereunder, Contractor certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers' 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 Services. 3.2.10.5 Equal Opportunity Employment. Contractor 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, handicap, 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. Contractor shall also comply with all relevant provisions of 17336.00600\32785614.1 5 368 Commission's Disadvantaged Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted. 3.2.10.6 Air Quality. Contractor must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the California Air Resources Board (CARB). Contractor shall specifically be aware of the CARB limits and requirements' application to "portable equipment", which definition is considered by CARB to include any item of equipment with a fuel -powered engine. Contractor shall indemnify Commission against any fines or penalties imposed by CARB or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Contractor, its subcontractors, or others for whom Contractor is responsible under its indemnity obligations provided for in this Agreement. 3.2.10.7 Water Quality. (A) Mana ement and Contractor's Services must account for, and fully co rules and regulations that may impact water quality applicable provisions of the Federal Water Pollu California Porter -Cologne Water Quality Control Act rules and regulations of the Environmenta Control Board; the Commission's rules reg regulations, policies, or permits issue..ursua pollutants, as that term is used in -r-C or surface water in the State. laws, regulations and Contractor or Com shall defend, indemni and agents free and harm and against any and all fin To the extent applicable, with, all 1, state and federal laws, e, inclu• g, without limitation, all rol Act (33 U.S.C. §§ 1300); the Water Code §§ 13000-14950); laws, tion cy and the State Water Resources s of storm water; and any and all y s authority regulating the discharge of ne Water Quality Control Act, to any ground for Non -Compliance. Failure to comply with the in this Section is a violation of law that may subject ies, nes, or additional regulatory requirements. Contractor e Commission, its officials, officers, employees, volunteers ant to the indemnification provisions of this Agreement, from nalties, claims or other regulatory requirements imposed as a result of Contractor's non-compliance with the laws, regulations and policies described in this Section, unless such non-compliance is the result of the sole established negligence, willful misconduct or active negligence of the Commission, its officials, officers, agents, employees or authorized volunteers. (C) Training. In addition to any other standard of care requirements set forth in this Agreement, Contractor warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them without impacting water quality in violation of the laws, regulations and policies described in this Section. Contractor further warrants that it, its employees and subcontractors will receive adequate training, as determined by Commission, regarding the requirements of the laws, regulations and policies described in this Section as they may relate to the Services provided under this Agreement. Upon request, Commission will provide Contractor with a list of training programs that meet the requirements of this paragraph. 17336.00600\32785614.1 6 369 3.2.11 Insurance. 3.2.11.1 Time for Compliance. Contractor 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 a form and with insurance companies acceptable to the Commission. In addition, Contractor shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. 3.2.11.2 Minimum Requirements. Contractor 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 Contractor, its agents, representatives, employees or subcontractors. Contractor shall also require all of its subcontractors to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet a east the following minimum levels of coverage: (A) Minimum Sco . e broad as the latest version of the following: (1) Ge Commercial General Liability coverage (occurre Automobile Liability: Insurance Services Office Bu (any auto) or exact equivalent); and (3) Workers Workers' Compensation insurance as re Liability Insurance. (B) limits no less than: (1) Genera injury and property damage. general aggregate limit is Agreement/location or (2) Automobile Liab' if Contractor has an Compensation limits as Practices Liability limits of of ran overage shall be at least as l Liabili . surance Services Office G 0001 exact equivalent); (2) o Coverage (form CA 0001, code 1 pensation and Employer's Liability: ate of California and Employer's um mits of Insurance. Contractor shall maintain 00 per occurrence for bodily injury, personal neral Liability Insurance or other form with the general aggregate limit shall apply separately to this ate limit shall be twice the required occurrence limit; pe . ccident for bodily injury and property damage; and (3) orkers' Compensation and Employer's Liability: Workers' y the Labor Code of the State of California. Employer's 0,000 per accident. 3.2.11.3 Insurance Endorsements. The insurance policies shall contain the following provisions, or Contractor shall provide endorsements on forms approved by the Commission to add the following provisions to the insurance policies: (A) General Liability. (i) Commercial General Liability Insurance must include coverage for (1) bodily Injury and property damage; (2) personal Injury/advertising Injury; (3) premises/operations liability; (4) products/completed operations liability; (5) aggregate limits that apply per Project; (6) explosion, collapse and underground (UCX) exclusion deleted; (7) contractual liability with respect to this Agreement; (8) broad form property damage; and (9) independent contractors coverage. 17336.00600\32785614.1 7 370 (ii) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; or (3) contain any other exclusion contrary to this Agreement. (iii) The policy shall give the Commission, its directors, officials, officers, employees, and agents insured status using ISO endorsement forms 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage. (iv) The additional insured coverage under the policy shall be "primary and non-contributory" and will not seek contribution from the Commission's insurance or self-insurance and shall be at least as broad as CG 20 01 04 13, or endorsements providing the exact same coverage. (v) The policy shall nclude any restrictions related to indemnity for work performed within fifty (50) feet mission's railroad right-of- way/tracks. (B) Automobile L . ' i ► he automobile liability policy shall be endorsed to state that: (1) the Commission, its di ors, officials, officers, employees and agents shall be covered as additional i ' with s ect to the ownership, operation, maintenance, use, loading or unloading of . a e s , leased, hired or borrowed by the Contractor or for which the Contrac • s res , ..le; a d (2) the insurance coverage shall be primary insurance as respects th- •m sion is directors, officials, officers, employees and agents, or if excess, shall sta n an iroke ain of coverage excess of the Contractor's scheduled underlying coverage. self-insurance maintained by the Commission, its directors, officials, . - - oyees and agents shall be excess of the Contractor's insurance and shall no cal e. on ontribute with it in any way. Coverage. Workers' Compensation and Employers Liability (i) Contractor certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement. (ii) 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 Contractor. (D) Railroad Protective Liability. In addition to the policies specified above, prior to commencing any Task Order work within (50) feet of Commission's railroad right-of-way/tracks, Contractor shall acquire and keep in force during the period of such 17336.00600\32785614.1 8 371 work $2,000,000 (combined single limit)/ $6,000,000 (aggregate limit) of railroad protective liability insurance naming only Commission as the insured. (E) All Coverages. (i) limits set forth hereunder. Defense costs shall be payable in addition to the (ii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits set forth herein shall be available to the Commission, its directors, officials, of -rs, employees and agents as additional insureds under said policies. Furthermore, the re ' ments for coverage and limits shall be (1) the minimum coverage and limits specified i . greement; or (2) the broader coverage and maximum limits of coverage of any insures - poll • . r proceeds available to the named insured; whichever is greater. (iii) The li surance required in this Agreement may be satisfied by a combination of primary and umb or excess insurance. Any umbrella or excess insurance shall contain or be endors • 'itain a vision that such coverage shall also apply on a primary and non-contributory bas or • - of the Commission (if agreed to in a written contract or agreement) bef• - he C i sion own insurance or self-insurance shall be called upon to protect it as a n. • i red. e umbrella/excess policy shall be provided on a "following form" basis wi cover. at 1: t as broad as provided on the underlying policy(ies). thirty (30) days pri except that the Contra of any such policy due to or expires during the term o Contractor shall provide the Commission at least ancellation of any policy required by this Agreement, ide at least ten (10) days prior written notice of cancellation ent of premium. If any of the required coverage is cancelled s Agreement, the Contractor shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the Commission at least ten (10) days prior to the effective date of cancellation or expiration. (v) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Contractor shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Contractor shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims -made policy with a retroactive date subsequent to the effective date of this Agreement. (vi) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Contractor, and any approval of said insurance 17336.00600\32785614.1 9 372 by the Commission, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Contractor pursuant to this Agreement, including but not limited to, the provisions concerning indemnification. (vii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, Commission has the right but not the duty to obtain the insurance it deems necessary and any premium paid by Commission will be promptly reimbursed by Contractor or Commission will withhold amounts sufficient to pay premium from Contractor payments. In the alternative, Commission may cancel this Agreement. The Commission may require the Contractor to provide complete copies of all insurance policies in effect for the duration of the Project. (viii) Neither the Commi on nor any of its directors, officials, officers, employees or agents shall be personally r nsible for any liability arising under or by virtue of this Agreement. endorsed to state that: Each insurance 3.2.11.4 Deductibles deductibles or self -insured retentions must the Commission does not approve the de Contractor shall guarantee that, at t i - .. tion reduce or eliminate such deducti directors, officials, officers, e guaranteeing payment of losse defense expenses. cy required this Agreement shall be elf -Insurance Retentions. Any d approved by the Commission. If f-insured retentions as presented, e Co mission, either: (1) the insurer shall ed retentions as respects the Commission, its or, (2) the Contractor shall procure a bond stigation costs, claims and administrative and Ac eptability of Insurers. Insurance is to be placed with insurers with a curre :.M. B- s rating no less than A:VIII, licensed to do business in California, and satisfacto t - ommission. 3.2.11.6 Verification of Coverage. Contractor 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. 3.2.11.7 Subcontractor Insurance Requirements. Contractor shall not allow any subcontractors or subcontractors to commence work on any subcontract until they have provided evidence satisfactory to the Commission that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subcontractors shall be endorsed to name the Commission as an additional 17336.00600\32785614.1 10 373 insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Contractor, the Commission may approve different scopes or minimum limits of insurance for particular subcontractors or subcontractors. 3.2.12 Safety. Contractor shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Contractor 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 in -ction and maintenance of all safety measures. 3.2.13 Accounting Records. Contractor records with respect to all costs and expenses incurre shall be clearly identifiable. Contractor shall al normal business hours to examine, audit, and make other documents created pursuant to this A_ eemen work, data, documents, proceedings, and ac ` relate (3) years from the date of final payment unde 11 ain complete and accurate der this _ - ement. All such records esentati of Commission during s or copies of such records and any ntractor shall allow inspection of all the Agreement for a period of three 3.3 Fees and Payment equirements; Bonds 3.3.1 Compen' authorized reimbursements for a in Exhibit "B" attached in a Task Order, compensation per Ta said amount without the value each Task Order sh authorized, as described belo set forth in this Agreement. r shall receive compensation, including ices rensered under this Agreement at the rates set forth orated herein by reference, or at the lump sum set forth the terms of the relevant Task Order. The total e set forth in the relevant Task Order, and shall not exceed royal of the Commissioner's Executive Director. The total set forth in the relevant Task Order. Extra Work may be and if authorized, will be compensated at the rates and manner 3.3.2 NTE Sum. Commission has or will enter into two (2) task order contracts for the Services generally identified in Exhibit "A" ("On -Call Maintenance and Repair Services Task Order Contracts"). The other On -Call Maintenance and Repair Services Task Order Contract is Agreement No. 20-24-082-00 to Procell. The total amount payable by Commission for the On -Call Maintenance and Repair Services Task Order Contracts shall not exceed a cumulative maximum total value of $12,650,000 ("NTE Sum"). It is understood and agreed that there is no guarantee, either expressed or implied that this dollar amount will be authorized under the On -Call Maintenance and Repair Services Task Order Contracts through Task Orders. Each time a Task Order is awarded under any of the On -Call Maintenance and Repair Services Task Order Contracts, the Commission shall send written notification to Contractor and each of the other contractors entering into the On -Call Maintenance and Repair Services Task Order 17336.00600\32785614.1 11 374 Contracts. The notice shall identify the total funds allocated under issued Task Orders, and the remaining unencumbered amount of the NTE Sum. Contractor acknowledges and agrees that Commission shall not pay any amount under this Agreement that would exceed the NTE Sum, and Contractor shall not knowingly enter into a Task Order that exceeds the NTE Sum. 3.3.3 Payment of Compensation. Contractor shall submit to Commission a monthly itemized statement which indicates work completed and hours of Services rendered by Contractor. 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. Commission shall, within 45 days of receiving such statement, review the statement and pay all approved charges thereon. 3.3.4 Reimbursement for Expenses. Contractor shall not be reimbursed for any expenses unless authorized in writing by Commission. 3.3.5 Extra Work. At any time during the t • f this Agreement, Commission may request that Contractor perform Extra Work. As u. h- •, "Extra Work" means any work which is determined by Commission to be ne ary for t •roper completion of the Project, but which the parties did not reasonably a • ate ould be essary at the execution of this Agreement. Contractor shall not perform, be pensated for, Extra Work without written authorization from Commission's Representa 3.3.6 Prevailing Wages. C Labor Code Section 1720, et sue., and 1770, Title 8, Section 16000, et seq., ` ilin prevailing wage rates and the rfo ce "maintenance" projects. Sinc works" or "maintenance" •rojec compensation is $15,00 Laws. Commission wages in effect at th prevailing rates of per execute the Services avai of the requirements of California 11 as California Code of Regulations, age Laws"), which require the payment of other requirements on "public works" and ng performed as part of an applicable "public define •y the Prevailing Wage Laws, and if the total actor agrees to fully comply with such Prevailing Wage ctor with a copy of the prevailing rates of per diem nt of this Agreement. Contractor shall make copies of the for each craft, classification or type of worker needed to interested parties upon request, and shall post copies at the Contractor's principal place •f business and at the project site. Contractor shall defend, indemnify and hold the Commission, its officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 3.3.6 Payroll Records. In accordance with the requirements of California Labor Code Section 1776, Contractor shall keep accurate payroll records which are either on forms provided by the Division of Labor Standards Enforcement or which contain the same information required by such forms. Responsibility for compliance with California Labor Code Section 1776 shall rest solely with Contractor, and Contractor shall make all such records available for inspection at all reasonable hours. 3.3.7 Registration. Since the Services are being performed as part of an applicable "public works" or "maintenance" project, pursuant to Labor Code Sections 1725.5 17336.00600\32785614.1 12 375 and 1771.1, the Contractor and all subcontractors must be registered with the Department of Industrial Relations. Contractor shall maintain registration for the duration of the Project and require the same of any subcontractor. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Contractor's sole responsibility to comply with all applicable registration and labor compliance requirements. 3.3.8 Employment of Apprentices. This Agreement shall not prevent the employment of properly indentured apprentices in accordance with the California Labor Code, and no employer or labor union shall refuse to accept otherwise qualified employees as indentured apprentices on the work performed hereunder solely on the ground of race, creed, national origin, ancestry, color or sex. Every qualified apprentice shall be paid the standard wage paid to apprentices under the regulations of the craft or trade in which he or she is employed and shall be employed only in the craft or trade to which he or she is registered. If California Labor Code Section 1777.5 applie • the Services, Contractor and any subcontractor hereunder who employs workers in an enticeable craft or trade shall apply to the joint apprenticeship council administerin ..plic. - standards for a certificate approving Contractor or any sub -contractor for the = •loyment training of apprentices. Upon issuance of this certificate, Contractor and a b-co tractor s . employ the number of apprentices provided for therein, as well as • tri. to the fund to administer the apprenticeship program in each craft or trade in the ar the work hereunder. The parties expressly under • the sponsibility for compliance with provisions of this Section and with Sections , .. and 1777.7 of the California Labor Code in regard to all apprenticeabl - - , tion - s with Contractor. 3.3.9 Ei ht-H. aw • the provisions of the California Labor Code, eight hours of labor shall consti . '' egal • a s work, and the time of service of any worker employed on the work u i . nd restricted to eight hours during any one calendar day, and forty hours in an a Galen. we. except when payment for overtime is made at not less than one and one-h. e basic to for all hours worked in excess of eight hours per day ("Eight -Hour Law"), un Con tor or the Services are not subject to the Eight -Hour Law. Contractor shall forfeit to • ission as a penalty, $50.00 for each worker employed in the execution of this Agreement . him, or by any sub -contractor under him, for each calendar day during which such workman is required or permitted to work more than eight hours in any calendar day and forty hours in any one calendar week without such compensation for overtime violation of the provisions of the California Labor Code, unless Contractor or the Services are not subject to the Eight -Hour Law. 3.3.10 Bonds. 3.3.10.1 Payment Bond. If requested by the Commission as part of a Task Order proposal request, Contractor shall execute and provide to the Commission concurrently with the executed Task Order a payment bond in an amount required by the Commission and in a form provided or approved by the Commission. If such bond is required, no payment will be made to Contractor until the bond has been received and approved by the Commission. 17336.00600\32785614.1 13 376 3.3.10.2 Bond Provisions. Should, in the Commission's sole opinion, any bond become insufficient or any surety be found to be unsatisfactory, Contractor shall renew or replace the affected bond within (ten) 10 days of receiving notice from Commission. In the event the surety or Contractor intends to reduce or cancel any required bond, at least thirty (30) days prior written notice shall be given to the Commission, and Contractor shall post an acceptable replacement bond at least ten (10) days prior to expiration of the original bond. No further payments shall be deemed due or will be made under the relevant Task Order until any replacement bond required by this section are accepted by the Commission. To the extent, if any, that the total price under a Task Order requiring a bond is increased in accordance with this Agreement, the Contractor shall, upon request of the Commission, cause the amount of the bond to be increased accordingly and shall promptly deliver satisfactory evidence of such increase to the Commission. 3.3.10.3 Surety Qualifications. Only e nds executed by an admitted surety insurer, as defined in California Code of Civil Pro re Section 995.120, shall be accepted. The surety must be a California -admitted surety . tisfactory to the Commission. If a California -admitted surety insurer issuing bonds • no - et these requirements, the insurer will be considered qualified if it is in conform with Sect . ' 95.660 of the California Code of Civil Procedure, and proof of such is provi 3.4 Termination of Agreement. 3.4.1 Grounds for Termin Contractor, terminate the whole or giving written notice to Contractor at least seven (7) days befor Contractor shall be compensat Commission, and Contractor sha terminate this Agreeme ► or • e. ion may, by written notice to g ent at any time and without cause by tion, and specifying the effective date thereof, e of such termination. Upon termination, ices which have been adequately rendered to entitled to no further compensation. Contractor may not 3.4.2 ect of Te illation. If this Agreement is terminated as provided herein, Commission may requi ontra► , r to provide all finished or unfinished Documents and Data and other information of a prepared by Contractor in connection with the performance of Services under this Agreemen . Contractor shall be required to provide such document and other information within fifteen (15) days of the request. 3.4.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, Commission may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated. 3.5 General Provisions. 3.5.1 Delivery of 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: 17336.00600\32785614.1 14 377 CONSULTANT: Braughton Construction, Inc. 10722 Arrow Route #810 Rancho Cucamonga, CA 91730 Attn: John Braughton COMMISSION: Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 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. 3.5.2 Indemnification. 3.5.2.1 Scope of Indemnity. To the est extent permitted by law, Contractor shall defend, indemnify and hold the Commis , i facials, officers, employees, volunteers and agents free and harmless from any a 11 claims, -mands, causes of action, costs, expenses, liability, loss, damage or injury o y ki d, in la equity, to property or persons, including wrongful death, in any manner 'ng of, pertaining to, or incident to any alleged acts, errors or omissions of Contractor, its o , officers, employees, subcontractors, contractors or agents in connection with serform of the Services, the Project, this Agreement or any Task Order, including • . tatl the payment of all consequential damages, expert witness fees and attorneys' o related costs and expenses. The only limitations on this provision shall b imp• • by Civil Code Section 2782. 3.5.2.2 ' 'tio •• Obli ations. Contractor shall defend, with Counsel of Commission's choose s at on actor's own cost, expense and risk, any and all claims, suits, actions or ice- • s of every kind covered by Section 3.5.2.1 that may be brought or institute _ainst C • is or its officials, officers, employees, volunteers and agents. Contractor s pay and tisfy any judgment, award or decree that may be rendered against Commission or offici- ., officers, employees, volunteers and agents as part of any such claim, suit, action or . - - oceeding. Contractor shall also reimburse Commission for the cost of any settlement paid sy Commission or its officials, officers, employees, agents or volunteers as part of any such claim, suit, action or other proceeding. Such reimbursement shall include payment for Commission's attorneys' fees and costs, including expert witness fees. Contractor shall reimburse Commission and its officials, officers, employees, agents, and/or volunteers, for any and all legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Contractor's obligation to indemnify shall survive expiration or termination of this Agreement, and shall not be restricted to insurance proceeds, if any, received by the Commission, its officials officers, employees, agents, or volunteers. 3.5.3 Governing Law; Government Code Claim Compliance. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County. In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, 17336.00600\32785614.1 15 378 Contractor must comply with the claim procedures set forth in Government Code sections 900 et seq. prior to filing any lawsuit against the Commission. Such Government Code claims and any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Contractor. If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Contractor shall be barred from bringing and maintaining a valid lawsuit against the Commission. 3.5.4 Time of Essence. Time is of the essence for each and every provision of this Agreement. 3.5.5 Commission's Right to Employ Other Contractors. Commission reserves right to employ other contractors in connection with this Project. 3.5.6 Successors and Assigns. This A. ' ent shall be binding on the successors and assigns of the parties. 3.5.7 Assignment or Transfer. C► actor shall n ssign, hypothecate or transfer, either directly or by operation of law, thi •ree �- . t or any interest herein without the prior written consent of the Commission. Any atte do so shall be null and void, and any assignees, hypothecates or transferees shquire ight or interest by reason of such attempted assignment, hypothecation or tran on ts, if any, shall contain a provision making them subject to all provisions stipulat: ement. 3.5.8 Constructi► nces a.tions. Since the Parties or their agents have participated fully in the prepa .n of e: ent, the language of this Agreement shall be construed simply, according to i . mean _, and not strictly for or against any Party. Any term referencing time, . er . or performance shall be deemed calendar days and not work days. All re ' nces o tor include all personnel, employees, agents, and subcontractors of Co �ctor, exc- as otherwise specified in this Agreement. All references to Commission include its . cials, ' , leers, employees, agents, and volunteers except as otherwise specified in this Agreeme captions of the various articles and paragraphs are for convenience and ease of refe ce only, and do not define, limit, augment, or describe the scope, content or intent of this Agreement. 3.5.9 Amendment; Modification. No supplement, modification or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties. 3.5.10 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel or otherwise. 3.5.11 No Third Party Beneficiaries. Except to the extent expressly provided for in Section 3.5.7, there are no intended third party beneficiaries of any right or obligation assumed by the Parties. 17336.00600\32785614.1 16 379 3.5.12 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. 3.5.13 Prohibited Interests. Contractor maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement. Further, Contractor 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 Contractor, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Contractor further agrees to file, or shall cause its employees or subcontractors to file, a Statement of Economic Interest with the Commission's Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, Commission shall have the right to rescind this Agreement without liability. For the term of this Agresent, no member, officer or employee of Commission, during the term of his or her service, direct interest in this Agreement, or obtain any present o therefrom. Commission, shall have any ated material benefit arising 3.5.14 Cooperation; Further Acts. a Par' es shallly cooperate with one another, and shall take any additional acts or sign a . dd' al documents as may be necessary, appropriate or convenient to attain the purposes of thi eement. 3.5.15 Authors to Enter A authority to conduct its business and to execu warrants that the individuals who authority to make this Agreeme 3.5.16 Counte which shall constitute actor has all requisite power and , • perform the Agreement. Each Party Agreement have the legal power, right, and ective Party. ement may be signed in counterparts, each of 3.5.1 tire A re ent. This Agreement contains the entire Agreement of the parties with respect tt matter hereof, and supersedes all prior negotiations, understandings or agreem- is Agreement may only be modified by a writing signed by both parties. 3.5.18 Federal Provisions. Funding for Services under a Task Order may be provided, in whole or in part, by the Federal Transportation Administration ("FTA"), by the California Department of Transportation (Caltrans), or by the South Coast Air Quality Management District ("SCAQMD"). Contractor shall also fully and adequately comply with the FTA, Caltrans and SCAQMD provisions included in Exhibit "C" (Funding Agency Requirements) attached hereto and incorporated herein by reference ("Funding Agency Requirements"), as applicable based on the funding source for the relevant Task Order. With respect to any conflict between such Funding Agency Requirements and the terms of this Agreement and/or the provisions of state law, the more stringent requirement shall control. 17336.00600\32785614.1 17 380 SIGNATURE PAGE FOR ON -CALL MAINTENANCE AND REPAIR SERVICES AGREEMENT BETWEEN THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND BRAUGHTON CONSTRUCTION, INC. IN WITNESS WHEREOF, the Parties have entered into this Agreement as of the date first set forth above. RIVERSIDE COUNTY TRANSPORTATION COMMISSION Anne Mayer Executive Director Approved as to form: <Z111.111111r Best Best & Krieger 40 Signature General Counsel Name CONTRACTOR Signatu TTEST: Title 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 referenced persons are not the intended signators, evidence of signature authority shall be provided to Commission. 17336.00600\32785614.1 18 381 EXHIBIT "A" - SCOPE OF SERVICES - TO BE INSERTED FROM RFP EXHIBIT "B" -COMPENSATION RATES - TO BE INSERTED FROM SUCCESSFUL CONTRACTOR PROPOSAL EXHIBIT "C"- FUNDING AGENCY REQUIREMENTS -TO BE INSERTED FROM RFP 0 /s (< 17336.00600\32785614.1 382 STATEMENT OF SERVICES A. SCHEDULING OF WORK The Contractor shall accomplish all routine maintenance required under this Contract between the hours of 8:00 a.m. and 3:30 p.m. Monday through Friday unless otherwise authorized or directed by the Commission. The Commission may provide, on an individual basis, permission to perform maintenance at other hours or on the weekends. B. PROCEDURES FOR THE DEVELOPMENT OF TASK ORDERS 1. The Commission will provide the Contracto with a description of Work it wishes Contractor to perform er this Contract. The description shall include sufficient det.' •ermit the Contractor to provide a Task Order Price, in • ing t . bility to cost any special insurance, bonding or r costs a •ciated with the requested Work. 2. As needs arise, the Commission and select a consultant fr' - e list on the type of support ne selected consultant will re level of effort re documented and cost for e the pric Man con soone 3. The Co evelop a brief scope of work nch consultants depending lification of the firm. The viding information about the m the required services. This will be Contract Task Order (CTO). Rates in accordance with rates indicated in Upon approval by the Commission's Project issued on a time and expense basis. The required to commence work within five days or ing a fully executed CTO. n and Contractor will work cooperatively to address any issues . nd negotiate a final Task Order and Task Order Price. Such negotiations shall be limited to the price and the scope of Work to be performed. 4. The Commission shall prepare, sign and deliver to the Contractor for signature a Task Order consistent with the negotiations and include sufficient exhibits and documentation to fully memorialize the understanding of the parties with respect to price and the Scope of Work to be performed under the Task Order. 5. The Contractor shall sign and deliver to the Commission the signed copies of the Task Order within two (2) days of receipt of a Task Order executed by an authorized representative of the Commission. 6. Unless otherwise provided for within the Task Order, the Contractor shall commence the Work provided for in the Task Order within five (5) days of Contractor's delivery of the fully executed Task Order to 383 Commission, and without the need for further notice or authorization by the Commission. C. STORM WATER POLLUTION PREVENTION PROGRAM (SWPPP) 1. Contractor shall ensure that all employees and subcontractor employees are trained and are aware of the following Site Specific Storm Water Pollution Prevention Requirements: a. No discharge of fertilizers, pesticide, and wastes into street or storm drains; b. No blowing or sweeping debris into street or storm drains; c. No hosing down of the parking lot; d. No vehicle washing or maintena ' on site; e. Close dumpster lids at all time. f. No disposing of wash water ' o stree storm drains; and g. Remove all foreign obje(leaves, ca cigarette butts, paper etc.) from in fron dr.' ,ge inlets and gutter areas. 2. The Contractor shall provide a refresher training on the Site Specific Storm Water tion 'vention Requirements to its employees and subcont 3. The Contractor shall do. 11 training on the attached Site Specific Storm Pol on Prevention Training Log and provide it a .ally RC Form included. 1. C• .ctor sh. •ro .e a list of all chemicals that are proposed to be use• the pry -ct. This list shall be submitted to RCTC for review and a• •val, or to use of the chemicals. 2. Contract• .II provide Material Safety Data Sheets (MSDS) for all chemicals t at are to be used on the project. 3. Contractor shall ensure the field crews carry copies of the MSDS for all chemicals they have while on -site. 4. Contractor is encouraged to use bio-degradable or environmentally friendly chemicals. 5. Contractor shall ensure that all employees are properly trained in the use and handling of the approved chemicals. 6. Contractor shall ensure that all employees, including subcontractors, utilize the proper PPE as specified by the chemical or the Contractor's safety plan, whichever is most stringent. 384 ON -CALL MAINTENANCE The following list is a non -exhaustive list of tasks that may be requested to be provided by the Contractor: A. POTENTIAL FUTURE MAINTENANCE OUTSIDE OF RAILROAD RIGHT-OF-WAY AND TOLL FACILITIES 1 Asphalt repairs within parking lot or bus lane -cold patch or saw cut, removal and placement of hot mix, place guard top slurry seal. 2. Parking stalls striping or stenciling. 3. Concrete curb painting. 4. Concrete wheel stop removal, rep cement, purchase, and installation. 5. Miscellaneous painting touc on canopies, towers, benches, handrail/guardrai rash ns, trash dumpster gates, walls inside of the . .estrian ov ossings, light poles, monuments and other -as - - ecessa . 6. Repairs to the walls ins . o e pedestrian overcrossings. 7. Repairs to Stucco walls a olumns. 8. Clean out plugg • s- t. sink, platform, and drinking faucets. 9. Repair, p. , or T : ce .. maged concrete curb, gutter, platfor ►, alk, ndicap ramps, mini -ramps, stairs, color conc 10. Repa g. 11. ' - •v- -place, purchase, and install Station Signage on s, CCTV poles, columns, and walls aris plumbing maintenance/repairs - locate water pair leaking pipe, replace old or. damaged fixtures, replace old or damaged drinking fountains a •se bibs, and other work as necessary 13. Remove, clean, and place anti -slip floor treatment. 14. Remove or relocate bike lockers and racks. 15. Repair and or replace bike storage facilities and racks. 16. Replace or repair trash receptacles. 17. Place new concrete or asphalt as directed. 18. Repair and replace ADA ramps, pathways using current standards 19. Remove, replace, relocate, or install new bollards - steel and concrete. 20. Provide forces and equipment to unload and place heavy or large items purchased for use at the stations i.e. kiosks, benches, bike racks, bike lockers, furniture, etc. 21. Paint Canopies and Canopy columns. 22. Repair, or perform maintenance on Storm Drain Curb Inlets and manholes. 23. Maintenance or repairs to Water main lines and laterals. 385 24. Maintenance or repairs to sewer main lines and laterals. 25. Maintenance or repairs to the Station fire hydrants. 26. Purchase and install box drains and place drain lines in landscape planters at Downtown Riverside Station. 27. Purchase and install window treatments - solar shades or window tint in security room. 28. Maintain, Install, Repair Solar Panels, carport structures, flagpoles, Guard Shacks, and Doors. 29. Maintenance, repairs, or painting of Light Poles. 30.Other repairs/replacement and maintenance as requested. 31. Repair and service Commission owned assets as needed: Generators, Solar equipment, Elevators, Parking structures and other equipment 32. Modernize/Improve station equipme assets as required and needed: Elevators, Generators arking structures, Solar equipment for Commission d assets, and other equipment B. POTENTIAL FUTURE MAIN RIGHT- OF -WAY OR WOR THE TRACK WITH IfQ THE RAILROAD HE POTENTIAL TO FOUL 1. Repair or replace trian crossings at the ends of the platfor 2. Repair i or • ing gates at the Stations at -grade ped 3. Perfo e or repairs on the outside of Pedestrian Towers. ical maintenance or repairs on light poles near d t acks, on neon signs located on the Pedestrian tc. 5. • •a' .r patch roofing on Pedestrian Bridges. 6. P. or touch up Pedestrian Bridge and Towers. 7. Remove, purchase, and install new windows or revised window system within Pedestrian Bridge. 8. Install anti -bird devices on Pedestrian Bridge and Towers. 9. Pressure wash and/or clean Pedestrian Bridge and Towers. 10. Remove CCTV Camera Poles from between the tracks. 11. Repair Damaged Platform Canopies. 12. Repair or replace Tactile Tile along Station platforms. 13. Repair / Maintenance to concrete platforms. 14. Repair / Maintenance and painting of handrail/guardrail. 15. Repair / Maintenance and painting of center line track fence between Main Line 1 and Main Line 2 tracks. 16. Maintenance to ballast at end of platforms or around at -grade pedestrian crossings. 17. Repair, clean, maintenance to Platform drains. 18. Remove, replace, or place new Signage at the ends of the Station platforms. 386 19. Remove, replace, or place new Painted striping and lettering on concrete platform within railroad right-of-way. 20. Repair plumbing leaks within concrete platforms. 21. Power wash sidewalks, platforms, and canopies 22.Other repairs/maintenance as requested. STATION LOCATIONS West Corona Metrolink Station 155 S. Auto Center Drive Corona, CA 92880 North Main Corona Station 250 E. Blaine Street Corona, CA 92879 La Sierra Station La Bus Station 10901-A Indiana Ave 1 01-B iana Ave Riverside, CA 92503 iverside, 2503 Pedley Station 6001 Pedley Road Riverside, CA 92509 rris Downtown Station outh C Street , CA 92570 Hunter Park Station , Moreno Valley/MF Station 1101 Marlborough Avenu 14160 Meridian Parkway Riverside, CA 92507 Riverside, CA 92518 South Perris St 1304 Case Road Perris, CA 92510 Operations Control Center 4344 Vine Street Riverside CA, 92507 Riverside Downtown 4066 Vine Street Riverside, CA 92507 387 TOLL FACILITIES FAM ROC 120 N. Joy Street 301 Corporate Terrace Corona, CA 92879 Corona, CA 92879 15 Toll Rd Office 291 Corporate Terrace Corona, CA 92879 Toll TUB Westbound 91 West Bound 91 Center Divide Toll TUB Eastbound 91 East Bound 91 Center divide EXHIBIT "B" COMPENSATION SUMMARY FISCAL YEAR PROJECT COST FY 2019/20 On -Call Maintenance and Repair Services $ 150,000.00 FY 2020/21 On -Call Maintenance and Repair Services 2,500,000.00 FY 2021/22 On -Call Maintenance and Repair Services 2,500,000.00 FY 2022/23 On -Call Maintenance and Repair Services 2,500,000.00 FY 2023/24 On -Call Maintenance and Repair Services 1,500,000.00 FY 2024/25 On -Call Maintenance and Repair Services 1,500,000.00 FY 2025/26 On -Call Maintenance and Repair Services 1,000,000.00 FY 2026/27 On -Call Maintenance and Repair Servic 1,000,000.00 UBTOTAL 12,650,000.00 L COSTS $ 12,650,000.00 389 SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) AND STATE (CALTRANS) FUNDING REQUIREMENTS The following additional funding requirements apply depending on the funding source identified as applicable for a Task Order. I. SCAQMD REQUIREMENTS Non -Discrimination - In the performance of this Contract, CONTRACTOR shall not discriminate in recruiting, hiring, promotion, demotion, or termination practices on the basis of race, religious creed, color, national origin, ancestry, sex, age, or physical handicap and shall comply with the provisions of the California Fair Employmen : Housing Act (Government Code Section 12900, et seq), the Federal Civil Rights A 1964 (P.L. 88-352) and all amendments thereto, Executive Order No. 11246 (30 al Register 12319), and all administrative rules and regulations issued pursuant to . d Ac . d Order. CONTRACTOR shall likewise require each subcontractor to comply i this clau nd shall include in each such subcontract language similar to this clause. II. CALTRANS REQUIREMENTS * Section 2 below is also applicable to FTAOrders. 1. Invoices & Payments. Invoices shall be mailed to Com " .n's Con act Administrator at the following address: Riverside County Tr Attention: Accounts P.O. 12008 Riverside, CA 92502 Payment shall be made for costs incurred by Contractor in performance of the Services. No advance payment or payment for work not actually performed shall be made under this Agreement or any Task Order. 2. Cost Principles and Administrative Requirements. Contractor agrees that the Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31.000 et seq., shall be used to determine the cost allowability of individual items. EXHI39O C - 1 Contractor also agrees to comply with federal procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards. Any costs for which payment has been made to Contractor that are determined by subsequent audit to be unallowable under 2 CFR, Part 200 and 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31.000 et seq., are subject to repayment by Contractor to Commission. All subcontracts in excess of $25,000 shall contain the above provisions. 3. Retention of Records/Audit. For the purpose of determining compliance with Public Contract Code 10115, et seq. and Title 21, California Code of Regulations, Chapter 21, Section 2500 et seq., when applicable and other matters connected with the performance of this Agreement pursuant to Government Code 8546.7; Contractor, subcontra tors, and Commission shall maintain and make available for inspection all books, docum , papers, accounting records, and other evidence pertaining to the performance of this Agr nt, including but not limited to, the costs of administering this Agreement. All parties shall ake h materials available at their respective offices at all reasonable times during the A' -ment pe and for three years from the date of final payment under this Agreement. T . . tate, State Au r, Commission, or any duly authorized representative of the State Govern and documents of Contractor and it's certified publi pertinent to this Agreement for audit, e ' . tions, thereof shall be furnished if requested. Su provision. 4. Accounting System. Co accounting system and record for the Services. The accountin Generally Accepted Ac at interim points of invoices. ave access to any books, records, ountants (CPA) work papers that are erpts, and transactions, and copies ess of $25,000 shall contain this bcontractors shall establish and maintain an ulate and segregate expenditures by line item m o s ntractor and its subcontractors shall conform to les (GAAP), enable the determination of incurred costs ide support for reimbursement payment vouchers or 5. Travel & Subsistence. ' - .ursement for transportation and subsistence costs shall not exceed the rates specified in e approved Task Order, as may be applicable. In addition, any payments to Contractor for travel and subsistence expenses claimed for reimbursement or applied as local match credit shall not exceed rates authorized to be paid exempt non -represented State employees under current State Department of Personnel Administration (DPA) rules, unless otherwise authorized by Commission. If the rates invoiced are in excess of those authorized DPA rates, and Commission has not otherwise approved said rates, then Contractor is responsible for the cost difference and any overpayments shall be reimbursed to the Commission on demand. EXHIBST C-2 6. Equipment Purchase Prior authorization, in writing, by Commission's Contract Administrator shall be required before Contractor enters into any unbudgeted purchase order, or subcontract for supplies, equipment, or services. Contractor shall provide an evaluation of the necessity or desirability of incurring such costs. For purchase of any item, service or consulting work not covered in the Cost Proposal and exceeding $5,000 prior authorization, in writing, by Commission's Contract Administrator is required. Three competitive quotations must be submitted with the request for such purchase, or the absence of bidding must be adequately justified. Any equipment purchased as a result of this Agreement is subject to the following: Contractor shall maintain an inventory of all nonexpendable property. Non- pendable property is defined as having a useful life of at least two years and an acquisiti• ost of $5,000 or more. If the purchased equipment needs replacement and is sold or tran, Commission shall receive a proper refund or credit at the conclusion of this Agreem , or is Agreement is terminated, Contractor may either keep the equipment and credit mission n amount equal to its fair market value, or sell such equipment at the best p ' obta' able at ublic or private sale, in accordance with established Commission proce. - s; . credit Commission in an amount equal to the sales price. If Contractor elects to keeequipment, fair market value shall be determined at Contractor's expense, on the of a . etent independent appraisal of such equipment. Appraisals shall be obtain , aiser mutually agreeable to by Commission and Contractor. If Contractor - i . . o sell the equipment, the terms and conditions of such sale must be a - _ in a• ce by Commission. 2 CFR, Part 200 requires a credit to Federal funds whe . rtici ing e , pment with a fair market value greater than $5,000 is credited to the Proje All subcontracts in exce• ' 1 s contain the above provisions. 7. National Labor R- ons Boar. ertification. In accordance with P Con ct Code Section 10296, and by signing this Agreement, Contractor certifies under . . of perjury that no more than one final unappealable finding of contempt of court by a federcourt has been issued against Contractor within the immediately preceding two-year period, because of Contractor's failure to comply with an order of a federal court that orders Contractor to comply with an order of the National Labor Relations Board. 8. Nondiscrimination; Statement of Compliance. Contractor's signature affixed herein shall constitute a certification under penalty of perjury under the laws of the State of California that Contractor has, unless exempt, complied with, the nondiscrimination program requirements of Government Code Section 12990 and Title 2, California Administrative Code, Section 8103. During the performance of this Agreement, Contractor and its subcontractors shall not EXHIBIT C - 3 unlawfully discriminate, harass, or allow harassment against any employee or applicant for employment because of sex, race, color, ancestry, religious creed, national origin, physical disability (including HIV and AIDS), mental disability, medical condition (e.g., cancer), age (over 40), marital status, and denial of family care leave. Contractor and subcontractors shall insure that the evaluation and treatment of their employees and applicants for employment are free from such discrimination and harassment. Contractor and subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Gov. Code § 12990 (a-f) et seq.) and the applicable regulations promulgated there under (California Code of Regulations, Title 2, Section 7285 et seq.). The applicable regulations of the Fair Employment and Housing Commission implementing Government Code Section 12990 (a-f), set forth in Chapter 5 of Division 4 of Title 2 of the California Code of Regulations, are incorporated into this Contract by reference and made a part hereof as if set forth in full. Contractor and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other Agreement. 0 (< EXHI39BC-4 FTA FUNDING REQUIREMENTS The following FTA terms will be incorporated into all Task Orders utilizing FTA funds, unless otherwise determined in writing by RCTC. As used herein, "RCTC" shall have the same meaning as the "Commission." The term "contract" or "Contract" shall have the same meaning as the "Agreement." 1. No Obligation by the Federal Government a. RCTC and Contractor acknowledge and agree that, notwithstanding any concurrence by the Federal Government in or approval of the solicitation or award of the underlying contract, absent the express written consent by the Federal Government, the Federal Government is not a party to this contract and shall not be subject to any obligations or liabilities to the Purchaser, Contractor, or any other party (whether or not a party to that co ► ' act) pertaining to any matter resulting from the underlying contract. b. The Contractor agrees to include the above claus each .contract financed in whole or in part with Federal assistance provided by FTA. . further a:. that the clause shall not be modified, except to identify the subcontractor w ► ' ill b = ubject to s provisions. 2. Program Fraud and False or Fraudulent Sta ' ents or Related Acts a. The Contractor acknowledges that th ero • the Program Fraud Civil Remedies Act of 1986, as amended, 31 U.S.C. • 801 e .. and .S. DOT regulations, "Program Fraud Civil Remedies," 49 C.F.R. Par , ply its actions pertaining to this Project. Upon execution of the underlying c - act, Cont tor certifies or affirms the truthfulness and accuracy of any statement it has . s - may make, or causes to be made, pertaining to the underlying contract - assisted project for which this contract work is being performed. In additie o o p- ies that may be applicable, the Contractor further acknowledges that ' makes, • aus s to be made, a false, fictitious, or fraudulent claim, statement, submission, n, the Federal Government reserves the right to impose the penalties of the Program d ' it Remedies Act of 1986 on the Contractor to the extent the Federal Government deems . opriate. b. The Contractor also acknowledges that if it makes, or causes to be made, a false, fictitious, or fraudulent claim, statement, submission, or certification to the Federal Government under a contract connected with a project that is financed in whole or in part with Federal assistance originally awarded by FTA under the authority of 49 U.S.C. § 5307, the Government reserves the right to impose the penalties of 18 U.S.C. § 1001 and 49 U.S.C. § 5307(n)(1) on the Contractor, to the extent the Federal Government deems appropriate. c. The Contractor agrees to include the above two clauses in each subcontract financed in whole or in part with Federal assistance provided by FTA. It is further agreed that the clauses shall not be modified, except to identify the subcontractor who will be subject to the provisions. FTA Requirements — Page 1 EXHIBST C - 5 3. Access to Records The Contractor agrees to the following access to records requirements: a. To provide RCTC, the FTA Administrator, the Comptroller General of the United States or any of their authorized representatives access to any books, documents, papers and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts and transcriptions. Contractor also agrees, pursuant to 49 C. F. R. 633.17 to provide the FTA Administrator or his authorized representatives including any PMO Contractor access to Contractor's records and construction sites pertaining to a major capital project, defined at 49 U.S.C. 5302(a)1, which is receiving federal financial assistance through the programs described at 49 U.S.C. 5307, 5309 or 5311. b. To make available in the case of a contract for a capi defined above and awarded by other than competitive bidd' 5325(a), records related to the contract to RCTC, the Comptroller General or any authorized officer or empl e - - of a conducting an audit and inspection. c. To maintain all books, records, accounts a period of not less than three years after the date of except in the event of litigation or settle contract, in which case Contractor agrees to the Comptroller General, or any of • -'r dul such litigation, appeals, claims or d. To permit any of the for excerpts and transcriptio - - aso , ly needed. 4. Federal Ch project or improvement, as in accordance with 49 U.S.C. of Transportation and the f them for the purposes of s required under this contract for a motion or expiration of this contract, laim sing from the performance of this ntil RCTC, the FTA Administrator, representatives, have disposed of all thereto. Reference 49 CFR 18.39(i)(11). eproduce by any means whatsoever or to copy The Contractor shall as comply with all applicable FTA regulations, policies, procedures and directives, in. . ing without limitation those listed directly or by reference in the Master Agreement between RCTC and FTA, as they may be amended or promulgated from time to time during the term of this contract. Contractor's failure to so comply shall constitute a material breach of this contract. 5. Civil Rights The following requirements apply to the underlying contract: (1) Nondiscrimination - In accordance with Title VI of the Civil Rights Act, as amended, 42 U.S.C. § 2000d, section 303 of the Age Discrimination Act of 1975, as amended, 42 U.S.C. § 6102, section 202 of the Americans with Disabilities Act of 1990, 42 U.S.C. § 12132, and Federal transit law at 49 U.S.C. § 5332 and 49 CFR part 21, the Contractor agrees that it will not discriminate against any employee or applicant for employment because of race, color, creed, FTA Requirements — Page 2 EXHI39TC-6 national origin, sex, age, or disability. In addition, the Contractor agrees to comply with applicable Federal implementing regulations and other implementing requirements FTA may issue. (2) Equal Employment Opportunity - The following equal employment opportunity requirements apply to the underlying contract: (a) Race, Color, Creed, National Origin, Sex - In accordance with Title VII of the Civil Rights Act, as amended, 42 U.S.C. § 2000e, and Federal transit laws at 49 U.S.C. § 5332, the Contractor agrees to comply with all applicable equal employment opportunity requirements of U.S. Department of Labor (U.S. DOL) regulations, "Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Depaitiuent of Labor," 41 C.F.R. Parts 60 et seq ., (which implement Executive Order No. 11246, "Equal Employment Opportunity," as amended by Executive Order No. 11375, "Amending Executive Or. 11246 Relating to Equal Employment Opportunity," 42 U.S.C. § 2000e note), and wi .ny applicable Federal statutes, executive orders, regulations, and Federal policies that • the future affect construction activities undertaken in the course of the Project. Th antra agrees to take affirmative action to ensure that applicants are employed, that em . - es are treated during employment, without regard to their race, color, c , nat al origin, sex, or age. Such action shall include, but not be limited to, the following: e o nt, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or to tion; rates of pay or other forms of compensation; and selection for training, i . • app ceship. In addition, the Contractor agrees to comply with any implementing req ay issue. (b) Age - In accordance whe Age Discrimination in Employment Act of 1967, as amended, 29 U.S.C. § 62 eder. ransit law at 49 U.S.C. § 5332, the Equal Employment Opportunity Co _ EOC) regulations, "Age Discrimination in Employment Act," 29 C - ' • art $ 5, the Age Discrimination Act of 1975, as amended, 42 U.S.C. § 6101 et seq. . a • uman Services regulations, "Nondiscrimination on the Basis of Age in Pro: s or Act ies eceiving Federal Financial Assistance," 45 C.F.R. part 90, the Contractor a: - s to r- . in from discrimination against present and prospective employees for reason of a n . ition, the Contractor agrees to comply with any implementing requirements FTA may issu (c) Disabilities - In accordance with section 504 of the Rehabilitation Act of 1973, as amended, 29 U.S.C. § 794, the Americans with Disabilities Act of 1990, as amended, 42 U.S.C. § 12101 et seq., the Architectural Barriers Act of 1968, as amended, 42 U.S.C. § 4151 et seq., and Federal transit law at 49 U.S.C. § 5332, the Contractor agrees that it will not discriminate against individuals on the basis of disability, and that it will comply with the requirements of U.S. Equal Employment Opportunity Commission, "Regulations to Implement the Equal Employment Provisions of the Americans with Disabilities Act," 29 C.F.R. Part 1630, pertaining to employment of persons with disabilities. In addition, the Contractor agrees to comply with any implementing requirements FTA may issue. FTA Requirements — Page 3 EXHIBIT C-7 (3) The Contractor also agrees to include these requirements in each subcontract financed in whole or in part with Federal assistance provided by FTA, modified only if necessary to identify the affected parties. 6. FTA Disadvantaged Business Enterprise (DBE) Requirements A. General DBE Requirements: In accordance with Federal financial assistance agreements with the U.S. Department of Transportation (U.S. DOT), Commission has adopted a Disadvantaged Business Enterprise (DBE) Policy and Program, in conformance with Title 49 CFR Part 26, "Participation by Disadvantaged Business Enterprises in Department of Transportation Programs" (the "Regulations"). This RFP is subject to these stipulated regulations. In order to ensure that Commission achieves its overall DBE Program goals and objectives, Commission encourages the participation of DBEs as defined in 49 CFR 26 in the performance of contracts financed in whole or in part with U.S. Dffunds. It is the policy of the Commission to: 1. Ensure nondiscrimination in the award and adminis on of DOT sted contracts; 2. Create a level playing field on which DBE's can airly for DOT -assisted contracts; 3. Ensure that the DBE program is narrowly - . in ac ance with applicable law; 4. Ensure that only firms that fully 49 part . eligibility standards are permitted to participate as DBE's; 5. Help remove barriers to the p . s in DOT assisted contracts; 6. To promote the us: D n types of federally assisted contracts and procurement activities; and 7. Assist in the develop o s that can compete successfully in the marketplace outside the DBE program. B. Discrimination: Consultant shall not discriminate on the basis of race, color, national origin, or sex in the award and performance of subcontracts. Any terms used herein that are defined in 49 CFR Part 26, or elsewhere in the Regulations, shall have the meaning set forth in the Regulations. C. Commission's Race -Neutral DBE Program: A Race -Neutral DBE Program is one that, while benefiting DBEs, is not solely focused on DBE firms. Therefore, under a Race -Neutral DBE Program, Commission does not establish numeric race -conscious DBE participation goals on its DOT -assisted contracts. There is no FTA DBE goal on this Project. Consultant shall not be required to achieve a specific level of DBE participation as a condition of contract compliance in the performance of this DOT -assisted contract. However, Consultant FTA Requirements — Page 4 EXHI39TC-8 shall adhere to race -neutral DBE participation commitment(s) made at the time of award of any Task Order (as defined in the Model Contract). D. Race -Neutral DBE Submissions and Ongoing Reporting Requirements (Post -Award): For each Task Order proposal, the successful Consultant shall complete and submit to Commission a "DBE Race -Neutral Participation Listing" in the form provided by Commission. In the event DBE(s) are utilized in the performance of the Task Order, Consultant shall comply with applicable reporting requirements. E. Performance of DBE Subconsultants: DBE subconsultants listed by Consultant in its "DBE Race -Neutral Participation Listing" submitted at the time of Task Order proposal shall perform the work and supply the materials for which they are listed, unless Consultant has received prior written authorization from Commission to perform the work with other forces or to obtain the materials from other sources. Consultant shall •vide written notification to Commission in a timely manner of any changes to its anticipa - 1 BE participation. This notice should be provided prior to the commencement of that porti ► • e work. F. DBE Certification Status: If a listed DBE su any Task Order, the decertified subconsultant shal decertification. If a non -DBE subconsultant becom Order, the DBE subconsultant shall notify onsultan Consultant shall furnish the written do ion Consultant shall include this requirement in a G. Consultant's Assurance Claus Federal anti -discrimination la on the basis of race, color, opportunities. Further, C and vendors, in a ma H. Violations: Failur material breach of the c termination of the contract include, but is not limited to: sultant is • - ified during the life of fy sultant i writing with the date of fied DBE during the life of the Task writing with the date of certification. ommission in a timely manner -Discrimination: In compliance with State and ffirm that it will not exclude or discriminate or sex in consideration of contract award affirm that they will consider, and utilize subconsultants on -discrimination objectives. ted Consultant(s) to carry out these requirements shall be a be awarded pursuant to this RFP, which may result in the ch other remedy as the recipient deems appropriate, which may (1) Withholding monthly progress payments; (2) Assessing sanctions; (3) Liquidated damages; and/or (4) Disqualifying the Consultant from future bidding as non -responsible. 49 C.F.R. § 26.13(b). I. Prompt Payment: Consultant shall pay its subconsultants for satisfactory performance of their contracts no later than 30 days from receipt of each payment Commission makes to the Consultant. 49 C.F.R. § 26.29(a), unless a shorter period is provided in the contract. J. Compliance with DBE Requirements Contained in FTA Provisions: Consultant shall comply with all DBE reporting and other requirements contained in this Agreement. FTA Requirements — Page 5 EXHI39BC-9 7. Incorporation of Federal Transit Administration (FTA) Terms The preceding provisions include, in part, certain Standard Terms and Conditions required by DOT, whether or not expressly set forth in the preceding contract provisions. All contractual provisions required by DOT, as set forth in FTA Circular 4220.1F are hereby incorporated by reference. Anything to the contrary herein notwithstanding, all FTA mandated terms shall be deemed to control in the event of a conflict with other provisions contained in this Agreement. The Contractor shall not perform any act, fail to perform any act, or refuse to comply with any RCTC requests which would cause RCTC to be in violation of the FTA terms and conditions. 8. ADA Access Requirements The Contractor shall comply with all applicable requirements of the Americans with Disabilities Act of 1990 (ADA), 42 USC Section 12101 et seq; Section 5of the Rehabilitation Act of 1973, as amended, 29 USC Section 794; 49 USC Section 5301 9. Fly America The Contractor agrees to comply with 49 U.S.C. 8 (t "Fly Amica" Act) in accordance with the General Services Administration's regula 1 CFR Part 301-10, which provide that recipients and sub recipients of Federal funds an it contractors are required to use U.S. Flag air carriers for U.S. Government-finan -rnatio air travel and transportation of their personal effects or property, to the extent s a ailable, unless travel by foreign air carrier is a matter of necessity, as de ' - d by , A rica Act. The Contractor shall submit, if a foreign air carrier was us , s pro i . to certification or memorandum adequately explaining why service by a U. ag ai arrier s not available or why it was necessary to use a foreign air carrier and shall, _ . vide a certificate of compliance with the Fly America requirements. T . - tr. ' agrees to include the requirements of this section in all subcontracts that may ' ' ve a . .1 air transportation. 10. Cargo Prefere - Use o nited States -Flag Vessels The Contractor agrees: 1. To use privately owned United States -Flag commercial vessels to ship at least 50 percent of the gross tonnage (computed separately for dry bulk carriers, dry cargo liners, and tankers) involved, whenever shipping any equipment, material, or commodities pursuant to the underlying contract to the extent such vessels are available at fair and reasonable rates for United States -Flag commercial vessels; 2. To furnish within 20 working days following the date of loading for shipments originating within the United States or within 30 working days following the date of leading for shipments originating outside the United States, a legible copy of a rated, "on -board" commercial ocean bill -of -lading in English for each shipment of cargo described in the preceding paragraph to the Division of National Cargo, Office of Market Development, Maritime Administration, Washington, DC 20590 and to the FTA recipient (through the Contractor in the case of a subcontractor's bill -of -lading.) FTA Requirements — Page 6 EXHIE1I99C - 10 3. To include these requirements in all subcontracts issued pursuant to this contract when the subcontract may involve the transport of equipment, material, or commodities by ocean vessel. 11. Buy America The following shall apply unless otherwise specified in a Task Order request. The Contractor agrees to comply with 49 U.S.C. 5323(j) and 49 CFR Part 661, which provide that Federal funds may not be obligated unless steel, iron, and manufactured products used in FTA-funded projects are produced in the United States, unless a waiver has been granted by FTA or the product is subject to a general waiver. General waivers are listed in 49 CFR 661.7. Separate requirements for rolling stock are set out at 5323(j)(2) and 49 CFR 661.11. Rolling stock not subject to a general waiver must be manufactured i ' e United States and have a 60 percent domestic content. Contractor must submit to RCTC the appropriate B America c cation with all bids on FTA-funded contracts (including Task Orders), ex thos ubject to : general waiver. Bids or offers that are not accompanied by a completed B ca certification must be rejected as nonresponsive. 12. Employment Provisions To the extent applicable to the Se A. Equal Employment Oppo CFR, 1964-1965 Comp Order 11375 (3 CFR, Equal Employment "Office of Federal Co of Labor." t shall comply with the following: t must comply with Executive Order 11246 (3 ual Employment Opportunity," as amended by Executive . 684), "Amending Executive Order 11246 Relating to s supplemented by regulations at 41 CFR chapter 60, nce Programs, Equal Employment Opportunity, Department B. Copeland "Anti -Kickback" Act (18 U.S.C. 874 and 40 U.S.C. 276c) — Consultant must comply with the Copeland "Anti -Kickback" Act (18 U.S.C. 874), as supplemented by Department of Labor regulations (29 CFR Part 3, "Consultants and Subconsultants on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States"). The Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he is otherwise entitled. The Commission shall report all suspected or reported violations to the responsible DOE contracting officer. C. Contact Work Hours and Safety Standards Act (40 U.S.C. 327-333) — Consultant must comply with Sections 102 and 107 of the Contract Work Hours and Safety Standards Act (40 U.S.C. 327-333), as supplemented by Department of Labor regulations (29 CFR Part 5). Under Section 102 of the Act, each Consultant is required to compute the wages of every mechanic and FTA Requirements — Page 7 EXHIBIKFOC - 11 laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than 11/2 times the basic rate of pay for all hours worked in excess of 40 hours in the work week. Section 107 of the Act is applicable to construction work and provides that no laborer or mechanic is required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. D. Davis -Bacon Act (40 U.S.C. 276a) Consultant shall comply with the Davis -Bacon Act (40 U.S.C. 276a to 276a-7) as supplemented by Department of Labor regulations (29 CFR Part 5). 13. Release of Retainage No retainage will be withheld by the RCTC from progress payments due Contractor. Retainage by Contractor or subconsultants is prohibited, and no retaina • ' will be held by the prime consultant from progress due subconsultants. Any violation ► is provision shall subject the violating Contractor or subconsultants to the penalties, sanc ' d other remedies specified in Section 7108.5 of the California Business and Professi. ' ode. ''s requirement shall not be construed to limit or impair any contractual, admi ative, or ial remedies, otherwise available to Contractor or subconsultant in the e of . • ispute i olving late payment or nonpayment by Contractor or deficient subconsu ' t formance, or noncompliance by a subconsultant. 14. Termination for Convenience RCTC may terminate the Agre Agreement. After such termination, RCTC as directed. If may determine, on because of the termina nience in accordance with the terms of the shall submit a final termination settlement proposal to to submit a proposal within the time allowed, RCTC ormtion available, the amount, if any due the Contractor pay the amount determined. After the Contractor's proposal is received, RCTC and C • . c ' hall negotiate a fair and equitable settlement and the contract will be modified to reflect egotiated agreement. If agreement cannot be reached, RCTC may issue a final determination and pay the amount determined. If the Contractor does not agree with this final determination or the determination resulting from the lack of timely submission of a proposal, the Contractor may appeal under the Disputes clause. 15. Administrative and Contractual Remedies on Breach; Termination for Cause a. The Contractor may be declared in breach of this Agreement ("Breach") if the Contractor fails to make delivery of the supplies or to perform the services within the time specified herein or any extension thereof; or if the Contractor fails to perform any of the other provisions of the contract, or so fails to make progress as to endanger performance of this contract in accordance with its terms. In case of any of the foregoing, RCTC shall notify the Contractor of the Breach, and the Contractor shall have a period of ten (10) days (or such longer period as RCTC may authorize in writing) after receipt of notice from RCTC to cure the Breach. FTA Requirements — Page 8 EXHIBUIC - 12 b. RCTC may, by written notice of termination to the Contractor specifying the effective date thereof, terminate the whole or any part of this contract, in the case of a Breach that is not cured within the timeframe set forth in (a) above ("Uncured Breach"). c. If the contract is terminated in whole or in part for an Uncured Breach, RCTC may procure upon such terms and in such manner as RCTC may deem appropriate, supplies or services similar to those so terminated, or may complete the services with its own forces. The Contractor shall be liable to RCTC for any excess costs for such similar supplies or services, and for any other costs incurred by RCTC as a result of the Uncured Breach. The Contractor shall continue the performance of this contract to the extent not terminated under the provisions of this clause. d. Except with respect to defaults of Subcontractors, the C actor shall not be liable for any excess costs if the failure to perform the contract arises o causes beyond the control and without the fault or negligence of the Contractor. If the - to perform is caused by the default of a Subcontractor, and if such default arises out ► ause and the control of both the Contractor and the Subcontractor, and without the or neglig. - of either of them, the Contractor shall not be liable for any excess costs ' fail to perfo , unless the supplies or services to be furnished by the Subcontractor wer- •. ' :.le from other sources in sufficient time to permit the Contractor to meet the req ired proj ompletion schedule. e. Payment for completed services or s - e to and accepted by RCTC shall be at the contract price. RCTC may wi • • .ld frount otherwise due the Contractor for such completed services or supplies s ' u s RI determines to be necessary to protect RCTC against loss because of outstan • ' :lien clai . f former lien holders, or to reimburse RCTC for any other costs related to the f. If, after notice erm on his contract for cause, it is determined for any reason that an Uncured Bre. did note , the rights and obligations of the parties shall be the same as if the notice of terms on had -en issued pursuant to the provisions for termination for convenience of RCTC. g. The rights and remedies of RCTC provided in this clause shall not be exclusive and are in addition to any other rights and remedies provided by law, equity or under this contract including, but not limited to, the right to specific performance. h. Notwithstanding the above, RCTC may, without providing an opportunity to cure, terminate the contract in accordance with the timeframe set forth in Section 3.4 of the contract, if RCTC determines such action is in its best interest based on the nature of the Breach. Such actions shall not limit any of RCTC's remedies set forth above. 16. Disputes a. Except as otherwise provided in this Agreement, any dispute concerning a question of fact arising under this Agreement which is not disposed of by supplemental agreement shall be FTA Requirements — Page 9 EXHIB116'2C - 13 decided by RCTC's Deputy Executive Director, who shall reduce the decision to writing and mail or otherwise furnish a copy thereof to the Contractor. The decision of the RCTC Deputy Executive Director shall be final and conclusive unless, within thirty (30) days from the date of receipt of such copy, Contractor mails or otherwise furnishes to the RCTC Deputy Executive Director a written appeal addressed to RCTC's Executive Director. The decision of RCTC Executive Director or duly authorized representative for the determination of such appeals shall be final and conclusive. b. The provisions of this Paragraph shall not be pleaded in any suit involving a question of fact arising under this Agreement as limiting judicial review of any such decision to cases where fraud by such official or his representative or board is alleged, provided, however, that any such decision shall be final and conclusive unless the same is fraudulent or capricious or arbitrary or so grossly erroneous as necessarily to imply bad faith or is not supported by substantial evidence. In connection with any appeal proceeding under this Paragraph, Contractor shall be afforded an opportunity to be heard and to offer evidence in support of ' .peal. c. Pending final decision of a dispute hereunder, the performance of this Agreement and in accorda Executive Director. This "Disputes" clause does •re in connection with decisions provided for above. construed as making final the decision of a RCTC law, which questions shall be settled in acco ith 17. Lobbying See the Byrd Anti -Lobbying Disclosure Act of 1995, P.L. who apply or bid for an CFR part 20, "New not and has not u influencing or attemp Congress, officer or em connection with obtaining a racto ' all proceed diligently with with the s ion of RCTC's Deputy cl - conside : tion of questions of law n this Agreement, however, shall be ial or representative on a question of ws of the State of California. .S.C. 1352, as amended by the Lobbying ied at 2 U.S.C. § 1601, et seq.] - Contractors 0,000 or more shall file the certification required by 49 ing." Each tier certifies to the tier above that it will fated funds to pay any person or organization for ce an officer or employee of any agency, a member of Congress, or an employee of a member of Congress in ederal contract, grant or any other award covered by 31 U.S.C. 1352. Each tier shall also disclose the name of any registrant under the Lobbying Disclosure Act of 1995 who has made lobbying contacts on its behalf with non -Federal funds with respect to that Federal contract, grant or award covered by 31 U.S.C. 1352. Such disclosures are forwarded from tier to tier up to the recipient. The Offeror shall complete and submit with its bid/proposal the attached Certification Regarding Lobbying, and if applicable, the Standard Form-LLL, "Disclosure Form to Report Lobbying." 18. Energy Conservation The Contractor agrees to comply with mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act. FTA Requirements — Page 10 EXHIBI16'3C - 14 19. Clean Water a. The Contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. The Contractor agrees to report each violation to RCTC and understands and agrees that RCTC will, in turn, report each violation as required to assure notification to FTA and the appropriate EPA Regional Office. b. The Contractor further agrees that: (1) It will not use any violating facilities; (2) It will report the use of facilities placed on or likely to be placed on the U.S. EPA "List of Violating Facilities;" (3) It will report violations of use of prohibited facilities to FTA; and (4) It will comply with the inspection and other requirements of - Clean Air Act, as amended, (42 U.S.C. §§ 7401 — 7671q); and the Federal Water Pollu Control Act as amended, (33 U.S.C. §§ 1251-1387). The Contractor also agrees to include these req ' ents in - . subcontract exceeding $150,000 financed in whole or in part with Federal stan +rovided FTA. 20. Clean Air a. The Contractor agrees to comply issued pursuant to the Clean Air A agrees to report each violation t report each violation as require Office. b. The Co ► ctor er . - es that: le standards, orders or regulations , 42 b.S.C. §§ 7401 et seq. The Contractor erstands and agrees that RCTC will, in turn, on to FTA and the appropriate EPA Regional (1) It will not use any .. ting fa ties; (2) It will report the use . .c' ' -s placed on or likely to be placed on the U.S. EPA "List of Violating Facilities;" (3) It will report violations of use of prohibited facilities to FTA; and (4) It will comply with the inspection and other requirements of the Clean Air Act, as amended, (42 U.S.C. §§ 7401 — 7671q); and the Federal Water Pollution Control Act as amended, (33 U.S.C. §§ 1251-1387). c. The Contractor also agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FTA. 21. Recycled Products Recovered Materials - The Contractor agrees to comply with all the requirements of Section 6002 of the Resource Conservation and Recovery Act (RCRA), as amended (42 U.S.C. 6962), including but not limited to the regulatory provisions of 40 CFR Part 247, and Executive Order FTA Requirements — Page 11 EXHIBIKPC - 15 12873, as they apply to the procurement of the items designated in Subpart B of 40 CFR Part 247. 21. Safe Operation of Motor Vehicles Pursuant to Federal Executive Order No. 13043, "Increasing Seat Belt Use in the United States," April 16, 1997, 23 U.S.C. Section 402 note, FTA encourages each third party contractor to adopt and promote on-the-job seat belt use policies and programs for its employees and other personnel that operate company owned, rented, or personally operated vehicles, and to include this provision in each third party subcontract involving the project. a. The Contractor is encouraged to adopt and promote on-the-job seat belt use policies and programs for its employees and other personnel that operate company -owned vehicles, company - rented vehicles, or personally operated vehicles. The terms "co ► ,. any -owned" and "company - leased" refer to vehicles owned or leased either by the Contrac er RCTC. b. The Contractor agrees to adopt and enforce wor . e sa . • olicies to decrease crashes caused by distracted drivers, including policies to ba t messagi hile using an electronic device supplied by an employer, and driving a idle driver a ns or rents, a vehicle Contactor owns, leases, or rents, or a privately-o idle when on official business in connection with the work performed under thjs contrac <e O FTA Requirements — Page 12 EXHIBI105C - 16 ATTACHMENT 2 Agreement 20-24-082-00 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ON -CALL MAINTENANCE AND REPAIR SERVICES AGREEMENT 1. PARTIES AND DATE. This Agreement is made and entered into this day of , 2020 by and between the Riverside County Transportation Commission ("Commission") and Process Cellular, Doing Business As Procell, a Corporation, with its principal place of business at 3020 W. Harvard St., Santa Ana, CA 92704 ("Contractor"). Co ission and Contractor are sometimes individually referred to as "Party" and collectively arties" in this Agreement. 2. RECITALS. 2.1 Commission is the Tran Riverside and organized under the laws of the State services necessary to achieve its purpose. 2.2 Commission owns and security command center, one (1 cen County, the addresses and descr' s ns o ' hich incorporated herein by referen 2.3 No. 20-24-040-00 maintenance and repa ommission for the County of ifornia with the power to contract for (9) commuter rail stations, one (1) and five (5) toll facilities serving Riverside e set forth in Exhibit "A", attached hereto and tations and Toll Facilities"). 12, 2020, Commission issued a Request for Proposals which Commission sought proposals for on -call he Commuter Rail Stations and Toll Facilities. 2.4 Con desires to perform and assume responsibility for the provision of on -call maintenance and repair services required by Commission on the terms and conditions set forth in this Agreement and in the task order(s) to be solicited, awarded and authorized by Commission Purchase Orders as further described in this Agreement ("Task Order"). 2.5 The work generally includes the maintenance and repair of the Commuter Rail Stations and Toll Facilities. Contractor represents that it is a professional Contractor, experienced in providing on -call maintenance and repair services to public clients, and is familiar with the plans of Commission. 2.6 Commission desires to engage Contractor to render on -call maintenance and repair services for the Commuter Rail Stations and Toll Facilities. On -call maintenance and repair services shall be generally as set forth in Exhibit "A", attached hereto and incorporated herein by reference. On -call maintenance and repair services shall be ordered by Task Order(s) to be issued pursuant to this Agreement for future projects as set forth herein. The services set 17336.00600\32785614.1 406 forth in Exhibit "A" and each individual project ordered under a Task Order shall be referred to, herein, collectively, as the "Project". 2.7 Services procured under a Task Order may be funded, in whole or in part, with state and/or federal funds. Contractor shall comply with all applicable funding requirements. 3. TERMS. 3.1 Scope of Services and Term. 3.1.1 General Scope of Services. Contractor promises and agrees to furnish to Commission all labor materials, tools, equipment, services, and i cidental and customary work, as necessary, to fully and adequately provide the on -call maint- ce and repair services for the Commuter Rail Stations and Toll Facilities required by ission, as shall be generally described in Exhibit "A" and as more specifically descrd i ch Task Order, collectively referred to herein as the "Services". On -call Services 1 be mor- icularly described in the individual Task Orders issued by the Commission's cutiv Directo designee. No Services shall be performed unl Order for Task Order Services, as further s • ' ed her performed in accordance with, this Agree hereto and incorporated herein by reference, a and regulations 3.1.2 Term. 2023, unless earlier terminated the term of this Agree Parties may, by mu complete the Service horized by a Commission Purchase 11 Services shall be subject to, and Task Order, the exhibits attached le local, state and federal laws, rules ement shall be from July 1, 2020 to June 30, e s e - . Contractor shall complete the Services within eet any other established schedules and deadlines. The extend the term of this Agreement if necessary to 3.2 Responsib ontractor. 3.2.1 Control and Payment of Subordinates; Independent Contractor. The Services shall be performed by Contractor or under its supervision. Contractor will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. Commission retains Contractor on an independent contractor basis and not as an employee. Contractor 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 Contractor shall also not be employees of Commission and shall at all times be under Contractor's exclusive direction and control. Contractor shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Contractor shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance. 17336.00600\32785614.1 2 407 3.2.2 Task Orders; Commencement and Schedule of Services. Services under this Agreement shall be competitively solicited amongst Contractor and the other firms identified in Section 3.3.2 of this Agreement pursuant to a Task Order request for bid process. If Contractor's Task Order bid is selected for a Project, the Commission shall issue a Purchase Order for the Services. Contractor's agreement to the final terms of a proposed Task Order, Commission's issuance of a Purchase Order and Contractor's commencement of the Services following issuance of the Purchase Order shall indicate the Parties' agreement to the terms of the relevant Task Order. Contractor shall commence Services under a Task Order within five (5) days of receiving a Purchase Order for the Task Order Services from the Commission. Each request for Task Order bids shall identify the funding source(s) to be used to fund the Services under the relevant Task Order, and Contractor shall comply with the requir cents specified herein, and in the attached exhibits, applicable to the identified funding sourc Contractor represents that it has the profess to perform the Services in conformance with such con conformance with each Schedule, the Commission timely manner. Upon the Commission's reque schedule of anticipated performance to meet the relev technical personnel required ns. In o to facilitate Contractor's res and to ractor's submittals in a or shall provide a more detailed hedule of Services. 3.2.3 Conformance to A . , ' e s ents. All work prepared by Contractor shall be subject to the approval of 3.2.4 Commissi Executive Director, or his or h Agreement ("Commission's Re power to act on behalf shall not accept direc or his or her designe ve. The Commission hereby designates the its representative for the performance of this ative . Commission's Representative shall have the ion for all purposes under this Agreement. Contractor ny person other than the Commission's Representative 3.2.5 Con. t• Representative. Contractor hereby designates David Stuckey, or his or her design- o act as its representative for the performance of this Agreement ("Contractor's Representative"). Contractor's Representative shall have full authority to represent and act on behalf of the Contractor for all purposes under this Agreement. The Contractor's Representative shall supervise and direct the Services, using his best 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. 3.2.6 Coordination of Services. Contractor agrees to work closely with Commission staff in the performance of Services and shall be available to Commission's staff, consultants and other staff at all reasonable times. 3.2.7 Standard of Care; Performance of Employees. Contractor shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Contractor represents and maintains that it is skilled in the professional 17336.00600\32785614.1 3 408 calling necessary to perform the Services. Contractor warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Finally, Contractor represents that it, 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. As provided for in the indemnification provisions of this Agreement, Contractor shall perform, at its own cost and expense and without reimbursement from the Commission, any services necessary to correct errors or omissions which are caused by the Contractor's failure to comply with the standard of care provided for herein. Any employee of the Contractor or its sub -contractors 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 Contractor and shall not be re-employed to perform any of the Services or to work on the Pro' t. 3.2.8 Period of Performance. Contractor accordance with any completion schedule or Project m e Contractor agrees that if the Services are not complet: i time and/or pursuant to any such completion sche s or P to provisions of this Agreement and included in an and agreed that the Commission will suffer damage. 3.2.9 Disputes. Should any done, of any work omitted, or of an extra respecting the size of any paym Contractor shall continue to per If Contractor disputes the Co be provided by law. 3.2.1 keep itself fully info regulations in any mann erform the Services in strict ones cribed in each Task Order. thin the ementioned performance 'ect mile nes developed pursuant der, it is understood, acknowledged ecting the true value of any work ontractor may be required to do, or or during the performance of this Contract, e said dispute is decided by the Commission. , Contractor shall have such remedies as may Em • to ee/Labor Certifications. Contractor shall compliance with all local, state and federal laws, rules and the performance of the Project or the Services, including all Cal/OSHA requirements, a : 1 give all notices required by law. Contractor shall be liable for all violations of such law and regulations in connection with Services. If the Contractor performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the Commission, Contractor shall be solely responsible for all costs arising therefrom. Commission is a public entity of the State of California subject to, among other rules and regulations, the Public Utilities Code, Public Contract Code, and Labor Code of the State. It is stipulated and agreed that all provisions of the law applicable to the public contracts of a county transportation commissions are a part of this Agreement to the same extent as though set forth herein and will be complied with. These include but are not limited to the payment of prevailing wages, the stipulation that eight (8) hours' labor shall constitute a legal day's work and that no worker shall be permitted to work in excess of eight (8) hours during any one calendar day except as permitted by law. Contractor shall defend, indemnify and hold Commission, its officials, 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. 17336.00600\32785614.1 4 409 3.2.10.1 Employment Eligibility; Contractor. By executing this Agreement, Contractor verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time. Such requirements and restrictions include, but are not limited to, examination and retention of documentation confirming the identity and immigration status of each employee of the Contractor. Contractor also verifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the term of the Agreement. Contractor shall avoid any violation of any such law during the term of this Agreement by participating in an electronic verification of work authorization program operated by the United States Department of Homeland Security, by participating in an equivalent federal work authorization program operated by the United States Department of Homeland Security to verify information of newly hired employees, or by some other legally acceptable method. C • ' tractor shall maintain records of each such verification, and shall make them available to the ' mmission or its representatives for inspection and copy at any time during normal business The Commission shall not be responsible for any costs or expenses related to Contra . s co . nce with the requirements provided for in Section 3.2.10 or any of its sub-sectio 3.2.10.2 Employment subcontractors and consultants. To the same extent Contractor shall require all of its subcontra any work relating to the Project or this Agr with all requirements and restrictions vide 3.2.10.3 executing this Agreement on be of Contractor, and unders terminate the Agree subcontractors or c or 3.2.10.2; (2) any requirements (including i or (3) failure to immediatel with such requirements. ility; Subcontractors, Sub - an 1 der the same conditions as Contractor, b-sub • ractors and consultants performing the same verifications and comply Sec on 3.2.10.1. li ibilit Failure to Com.l . Each person verifies that they are a duly authorized officer of the following shall be grounds for the Commission to ) failure of Contractor or its subcontractors, sub - of the requirements provided for in Sections 3.2.10.1 on or material omission concerning compliance with such ifications provided to the Contractor under Section 3.2.10.2); ove from the Project any person found not to be in compliance 3.2.10.4 Labor Certification. By its signature hereunder, Contractor certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers' 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 Services. 3.2.10.5 Equal Opportunity Employment. Contractor 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, handicap, 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. Contractor shall also comply with all relevant provisions of 17336.00600\32785614.1 5 410 Commission's Disadvantaged Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted. 3.2.10.6 Air Quality. Contractor must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the California Air Resources Board (CARB). Contractor shall specifically be aware of the CARB limits and requirements' application to "portable equipment", which definition is considered by CARB to include any item of equipment with a fuel -powered engine. Contractor shall indemnify Commission against any fines or penalties imposed by CARB or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Contractor, its subcontractors, or others for whom Contractor is responsible under its indemnity obligations provided for in this Agreement. 3.2.10.7 Water Quality. (A) Mana ement and Contractor's Services must account for, and fully co rules and regulations that may impact water quality applicable provisions of the Federal Water Pollu California Porter -Cologne Water Quality Control Act rules and regulations of the Environmenta Control Board; the Commission's rules reg regulations, policies, or permits issue..ursua pollutants, as that term is used in -r-C or surface water in the State. laws, regulations and Contractor or Com shall defend, indemni and agents free and harm and against any and all fin To the extent applicable, with, all 1, state and federal laws, e, inclu• g, without limitation, all rol Act (33 U.S.C. §§ 1300); the Water Code §§ 13000-14950); laws, tion cy and the State Water Resources s of storm water; and any and all y s authority regulating the discharge of ne Water Quality Control Act, to any ground for Non -Compliance. Failure to comply with the in this Section is a violation of law that may subject ies, nes, or additional regulatory requirements. Contractor e Commission, its officials, officers, employees, volunteers ant to the indemnification provisions of this Agreement, from nalties, claims or other regulatory requirements imposed as a result of Contractor's non-compliance with the laws, regulations and policies described in this Section, unless such non-compliance is the result of the sole established negligence, willful misconduct or active negligence of the Commission, its officials, officers, agents, employees or authorized volunteers. (C) Training. In addition to any other standard of care requirements set forth in this Agreement, Contractor warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them without impacting water quality in violation of the laws, regulations and policies described in this Section. Contractor further warrants that it, its employees and subcontractors will receive adequate training, as determined by Commission, regarding the requirements of the laws, regulations and policies described in this Section as they may relate to the Services provided under this Agreement. Upon request, Commission will provide Contractor with a list of training programs that meet the requirements of this paragraph. 17336.00600\32785614.1 6 411 3.2.11 Insurance. 3.2.11.1 Time for Compliance. Contractor 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 a form and with insurance companies acceptable to the Commission. In addition, Contractor shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section. 3.2.11.2 Minimum Requirements. Contractor 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 Contractor, its agents, representatives, employees or subcontractors. Contractor shall also require all of its subcontractors to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet a east the following minimum levels of coverage: (A) Minimum Sco . e broad as the latest version of the following: (1) Ge Commercial General Liability coverage (occurre Automobile Liability: Insurance Services Office Bu (any auto) or exact equivalent); and (3) Workers Workers' Compensation insurance as re Liability Insurance. (B) limits no less than: (1) Genera injury and property damage. general aggregate limit is Agreement/location or (2) Automobile Liab' if Contractor has an Compensation limits as Practices Liability limits of of ran overage shall be at least as l Liabili . surance Services Office G 0001 exact equivalent); (2) o Coverage (form CA 0001, code 1 pensation and Employer's Liability: ate of California and Employer's um mits of Insurance. Contractor shall maintain 00 per occurrence for bodily injury, personal neral Liability Insurance or other form with the general aggregate limit shall apply separately to this ate limit shall be twice the required occurrence limit; pe . ccident for bodily injury and property damage; and (3) orkers' Compensation and Employer's Liability: Workers' y the Labor Code of the State of California. Employer's 0,000 per accident. 3.2.11.3 Insurance Endorsements. The insurance policies shall contain the following provisions, or Contractor shall provide endorsements on forms approved by the Commission to add the following provisions to the insurance policies: (A) General Liability. (i) Commercial General Liability Insurance must include coverage for (1) bodily Injury and property damage; (2) personal Injury/advertising Injury; (3) premises/operations liability; (4) products/completed operations liability; (5) aggregate limits that apply per Project; (6) explosion, collapse and underground (UCX) exclusion deleted; (7) contractual liability with respect to this Agreement; (8) broad form property damage; and (9) independent contractors coverage. 17336.00600\32785614.1 7 412 (ii) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; or (3) contain any other exclusion contrary to this Agreement. (iii) The policy shall give the Commission, its directors, officials, officers, employees, and agents insured status using ISO endorsement forms 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage. (iv) The additional insured coverage under the policy shall be "primary and non-contributory" and will not seek contribution from the Commission's insurance or self-insurance and shall be at least as broad as CG 20 01 04 13, or endorsements providing the exact same coverage. (v) The policy shall nclude any restrictions related to indemnity for work performed within fifty (50) feet mission's railroad right-of- way/tracks. (B) Automobile L . ' i ► he automobile liability policy shall be endorsed to state that: (1) the Commission, its di ors, officials, officers, employees and agents shall be covered as additional i ' with s ect to the ownership, operation, maintenance, use, loading or unloading of . a e s , leased, hired or borrowed by the Contractor or for which the Contrac • s res , ..le; a d (2) the insurance coverage shall be primary insurance as respects th- •m sion is directors, officials, officers, employees and agents, or if excess, shall sta n an iroke ain of coverage excess of the Contractor's scheduled underlying coverage. self-insurance maintained by the Commission, its directors, officials, . - - oyees and agents shall be excess of the Contractor's insurance and shall no cal e. on ontribute with it in any way. Coverage. Workers' Compensation and Employers Liability (i) Contractor certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement. (ii) 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 Contractor. (D) Railroad Protective Liability. In addition to the policies specified above, prior to commencing any Task Order work within (50) feet of Commission's railroad right-of-way/tracks, Contractor shall acquire and keep in force during the period of such 17336.00600\32785614.1 8 413 work $2,000,000 (combined single limit)/ $6,000,000 (aggregate limit) of railroad protective liability insurance naming only Commission as the insured. (E) All Coverages. (i) limits set forth hereunder. Defense costs shall be payable in addition to the (ii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits set forth herein shall be available to the Commission, its directors, officials, of -rs, employees and agents as additional insureds under said policies. Furthermore, the re ' ments for coverage and limits shall be (1) the minimum coverage and limits specified i . greement; or (2) the broader coverage and maximum limits of coverage of any insures - poll • . r proceeds available to the named insured; whichever is greater. (iii) The li surance required in this Agreement may be satisfied by a combination of primary and umb or excess insurance. Any umbrella or excess insurance shall contain or be endors • 'itain a vision that such coverage shall also apply on a primary and non-contributory bas or • - of the Commission (if agreed to in a written contract or agreement) bef• - he C i sion own insurance or self-insurance shall be called upon to protect it as a n. • i red. e umbrella/excess policy shall be provided on a "following form" basis wi cover. at 1: t as broad as provided on the underlying policy(ies). thirty (30) days pri except that the Contra of any such policy due to or expires during the term o Contractor shall provide the Commission at least ancellation of any policy required by this Agreement, ide at least ten (10) days prior written notice of cancellation ent of premium. If any of the required coverage is cancelled s Agreement, the Contractor shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the Commission at least ten (10) days prior to the effective date of cancellation or expiration. (v) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Contractor shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Contractor shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims -made policy with a retroactive date subsequent to the effective date of this Agreement. (vi) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Contractor, and any approval of said insurance 17336.00600\32785614.1 9 414 by the Commission, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Contractor pursuant to this Agreement, including but not limited to, the provisions concerning indemnification. (vii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, Commission has the right but not the duty to obtain the insurance it deems necessary and any premium paid by Commission will be promptly reimbursed by Contractor or Commission will withhold amounts sufficient to pay premium from Contractor payments. In the alternative, Commission may cancel this Agreement. The Commission may require the Contractor to provide complete copies of all insurance policies in effect for the duration of the Project. (viii) Neither the Commi on nor any of its directors, officials, officers, employees or agents shall be personally r nsible for any liability arising under or by virtue of this Agreement. endorsed to state that: Each insurance 3.2.11.4 Deductibles deductibles or self -insured retentions must the Commission does not approve the de Contractor shall guarantee that, at t i - .. tion reduce or eliminate such deducti directors, officials, officers, e guaranteeing payment of losse defense expenses. cy required this Agreement shall be elf -Insurance Retentions. Any d approved by the Commission. If f-insured retentions as presented, e Co mission, either: (1) the insurer shall ed retentions as respects the Commission, its or, (2) the Contractor shall procure a bond stigation costs, claims and administrative and Ac eptability of Insurers. Insurance is to be placed with insurers with a curre :.M. B- s rating no less than A:VIII, licensed to do business in California, and satisfacto t - ommission. 3.2.11.6 Verification of Coverage. Contractor 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. 3.2.11.7 Subcontractor Insurance Requirements. Contractor shall not allow any subcontractors or subcontractors to commence work on any subcontract until they have provided evidence satisfactory to the Commission that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subcontractors shall be endorsed to name the Commission as an additional 17336.00600\32785614.1 10 415 insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Contractor, the Commission may approve different scopes or minimum limits of insurance for particular subcontractors or subcontractors. 3.2.12 Safety. Contractor shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Contractor 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 in -ction and maintenance of all safety measures. 3.2.13 Accounting Records. Contractor records with respect to all costs and expenses incurre shall be clearly identifiable. Contractor shall al normal business hours to examine, audit, and make other documents created pursuant to this A_ eemen work, data, documents, proceedings, and ac ` relate (3) years from the date of final payment unde 11 ain complete and accurate der this _ - ement. All such records esentati of Commission during s or copies of such records and any ntractor shall allow inspection of all the Agreement for a period of three 3.3 Fees and Payment equirements; Bonds 3.3.1 Compen' authorized reimbursements for a in Exhibit "B" attached in a Task Order, compensation per Ta said amount without the value each Task Order sh authorized, as described belo set forth in this Agreement. r shall receive compensation, including ices rensered under this Agreement at the rates set forth orated herein by reference, or at the lump sum set forth the terms of the relevant Task Order. The total e set forth in the relevant Task Order, and shall not exceed royal of the Commissioner's Executive Director. The total set forth in the relevant Task Order. Extra Work may be and if authorized, will be compensated at the rates and manner 3.3.2 NTE Sum. Commission has or will enter into two (2) task order contracts for the Services generally identified in Exhibit "A" ("On -Call Maintenance and Repair Services Task Order Contracts"). The other On -Call Maintenance and Repair Services Task Order Contract is Agreement No. 20-24-040-00 to Braughton Construction. The total amount payable by Commission for the On -Call Maintenance and Repair Services Task Order Contracts shall not exceed a cumulative maximum total value of $12,650,000 ("NTE Sum"). It is understood and agreed that there is no guarantee, either expressed or implied that this dollar amount will be authorized under the On -Call Maintenance and Repair Services Task Order Contracts through Task Orders. Each time a Task Order is awarded under any of the On -Call Maintenance and Repair Services Task Order Contracts, the Commission shall send written notification to Contractor and each of the other contractors entering into the On -Call Maintenance and Repair 17336.00600\32785614.1 11 416 Services Task Order Contracts. The notice shall identify the total funds allocated under issued Task Orders, and the remaining unencumbered amount of the NTE Sum. Contractor acknowledges and agrees that Commission shall not pay any amount under this Agreement that would exceed the NTE Sum, and Contractor shall not knowingly enter into a Task Order that exceeds the NTE Sum. 3.3.3 Payment of Compensation. Contractor shall submit to Commission a monthly itemized statement which indicates work completed and hours of Services rendered by Contractor. 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. Commission shall, within 45 days of receiving such statement, review the statement and pay all approved charges thereon. 3.3.4 Reimbursement for Expenses. Contractor all not be reimbursed for any expenses unless authorized in writing by Commission. 3.3.5 Extra Work. At any time during th may request that Contractor perform Extra Work. work which is determined by Commission to be Project, but which the parties did not reasonably a of this Agreement. Contractor shall not perform, no written authorization from Commission's R -ntativ . is Agreement, Commission here "Extra Work" means any for the per completion of the ould be necessary at the execution compensated for, Extra Work without 3.3.6 Prevailing Wages. Co ac . re of the requirements of California Labor Code Section 1720, et semc ., - ' 70, e •., as well as California Code of Regulations, Title 8, Section 16000, et se• `Pre ' ling age Laws"), which require the payment of prevailing wage rates and t . erfo - • other requirements on "public works" and "maintenance" projects. Since thices are .eing performed as part of an applicable "public works" or "maintenanc - t, efined by the Prevailing Wage Laws, and if the total compensation is $15 d or mo on tor agrees to fully comply with such Prevailing Wage Laws. Commission 1 provid: ontractor with a copy of the prevailing rates of per diem wages in effect at the c. . enc- -nt of this Agreement. Contractor shall make copies of the prevailing rates of per die es for each craft, classification or type of worker needed to execute the Services availab to interested parties upon request, and shall post copies at the Contractor's principal place of business and at the project site. Contractor shall defend, indemnify and hold the Commission, its officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 3.3.6 Payroll Records. In accordance with the requirements of California Labor Code Section 1776, Contractor shall keep accurate payroll records which are either on forms provided by the Division of Labor Standards Enforcement or which contain the same information required by such forms. Responsibility for compliance with California Labor Code Section 1776 shall rest solely with Contractor, and Contractor shall make all such records available for inspection at all reasonable hours. 17336.00600\32785614.1 12 417 3.3.7 Registration. Since the Services are being performed as part of an applicable "public works" or "maintenance" project, pursuant to Labor Code Sections 1725.5 and 1771.1, the Contractor and all subcontractors must be registered with the Department of Industrial Relations. Contractor shall maintain registration for the duration of the Project and require the same of any subcontractor. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Contractor's sole responsibility to comply with all applicable registration and labor compliance requirements. 3.3.8 Employment of Apprentices. This Agreement shall not prevent the employment of properly indentured apprentices in accordance with the California Labor Code, and no employer or labor union shall refuse to accept otherwise qualified employees as indentured apprentices on the work performed hereunder solely on the ground of race, creed, national origin, ancestry, color or sex. Every qualified apprentice shall be paid the standard wage paid to apprentices under the regulations of the craft o trade in which he or she is employed and shall be employed only in the craft or trade to w . he or she is registered. If California Labor Code Section 1777.5 any subcontractor hereunder who employs workers apply to the joint apprenticeship council adminis approving Contractor or any sub -contractor for Upon issuance of this certificate, Contractor and any apprentices provided for therein, as w contr apprenticeship program in each craft or trade The parties expres provisions of this Section and Code in regard to all apprentic 3.3.9 E eight hours of labor employed on the wor and forty hours in any o than one and one-half th ies e Services, Contractor and ny appre - able craft or trade shall a . licable dards for a certificate ent and training of apprentices. ontractor shall employ the number of to the fund to administer the work hereunder. that the responsibility for compliance with 5, 1777.6 and 1777.7 of the California Labor s with Contractor. Pursuant to the provisions of the California Labor Code, al day's work, and the time of service of any worker d and restricted to eight hours during any one calendar day, week, except when payment for overtime is made at not less rate for all hours worked in excess of eight hours per day ("Eight -Hour Law"), unless ntractor or the Services are not subject to the Eight -Hour Law. Contractor shall forfeit to Commission as a penalty, $50.00 for each worker employed in the execution of this Agreement by him, or by any sub -contractor under him, for each calendar day during which such workman is required or permitted to work more than eight hours in any calendar day and forty hours in any one calendar week without such compensation for overtime violation of the provisions of the California Labor Code, unless Contractor or the Services are not subject to the Eight -Hour Law. 3.3.10 Bonds. 3.3.10.1 Payment Bond. If requested by the Commission as part of a Task Order proposal request, Contractor shall execute and provide to the Commission concurrently with the executed Task Order a payment bond in an amount required by the Commission and in a form provided or approved by the Commission. If such bond is required, 17336.00600\32785614.1 13 418 no payment will be made to Contractor until the bond has been received and approved by the Commission. 3.3.10.2 Bond Provisions. Should, in the Commission's sole opinion, any bond become insufficient or any surety be found to be unsatisfactory, Contractor shall renew or replace the affected bond within (ten) 10 days of receiving notice from Commission. In the event the surety or Contractor intends to reduce or cancel any required bond, at least thirty (30) days prior written notice shall be given to the Commission, and Contractor shall post an acceptable replacement bond at least ten (10) days prior to expiration of the original bond. No further payments shall be deemed due or will be made under the relevant Task Order until any replacement bond required by this section are accepted by the Commission. To the extent, if any, that the total price under a Task Order requiring a bond is increased in accordance with this Agreement, the Contractor shall, upon request of the Commission, cause the amount of the bond to be increased accordingly and shall prompt deliver satisfactory evidence of such increase to the Commission. 3.3.10.3 Sure • ualificati surety insurer, as defined in California Code of accepted. The surety must be a California-admitte If a California -admitted surety insurer issuing b insurer will be considered qualified if it is in conform Code of Civil Procedure, and proof of such • - ided 3.4 Termination of Agreement. 3.4.1 Grounds Contractor, terminate the who giving written notice to Contract at least seven (7) day Contractor shall be c Commission, and Co terminate this Agreeme o s. • nl ds executed by an admitted Procedu ection 995.120, shall be rety d satis .ry to the Commission. not meet these requirements, the with Section 995.660 of the California Commission. Commission may, by written notice to Agreement at any time and without cause by h to nation, and specifying the effective date thereof, fective date of such termination. Upon termination, ly hose services which have been adequately rendered to e entitled to no further compensation. Contractor may not cause. 3.4.2 Effect ermination. If this Agreement is terminated as provided herein, Commission may require Contractor to provide all finished or unfinished Documents and Data and other information of any kind prepared by Contractor in connection with the performance of Services under this Agreement. Contractor shall be required to provide such document and other information within fifteen (15) days of the request. 3.4.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, Commission may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated. 3.5 General Provisions. 3.5.1 Delivery of 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: 17336.00600\32785614.1 14 419 CONSULTANT: Procell 320 W. Harvard St. Santa Ana, CA 92704 Attn: David Stuckey COMMISSION: Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 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. 3.5.2 Indemnification. 3.5.2.1 Scope of Indemnity. To the est extent permitted by law, Contractor shall defend, indemnify and hold the Commis , i facials, officers, employees, volunteers and agents free and harmless from any a 11 claims, -mands, causes of action, costs, expenses, liability, loss, damage or injury o y ki d, in la equity, to property or persons, including wrongful death, in any manner 'ng of, pertaining to, or incident to any alleged acts, errors or omissions of Contractor, its o , officers, employees, subcontractors, contractors or agents in connection with serform of the Services, the Project, this Agreement or any Task Order, including • . tatl the payment of all consequential damages, expert witness fees and attorneys' o related costs and expenses. The only limitations on this provision shall b imp• • by Civil Code Section 2782. 3.5.2.2 ' 'tio •• Obli ations. Contractor shall defend, with Counsel of Commission's choose s at on actor's own cost, expense and risk, any and all claims, suits, actions or ice- • s of every kind covered by Section 3.5.2.1 that may be brought or institute _ainst C • is or its officials, officers, employees, volunteers and agents. Contractor s pay and tisfy any judgment, award or decree that may be rendered against Commission or offici- ., officers, employees, volunteers and agents as part of any such claim, suit, action or . - - oceeding. Contractor shall also reimburse Commission for the cost of any settlement paid sy Commission or its officials, officers, employees, agents or volunteers as part of any such claim, suit, action or other proceeding. Such reimbursement shall include payment for Commission's attorneys' fees and costs, including expert witness fees. Contractor shall reimburse Commission and its officials, officers, employees, agents, and/or volunteers, for any and all legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Contractor's obligation to indemnify shall survive expiration or termination of this Agreement, and shall not be restricted to insurance proceeds, if any, received by the Commission, its officials officers, employees, agents, or volunteers. 3.5.3 Governing Law; Government Code Claim Compliance. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County. In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, 17336.00600\32785614.1 15 420 Contractor must comply with the claim procedures set forth in Government Code sections 900 et seq. prior to filing any lawsuit against the Commission. Such Government Code claims and any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Contractor. If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Contractor shall be barred from bringing and maintaining a valid lawsuit against the Commission. 3.5.4 Time of Essence. Time is of the essence for each and every provision of this Agreement. 3.5.5 Commission's Right to Employ Other Contractors. Commission reserves right to employ other contractors in connection with this Project. 3.5.6 Successors and Assigns. This A. ' ent shall be binding on the successors and assigns of the parties. 3.5.7 Assignment or Transfer. C► actor shall n ssign, hypothecate or transfer, either directly or by operation of law, thi •ree �- . t or any interest herein without the prior written consent of the Commission. Any atte do so shall be null and void, and any assignees, hypothecates or transferees shquire ight or interest by reason of such attempted assignment, hypothecation or tran on ts, if any, shall contain a provision making them subject to all provisions stipulat: ement. 3.5.8 Constructi► nces a.tions. Since the Parties or their agents have participated fully in the prepa .n of e: ent, the language of this Agreement shall be construed simply, according to i . mean _, and not strictly for or against any Party. Any term referencing time, . er . or performance shall be deemed calendar days and not work days. All re ' nces o tor include all personnel, employees, agents, and subcontractors of Co �ctor, exc- as otherwise specified in this Agreement. All references to Commission include its . cials, ' , leers, employees, agents, and volunteers except as otherwise specified in this Agreeme captions of the various articles and paragraphs are for convenience and ease of refe ce only, and do not define, limit, augment, or describe the scope, content or intent of this Agreement. 3.5.9 Amendment; Modification. No supplement, modification or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties. 3.5.10 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel or otherwise. 3.5.11 No Third Party Beneficiaries. Except to the extent expressly provided for in Section 3.5.7, there are no intended third party beneficiaries of any right or obligation assumed by the Parties. 17336.00600\32785614.1 16 421 3.5.12 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. 3.5.13 Prohibited Interests. Contractor maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement. Further, Contractor 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 Contractor, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Contractor further agrees to file, or shall cause its employees or subcontractors to file, a Statement of Economic Interest with the Commission's Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, Commission shall have the right to rescind this Agreement without liability. For the term of this Agresent, no member, officer or employee of Commission, during the term of his or her service, direct interest in this Agreement, or obtain any present o therefrom. Commission, shall have any ated material benefit arising 3.5.14 Cooperation; Further Acts. a Par' es shallly cooperate with one another, and shall take any additional acts or sign a . dd' al documents as may be necessary, appropriate or convenient to attain the purposes of thi eement. 3.5.15 Authors to Enter A authority to conduct its business and to execu warrants that the individuals who authority to make this Agreeme 3.5.16 Counte which shall constitute actor has all requisite power and , • perform the Agreement. Each Party Agreement have the legal power, right, and ective Party. ement may be signed in counterparts, each of 3.5.1 tire A re ent. This Agreement contains the entire Agreement of the parties with respect tt matter hereof, and supersedes all prior negotiations, understandings or agreem- is Agreement may only be modified by a writing signed by both parties. 3.5.18 Federal Provisions. Funding for Services under a Task Order may be provided, in whole or in part, by the Federal Transportation Administration ("FTA"), by the California Department of Transportation (Caltrans), or by the South Coast Air Quality Management District ("SCAQMD"). Contractor shall also fully and adequately comply with the FTA, Caltrans and SCAQMD provisions included in Exhibit "C" (Funding Agency Requirements) attached hereto and incorporated herein by reference ("Funding Agency Requirements"), as applicable based on the funding source for the relevant Task Order. With respect to any conflict between such Funding Agency Requirements and the terms of this Agreement and/or the provisions of state law, the more stringent requirement shall control. 17336.00600\32785614.1 17 422 SIGNATURE PAGE FOR ON -CALL MAINTENANCE AND REPAIR SERVICES AGREEMENT BETWEEN THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND PROCELL IN WITNESS WHEREOF, the Parties have entered into this Agreement as of the date first set forth above. RIVERSIDE COUNTY TRANSPORTATION COMMISSION Anne Mayer Executive Director Approved as to form: <Z111.111111r Best Best & Krieger 40 Signature General Counsel Name CONTRACTOR Signatu TTEST: Title 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 referenced persons are not the intended signators, evidence of signature authority shall be provided to Commission. 17336.00600\32785614.1 18 423 EXHIBIT "A" - SCOPE OF SERVICES - TO BE INSERTED FROM RFP EXHIBIT "B" -COMPENSATION RATES - TO BE INSERTED FROM SUCCESSFUL CONTRACTOR PROPOSAL EXHIBIT "C"- FUNDING AGENCY REQUIREMENTS -TO BE INSERTED FROM RFP 0 /s (< 17336.00600\32785614.1 424 STATEMENT OF SERVICES A. SCHEDULING OF WORK The Contractor shall accomplish all routine maintenance required under this Contract between the hours of 8:00 a.m. and 3:30 p.m. Monday through Friday unless otherwise authorized or directed by the Commission. The Commission may provide, on an individual basis, permission to perform maintenance at other hours or on the weekends. B. PROCEDURES FOR THE DEVELOPMENT OF TASK ORDERS 1. The Commission will provide the Contracto with a description of Work it wishes Contractor to perform er this Contract. The description shall include sufficient det.' •ermit the Contractor to provide a Task Order Price, in • ing t . bility to cost any special insurance, bonding or r costs a •ciated with the requested Work. 2. As needs arise, the Commission and select a consultant fr' - e list on the type of support ne selected consultant will re level of effort re documented and cost for e the pric Man con soone 3. The Co evelop a brief scope of work nch consultants depending lification of the firm. The viding information about the m the required services. This will be Contract Task Order (CTO). Rates in accordance with rates indicated in Upon approval by the Commission's Project issued on a time and expense basis. The required to commence work within five days or ing a fully executed CTO. n and Contractor will work cooperatively to address any issues . nd negotiate a final Task Order and Task Order Price. Such negotiations shall be limited to the price and the scope of Work to be performed. 4. The Commission shall prepare, sign and deliver to the Contractor for signature a Task Order consistent with the negotiations and include sufficient exhibits and documentation to fully memorialize the understanding of the parties with respect to price and the Scope of Work to be performed under the Task Order. 5. The Contractor shall sign and deliver to the Commission the signed copies of the Task Order within two (2) days of receipt of a Task Order executed by an authorized representative of the Commission. 6. Unless otherwise provided for within the Task Order, the Contractor shall commence the Work provided for in the Task Order within five (5) days of Contractor's delivery of the fully executed Task Order to 425 Commission, and without the need for further notice or authorization by the Commission. C. STORM WATER POLLUTION PREVENTION PROGRAM (SWPPP) 1. Contractor shall ensure that all employees and subcontractor employees are trained and are aware of the following Site Specific Storm Water Pollution Prevention Requirements: a. No discharge of fertilizers, pesticide, and wastes into street or storm drains; b. No blowing or sweeping debris into street or storm drains; c. No hosing down of the parking lot; d. No vehicle washing or maintena ' on site; e. Close dumpster lids at all time. f. No disposing of wash water ' o stree storm drains; and g. Remove all foreign obje(leaves, ca cigarette butts, paper etc.) from in fron dr.' ,ge inlets and gutter areas. 2. The Contractor shall provide a refresher training on the Site Specific Storm Water tion 'vention Requirements to its employees and subcont 3. The Contractor shall do. 11 training on the attached Site Specific Storm Pol on Prevention Training Log and provide it a .ally RC Form included. 1. C• .ctor sh. •ro .e a list of all chemicals that are proposed to be use• the pry -ct. This list shall be submitted to RCTC for review and a• •val, or to use of the chemicals. 2. Contract• .II provide Material Safety Data Sheets (MSDS) for all chemicals t at are to be used on the project. 3. Contractor shall ensure the field crews carry copies of the MSDS for all chemicals they have while on -site. 4. Contractor is encouraged to use bio-degradable or environmentally friendly chemicals. 5. Contractor shall ensure that all employees are properly trained in the use and handling of the approved chemicals. 6. Contractor shall ensure that all employees, including subcontractors, utilize the proper PPE as specified by the chemical or the Contractor's safety plan, whichever is most stringent. 426 ON -CALL MAINTENANCE The following list is a non -exhaustive list of tasks that may be requested to be provided by the Contractor: A. POTENTIAL FUTURE MAINTENANCE OUTSIDE OF RAILROAD RIGHT-OF-WAY AND TOLL FACILITIES 1 Asphalt repairs within parking lot or bus lane -cold patch or saw cut, removal and placement of hot mix, place guard top slurry seal. 2. Parking stalls striping or stenciling. 3. Concrete curb painting. 4. Concrete wheel stop removal, rep cement, purchase, and installation. 5. Miscellaneous painting touc on canopies, towers, benches, handrail/guardrai rash ns, trash dumpster gates, walls inside of the . .estrian ov ossings, light poles, monuments and other -as - - ecessa . 6. Repairs to the walls ins . o e pedestrian overcrossings. 7. Repairs to Stucco walls a olumns. 8. Clean out plugg • s- t. sink, platform, and drinking faucets. 9. Repair, p. , or T : ce .. maged concrete curb, gutter, platfor ►, alk, ndicap ramps, mini -ramps, stairs, color conc 10. Repa g. 11. ' - •v- -place, purchase, and install Station Signage on s, CCTV poles, columns, and walls aris plumbing maintenance/repairs - locate water pair leaking pipe, replace old or. damaged fixtures, replace old or damaged drinking fountains a •se bibs, and other work as necessary 13. Remove, clean, and place anti -slip floor treatment. 14. Remove or relocate bike lockers and racks. 15. Repair and or replace bike storage facilities and racks. 16. Replace or repair trash receptacles. 17. Place new concrete or asphalt as directed. 18. Repair and replace ADA ramps, pathways using current standards 19. Remove, replace, relocate, or install new bollards - steel and concrete. 20. Provide forces and equipment to unload and place heavy or large items purchased for use at the stations i.e. kiosks, benches, bike racks, bike lockers, furniture, etc. 21. Paint Canopies and Canopy columns. 22. Repair, or perform maintenance on Storm Drain Curb Inlets and manholes. 23. Maintenance or repairs to Water main lines and laterals. 427 24. Maintenance or repairs to sewer main lines and laterals. 25. Maintenance or repairs to the Station fire hydrants. 26. Purchase and install box drains and place drain lines in landscape planters at Downtown Riverside Station. 27. Purchase and install window treatments - solar shades or window tint in security room. 28. Maintain, Install, Repair Solar Panels, carport structures, flagpoles, Guard Shacks, and Doors. 29. Maintenance, repairs, or painting of Light Poles. 30.Other repairs/replacement and maintenance as requested. 31. Repair and service Commission owned assets as needed: Generators, Solar equipment, Elevators, Parking structures and other equipment 32. Modernize/Improve station equipme assets as required and needed: Elevators, Generators arking structures, Solar equipment for Commission d assets, and other equipment B. POTENTIAL FUTURE MAIN RIGHT- OF -WAY OR WOR THE TRACK WITH IfQ THE RAILROAD HE POTENTIAL TO FOUL 1. Repair or replace trian crossings at the ends of the platfor 2. Repair i or • ing gates at the Stations at -grade ped 3. Perfo e or repairs on the outside of Pedestrian Towers. ical maintenance or repairs on light poles near d t acks, on neon signs located on the Pedestrian tc. 5. • •a' .r patch roofing on Pedestrian Bridges. 6. P. or touch up Pedestrian Bridge and Towers. 7. Remove, purchase, and install new windows or revised window system within Pedestrian Bridge. 8. Install anti -bird devices on Pedestrian Bridge and Towers. 9. Pressure wash and/or clean Pedestrian Bridge and Towers. 10. Remove CCTV Camera Poles from between the tracks. 11. Repair Damaged Platform Canopies. 12. Repair or replace Tactile Tile along Station platforms. 13. Repair / Maintenance to concrete platforms. 14. Repair / Maintenance and painting of handrail/guardrail. 15. Repair / Maintenance and painting of center line track fence between Main Line 1 and Main Line 2 tracks. 16. Maintenance to ballast at end of platforms or around at -grade pedestrian crossings. 17. Repair, clean, maintenance to Platform drains. 18. Remove, replace, or place new Signage at the ends of the Station platforms. 428 19. Remove, replace, or place new Painted striping and lettering on concrete platform within railroad right-of-way. 20. Repair plumbing leaks within concrete platforms. 21. Power wash sidewalks, platforms, and canopies 22.Other repairs/maintenance as requested. STATION LOCATIONS West Corona Metrolink Station 155 S. Auto Center Drive Corona, CA 92880 North Main Corona Station 250 E. Blaine Street Corona, CA 92879 La Sierra Station La Bus Station 10901-A Indiana Ave 1 01-B iana Ave Riverside, CA 92503 iverside, 2503 Pedley Station 6001 Pedley Road Riverside, CA 92509 rris Downtown Station outh C Street , CA 92570 Hunter Park Station , Moreno Valley/MF Station 1101 Marlborough Avenu 14160 Meridian Parkway Riverside, CA 92507 Riverside, CA 92518 South Perris St 1304 Case Road Perris, CA 92510 Operations Control Center 4344 Vine Street Riverside CA, 92507 Riverside Downtown 4066 Vine Street Riverside, CA 92507 429 TOLL FACILITIES FAM ROC 120 N. Joy Street 301 Corporate Terrace Corona, CA 92879 Corona, CA 92879 15 Toll Rd Office 291 Corporate Terrace Corona, CA 92879 Toll TUB Westbound 91 West Bound 91 Center Divide Toll TUB Eastbound 91 East Bound 91 Center divide EXHIBIT "B" COMPENSATION SUMMARY FISCAL YEAR PROJECT COST FY 2019/20 On -Call Maintenance and Repair Services $ 150,000.00 FY 2020/21 On -Call Maintenance and Repair Services 2,500,000.00 FY 2021/22 On -Call Maintenance and Repair Services 2,500,000.00 FY 2022/23 On -Call Maintenance and Repair Services 2,500,000.00 FY 2023/24 On -Call Maintenance and Repair Services 1,500,000.00 FY 2024/25 On -Call Maintenance and Repair Services 1,500,000.00 FY 2025/26 On -Call Maintenance and Repair Services 1,000,000.00 FY 2026/27 On -Call Maintenance and Repair Servic 1,000,000.00 UBTOTAL 12,650,000.00 L COSTS $ 12,650,000.00 431 SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) AND STATE (CALTRANS) FUNDING REQUIREMENTS The following additional funding requirements apply depending on the funding source identified as applicable for a Task Order. I. SCAQMD REQUIREMENTS Non -Discrimination - In the performance of this Contract, CONTRACTOR shall not discriminate in recruiting, hiring, promotion, demotion, or termination practices on the basis of race, religious creed, color, national origin, ancestry, sex, age, or physical handicap and shall comply with the provisions of the California Fair Employmen : Housing Act (Government Code Section 12900, et seq), the Federal Civil Rights A 1964 (P.L. 88-352) and all amendments thereto, Executive Order No. 11246 (30 al Register 12319), and all administrative rules and regulations issued pursuant to . d Ac . d Order. CONTRACTOR shall likewise require each subcontractor to comply i this clau nd shall include in each such subcontract language similar to this clause. II. CALTRANS REQUIREMENTS * Section 2 below is also applicable to FTAOrders. 1. Invoices & Payments. Invoices shall be mailed to Com " .n's Con act Administrator at the following address: Riverside County Tr Attention: Accounts P.O. 12008 Riverside, CA 92502 Payment shall be made for costs incurred by Contractor in performance of the Services. No advance payment or payment for work not actually performed shall be made under this Agreement or any Task Order. 2. Cost Principles and Administrative Requirements. Contractor agrees that the Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31.000 et seq., shall be used to determine the cost allowability of individual items. EXHIa3 C - 1 Contractor also agrees to comply with federal procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards. Any costs for which payment has been made to Contractor that are determined by subsequent audit to be unallowable under 2 CFR, Part 200 and 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31.000 et seq., are subject to repayment by Contractor to Commission. All subcontracts in excess of $25,000 shall contain the above provisions. 3. Retention of Records/Audit. For the purpose of determining compliance with Public Contract Code 10115, et seq. and Title 21, California Code of Regulations, Chapter 21, Section 2500 et seq., when applicable and other matters connected with the performance of this Agreement pursuant to Government Code 8546.7; Contractor, subcontra tors, and Commission shall maintain and make available for inspection all books, docum , papers, accounting records, and other evidence pertaining to the performance of this Agr nt, including but not limited to, the costs of administering this Agreement. All parties shall ake h materials available at their respective offices at all reasonable times during the A' -ment pe and for three years from the date of final payment under this Agreement. T . . tate, State Au r, Commission, or any duly authorized representative of the State Govern and documents of Contractor and it's certified publi pertinent to this Agreement for audit, e ' . tions, thereof shall be furnished if requested. Su provision. 4. Accounting System. Co accounting system and record for the Services. The accountin Generally Accepted Ac at interim points of invoices. ave access to any books, records, ountants (CPA) work papers that are erpts, and transactions, and copies ess of $25,000 shall contain this bcontractors shall establish and maintain an ulate and segregate expenditures by line item m o s ntractor and its subcontractors shall conform to les (GAAP), enable the determination of incurred costs ide support for reimbursement payment vouchers or 5. Travel & Subsistence. ' - .ursement for transportation and subsistence costs shall not exceed the rates specified in e approved Task Order, as may be applicable. In addition, any payments to Contractor for travel and subsistence expenses claimed for reimbursement or applied as local match credit shall not exceed rates authorized to be paid exempt non -represented State employees under current State Department of Personnel Administration (DPA) rules, unless otherwise authorized by Commission. If the rates invoiced are in excess of those authorized DPA rates, and Commission has not otherwise approved said rates, then Contractor is responsible for the cost difference and any overpayments shall be reimbursed to the Commission on demand. EXHI513C-2 6. Equipment Purchase Prior authorization, in writing, by Commission's Contract Administrator shall be required before Contractor enters into any unbudgeted purchase order, or subcontract for supplies, equipment, or services. Contractor shall provide an evaluation of the necessity or desirability of incurring such costs. For purchase of any item, service or consulting work not covered in the Cost Proposal and exceeding $5,000 prior authorization, in writing, by Commission's Contract Administrator is required. Three competitive quotations must be submitted with the request for such purchase, or the absence of bidding must be adequately justified. Any equipment purchased as a result of this Agreement is subject to the following: Contractor shall maintain an inventory of all nonexpendable property. Non- pendable property is defined as having a useful life of at least two years and an acquisiti• ost of $5,000 or more. If the purchased equipment needs replacement and is sold or tran, Commission shall receive a proper refund or credit at the conclusion of this Agreem , or is Agreement is terminated, Contractor may either keep the equipment and credit mission n amount equal to its fair market value, or sell such equipment at the best p ' obta' able at ublic or private sale, in accordance with established Commission proce. - s; . credit Commission in an amount equal to the sales price. If Contractor elects to keeequipment, fair market value shall be determined at Contractor's expense, on the of a . etent independent appraisal of such equipment. Appraisals shall be obtain , aiser mutually agreeable to by Commission and Contractor. If Contractor - i . . o sell the equipment, the terms and conditions of such sale must be a - _ in a• ce by Commission. 2 CFR, Part 200 requires a credit to Federal funds whe . rtici ing e , pment with a fair market value greater than $5,000 is credited to the Proje All subcontracts in exce• ' 1 s contain the above provisions. 7. National Labor R- ons Boar. ertification. In accordance with P Con ct Code Section 10296, and by signing this Agreement, Contractor certifies under . . of perjury that no more than one final unappealable finding of contempt of court by a federcourt has been issued against Contractor within the immediately preceding two-year period, because of Contractor's failure to comply with an order of a federal court that orders Contractor to comply with an order of the National Labor Relations Board. 8. Nondiscrimination; Statement of Compliance. Contractor's signature affixed herein shall constitute a certification under penalty of perjury under the laws of the State of California that Contractor has, unless exempt, complied with, the nondiscrimination program requirements of Government Code Section 12990 and Title 2, California Administrative Code, Section 8103. During the performance of this Agreement, Contractor and its subcontractors shall not EXHIa3EC-3 unlawfully discriminate, harass, or allow harassment against any employee or applicant for employment because of sex, race, color, ancestry, religious creed, national origin, physical disability (including HIV and AIDS), mental disability, medical condition (e.g., cancer), age (over 40), marital status, and denial of family care leave. Contractor and subcontractors shall insure that the evaluation and treatment of their employees and applicants for employment are free from such discrimination and harassment. Contractor and subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Gov. Code § 12990 (a-f) et seq.) and the applicable regulations promulgated there under (California Code of Regulations, Title 2, Section 7285 et seq.). The applicable regulations of the Fair Employment and Housing Commission implementing Government Code Section 12990 (a-f), set forth in Chapter 5 of Division 4 of Title 2 of the California Code of Regulations, are incorporated into this Contract by reference and made a part hereof as if set forth in full. Contractor and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other Agreement. 0 (< EXHIBIT C-4 FTA FUNDING REQUIREMENTS The following FTA terms will be incorporated into all Task Orders utilizing FTA funds, unless otherwise determined in writing by RCTC. As used herein, "RCTC" shall have the same meaning as the "Commission." The term "contract" or "Contract" shall have the same meaning as the "Agreement." 1. No Obligation by the Federal Government a. RCTC and Contractor acknowledge and agree that, notwithstanding any concurrence by the Federal Government in or approval of the solicitation or award of the underlying contract, absent the express written consent by the Federal Government, the Federal Government is not a party to this contract and shall not be subject to any obligations or liabilities to the Purchaser, Contractor, or any other party (whether or not a party to that co ► ' act) pertaining to any matter resulting from the underlying contract. b. The Contractor agrees to include the above claus each .contract financed in whole or in part with Federal assistance provided by FTA. . further a:. that the clause shall not be modified, except to identify the subcontractor w ► ' ill b = ubject to s provisions. 2. Program Fraud and False or Fraudulent Sta ' ents or Related Acts a. The Contractor acknowledges that th ero • the Program Fraud Civil Remedies Act of 1986, as amended, 31 U.S.C. • 801 e .. and .S. DOT regulations, "Program Fraud Civil Remedies," 49 C.F.R. Par , ply its actions pertaining to this Project. Upon execution of the underlying c - act, Cont tor certifies or affirms the truthfulness and accuracy of any statement it has . s - may make, or causes to be made, pertaining to the underlying contract - assisted project for which this contract work is being performed. In additie o o p- ies that may be applicable, the Contractor further acknowledges that ' makes, • aus s to be made, a false, fictitious, or fraudulent claim, statement, submission, n, the Federal Government reserves the right to impose the penalties of the Program d ' it Remedies Act of 1986 on the Contractor to the extent the Federal Government deems . opriate. b. The Contractor also acknowledges that if it makes, or causes to be made, a false, fictitious, or fraudulent claim, statement, submission, or certification to the Federal Government under a contract connected with a project that is financed in whole or in part with Federal assistance originally awarded by FTA under the authority of 49 U.S.C. § 5307, the Government reserves the right to impose the penalties of 18 U.S.C. § 1001 and 49 U.S.C. § 5307(n)(1) on the Contractor, to the extent the Federal Government deems appropriate. c. The Contractor agrees to include the above two clauses in each subcontract financed in whole or in part with Federal assistance provided by FTA. It is further agreed that the clauses shall not be modified, except to identify the subcontractor who will be subject to the provisions. FTA Requirements — Page 1 EXHII1116C-5 3. Access to Records The Contractor agrees to the following access to records requirements: a. To provide RCTC, the FTA Administrator, the Comptroller General of the United States or any of their authorized representatives access to any books, documents, papers and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts and transcriptions. Contractor also agrees, pursuant to 49 C. F. R. 633.17 to provide the FTA Administrator or his authorized representatives including any PMO Contractor access to Contractor's records and construction sites pertaining to a major capital project, defined at 49 U.S.C. 5302(a)1, which is receiving federal financial assistance through the programs described at 49 U.S.C. 5307, 5309 or 5311. b. To make available in the case of a contract for a capi defined above and awarded by other than competitive bidd' 5325(a), records related to the contract to RCTC, the Comptroller General or any authorized officer or empl e - - of a conducting an audit and inspection. c. To maintain all books, records, accounts a period of not less than three years after the date of except in the event of litigation or settle contract, in which case Contractor agrees to the Comptroller General, or any of • -'r dul such litigation, appeals, claims or d. To permit any of the for excerpts and transcriptio - - aso , ly needed. 4. Federal Ch project or improvement, as in accordance with 49 U.S.C. of Transportation and the f them for the purposes of s required under this contract for a motion or expiration of this contract, laim sing from the performance of this ntil RCTC, the FTA Administrator, representatives, have disposed of all thereto. Reference 49 CFR 18.39(i)(11). eproduce by any means whatsoever or to copy The Contractor shall as comply with all applicable FTA regulations, policies, procedures and directives, in. . ing without limitation those listed directly or by reference in the Master Agreement between RCTC and FTA, as they may be amended or promulgated from time to time during the term of this contract. Contractor's failure to so comply shall constitute a material breach of this contract. 5. Civil Rights The following requirements apply to the underlying contract: (1) Nondiscrimination - In accordance with Title VI of the Civil Rights Act, as amended, 42 U.S.C. § 2000d, section 303 of the Age Discrimination Act of 1975, as amended, 42 U.S.C. § 6102, section 202 of the Americans with Disabilities Act of 1990, 42 U.S.C. § 12132, and Federal transit law at 49 U.S.C. § 5332 and 49 CFR part 21, the Contractor agrees that it will not discriminate against any employee or applicant for employment because of race, color, creed, FTA Requirements — Page 2 EXHI81TC-6 national origin, sex, age, or disability. In addition, the Contractor agrees to comply with applicable Federal implementing regulations and other implementing requirements FTA may issue. (2) Equal Employment Opportunity - The following equal employment opportunity requirements apply to the underlying contract: (a) Race, Color, Creed, National Origin, Sex - In accordance with Title VII of the Civil Rights Act, as amended, 42 U.S.C. § 2000e, and Federal transit laws at 49 U.S.C. § 5332, the Contractor agrees to comply with all applicable equal employment opportunity requirements of U.S. Department of Labor (U.S. DOL) regulations, "Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Depaitiuent of Labor," 41 C.F.R. Parts 60 et seq ., (which implement Executive Order No. 11246, "Equal Employment Opportunity," as amended by Executive Order No. 11375, "Amending Executive Or. 11246 Relating to Equal Employment Opportunity," 42 U.S.C. § 2000e note), and wi .ny applicable Federal statutes, executive orders, regulations, and Federal policies that • the future affect construction activities undertaken in the course of the Project. Th antra agrees to take affirmative action to ensure that applicants are employed, that em . - es are treated during employment, without regard to their race, color, c , nat al origin, sex, or age. Such action shall include, but not be limited to, the following: e o nt, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or to tion; rates of pay or other forms of compensation; and selection for training, i . • app ceship. In addition, the Contractor agrees to comply with any implementing req ay issue. (b) Age - In accordance whe Age Discrimination in Employment Act of 1967, as amended, 29 U.S.C. § 62 eder. ransit law at 49 U.S.C. § 5332, the Equal Employment Opportunity Co _ EOC) regulations, "Age Discrimination in Employment Act," 29 C - ' • art $ 5, the Age Discrimination Act of 1975, as amended, 42 U.S.C. § 6101 et seq. . a • uman Services regulations, "Nondiscrimination on the Basis of Age in Pro: s or Act ies eceiving Federal Financial Assistance," 45 C.F.R. part 90, the Contractor a: - s to r- . in from discrimination against present and prospective employees for reason of a n . ition, the Contractor agrees to comply with any implementing requirements FTA may issu (c) Disabilities - In accordance with section 504 of the Rehabilitation Act of 1973, as amended, 29 U.S.C. § 794, the Americans with Disabilities Act of 1990, as amended, 42 U.S.C. § 12101 et seq., the Architectural Barriers Act of 1968, as amended, 42 U.S.C. § 4151 et seq., and Federal transit law at 49 U.S.C. § 5332, the Contractor agrees that it will not discriminate against individuals on the basis of disability, and that it will comply with the requirements of U.S. Equal Employment Opportunity Commission, "Regulations to Implement the Equal Employment Provisions of the Americans with Disabilities Act," 29 C.F.R. Part 1630, pertaining to employment of persons with disabilities. In addition, the Contractor agrees to comply with any implementing requirements FTA may issue. FTA Requirements — Page 3 EXHlairi3C-7 (3) The Contractor also agrees to include these requirements in each subcontract financed in whole or in part with Federal assistance provided by FTA, modified only if necessary to identify the affected parties. 6. FTA Disadvantaged Business Enterprise (DBE) Requirements A. General DBE Requirements: In accordance with Federal financial assistance agreements with the U.S. Department of Transportation (U.S. DOT), Commission has adopted a Disadvantaged Business Enterprise (DBE) Policy and Program, in conformance with Title 49 CFR Part 26, "Participation by Disadvantaged Business Enterprises in Department of Transportation Programs" (the "Regulations"). This RFP is subject to these stipulated regulations. In order to ensure that Commission achieves its overall DBE Program goals and objectives, Commission encourages the participation of DBEs as defined in 49 CFR 26 in the performance of contracts financed in whole or in part with U.S. Dffunds. It is the policy of the Commission to: 1. Ensure nondiscrimination in the award and adminis on of DOT sted contracts; 2. Create a level playing field on which DBE's can airly for DOT -assisted contracts; 3. Ensure that the DBE program is narrowly - . in ac ance with applicable law; 4. Ensure that only firms that fully 49 part . eligibility standards are permitted to participate as DBE's; 5. Help remove barriers to the p . s in DOT assisted contracts; 6. To promote the us: D n types of federally assisted contracts and procurement activities; and 7. Assist in the develop o s that can compete successfully in the marketplace outside the DBE program. B. Discrimination: Consultant shall not discriminate on the basis of race, color, national origin, or sex in the award and performance of subcontracts. Any terms used herein that are defined in 49 CFR Part 26, or elsewhere in the Regulations, shall have the meaning set forth in the Regulations. C. Commission's Race -Neutral DBE Program: A Race -Neutral DBE Program is one that, while benefiting DBEs, is not solely focused on DBE firms. Therefore, under a Race -Neutral DBE Program, Commission does not establish numeric race -conscious DBE participation goals on its DOT -assisted contracts. There is no FTA DBE goal on this Project. Consultant shall not be required to achieve a specific level of DBE participation as a condition of contract compliance in the performance of this DOT -assisted contract. However, Consultant FTA Requirements — Page 4 EXHIBIT C-8 shall adhere to race -neutral DBE participation commitment(s) made at the time of award of any Task Order (as defined in the Model Contract). D. Race -Neutral DBE Submissions and Ongoing Reporting Requirements (Post -Award): For each Task Order proposal, the successful Consultant shall complete and submit to Commission a "DBE Race -Neutral Participation Listing" in the form provided by Commission. In the event DBE(s) are utilized in the performance of the Task Order, Consultant shall comply with applicable reporting requirements. E. Performance of DBE Subconsultants: DBE subconsultants listed by Consultant in its "DBE Race -Neutral Participation Listing" submitted at the time of Task Order proposal shall perform the work and supply the materials for which they are listed, unless Consultant has received prior written authorization from Commission to perform the work with other forces or to obtain the materials from other sources. Consultant shall •vide written notification to Commission in a timely manner of any changes to its anticipa - 1 BE participation. This notice should be provided prior to the commencement of that porti ► • e work. F. DBE Certification Status: If a listed DBE su any Task Order, the decertified subconsultant shal decertification. If a non -DBE subconsultant becom Order, the DBE subconsultant shall notify onsultan Consultant shall furnish the written do ion Consultant shall include this requirement in a G. Consultant's Assurance Claus Federal anti -discrimination la on the basis of race, color, opportunities. Further, C and vendors, in a ma H. Violations: Failur material breach of the c termination of the contract include, but is not limited to: sultant is • - ified during the life of fy sultant i writing with the date of fied DBE during the life of the Task writing with the date of certification. ommission in a timely manner -Discrimination: In compliance with State and ffirm that it will not exclude or discriminate or sex in consideration of contract award affirm that they will consider, and utilize subconsultants on -discrimination objectives. ted Consultant(s) to carry out these requirements shall be a be awarded pursuant to this RFP, which may result in the ch other remedy as the recipient deems appropriate, which may (1) Withholding monthly progress payments; (2) Assessing sanctions; (3) Liquidated damages; and/or (4) Disqualifying the Consultant from future bidding as non -responsible. 49 C.F.R. § 26.13(b). I. Prompt Payment: Consultant shall pay its subconsultants for satisfactory performance of their contracts no later than 30 days from receipt of each payment Commission makes to the Consultant. 49 C.F.R. § 26.29(a), unless a shorter period is provided in the contract. J. Compliance with DBE Requirements Contained in FTA Provisions: Consultant shall comply with all DBE reporting and other requirements contained in this Agreement. FTA Requirements — Page 5 EXHI4O C - 9 7. Incorporation of Federal Transit Administration (FTA) Terms The preceding provisions include, in part, certain Standard Terms and Conditions required by DOT, whether or not expressly set forth in the preceding contract provisions. All contractual provisions required by DOT, as set forth in FTA Circular 4220.1F are hereby incorporated by reference. Anything to the contrary herein notwithstanding, all FTA mandated terms shall be deemed to control in the event of a conflict with other provisions contained in this Agreement. The Contractor shall not perform any act, fail to perform any act, or refuse to comply with any RCTC requests which would cause RCTC to be in violation of the FTA terms and conditions. 8. ADA Access Requirements The Contractor shall comply with all applicable requirements of the Americans with Disabilities Act of 1990 (ADA), 42 USC Section 12101 et seq; Section 5of the Rehabilitation Act of 1973, as amended, 29 USC Section 794; 49 USC Section 5301 9. Fly America The Contractor agrees to comply with 49 U.S.C. 8 (t "Fly Amica" Act) in accordance with the General Services Administration's regula 1 CFR Part 301-10, which provide that recipients and sub recipients of Federal funds an it contractors are required to use U.S. Flag air carriers for U.S. Government-finan -rnatio air travel and transportation of their personal effects or property, to the extent s a ailable, unless travel by foreign air carrier is a matter of necessity, as de ' - d by , A rica Act. The Contractor shall submit, if a foreign air carrier was us , s pro i . to certification or memorandum adequately explaining why service by a U. ag ai arrier s not available or why it was necessary to use a foreign air carrier and shall, _ . vide a certificate of compliance with the Fly America requirements. T . - tr. ' agrees to include the requirements of this section in all subcontracts that may ' ' ve a . .1 air transportation. 10. Cargo Prefere - Use o nited States -Flag Vessels The Contractor agrees: 1. To use privately owned United States -Flag commercial vessels to ship at least 50 percent of the gross tonnage (computed separately for dry bulk carriers, dry cargo liners, and tankers) involved, whenever shipping any equipment, material, or commodities pursuant to the underlying contract to the extent such vessels are available at fair and reasonable rates for United States -Flag commercial vessels; 2. To furnish within 20 working days following the date of loading for shipments originating within the United States or within 30 working days following the date of leading for shipments originating outside the United States, a legible copy of a rated, "on -board" commercial ocean bill -of -lading in English for each shipment of cargo described in the preceding paragraph to the Division of National Cargo, Office of Market Development, Maritime Administration, Washington, DC 20590 and to the FTA recipient (through the Contractor in the case of a subcontractor's bill -of -lading.) FTA Requirements — Page 6 EXHIB121-1C - 10 3. To include these requirements in all subcontracts issued pursuant to this contract when the subcontract may involve the transport of equipment, material, or commodities by ocean vessel. 11. Buy America The following shall apply unless otherwise specified in a Task Order request. The Contractor agrees to comply with 49 U.S.C. 5323(j) and 49 CFR Part 661, which provide that Federal funds may not be obligated unless steel, iron, and manufactured products used in FTA-funded projects are produced in the United States, unless a waiver has been granted by FTA or the product is subject to a general waiver. General waivers are listed in 49 CFR 661.7. Separate requirements for rolling stock are set out at 5323(j)(2) and 49 CFR 661.11. Rolling stock not subject to a general waiver must be manufactured i ' e United States and have a 60 percent domestic content. Contractor must submit to RCTC the appropriate B America c cation with all bids on FTA-funded contracts (including Task Orders), ex thos ubject to : general waiver. Bids or offers that are not accompanied by a completed B ca certification must be rejected as nonresponsive. 12. Employment Provisions To the extent applicable to the Se A. Equal Employment Oppo CFR, 1964-1965 Comp Order 11375 (3 CFR, Equal Employment "Office of Federal Co of Labor." t shall comply with the following: t must comply with Executive Order 11246 (3 ual Employment Opportunity," as amended by Executive . 684), "Amending Executive Order 11246 Relating to s supplemented by regulations at 41 CFR chapter 60, nce Programs, Equal Employment Opportunity, Department B. Copeland "Anti -Kickback" Act (18 U.S.C. 874 and 40 U.S.C. 276c) — Consultant must comply with the Copeland "Anti -Kickback" Act (18 U.S.C. 874), as supplemented by Department of Labor regulations (29 CFR Part 3, "Consultants and Subconsultants on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States"). The Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he is otherwise entitled. The Commission shall report all suspected or reported violations to the responsible DOE contracting officer. C. Contact Work Hours and Safety Standards Act (40 U.S.C. 327-333) — Consultant must comply with Sections 102 and 107 of the Contract Work Hours and Safety Standards Act (40 U.S.C. 327-333), as supplemented by Department of Labor regulations (29 CFR Part 5). Under Section 102 of the Act, each Consultant is required to compute the wages of every mechanic and FTA Requirements — Page 7 EXHID11I'2C - 11 laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than 11/2 times the basic rate of pay for all hours worked in excess of 40 hours in the work week. Section 107 of the Act is applicable to construction work and provides that no laborer or mechanic is required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. D. Davis -Bacon Act (40 U.S.C. 276a) Consultant shall comply with the Davis -Bacon Act (40 U.S.C. 276a to 276a-7) as supplemented by Department of Labor regulations (29 CFR Part 5). 13. Release of Retainage No retainage will be withheld by the RCTC from progress payments due Contractor. Retainage by Contractor or subconsultants is prohibited, and no retaina • ' will be held by the prime consultant from progress due subconsultants. Any violation ► is provision shall subject the violating Contractor or subconsultants to the penalties, sanc ' d other remedies specified in Section 7108.5 of the California Business and Professi. ' ode. ''s requirement shall not be construed to limit or impair any contractual, admi ative, or ial remedies, otherwise available to Contractor or subconsultant in the e of . • ispute i olving late payment or nonpayment by Contractor or deficient subconsu ' t formance, or noncompliance by a subconsultant. 14. Termination for Convenience RCTC may terminate the Agre Agreement. After such termination, RCTC as directed. If may determine, on because of the termina nience in accordance with the terms of the shall submit a final termination settlement proposal to to submit a proposal within the time allowed, RCTC ormtion available, the amount, if any due the Contractor pay the amount determined. After the Contractor's proposal is received, RCTC and C • . c ' hall negotiate a fair and equitable settlement and the contract will be modified to reflect egotiated agreement. If agreement cannot be reached, RCTC may issue a final determination and pay the amount determined. If the Contractor does not agree with this final determination or the determination resulting from the lack of timely submission of a proposal, the Contractor may appeal under the Disputes clause. 15. Administrative and Contractual Remedies on Breach; Termination for Cause a. The Contractor may be declared in breach of this Agreement ("Breach") if the Contractor fails to make delivery of the supplies or to perform the services within the time specified herein or any extension thereof; or if the Contractor fails to perform any of the other provisions of the contract, or so fails to make progress as to endanger performance of this contract in accordance with its terms. In case of any of the foregoing, RCTC shall notify the Contractor of the Breach, and the Contractor shall have a period of ten (10) days (or such longer period as RCTC may authorize in writing) after receipt of notice from RCTC to cure the Breach. FTA Requirements — Page 8 EXHIBII4'3C - 12 b. RCTC may, by written notice of termination to the Contractor specifying the effective date thereof, terminate the whole or any part of this contract, in the case of a Breach that is not cured within the timeframe set forth in (a) above ("Uncured Breach"). c. If the contract is terminated in whole or in part for an Uncured Breach, RCTC may procure upon such terms and in such manner as RCTC may deem appropriate, supplies or services similar to those so terminated, or may complete the services with its own forces. The Contractor shall be liable to RCTC for any excess costs for such similar supplies or services, and for any other costs incurred by RCTC as a result of the Uncured Breach. The Contractor shall continue the performance of this contract to the extent not terminated under the provisions of this clause. d. Except with respect to defaults of Subcontractors, the C actor shall not be liable for any excess costs if the failure to perform the contract arises o causes beyond the control and without the fault or negligence of the Contractor. If the - to perform is caused by the default of a Subcontractor, and if such default arises out ► ause and the control of both the Contractor and the Subcontractor, and without the or neglig. - of either of them, the Contractor shall not be liable for any excess costs ' fail to perfo , unless the supplies or services to be furnished by the Subcontractor wer- •. ' :.le from other sources in sufficient time to permit the Contractor to meet the req ired proj ompletion schedule. e. Payment for completed services or s - e to and accepted by RCTC shall be at the contract price. RCTC may wi • • .ld frount otherwise due the Contractor for such completed services or supplies s ' u s RI determines to be necessary to protect RCTC against loss because of outstan • ' :lien clai . f former lien holders, or to reimburse RCTC for any other costs related to the f. If, after notice erm on his contract for cause, it is determined for any reason that an Uncured Bre. did note , the rights and obligations of the parties shall be the same as if the notice of terms on had -en issued pursuant to the provisions for termination for convenience of RCTC. g. The rights and remedies of RCTC provided in this clause shall not be exclusive and are in addition to any other rights and remedies provided by law, equity or under this contract including, but not limited to, the right to specific performance. h. Notwithstanding the above, RCTC may, without providing an opportunity to cure, terminate the contract in accordance with the timeframe set forth in Section 3.4 of the contract, if RCTC determines such action is in its best interest based on the nature of the Breach. Such actions shall not limit any of RCTC's remedies set forth above. 16. Disputes a. Except as otherwise provided in this Agreement, any dispute concerning a question of fact arising under this Agreement which is not disposed of by supplemental agreement shall be FTA Requirements — Page 9 EXHIBUT4C - 13 decided by RCTC's Deputy Executive Director, who shall reduce the decision to writing and mail or otherwise furnish a copy thereof to the Contractor. The decision of the RCTC Deputy Executive Director shall be final and conclusive unless, within thirty (30) days from the date of receipt of such copy, Contractor mails or otherwise furnishes to the RCTC Deputy Executive Director a written appeal addressed to RCTC's Executive Director. The decision of RCTC Executive Director or duly authorized representative for the determination of such appeals shall be final and conclusive. b. The provisions of this Paragraph shall not be pleaded in any suit involving a question of fact arising under this Agreement as limiting judicial review of any such decision to cases where fraud by such official or his representative or board is alleged, provided, however, that any such decision shall be final and conclusive unless the same is fraudulent or capricious or arbitrary or so grossly erroneous as necessarily to imply bad faith or is not supported by substantial evidence. In connection with any appeal proceeding under this Paragraph, Contractor shall be afforded an opportunity to be heard and to offer evidence in support of ' .peal. c. Pending final decision of a dispute hereunder, the performance of this Agreement and in accorda Executive Director. This "Disputes" clause does •re in connection with decisions provided for above. construed as making final the decision of a RCTC law, which questions shall be settled in acco ith 17. Lobbying See the Byrd Anti -Lobbying Disclosure Act of 1995, P.L. who apply or bid for an CFR part 20, "New not and has not u influencing or attemp Congress, officer or em connection with obtaining a racto ' all proceed diligently with with the s ion of RCTC's Deputy cl - conside : tion of questions of law n this Agreement, however, shall be ial or representative on a question of ws of the State of California. .S.C. 1352, as amended by the Lobbying ied at 2 U.S.C. § 1601, et seq.] - Contractors 0,000 or more shall file the certification required by 49 ing." Each tier certifies to the tier above that it will fated funds to pay any person or organization for ce an officer or employee of any agency, a member of Congress, or an employee of a member of Congress in ederal contract, grant or any other award covered by 31 U.S.C. 1352. Each tier shall also disclose the name of any registrant under the Lobbying Disclosure Act of 1995 who has made lobbying contacts on its behalf with non -Federal funds with respect to that Federal contract, grant or award covered by 31 U.S.C. 1352. Such disclosures are forwarded from tier to tier up to the recipient. The Offeror shall complete and submit with its bid/proposal the attached Certification Regarding Lobbying, and if applicable, the Standard Form-LLL, "Disclosure Form to Report Lobbying." 18. Energy Conservation The Contractor agrees to comply with mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act. FTA Requirements — Page 10 EXHIBII45C - 14 19. Clean Water a. The Contractor agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq. The Contractor agrees to report each violation to RCTC and understands and agrees that RCTC will, in turn, report each violation as required to assure notification to FTA and the appropriate EPA Regional Office. b. The Contractor further agrees that: (1) It will not use any violating facilities; (2) It will report the use of facilities placed on or likely to be placed on the U.S. EPA "List of Violating Facilities;" (3) It will report violations of use of prohibited facilities to FTA; and (4) It will comply with the inspection and other requirements of - Clean Air Act, as amended, (42 U.S.C. §§ 7401 — 7671q); and the Federal Water Pollu Control Act as amended, (33 U.S.C. §§ 1251-1387). The Contractor also agrees to include these req ' ents in - . subcontract exceeding $150,000 financed in whole or in part with Federal stan +rovided FTA. 20. Clean Air a. The Contractor agrees to comply issued pursuant to the Clean Air A agrees to report each violation t report each violation as require Office. b. The Co ► ctor er . - es that: le standards, orders or regulations , 42 b.S.C. §§ 7401 et seq. The Contractor erstands and agrees that RCTC will, in turn, on to FTA and the appropriate EPA Regional (1) It will not use any .. ting fa ties; (2) It will report the use . .c' ' -s placed on or likely to be placed on the U.S. EPA "List of Violating Facilities;" (3) It will report violations of use of prohibited facilities to FTA; and (4) It will comply with the inspection and other requirements of the Clean Air Act, as amended, (42 U.S.C. §§ 7401 — 7671q); and the Federal Water Pollution Control Act as amended, (33 U.S.C. §§ 1251-1387). c. The Contractor also agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FTA. 21. Recycled Products Recovered Materials - The Contractor agrees to comply with all the requirements of Section 6002 of the Resource Conservation and Recovery Act (RCRA), as amended (42 U.S.C. 6962), including but not limited to the regulatory provisions of 40 CFR Part 247, and Executive Order FTA Requirements — Page 11 EXHIBURC - 15 12873, as they apply to the procurement of the items designated in Subpart B of 40 CFR Part 247. 21. Safe Operation of Motor Vehicles Pursuant to Federal Executive Order No. 13043, "Increasing Seat Belt Use in the United States," April 16, 1997, 23 U.S.C. Section 402 note, FTA encourages each third party contractor to adopt and promote on-the-job seat belt use policies and programs for its employees and other personnel that operate company owned, rented, or personally operated vehicles, and to include this provision in each third party subcontract involving the project. a. The Contractor is encouraged to adopt and promote on-the-job seat belt use policies and programs for its employees and other personnel that operate company -owned vehicles, company - rented vehicles, or personally operated vehicles. The terms "co ► ,. any -owned" and "company - leased" refer to vehicles owned or leased either by the Contrac er RCTC. b. The Contractor agrees to adopt and enforce wor . e sa . • olicies to decrease crashes caused by distracted drivers, including policies to ba t messagi hile using an electronic device supplied by an employer, and driving a idle driver a ns or rents, a vehicle Contactor owns, leases, or rents, or a privately-o idle when on official business in connection with the work performed under thjs contrac <e O FTA Requirements — Page 12 EXHIB11[7C - 16 AGENDA ITEM 7J RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Toll Policy and Operations Committee Michael Blomquist, Toll Program Director THROUGH: Anne Mayer, Executive Director SUBJECT: COVID-19 Impacts to the 91 Express Lanes TOLL POLICY AND OPERATIONS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to receive and file a presentation that provides a summary of COVID-19 impacts to the Commission's 91 Express Lanes. BACKGROUND INFORMATION: The Coronavirus (COVID-19) has caused very significant worldwide health impacts, including a notable number of infections and tragic deaths. COVID-19 has also had very real and immediate economic impacts to our national economy and in Riverside County. Additionally, COVID-19 has impacted the Commission's 91 Express Lanes and our customers. Attachment: COVID-19 Impacts to the 91 Express Lanes Presentation Agenda Item 7J 448 RIVERSIDE COUNTY TRANSPORTATION COMMISSION COVID-19 IMPAC1S1O THE 91 EXPRESSLANES Toll Policy and Operations Committee Meeting May 28, 2020 Michael Blomquist, Toll Program Director RIVERSIDE COUNTY TRANSPORTATION COMMISSION IMPAC1S1O DAILYOPERA11ONS 04Express l Lanes Administrative Office - Anaheim Sindil Y r 1.,1 I:ali.rl9 r.e nrh. M1r� 9 T Cos[w wholesale 9 ,.V L.4'HofBo'Regorrei !1 1 i.!• ! IW11L•.".epo.9 `e��+nr C+^im Arz Anaheim 11I1IS Peeve! 9 Regal Edward: Ar$aNm MIIIS [:Ioi:Nli IR 9r. •.r� .Y FIr�����.tin1: 9186 Norlh Wvarvlaw Gnu* 9Slurta Vista Business Park 91 Express Lanes Administrative Office 180 North Riverview Drive Anaheim hiryf ny VAAV BCSIdry9 Rlrxradd �'„y The C. .radeS.Aparr nenls 9 Rasine'S 61f.N'S SpnrlinR t'rW rls 9 W.4 Conan Rd 451 3 " E x p r e s s 1 L a n e s A d m i n i s t r a t i v e O f f i c e - A n a h e i m " N o f a c e - t o - f a c e c u s t o m e r i n t e r a c t i o n s " R e d u c e d s t a f f w i t h c o r e f u n c t i o n s o p e r a t i n g T r a f f i c o p e r a t i o n s c e n t e r I n c i d e n t m a n a g e m e n t " A d d i t i o n a l s a n i t i z i n g a n d s o c i a l d i s t a n c i n g 4 5 2 4 1(4Express l Lanes CustomerService Center- Corona Promenade Terrace Apartment: 91 Express Lanes CustomerService Center 301 Corporate Terrace Circle Corona 453 5 " E x p r e s s l L a n e s C u s t o m e r S e r v i c e C e n t e r - C o r o n a " C l o s e d t h e c u s t o m e r w a l k - i n c e n t e r " M a i n t a i n i n g C u s t o m e r S e r v i c e C a 1 1 c e n t e r W e b s i t e " A d d i t i o n a l s a n i t i z i n g a n d s o c i a l d i s t a n c i n g O p e r a t o r e m p l o y e e s R i v e r s i d e C o u n t y H e a l t h O r d e r s 4 5 4 6 " E x p r e s s l L a n e s C u s t o m e r F e e s " A c c o u n t f e e s S t a n d a r d P l a n a n d E x p r e s s C l u b T e m p o r a r i l y d i s c o n t i n u e d " N o n - s u f f i c i e n t f u n d f e e s C r e d i t c a r d t r a n s a c t i o n s D i s c o n t i n u e d " R e s u m p t i o n o f f e e s M o r e n o r m a l o p e r a t i n g c o n d i t i o n s 4 5 5 7 " E x p r e s s l L a n e s V i o l a t i o n s P r o c e s s i n g " C u s t o m e r c o l l e c t i o n s - e s c a l a t e d v i o l a t i o n s C a l l s a n d l e t t e r s T e m p o r a r i l y d i s c o n t i n u e d " C a l i f o r n i a F r a n c h i s e T a x B o a r d T a x r e t u r n i n t e r c e p t p r o g r a m T e m p o r a r i l y d i s c o n t i n u e d 4 5 6 8 1 etE=55 Toll Rates • Initial March rate reductions — Peak periods, mornings and afternoons — Comparable to adjacent "shoulder" periods • Periodic toll rate assessment — Data -driven analysis — Consistent with approved toll policy • April rate reductions • Future rate changes 457 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION I M PA C TS TO EX PRESS LANES TRA FFI C AND 1OLLREVENUE 'Express l Lanes Weekly Traffic Volume 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 Saturday, Saturday, Saturday, Saturday, Saturday, Saturday, May February 01, February 22, March 14, April 04, 2020 April 25, 2020 16, 2020 2020 2020 2020 459 11 ' Express l Lanes $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $- Weekly Potential Revenue Saturday, Saturday, Saturday, Saturday, Saturday, Saturday, February February March 14, April 04, April 25, May 16, 01,2020 22,2020 2020 2020 2020 2020 460 12 RIVERSIDE COUNTY TRANSPORTATION COMMISSION PLANNING FORTHEREBOUND Express Lanesss Resuming Customer Service CenterOperations State and county health order changes Phased re - openings Employee Agency re- separation opening decision 1 Office cleaning, sanitizing Face masks Operator office measures stomer measures Shields Sanitizing station Queue management 462 14 RIVERSIDE COUNTY TRANSPORTATION COMMISSION QUESTIONS? 463 AGENDA ITEM 7K RIVERSIDE COUNTY TRANSPORATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Toll Policy and Operations Committee Jennifer Crosson, Toll Operations Manager THROUGH: Anne Mayer, Executive Director SUBJECT: 91 Express Lanes Monthly Status Reports TOLL POLICY AND OPERATIONS COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to receive and file the 91 Express Lanes Monthly Reports for three months from January to March 2020. BACKGROUND INFORMATION: The monthly 91 Express Lanes reports for three months from January to March 2020 are attached. The monthly reports provide information about 91 Express Lanes performance and activity. The monthly reports include information for both segments of the 91 Express Lanes in Orange and Riverside Counties. Attachments: 1) 91 Express Lanes Status Report for January 2020 2) 91 Express Lanes Status Report for February 2020 3) 91 Express Lanes Status Report for March 2020 Agenda Item 7K 464 ATTACHMENT 1 Orange County Transportation Authority OCTA Riverside County Transportation Commission 111k, • Express Lanes Status Report January 2020 As of January 31, 2020 465 Table of Contents Operations Overview OCTA 3 Traffic and Revenue Statistics for OCTA 3 OCTA Traffic and Revenue Summary 5 OCTA Eastbound Peak -Hour Volumes 6 OCTA Westbound Peak -Hour Volumes 7 OCTA Operational Highlights 8 Financial Highlights OCTA 9 Operations Overview RCTC 10 Traffic and Revenue Statistics for RCTC 10 RCTC Traffic and Revenue Summary 12 RCTC Peak -Hour Volumes 13 RCTC Eastbound Peak -Hour Volumes 13 RCTC Westbound Peak -Hour Volumes 14 RCTC Operational Highlights 17 Financial Highlights RCTC 18 Joint Agency Trip and Revenue Statistics 19 Joint Agency Traffic Statistics 19 Joint Agency Performance Measures 20 Joint Agency Transponder Distribution 20 Incoming Email Activity 21 &Express Lases 2 466 OPERATIONS OVERVIEW OCTA TRAFFIC AND REVENUE STATISTICS FOR OCTA Total traffic volume on the 91 Express Lanes for January 2020 was 1,446,341. This represents a daily average of 46,656 vehicles. This is a 6.3% increase in total traffic volume from the same period last year, which totaled 1,360,016. Potential toll revenue for January was $4,553,497, which represents an increase of 10.7% from the prior year's total of $4,114,106. Carpool percentage for January was 24.7% as compared to the previous year's rate of 26.3%. Month -to -date traffic and revenue data is summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the OCTA 91 Express Lanes and associated potential revenue for the month of January 2020. Current Month -to -Date (MTD) as of January 31, 2020 Trips Jan-20 MTD Actual Stantec MTD Projected # Variance % Variance Jan-19 MTD Actual Yr-to-Yr % Variance Full Toll Lanes 1,089,159 1,048,103 41,056 3.9% 1,002,301 8.7% 3+ Lanes 357,182 317,815 39,367 12.4% 357,715 (0.1%) Total Gross Trips 1,446,341 1,365,918 80,423 5.9% 1,360,016 6.3% Revenue Full Toll Lanes $4,482,172 $4,458,339 $23,833 0.5% $4,033,705 11.1% 3+ Lanes $71,325 $81,313 ($9,989) (12.3%) $80,401 (11.3%) Total Gross Revenue $4,553,497 $4,539,652 $13,844 0.3% $4,114,106 10.7% Average Revenue per Trip Average Full Toll Lanes $4.12 $4.25 ($0.13) (3.1%) $4.02 2.5% Average 3+ Lanes $0.20 $0.26 ($0.06) (23.1%) $0.22 (9.1%) Average Gross Revenue $3.15 $3.32 ($0.17) (5.1 %) $3.03 4.0% Express A Lanes 3 467 The 2020 fiscal year-to-date traffic volume increased by 2.5% and potential toll revenue increased by 4.8%, when compared with the same period last year. Year-to-date average revenue per -trip is $3.03. Fiscal year-to-date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the OCTA 91 Express Lanes and associated potential revenue for the months of July 2019 through January 2020. FY 2019-20 Year to Date as of January 31, 2020 Trips FY 2019-20 YTD Actual Stantec YTD Projected # Variance % Variance FY 2018-19 YTD Actual Yr-to-Yr % Variance Full Toll Lanes 7,715,246 7,626,731 88,515 1.2% 7,475,646 3.2% 3+ Lanes 2,702,816 2,324,910 377,906 16.3% 2,692,985 0.4% Total Gross Trips 10,418,062 9,951,640 466,422 4.7% 10,168,631 2.5% Revenue Full Toll Lanes $31,129,718 $31,895,469 ($765,751) (2.4%) $29,652,197 5.0% 3+ Lanes $486,709 $581,594 ($94,885) (16.3%) $530,317 (8.2%) Total Gross Revenue $31,616,427 $32,477,063 ($860,637) (2.6%) $30,182,514 4.8% Average Revenue per Trip Average Full Toll Lanes $4.03 $4.18 ($0.15) (3.6%) $3.97 1.5% Average 3+ Lanes $0.18 $0.25 ($0.07) (28.0%) $0.20 (10.0%) Average Gross Revenue $3.03 $3.26 ($0.23) (7.1%) $2.97 2.0% Express A Lanes 4 468 OCTA Traffic and Revenue Summary The chart below reflects the total trips breakdown between Full Toll trips and HOV3+ trips for FY 2019-20 on a monthly basis. 1,400,000 1,200,000 1,000,000 d E 800,000 a 600,000 400,000 200,000 0 FY 2019-20 Traffic Volume Overview Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Month ❑Full Toll Lanes 03+ Lanes The chart below reflects the gross potential revenue breakdown between Full Toll trips and HOV3+ trips for FY 2019-20 on a monthly basis. $5,000,000 $4,500,000 $4,000,000 m c c m d $3,500,000 $3,000,000 $2,500,000 FY 2019-20 Revenue Summary 75,879 411311 66,703 OM irk JuI-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Month Feb-20 Mar-20 ❑ Full Toll Lanes ■ 3+ Lanes • Series3 Apr-20 May-20 Jun-20 Express 1 Lanes 5 469 OCTA EASTBOUND PEAK -HOUR VOLUMES Peak traffic hour in the eastbound direction reached or exceeded 90% or more of defined capacity 21 times during the month of January 2020. As demonstrated on the next chart, westbound peak hour traffic volumes top out at 80% of defined capacity. Monday 12/30/19 Tuesday 12/31/19 Wednesday 01/01/20 Thursday 01/02/20 Friday 01/03/20 PM lime Price HOV Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HOV Vol. Cap. Price HW Vol. Cap. 1400 - 1500 $5.15 349 804 24% $7.45 493 2,479 73% $7.85 555 3,067 90% 1500-1600 $5.15 374 839 25% $6.75 570 3,091 91% $8.65 604 2,594 76% 1030-1700 $5.15 312 725 21% $7.80 503 2,819 83% $8.45 448 2,624 77% 1700-1800 $5.15 443 859 25% $8.20 490 2,350 69% $7.05 556 2,669 79% 1800-1900 $5.15 436 860 25% $4.85 583 2,290 67% $6.55 567 2,215 65% 1900-2000 $4.65 398 736 22% $5.60 451 1,451 43% $6.05 598 1,705 50% Monday 01/06/20 Tuesday 01/07/20 Wednesday 01/08/20 Thursday 01/09/20 Friday 01/10/20 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. 1400 - 1500 $5.15 409 2,623 77% $5.15 435 2,899 85% $5.15 478 3,016 89% $7.45 429 2,838 83% $7.85 501 3,207 94% 1500 - 1600 $5.50 582 3,076 90% $5.75 649 2,887 85% $7.75 621 2,941 87% $6.75 598 3,381 99% $8.65 664 2,712 80% 1600- 1700 $5.35 469 3,003 88% $5.50 458 2,928 86% $7.50 461 3,089 91% $7.80 470 2,876 85% $8.45 474 2,851 84% 1700-1800 $5.30 553 3,075 90% $5.40 551 3,001 88% $6.40 546 2,959 87% $8.20 488 2,603 77% $7.05 591 3,018 89% 1800-1900 $5.50 738 2,752 81% $3.95 681 2,804 82% $3.95 713 2,941 87% $4.85 732 3,051 90% $6.55 767 2,923 86% 1900 - 2000 $3.85 578 1,863 55% $3.85 613 2,172 64% $3.85 667 2,193 65% $5.60 615 2,235 66% $6.05 638 2,132 63% Monday 01/13/20 Tuesday 01/14/20 Wednesday 01/15/20 Thursday 01/16/20 Friday 01/17/20 PM Time Price HW Vol. Cap. Price HW Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HW Vol. Cap. 1400-1500 $5.15 383 2,434 72% $5.15 385 2,799 82% $5.15 412 2,972 87% $7.45 423 2,811 83% $7.85 562 3,235 95% 1500-1600 $5.50 624 3,116 92% $5.75 587 2,854 84% $7.75 572 2,911 86% $6.75 577 3,378 99% $8.65 587 2,629 77% 1603-1700 $5.35 428 2,915 86% $5.50 404 2,897 85% $7.50 405 2,912 86% $7.80 420 2,920 86% $8.45 415 2,670 79% 1703-1800 $5.30 550 3,027 89% $5.40 513 2,911 86% $6.40 543 3,041 89% $8.20 463 2,526 74% $7.05 557 2,858 84% 1800-1900 $5.50 751 2,926 86% $3.95 680 3,040 89% $3.95 679 3,043 90% $4.85 679 3,033 89% $6.55 774 2,932 86% 1930-2000 $3.85 474 1,772 52% $3.85 623 2,616 77% $3.85 643 2,480 73% $5.60 603 2,384 70% $6.05 732 2,571 76% Monday 01/20/20 Tuesday 01/21/20 Wednesday 01/22/20 Thursday 01/23✓20 Friday 01/24/20 PM lime Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. 1400-1500 $5.15 544 2,526 74% $5.15 350 2,631 77% $5.15 363 2,754 81% $7.45 419 2,789 82% $7.85 572 3,436 101% 1500-1600 $5.50 736 3,122 92% $5.75 588 2,884 85% $7.75 590 2,950 87% $675 606 3,474 102% $8.65 610 2,650 78% 1603 - 1700 $5.35 508 2,739 81% $5.50 398 2,995 88% $7.50 422 3,057 90% $7.80 428 2,875 85% $8.45 409 2,703 80% 1700 - 1800 $5.30 618 2,553 75% $5.40 498 3,015 89% $6.40 512 2,900 85% $8.20 461 2,500 74% $7.05 456 2,598 76% 1800-1900 $5.50 697 1,997 59% $3.95 553 3,021 89% $3.95 667 3,008 88% $4.85 687 2,981 88% $6.55 692 2,821 83% 1930-2000 $3.85 466 1,327 39% $3.85 453 1,983 58% $3.85 563 2,397 71% $5.60 635 2,789 82% $6.05 794 2,677 79% Monday 01/27/20 Tuesday 01/28/20 Wednesday 01/29/20 Thursday 01/30/20 Friday 01/31/20 PM Time Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. 1400-1500 $5.15 244 1,683 50% $5.15 375 2,868 84% $5.15 405 2,812 83% $7.45 367 2,790 82% $7.85 520 3,205 94% 1500-1600 $5.50 528 2,852 84% $5.75 557 2,741 81% $7.75 602 2,923 86% $6.75 639 3,591 106% $8.65 681 2,715 80% 1600 - 1700 $5.35 408 2,792 82% $5.50 394 2,779 82% $7.50 435 3,100 91% $7.80 443 2,962 87% $8.45 449 2,704 80% 1700 - 1800 $5.30 489 2,866 84% $5.40 474 2,836 83% $6.40 527 2,897 85% $8.20 457 2,587 76% $7.05 533 2,854 84% 1800-1900 $5.50 641 2,798 82% $3.95 634 2,918 86% $3.95 679 3,079 91% $4.85 709 3,057 90% $6.55 677 2,903 85% 1900-2000 $3.85 617 2,312 68% $3.85 700 2,822 83% $3.85 577 2,293 67% $5.60 579 2,215 65% $6.05 670 2,276 67% Express A Lanes 6 470 OCTA WESTBOUND PEAK -HOUR VOLUMES Monday 12/30/19 Tuesday 12/31/19 Wednesday 01/01/20 Thursday 01/02/20 Friday 01/03/20 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HCN Vol. Cap. 0400-0500 $1.70 37 106 3% $3.05 577 1,868 55% $3.05 532 1,582 47/0 0500-0600 $1.70 53 118 3% $4.95 564 1,959 58% $4.70 554 2,022 59% 0600-0700 $1.70 26 101 3% $5.15 339 1,308 38% $4.95 397 1,531 45% 0700-0800 $1.70 47 115 3% $5.65 307 1,527 45% $5.50 249 1,295 38% 0800-0900 $1.70 106 248 7% $5.15 239 1,404 41% $4.95 272 1,350 40% 0900-1000 $3.05 167 417 12% $4.10 313 1,406 41% $4.10 287 1,401 41% Monday 01/06/19 Tuesday 01/07/19 Wednesday 01/08/19 Thursday 01/09/19 Friday 01/10/19 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 762 2,523 74% $3.05 769 2,484 73% $3.05 818 2,548 75% $3.05 764 2,430 71% $3.05 583 1,831 54% 0500-0600 $4.95 829 2,588 76% $4.95 870 2,634 77% $4.95 813 2,502 74% $4.95 806 2,635 78% $4.70 724 2,420 71% 0600-0700 $5.15 542 1,909 56% $5.15 509 1,953 57% $5.15 566 2,110 62% $5.15 557 1,928 57% $4.95 467 1,709 50% 0700-0800 $5.65 371 1,910 56% $5.65 349 1,921 57% $5.65 396 1,905 56% $5.65 400 2,021 59% $5.50 475 1,840 54% 0800-0900 $5.15 271 1,704 50% $5.15 255 1,861 55% $5.15 270 2,013 59% $5.15 285 1,950 57% $4.95 267 1,809 53% 0900-1000 $4.10 376 1,926 57% $4.10 328 1,936 57% $4.10 348 1,934 57% $4.10 322 1,943 57% $4.10 352 1,877 55% Monday 01/13/19 Tuesday 01/14/19 Wednesday 01/15/19 Thursday 01/16/19 Friday 01/17/19 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap.1 Price HCN Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 751 2,609 77% $3.05 760 2,455 72% $3.05 800 2,566 75% $3.05 764 2,514 74% $3.05 609 1,998 59% 0500-0600 $4.95 771 2,517 74% $4.95 896 2,692 79% $4.95 836 2,553 75% $4.95 819 2,702 79% $4.70 732 2,472 73% 0600 - 0700 $5.15 558 2,072 61% $5.15 547 2,092 62% $5.15 601 2,144 63% $5.15 574 2,086 61% $4.95 613 2,165 64% 0700 - 0800 $5.65 416 2,123 62% $5.65 371 2,122 62% $5.65 416 2,012 59% $5.65 388 2,149 63% $5.50 383 1,928 57% 0800-0900 $5.15 244 2,029 60% $5.15 243 2,015 59% $5.15 210 1,893 56% $5.15 213 2,073 61% $4.95 243 1,885 55% 0900-1000 $4.10 273 1,897 56% $4.10 257 2,048 60% $4.10 218 1,853 55% $4.10 217 1,960 58% $4.10 250 1,823 54% Monday 01/20/19 Tuesday 01/21/19 Wednesday 01/22/19 Thursday 01/23/19 Friday 01/24/19 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HCN Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 590 1,933 57% $3.05 738 2,492 73% $3.05 790 2,567 76% $3.05 783 2,513 74% $3.05 663 2,018 59% 0500-0600 $4.95 562 1,987 58% $4.95 887 2,642 78% $4.95 792 2,424 71% $4.95 860 2,674 79% $4.70 751 2,435 72% 0600-0700 $5.15 379 1,489 44% $5.15 576 2,171 64% $5.15 624 2,214 65% $5.15 574 1,879 55% $4.95 606 2,131 63% 0700-0800 $5.65 253 1,179 35% $5.65 407 2,150 63% $5.65 437 2,209 65% $5.65 428 2,055 60% $5.50 404 1,934 57% 0800-0900 $5.15 286 1,260 37% $5.15 235 2,129 63% $5.15 224 2,020 59% $5.15 243 2,188 64% $4.95 232 1,861 55% 0900-1000 $4.10 433 1,615 48% $4.10 223 2,043 60% $4.10 244 2,087 61% $4.10 266 2,117 62°% $4.10 246 1,636 48% Monday 01/27/19 Tuesday 01/28/19 Wednesday 01/29/19 Thursday 01/30/19 Friday 01/31/19 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HO✓ Vol. Cap. 0400-0500 $3.05 770 2,607 77% $3.05 767 2,584 76% $3.05 781 2,606 77% $3.05 752 2,507 74% $3.05 641 2,071 61% 0500-0600 $4.95 765 2,486 73% $4.95 875 2,613 77% $4.95 832 2,552 75% $4.95 816 2,717 80% $4.70 739 2,573 76% 0600 - 0700 $5.15 557 2,163 64% $5.15 548 2,086 61% $5.15 627 2,178 64% $5.15 597 2,036 60% $4.95 574 2,152 63% 0700-0800 $5.65 375 2,036 60% $5.65 451 2,226 65% $5.65 413 2,058 61% $5.65 427 2,183 64% $5.50 428 1,919 56% 0800-0900 $5.15 213 2,035 60% $5.15 234 2,150 63% $5.15 255 2,097 62% $5.15 246 2,072 61% $4.95 234 1,891 56% 0900-1000 $4.10 211 1,942 57% $4.10 232 2,096 62% $4.10 231 2,074 61% $4.10 227 2,035 60% $4.10 252 1,921 57% Express A Lanes 7 471 OCTA OPERATIONAL HIGHLIGHTS On -road Operations OCTA Customer Assistance Specialists (CAS) responded to 85 calls during the month of January. Of those calls, 66 were to assist disabled vehicles and 16 calls to remove debris. The CAS provided assistance to three accidents in the Express Lanes with one of those accidents originated from the SR91 general-purpose lanes. Electronic Toll and Traffic Management System Project Update Kapsch TrafficCom USA, Inc., (Kapsch), the toll lanes system integrator for the 91 Express Lanes, completed the replacement of the Electronic Toll and Traffic Management (ETTM) system at the current toll gantries. This new lane system is reading both the new 6C transponder protocol as well as the legacy Title 21 protocol. The next phase of the project, which begins next calendar year, entails the replacement of the closed-circuit television cameras along the corridor. New toll gantries will be constructed at the three entrances of the OCTA 91 Express Lanes after which Kapsch will install new ETTM equipment on the entrance gantries. 6C Transition Update Changes to the back -office system to incorporate the new 6C transponder protocol is underway. In January, the 91 Express Lanes continued to send letters to customers notifying them of the transition to 6C, as well as changes to the account plans, user agreement and privacy policy. In the upcoming weeks, distribution of the new welcome kit and sticker transponders will commence. It is envisioned the distribution of the new transponders to all the customers will take place over several months. Express A Lanes 8 472 FINANCIAL HIGHLIGHTS OCTA 91 Express Lanes Operating Statement YTD as of : 1/31/2020 YTD Variance Description Actual (1) Budget (1) Dollar $ Percent (%) Operating revenues: Toll revenue $ 29,163,391.49 $ 30,684,797.00 $ (1,521,405.51) (5.0) Fee revenue 4,223,400.79 2,757,864.00 1,465,536.79 53.1 Total operating revenues 33,386,792.28 33,442,661.00 (55,868.72) (0.2) Operating expenses: Contracted services 3,619,248.14 4,439,940.00 820,691.86 18.5 Administrative fee 1,653,680.00 1,656,599.00 2,919.00 0.2 Other professional services 665,868.10 1,593,630.00 927,761.90 58.2 Credit card processing fees 774,145.50 817,830.00 43,684.50 5.3 Toll road account servicing 412,010.24 1,404,000.00 991,989.76 70.7 Other insurance expense 217,638.75 437,325.00 219,686.25 50.2 Toll road maintenance supply repairs 141,320.42 310,419.00 169,098.58 54.5 Patrol services 644,910.67 571,445.00 (73,465.67) (12.9) Building equipment repairs and maint 20,689.64 188,944.00 168,254.36 89.0 6C Transponders 250,518.75 125,000.00 (125,518.75) (100.4) Other services (9,221.50) 18,331.00 27,552.50 150.3 Utilities 28,473.76 42,861.00 14,387.24 33.6 Office expense 3,120.21 107,941.00 104,820.79 97.1 Bad debt expense 103,882.04 - (103,882.04) N/A Miscellaneous (2) 42,647.12 83,425.00 40,777.88 48.9 Leases 237,716.52 268,226.00 30,509.48 11.4 Total operating expenses 8,806,648.36 r 12,065,916.00 3,259,267.64 27.0 Depreciation and amortization (3) 2,062,751.07 - (2,062,751.07) N/A Operating income (loss) 22,517,392.85 21,376,745.00 1,140,647.85 5.3 Nonoperating revenues (expenses): Reimbursement from Other Agencies 661,599.55 906,250.00 (244,650.45) (27.0) Interest income 3,510,275.74 2,214,387.00 1,295,888.74 58.5 Interest expense ' (2,698,887.30)r (2,748,704.00) 49,816.70 ' 1.8 Other 32,769.18 - 32,769.18 N/A Total nonoperating revenues (expenses) 1,505,757.17 371,933.00 1,133,824.17 (304.8) Transfers in - - - N/A Transfers out (4) (14,460,192.17) (25,000.00) (14,435,192.17) (57,740.8) Net income (Ioss)I $ 9,562,957.85 I $ 21,723,678.00 I $ (12,160,720.15)1 (56.0) 'Actual amounts are accounted for on the accrual basis of accounting in an enterprise fund. Budget amounts are accounted for on a modified accrual basis of accounting. 'Miscellaneous expenses include: Bond Insurance Costs, Bank Service Charge, Transponder Materials. 'Depreciation and amortization are not budgeted items. °For M2 Project I and Roject J expense reimbursement. Capital Asset Activity During the seven months ending January 31, 2020, capital asset activities included $195,292 for the ETTM system project, $5,920 for computer equipment and $325,411 for transponder purchases. Express A Lanes 9 473 OPERATIONS OVERVIEW RCTC TRAFFIC AND REVENUE STATISTICS FOR RCTC Total traffic volume on the 91 Express Lanes for January 2020 was 1,265,369. This represents a daily average of 40,818 vehicles. This is a 6.7% increase in total traffic volume from the same period last year, which totaled 1,186,225. Potential toll revenue for the month was $5,827,403, which represents an increase of 22.3% from the prior year's total of $4,764,682. Carpool percentage for January was 23.03% as compared to the previous year's rate of 24.28%. Month -to -date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the RCTC 91 Express Lanes and associated potential revenue for the month of January 2020. Current Month -to -Date (MTD) as of January 31, 2020 Trips JAN-20 MTD Actual Stantec MTD Projected # Variance % Variance JAN-19 MTD Actual Yr-to-Yr % Variance Full Toll Lanes 973,936 917,386 56,550 6.2% 898,175 8.4% 3+ Lanes 291,433 300,900 (9,467) (3.1%) 288,050 1.2% Total Gross Trips 1,265,369 1,218,286 47,083 3.9% 1,186,225 6.7% Revenue Full Toll Lanes $5,789,888 $3,695,857 $2,094,031 56.7% $4,724,916 22.5% 3+ Lanes $37,514 $0 $37,514 , $39,766 (5.7%) Total Gross Revenue $5,827,403 $3,695,857 $2,131,545 57.7% $4,764,682 22.3% Average Revenue per Trip Average Full Toll Lanes $5.94 $4.03 $1.91 47.4% $5.26 12.9% Average 3+ Lanes $0.13 $0.00 $0.13 $0.14 (7.1%) Average Gross Revenue $4.61 $3.03 $1.58 52.1% $4.02 14.7% Express A Lanes 10 474 The 2020 fiscal year-to-date (YTD) traffic volume is 3.7% higher when compared with the same period last year. The 2020 fiscal year-to-date revenue is 21.3% higher than for the same period last year. The traffic and revenue increases are attributed to higher demand and increased toll rates to manage the demand. Year-to-date average revenue per -trip is $4.27. Fiscal year-to-date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the RCTC 91 Express Lanes and associated potential revenue for the months of July 2019 through January 2020. FY 2019-20 Year to Date as of January 31, 2020 Trips FY 2019-20 YTD Actual Stantec YTD Projected # Variance % Variance FY 2018-19 YTD Actual Yr-to-Yr on Variance Full Toll Lanes 6,942,948 6,850,743 92,205 1.3% 6,675,335 4.0% 3+ Lanes 2,199,852 2,227,371 (27,519) (1.2%) 2,137,267 2.9% Total Gross Trips 9,142,800 9,078,114 64,686 0.7% 8,812,602 3.7% Revenue Full Toll Lanes $38,779,965 $27,011,329 $11,768,636 43.6% $31,924,543 21.5% 3+ Lanes $253,813 $0 $253,813 $252,293 0.6% Total Gross Revenue $39,033,778 $27,011,329 $12,022,449 44.5% $32,176,836 21.3% Average Revenue per Trip Average Full Toll Lanes $5.59 $3.94 $1.65 41.9% $4.78 16.9% Average 3+ Lanes $0.12 $0.00 $0.12 $0.12 0.0% Average Gross Revenue $4.27 $2.98 $1.29 43.3% $3.65 17.0% i Express A Lanes 11 475 RCTC Traffic and Revenue Summary The chart below reflects the total trips broken down between Full Toll lanes and HOV3+ lanes for FY 2019-20 on a monthly basis. m E 0 1,575,000 1,400,000 1,225,000 1,050,000 875,000 700,000 525,000 350,000 175,000 0 FY 2019-20 Traffic Volume Overview Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Month ❑Full Toll Lanes 03+ Lanes The chart below reflects the gross potential revenue breakdown between Full Toll lanes and HOV3+ lanes for FY 2019-20 on a monthly basis. $6,800,000 $6,400,000 $6,000,000 $5,600,000 $5,200,000 c $4,800,000 102 $4,400,000 $4,000,000 $3,600,000 $3,200,000 $2,800,000 FY 2019-20 Revenue Summary Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Jan-00 Month ❑Full Toll Lanes •3+ Lanes Express A Lanes 12 476 RCTC PEAK -HOUR VOLUMES RCTC evaluates traffic volumes for peak period hours and either increases or decreases tolls according to the toll rate policy. The next quarterly adjustment is scheduled for April 1, 2020. RCTC EASTBOUND PEAK -HOUR VOLUMES Eastbound PM Peak - County Line to McKinley Monday 12/30/19 Tuesday 12/31/19 Wednesday 01/01/20 Thursday 01/02/20 Friday 01/03/20 PM lime Rice HOW SON Vol. LOS Price HOV SOW Vol. LOS Price HOW SOV Vol. LOS Rice HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 -1500 $2.25 167 256 423 B $11.85 274 935 1,209 E $21.00 308 1,039 1,347 F 1500-1600 $1.55 175 265 440 B $11.35 323 1,174 1,497 F $18.70 303 773 1,076 D 1600 -1700 $1.55 129 231 360 A $7.50 291 1,043 1,334 F $10.45 210 880 1,090 D 1700-1800 $1.55 178 226 404 B $5.30 236 827 1,063 D $6.95 228 812 1,040 D 1800-1900 $1.55 162 197 359 A $5.30 243 640 883 C $5.30 240 711 951 C 1900-2000 $1.55 169 174 343 A $5.30 192 429 621 B $5.30 258 521 779 B Monday 01/06/20 Tuesday 01/07/20 Wednesday 01/08/20 Thursday 01/09/20 Friday 01/10/20 PM Time Price HOW SOV Vol. LOS Price HOV SON Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Rice HOV SOW Vol. LOS 1400-1500 $5.30 213 986 1,199 D $6.95 219 993 1,212 E $9.00 241 1,064 1,305 F $11.85 213 977 1,193 D $21.00 269 1,113 1,382 F 1500-1600 $7.35 281 957 1,238 E $6.95 304 916 1,220 E $9.90 306 935 1,241 E $11.35 318 1,019 1,337 F $18.70 338 884 1,222 E 1600-1700 $5.30 217 880 1,097 D $5.30 185 858 1,043 D $5.30 185 980 1,145 D $7.50 208 960 1,168 D $10.45 242 1,007 1,249 E 1700-1800 $5.30 212 819 1,031 D $5.30 240 785 1,025 D $5.30 196 883 1,079 D $5.30 195 807 1,002 D $6.95 267 936 1,203 E 1800-1900 $5.30 249 688 937 C $5.30 259 739 998 C $5.30 260 777 1,037 D $5.30 267 811 1,078 D $5.30 308 916 1,224 E 1900-2000 $2.25 221 530 751 B $4.20 206 594 800 B $5.30 252 561 813 C $5.30 214 607 821 C $5.30 281 722 1,003 D Monday 01/13/20 Tuesday 01/14/20 Wednesday 01/15/20 Thursday 01/16/20 Friday 01/17/20 PM lime Rice HOV SOV Vol. LOS Rice HOV SOW Vol. LOS Rice HOV SOV Vol. LOS Rice HOV SCN Vol. LOS Rice HOV SOV Vol. LOS 1400-1500 $5.30 202 869 1,071 D $6.95 318 1,791 2,109 F $9.00 227 1,047 1,274 E $11.85 231 1,013 1,244 E $21.00 368 1,155 1,523 F 1500 -1600 $7.35 299 949 1,248 E $6.95 373 1,535 1,908 F $9.90 275 955 1,230 E $11.35 320 1,090 1,410 F $18.70 371 936 1,307 F 1600-1700 $5.30 183 906 1,089 D $5.30 166 862 1,028 D $5.30 183 943 1,126 D $7.50 209 946 1,155 D $10.45 250 947 1,197 D 1700-1800 $5.30 201 853 1,054 D $5.30 197 848 1,045 D $5.30 190 924 1,114 D $5.30 198 826 1,024 D $6.95 315 908 1,223 E 1800-1900 $5.30 275 777 1,052 D $5.30 252 834 1,086 D $5.30 263 785 1,048 D $5.30 311 873 1,184 D $5.30 366 901 1,267 E 1900-2000 $2.25 161 533 694 B $4.20 231 732 963 C $5.30 234 683 917 C $5.30 218 719 937 C $5.30 337 888 1,225 E Monday 01/20/20 Tuesday 01/21/20 Wednesday 01/22/20 Thursday 01/23/20 Friday 01/24/20 PM lime Rice HOW SOV Vol. LOS Price HOV SOW Vol. LOS Price HOW SOV Vol. LOS Rice HOV SOV Vol. LOS Price HOV SOW Vol. LOS 1400-1500 $5.30 299 916 1,215 E $6.95 197 897 1,094 D $9.00 226 1,001 1,227 E $11.85 255 1,014 1,269 E $21.00 307 1,134 1,441 F 1500-1600 $7.35 366 966 1,332 F $6.95 299 941 1,240 E $9.90 276 994 1,270 E $11.35 297 1,117 1,414 F $18.70 346 936 1,282 E 1600-1700 $5.30 244 848 1,092 D $5.30 165 952 1,117 D $5.30 203 929 1,132 D $7.50 188 1,002 1,190 D $10.45 236 961 1,197 D 1700-1800 $5.30 284 752 1,036 D $5.30 201 814 1,015 D $5.30 224 866 1,090 D $5.30 177 854 1,031 D $6.95 208 852 1,060 D 1800-1900 $5.30 318 615 933 C $5.30 262 741 1,003 D $5.30 273 842 1,115 D $5.30 253 867 1,120 D $5.30 361 871 1,232 E 1900-2000 $2.25 209 339 548 B $4.20 181 563 744 B $5.30 235 688 923 C $5.30 232 847 1,079 D $5.30 372 872 1,244 E Monday 01/27/20 Tuesday 01/28/20 Wednesday 01/29/20 Thursday 01/30/20 Friday 01/31/20 PM Time Rice HOV SOV Vol. LOS Rice HOV SON Vol. LOS Rice HOV SOV Vol. LOS Rice HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400-1500 $5.30 149 640 789 B $6.95 220 954 1,174 D $9.00 236 981 1,217 E $11.85 229 1,015 1,244 E $21.00 290 1,098 1,388 F 1500-1600 $7.35 317 1,008 1,323 F $6.95 280 957 1,237 E $9.90 309 932 1,241 E $11.35 293 1,112 1,405 F $18.70 375 880 1,255 E 1600-1700 $5.30 183 925 1,108 D $5.30 174 902 1,076 D $5.30 184 952 1,136 D $7.50 177 984 1,161 D $10.45 232 987 1,219 E 1700-1800 $5.30 197 880 1,077 D $5.30 197 811 1,008 D $5.30 243 812 1,055 D $5.30 197 789 986 C $6.95 253 969 1,222 E 1800-1900 $5.30 279 765 1,044 D $5.30 263 798 1,061 D $5.30 289 795 1,084 D $5.30 281 847 1,128 D $5.30 285 909 1,194 D 1900-2000 $2.25 239 651 890 C $4.20 234 806 1,040 D $5.30 235 574 809 C $5.30 231 675 906 C $5.30 307 761 1,068 D Express A Lanes 13 477 Eastbound PM Peak - County Line to I-15 South PM Time Monday 12/30/19 Tuesday 12/31/19 Wednesday 01/01/20 Thursday 01/02/20 Friday 01/03/20 Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HOV SW Vol. LOS Price HW SOV Vol. LOS 1400-1500 $1.95 94 159 253 A $5.30 145 640 785 B $5.30 146 706 852 C 1500-1600 $1.95 106 149 255 A $5.30 169 781 950 C $2.95 163 661 824 C 1600-1700 $1.95 82 150 232 A $2.95 127 714 841 C $2.95 104 602 706 B 1700-1800 $1.95 114 134 248 A $2.95 125 534 659 B $2.95 140 558 698 B 1800-1900 $1.95 133 161 294 A $2.95 145 458 603 B $2.95 148 450 598 B 1900-2000 $1.95 109 113 222 A $2.95 112 334 446 B $2.95 151 326 477 B Monday 01/06/20 Tuesday 01/07/20 Wednesday 01/08/20 Thursday 01/09/20 Friday 01/10/20 PM Time Price HW SOV Vol. LC6 Price HOV SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS 1400-1500 $2.95 118 674 792 B $5.30 120 710 830 C $5.30 151 755 906 C $5.30 129 704 833 C $5.30 156 821 977 C 1500-1600 $5.30 142 685 827 C $2.95 175 664 839 C $2.95 142 697 839 C $5.30 164 811 975 C $2.95 158 655 813 C 1600-1700 $2.95 121 701 822 C $2.95 124 652 776 B $2.95 124 765 889 C $2.95 113 678 791 B $2.95 121 694 815 C 1700-1800 $2.95 128 636 764 B $2.95 122 613 735 B $2.95 128 588 716 B $2.95 122 539 661 B $2.95 132 670 802 C 1800-1900 $2.95 167 535 702 B $2.95 144 544 688 B $2.95 155 586 741 B $2.95 181 627 808 C $2.95 199 592 791 B 1900-2000 $2.95 174 414 588 B $2.95 152 465 617 B $2.95 198 440 638 B $2.95 174 484 658 B $2.95 210 474 684 B Monday 01/13/20 Tuesday 01/14/20 Wednesday 01/15'20 Thursday 01/16/20 Friday 01/17/20 PM Time Price HOV SOV Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS 1400-1500 $2.95 128 642 770 B $5.30 0 0 0 A $5.30 104 759 863 C $5.30 101 652 753 B $5.30 145 854 999 C 1500-1600 $5.30 159 711 870 C $2.95 35 81 116 A $2.95 139 678 817 C $5.30 139 815 954 C $2.95 118 597 715 B 1600-1700 $2.95 104 657 761 B $2.95 94 693 787 B $2.95 106 687 793 B $2.95 120 653 773 B $2.95 93 574 667 B 1700-1800 $2.95 108 626 734 B $2.95 89 581 670 B $2.95 111 624 735 B $2.95 107 566 673 B $2.95 132 593 725 B 1800-1900 $2.95 151 582 733 B $2.95 129 620 749 B $2.95 134 620 754 B $2.95 129 569 698 B $2.95 173 538 711 B 1900-2000 $2.95 132 411 543 B $2.95 149 623 772 B $2.95 145 521 666 B $2.95 132 529 661 B $2.95 184 536 720 B Monday 01/20/20 Tuesday 01/21/20 Wednesday 01/22/20 Thursday 01/23/20 Friday 01/24/20 PM Time Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS 1400-1500 $2.95 169 619 788 B $5.30 98 729 827 C $5.30 101 703 804 C $5.30 120 722 842 C $5.30 164 827 991 C 1500-1600 $5.30 190 682 872 C $2.95 126 648 774 B $2.95 135 702 837 C $5.30 132 788 920 C $2.95 144 587 731 B 1600-1700 $2.95 133 633 766 B $2.95 91 692 783 B $2.95 101 709 810 C $2.95 90 689 779 B $2.95 97 607 704 B 1700-1800 $2.95 137 564 701 B $2.95 112 636 748 B $2.95 124 651 775 B $2.95 91 526 617 B $2.95 126 558 684 B 1800-1900 $2.95 158 405 563 B $2.95 142 602 744 B $2.95 146 608 754 B $2.95 117 619 736 B $2.95 161 515 676 B 1900-2000 $2.95 125 280 405 B $2.95 118 464 582 B $2.95 151 506 657 B $2.95 150 648 798 B $2.95 186 534 720 B Monday 01/27/20 Tuesday 01/28/20 Wednesday 01/29/20 Thursday 01/30/20 Friday 01/31/20 PM Time Price HOV SOV Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LC6 Price HW SW Vol. LC6 Price HW SG/ Vol. LOS 1400-1500 $2.95 74 510 584 B $5.30 86 721 807 C $5.30 117 713 830 C $5.30 103 728 831 C $5.30 139 801 940 C 1500-1600 $5.30 124 670 794 B $2.95 118 630 748 B $2.95 138 659 797 B $5.30 149 795 944 C $2.95 149 608 757 B 1600-1700 $2.95 110 648 758 B $2.95 100 644 744 B $2.95 131 686 817 C $2.95 96 686 782 B $2.95 118 609 727 B 1700-1800 $2.95 112 630 742 B $2.95 100 615 715 B $2.95 132 567 699 B $2.95 107 563 670 B $2.95 113 650 763 B 1800-1900 $2.95 137 578 715 B $2.95 135 569 704 B $2.95 164 585 749 B $2.95 154 635 789 B $2.95 145 584 729 B 1900-2000 $2.95 156 463 619 B $2.95 140 615 755 B $2.95 155 497 652 B $2.95 144 466 610 B $2.95 141 482 623 B Express A Lanes 14 478 RCTC WESTBOUND PEAK -HOUR VOLUMES Westbound AM Peak - McKinley to County Line Monday 12/30/19 Tuesday 12/31/19 Wednesday 01/01/20 Thursday 01/020 Friday 01/03/20 AM lime Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS 0400-0500 $1.55 13 29 42 A $10.50 274 802 1,076 D $5.30 252 536 788 B 0500-0600 $1.55 18 21 39 A $17.50 308 804 1,112 D $12.20 305 811 1,116 D 0600-0700 $1.55 5 31 36 A $19.40 272 613 885 C $11.45 244 767 1,011 D 0700-0800 $1.55 20 40 60 A $15.30 250 942 1,192 D 30 205 835 1,040 D 0800-0900 $1.55 46 82 128 A $1220 152 846 998 C $8.00 143 727 870 C 0900-1000 $1.55 79 129 208 A $9.00 177 624 801 C $5.30 144 573 717 B Monday 01/06/20 Tuesday 01/07/20 Wednesday 01/08/20 Thursday 01/09/20 Friday 01/10/20 AM Time Rice HW SON Vol. LOS Price HW SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SON Vol. LOS Price HOV SW Vol. LOS 0400-0500 $10.80 354 1,122 1,476 F $10.80 364 1,084 1,448 F $10.80 421 1,085 1,506 F $10.50 401 1,039 1,440 F $5.30 308 633 941 C 0500 - 0600 $23.25 481 939 1,420 F $22.80 526 958 1,484 F $19.75 441 793 1,234 E $17.50 468 1,029 1,497 F $12.20 383 1,014 1,397 F 0600 - 0700 $19.55 335 902 1,237 E $17.45 317 823 1,140 D $19.40 361 1,094 1,455 F $19.40 373 723 1,096 D $11.45 386 1,004 1,390 F 0700 - 0800 $16.35 277 1,228 1,505 F $16.35 271 1,250 1,521 F $17.10 286 1,251 1,537 F $15.30 285 1,242 1,527 F $9.30 437 1,556 1,993 F 0800 - 0900 $11.15 190 1,372 1,562 F $11.45 178 1,314 1,492 F $11.45 165 1,370 1,535 F $1220 162 1,213 1,375 F $8.00 159 1,087 1,246 E 0900.1000 $6.95 206 901 1,107 D $9.00 153 926 1,079 D $8.00 177 910 1,087 D $9.00 155 967 1,122 D $5.30 160 803 963 C Monday 01/13/20 Tuesday 01/14/20 Wednesday 01/15/20 Thursday 01/16/20 Friday 01/17/20 AM Time Rice HW SOV Vol. LOS Price HOV SOV Vol. LOS Rice HOV SOV Vol. LOS Rice HOV SOV Vol. LOS Price HOV SW Vol. LOS 0400-0500 $10.80 372 1,143 1,515 F $10.80 371 1,019 1,390 F $10.80 422 1,099 1,521 F $10.50 413 1,057 1,470 F $5.30 284 734 1,018 D 0500-0600 $23.25 417 843 1,260 E $22.80 557 1,029 1,586 F $19.75 441 745 1,186 D $17.50 451 1,086 1,537 F $12.20 393 1,036 1,429 F 0600-0700 $19.55 339 980 1,319 E $17.45 357 933 1,290 E $19.40 386 1,119 1,505 F $19.40 383 207 1,190 D $11.45 418 1,216 1,634 F 0700-0800 $16.35 299 1,347 1,646 F $16.35 331 1,292 1,623 F $17.10 300 1,332 1,632 F $15.30 274 1,401 1,675 F $9.30 296 1,242 1,538 F 0800-0900 $11.15 173 1,402 1,575 F $11.45 197 1,382 1,579 F $11.45 181 1,370 1,551 F $1220 158 1,508 1,666 F $8.00 139 1,205 1,344 E 0900-1000 $6.95 151 971 1,122 D $9.00 143 1,020 1,163 D $8.00 145 944 1,089 D .00 133 956 1,089 D $5.30 146 808 954 C Monday 01/20/20 Tuesday 01/21/20 Wednesday 01/22/20 Thursday 01/23/20 Friday 01/24/20 AM Time Rice HW SOV Vol. LOS Price HW SW Vol. LOS Rice HW SW Vol. LOS Price HW SW Vol. LOS Price HW SG/ Vol. LOB 0400-0500 $10.80 299 776 1,075 D $10.80 358 1,118 1,476 F $10.80 412 1,140 1,552 F $10.50 426 1,126 1,552 F $5.30 337 731 1,068 D 0500.0600 $23.25 313 730 1,043 D $22.80 521 955 1,476 F $19.75 422 688 1,110 D $17.50 521 1,110 1,631 F $12.20 446 1,024 1,470 F 0600 - 0700 $19.55 218 690 908 C $17.45 325 950 1,275 E $19.40 407 1,028 1,435 F $19.40 396 640 1,036 D $11.45 435 1,188 1,623 F 0700.0800 $16.35 185 675 860 C $16.35 277 1,384 1,661 F $17.10 332 1,380 1,712 F $15.30 353 1,228 1,581 F $9.30 312 1,218 1,530 F 0800 - 0900 $11.15 165 695 860 C $11.45 156 1,476 1,632 F $11.45 178 1,417 1,595 F $1220 207 1,431 1,638 F $8.00 165 1,114 1,279 E 0900-1000 $6.95 235 638 873 C $9.00 159 1,049 1,208 E $8.00 135 1,006 1,141 D $9.00 177 1,113 1,290 E $5.30 130 757 887 C Monday 01/27/20 Tuesday 01/28/20 Wednesday 01/29/20 Thursday 01/30/20 Friday 01/31/20 AM Time Rice HW SW Vol. LOS Price HW SW Vol. LOS Rice HW SOV Vol. LOS Rice HW SW Vol. LOS Rice HW SW Vol. LOS 0400-0500 $10.80 387 1,150 1,537 F $10.80 350 1,147 1,497 F $10.80 385 1,163 1,548 F $10.50 341 1,140 1,481 F $5.30 323 790 1,113 D 0500 - 0600 $23.25 450 910 1,360 F $22.80 555 1,029 1,584 F $19.75 481 794 1,275 E $17.50 459 1,193 1,652 F $1220 411 1,076 1,487 F 0600-0700 $19.55 352 993 1,345 E $17.45 331 824 1,155 D $19.40 440 1,102 1,542 F $19.40 367 785 1,152 D $11.45 396 1,216 1,614 F 0700 - 0800 $16.35 291 1,308 1,599 F $16.35 314 1,319 1,633 F $17.10 337 1,262 1,599 F $15.30 298 1,375 1,673 F $9.30 304 1,164 1,468 F 0800.0900 $11.15 159 1,441 1,600 F $11.45 200 1,447 1,647 F $11.45 205 1,461 1,666 F $1220 182 1,439 1,621 F $8.00 156 1,160 1,316 E 0900-1000 $6.95 150 1,024 1,174 D $9.00 168 1,081 1,249 E $8.00 159 1,091 1,250 E $9.00 140 1,128 1,268 E $5.30 150 833 983 C Express A Lanes 15 479 Westbound AM Peak -1-15 North to County Line Monday 12/30/19 Tuesday 12/31/19 Wednesday 01/01/20 Thursday 01/02/20 Friday 01/03/20 AM Time Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS 0400.0500 $1.95 20 40 60 A $5.30 167 571 738 B $5.30 151 477 628 B 0500 - 0600 $1.95 24 57 81 A $13.50 231 831 1,062 D $6.85 200 796 996 C 0600.0700 $1.95 14 43 57 A $15.55 205 712 917 C $8.85 176 733 909 C 0700-0800 $1.95 17 39 56 A $1275 135 726 861 C $6.85 89 742 831 C 0800-0900 $1.95 41 78 119 A ':.85 81 718 799 B $5.30 92 592 684 B 0900-1000 $1.95 60 109 169 A $5.30 116 580 696 B $2.95 131 619 750 B Monday 01/06/20 Tuesday 01/07/20 Wednesday 01/08/20 Thursday 01/09/20 Friday 01/10/20 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS 0400-0500 $6.85 212 812 1,024 D $6.85 220 737 957 C $5.30 245 721 966 C $5.30 238 701 939 C $5.30 149 587 736 B 0500.0600 $19.05 344 1,119 1,463 F $18.60 344 1,040 1,384 E $16.60 307 1,131 1,438 F $13.50 360 1,126 1,486 F $6.85 269 939 1,238 E 0600 - 0700 $19.35 296 982 1,278 E $18.60 286 1,169 1,455 F $20.70 267 1,050 1,317 E $15.55 287 1,076 1,363 E $8.85 156 386 542 B 0700-0800 $12.15 177 1,097 1,274 E $14.80 188 1,132 1,320 E $13.80 174 1,084 1,258 E $1275 199 1,206 1,405 F $6.85 197 939 1,136 D 0800.0900 $6.85 95 772 867 C $8.85 102 1,041 1,143 D $8.85 123 1,087 1,210 E 't:.85 126 1,022 1,148 D $5.30 112 925 1,037 D 0900-1000 $5.30 149 744 893 C $5.30 138 812 950 C $5.30 163 802 965 C $5.30 158 787 945 C $2.95 141 663 804 C Monday 01/13/20 Tuesday 01/14/20 Wednesday 01/15/20 Thursday 01/16/20 Friday 01/17/20 AMTime Price HCN SCN Vol. LOS Price HOV SOW Vol. LOS Price HCN SOV Vol. LOS Price HW SON Vol. LOS Price HOV SW Vol. LOS 0400-0500 $6.85 198 847 1,045 D $6.85 243 756 999 C $5.30 232 713 945 C $5.30 245 710 955 C $5.30 139 649 788 B 0500.0600 $19.05 316 1,177 1,493 F $18.60 337 1,024 1,361 E $16.60 369 1,138 1,507 F $13.50 328 1,173 1,501 F $6.85 243 1,029 1,272 E 0600-0700 $19.35 309 1,057 1,376 E $18.60 286 1,126 1,412 F $20.70 206 1,090 1,386 E $15.55 266 1,125 1,391 E $8.85 255 968 1,223 E 0700.0800 $12.15 212 1,165 1,377 E $14.80 234 1,236 1,470 F $13.80 178 1,089 1,267 E $1275 167 1,112 1,279 E $6.85 152 1,060 1,212 E 0800-0900 $6.85 107 1,157 1,264 E $8.85 111 1,163 1,274 E 38.85 78 1,058 1,136 D -:.85 71 1,110 1,181 D $5.30 91 941 1,032 D 0900.1000 $5.30 120 811 931 C $5.30 101 882 983 C $5.30 95 904 999 C $5.30 80 875 955 C $2.95 81 736 817 C Monday 01/20/20 Tuesday 01/21/20 Wednesday 01/22/20 Thursday 01/23/20 Friday 01/24/20 AM Time Price HW SW Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS 0400-0500 $6.85 147 613 760 B $6.85 185 825 1,010 D $5.30 197 796 993 C $5.30 225 689 914 C $5.30 169 630 799 B 0500.0600 $19.05 221 802 1,023 D $18.60 326 1,052 1,378 E $16.60 321 1,058 1,379 E $13.50 334 1,119 1,453 F $6.85 280 950 1,230 E 0600 - 0700 $19.35 182 698 880 C $18.60 307 1,260 1,567 F $20.70 333 1,112 1,445 F $15.55 306 958 1,264 E $8.85 267 944 1,211 E 0700.0800 $12.15 91 637 728 B $14.80 206 1,292 1,498 F $13.80 242 1,211 1,453 F $1275 232 1,148 1,380 E $6.85 167 991 1,158 D 0800 - 0900 $6.85 95 575 670 B $8.85 103 1,246 1,349 E $8.85 95 1,136 1,231 E ":.85 124 1,229 1,353 E $5.30 77 969 1,046 D 0900.1000 $5.30 144 542 686 B $5.30 84 898 982 C $5.30 82 916 998 C $5.30 111 920 1,031 D $2.95 87 722 809 C Monday 01127/20 Tuesday 01/28/20 Wednesday 01/29/20 Thursday 01/30/20 Friday 01/31/20 AM Time Price HOV SW Vol. LOS Price HW SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HW SOV Vol. LOS 0400.0500 $6.85 190 850 1,040 D $6.85 218 806 1,024 D $5.30 203 774 977 C $5.30 200 795 995 C $5.30 166 657 823 C 0500-0600 $19.05 279 1,131 1,410 F $18.60 326 1,016 1,342 E $16.60 341 1,125 1,466 F $13.50 316 1,151 1,467 F $6.85 255 1,057 1,312 E 0600.0700 $19.35 279 1,150 1,429 F $18.60 308 1,220 1,528 F $20.70 334 1,011 1,345 E $15.55 284 1,111 1,395 E ":.85 239 951 1,190 D 0700-0800 $1215 179 1,163 1,342 E $14.80 239 1,249 1,488 F $13.80 194 1,155 1,349 E $1275 199 1,221 1,420 F $6.85 174 963 1,137 D 0800 - 0900 $6.85 91 1,200 1,291 E ": 85 103 1,333 1,436 F $8.85 112 1,108 1,220 E ":.85 80 1,212 1,292 E $5.30 83 966 1,049 D 0900.1000 $5.30 92 861 953 C $5.30 84 920 1,004 D $5.30 103 907 1,010 D $5.30 85 883 968 C $295 93 855 948 C Express A Lanes i6 480 RCTC OPERATIONAL HIGHLIGHTS On -road Operations RCTC Freeway Service Patrol (FSP) responded to 64 calls during the month of January. Of those calls, 55 were to assist disabled vehicles, 2 calls to remove debris and 7 were in response to accidents in the Express Lanes. 6C Transponder Technology In January, the 91 Express Lanes continued to send letters to customers notifying them of the transition to the new 6C protocol, as well as changes to the account plans, user agreement and privacy policy. A new welcome kit, which includes mounting instructions, has been designed and developed and will be sent with the new sticker transponders in the upcoming weeks. It is envisioned the distribution of the new transponders to all the customers will take place over several months. &Express Lanes 17 481 FINANCIAL HIGHLIGHTS RCTC RCTC 91 Express Lanes Operating Statement YTD as of : 1/31/2020 YTD Variance Description Actual' Budget Dollar $ Percent (%) Operating revenues: Toll Revenue '$ 35,148,298.36 '$ 21,343,641.67 $ 13,804,656.69 64.7 Fee Revenue r 4,609,003.97 r 3,080,175.00 1,528,828.97 49.6 Total operating revenues 39,757,302.33 24,423,816.67 15,333,485.66 62.8 Operating expenses: Salaries and Benefits 465,002.58 r 789,483.33 324,480.75 41.1 Legal Services 129,575.29 204,166.67 74,591.38 36.5 Advisory Services 46,070.58 43,750.00 (2,320.58) (5.3) Audit and Accounting Fees 46,000.00 27,416.67 (18,583.33) (67.8) Service Fees 1,086.78 15,166.67 14,079.89 92.8 Other Professional Services 133,791.00 860,941.67 727,150.67 84.5 Lease Expense 127,521.07 149,625.00 22,103.93 14.8 Operations 1,463,311.34 2,116,625.00 653,313.66 30.9 Utilities 14,631.92 36,458.33 21,826.41 59.9 Supplies and Materials 123.62 2,916.67 2,793.05 95.8 Membership and Subscription Fees 20,056.75 14,583.33 (5,473.42) (37.5) Office Equipment & Furniture (Non -Capital) 747.12 2,916.67 2,169.55 74.4 Maintenance/Repairs 89,457.41 204,050.00 114,592.59 56.2 Training Seminars and Conferences 350.00 2,625.00 2,275.00 86.7 Transportation Expenses 1,993.97 4,375.00 2,381.03 54.4 Lodging 2,455.52 4,083.33 1,627.81 39.9 Meals 622.88 583.33 (39.55) (6.8) Other Staff Expenses 508.65 583.33 74.68 12.8 Advertising 2,106.00 110,833.33 108,727.33 98.1 Program Management 44,071.70 - (44,071.70) N/A Program Operations 3,543,898.73 6,216,408.33 2,672,509.60 43.0 Litigation Settlement - 5,833.33 5,833.33 100.0 Furniture & Equipment 265,261.31 437,500.00 172,238.69 39.4 Improvements 16,032.27 9,391.67 (6,640.60) (70.7) Depreciation 5,391,972.02 # - (5,391,972.02) N/A Bad Debt Expense 9.21 - (9.21) N/A Total operating expenses 11,806,657.72 11,260,316.67 (546,341.05) (4.9) Operating income (loss) 27,950,644.61 13,163,500.00 14,787,144.61 112.3 Nonoperating revenues (expenses): Interest Revenue 1,152,968.29 887,891.67 265,076.62 (29.9) Other Miscellaneous Revenue (864.59) - (864.59)r N/A Interest Expense (14,346,501.75) (4,153,275.00) (10,193,226.75) 245.4 Total nonoperating revenues (expenses) (14,023,097.87) (3,265,383.33) (10,757,714.54) (329.4) Transfers In - - - N/A Transfers Out (605,300.00) (1,784,708.33) 1,179,408.33 (66.1) Net income (loss) $ 13,322,246.74 $ 8,113,408.33 I $ 5,208,838.41 64.2 Unaudited 2 Depreciation is not a budgeted expense & Express A Lanes 18 482 JOINT AGENCY TRIP AND REVENUE STATISTICS MULTI AGENCY TRIP AND REVENUE STATISTICS MONTH ENDING January 31, 2020 MTD Transactions by Agency Transactions Using Both Segments %Using Both Segments Revenue Westbound OCTA 703,391 454,860 65% $ 1,842,096 RCTC 692,110 454,860 66% $ 3,872,953 1-15 304,684 207,176 68% $ 1,636,612 McKinley 387,426 247,684 64% $ 2,236,341 Eastbound OCTA 742,950 423,363 57% $ 2,711,400 RCTC 573,259 423,363 74% $ 1,954,450 1-15 216,326 171,059 79% $ 506,143 McKinley 356,933 252,304 71% $ 1,448,307 JOINT AGENCY TRAFFIC STATISTICS 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 Joint Agency Traffic Statistics 65% 66% 57% 74% OCTA RCTC OCTA RCTC Westbound Eastbound OCTA Transactions RCTC Transactions % of OCTA Transactions Using Both Segments % of RCTC Transactions Using Both Segments Express A Lanes 483 JOINT AGENCY PERFORMANCE MEASURES REPORTING REQUIREMENT Reporting I Period PERFORMANCE STANDARD Jan-20 Performance CUSTOM ER SERVICE Call Wait Time Monthly Not to exceed 2 nnutes 1:31 Abandon Rate Monthly No more than 4.0% 2.2% Customer Satisfaction Monthly At least 75 outbound calls 78 VIOLATION PROCESSING Response Time Monthly Within 2 business days of receipt 70% or more 74% or more 1.0 CUSA Violation Collection Rate Quarterly CUSA Violation Collection Rate Annually TRAFFIC OPERATIONS Initial & Secondary Reviews Monthly Equal to or less than 15 days 0.7 * Rate Misread Errors Monthly Equal to or less than 0.4% 0.01% CAS Response Time Monthly 0:20 (minutes) per call 0:10 ACCOUNTING Monthly Monthly OCTA Exceptions No more than 3 0 RCTC Exceptions No more than 3 0 INFORMATION TECHNOLOGY Back -office System Uptime Monthly 99% Availability 100% Network Uptime Monthly 99% Availability 100% CUSA = Cofiroute USA; CAS = OCTA Customer Assistance Specialists * Plate Misread Error performance is current after a 60-day hold -back period; therefore, percentage reported here is for 2 months prior to the month of this report. JOINT AGENCY TRANSPONDER DISTRIBUTION TRANSPONDER DISTRIBUTION Issued To New Accounts Additional Tags to Existing Accounts Replacement Transponders Returned Account aosures Accounts Dow nsizing Defective Transponders Total Issued Total Returned 1,061 40.2% 801 30.4% 775 2,637 162 739 1,350 1,143 805 458 2,406 48.9% 30.3% 20.8% Express A Lanes 20 484 At the end of January 2020, the 91 Express Lanes had 150,587 active customer accounts and 230,020 transponders classified as Assigned. Number of Accounts by Fiscal Year As of January 31, 2020 160,000 140,000 - 120,000 -114,556 114,138 112,584 112,473 112,929 100,000 - 80,000 - 60,000 - 40,000 - 20,000 - 130,048 113,672 116,813 119'782 lir t '1 ti°'y ti°y� ti°yC ti°y� ti3O' Fiscal Year 140,694 Incoming Email Activity During January, the Anaheim Processing Center received 3,147 emails. 148.054 150,587 Express A Lanes 21 485 ATTACHMENT 2 Orange County Transportation Authority OCTA Riverside County Transportation Commission 111k, • Express Lanes Status Report February 2020 As of February 29, 2020 486 Table of Contents Operations Overview OCTA 3 Traffic and Revenue Statistics for OCTA 3 OCTA Traffic and Revenue Summary 5 OCTA Eastbound Peak -Hour Volumes 6 OCTA Westbound Peak -Hour Volumes 7 OCTA Operational Highlights 8 Financial Highlights OCTA 9 Operations Overview RCTC 10 Traffic and Revenue Statistics for RCTC 10 RCTC Traffic and Revenue Summary 12 RCTC Peak -Hour Volumes 13 RCTC Eastbound Peak -Hour Volumes 13 RCTC Westbound Peak -Hour Volumes 14 RCTC Operational Highlights 17 Financial Highlights RCTC 18 Joint Agency Trip and Revenue Statistics 19 Joint Agency Traffic Statistics 19 Joint Agency Performance Measures 20 Joint Agency Transponder Distribution 20 Incoming Email Activity 21 &Express Lases 2 487 OPERATIONS OVERVIEW OCTA TRAFFIC AND REVENUE STATISTICS FOR OCTA Total traffic volume on the 91 Express Lanes for February 2020 was 1,420,827. This represents a daily average of 48,994 vehicles. This is a 9.8% increase in total traffic volume from the same period last year, which totaled 1,294,183. Potential toll revenue for February was $4,378,079, which represents an increase of 11.8% from the prior year's total of $3,917,107. Carpool percentage for February was 24.16% as compared to the previous year's rate of 25.53%. Month -to -date traffic and revenue data is summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the OCTA 91 Express Lanes and associated potential revenue for the month of February 2020. Current Month -to -Date (MTD) as of February 29, 2020 Trips Feb-20 MTD Actual Stantec MTD Projected # Variance % Variance Feb-19 MTD Actual Yr-to-Yr Variance Full Toll Lanes 1,077,494 1,059,422 18,072 1.7% 963,815 11.8% 3+ Lanes 343,333 298,770 44,563 14.9% 330,368 3.9% Total Gross Trips 1,420,827 1,358,192 62,635 4.6% 1,294,183 9.8% Revenue Full Toll Lanes $4,316,423 $4,466,069 ($149,646) (3.4%) $3,846,951 12.2% 3+ Lanes $61,655 $81,454 ($19,799) (24.3%) $70,156 (12.1%) Total Gross Revenue $4,378,079 $4,547,523 ($169,444) (3.7%) $3,917,107 11.8% Average Revenue per Trip i Average Full Toll Lanes $4.01 $4.22 ($0.21) (5.0%) $3.99 0.5% Average 3+ Lanes $0.18 $0.27 ($0.09) (33.3%) $0.21 (14.3%) Average Gross Revenue $3.08 $3.35 ($0.27) (8.1%) $3.03 1.7% Express A Lanes 3 488 The 2020 fiscal year-to-date traffic volume increased by 3.3% and potential toll revenue increased by 5.6%, when compared with the same period last year. Year-to-date average revenue per -trip is $3.04. Fiscal year-to-date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the OCTA 91 Express Lanes and associated potential revenue for the months of July 2019 through February 2020. FY 2019-20 Year to Date as of February 29, 2020 Trips FY 2019-20 YTD Actual Stantec YTD Projected # Variance % Variance FY 2018-19 YTD Actual Yr-to-Yr % Variance Full Toll Lanes 8,792,740 8,686,153 106,587 1.2% 8,439,461 4.2% 3+ Lanes 3,046,149 2,623,680 422,469 16.1% 3,023,353 0.8% Total Gross Trips 11,838,889 11,309,832 529,057 4.7% 11,462,814 3.3% Revenue Full Toll Lanes $35,446,141 $36,361,538 ($915,397) (2.5%) $33,499,148 5.8% 3+ Lanes $548,364 $663,048 ($114,684) (17.3%) $600,473 (8.7%) Total Gross Revenue $35,994,505 $37,024,586 ($1,030,081) (2.8%) $34,099,622 5.6% Average Revenue per Trip Average Full Toll Lanes $4.03 $4.19 ($0.16) (3.8%) $3.97 1.5% Average 3+ Lanes $0.18 $0.25 ($0.07) (28.0%) $0.20 (10.0%) Average Gross Revenue $3.04 $3.27 ($0.23) (7.0%) $2.97 2.4% Express A Lanes 4 489 OCTA Traffic and Revenue Summary The chart below reflects the total trips breakdown between Full Toll trips and HOV3+ trips for FY 2019-20 on a monthly basis. 1,400,000 1,200,000 1,000,000 d E 800,000 a 600,000 400,000 200,000 0 FY 2019-20 Traffic Volume Overview Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Month ❑Full Toll Lanes 03+ Lanes The chart below reflects the gross potential revenue breakdown between Full Toll trips and HOV3+ trips for FY 2019-20 on a monthly basis. $5,000,000 $4,500,000 $4,000,000 m c c m d $3,500,000 $3,000,000 $2,500,000 FY 2019-20 Revenue Summary 75,879 411311 66,703 cimumprimkinsi ir JuI-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Month Feb-20 Mar-20 ❑ Full Toll Lanes ■ 3+ Lanes • Series3 Apr-20 May-20 Jun-20 Express 1 Lanes 5 490 OCTA EASTBOUND PEAK -HOUR VOLUMES Peak traffic hour in the eastbound direction reached or exceeded 90% or more of defined capacity 16 times during the month of February 2020. As demonstrated on the next chart, westbound peak hour traffic volumes top out at 81 % of defined capacity. Monday 02/03/20 Tuesday 02/04/20 Wednesday 02/05/20 Thursday 02/06/20 Friday 02/07/20 PM Time Price HOV Vol. Cap. Price HC+U Vol. Cap. Price HW Vol. Cap. Rice HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 379 2,571 76% $5.15 384 2,856 84% $5.15 397 2,831 83% $7.45 414 2,862 84% $7.85 499 3,205 94% 1500 -1600 $5.50 548 3,029 89% $5.75 617 2,733 80% $7.75 603 2,908 86% $6.75 586 3,321 98% $8.65 662 2,785 82% 1600-1700 $5.35 455 2,911 86% $5.50 383 2,831 83% $7.50 399 2,938 86% $7.80 427 2,812 83% $8.45 442 2,777 82% 1700-1800 $5.30 528 2,927 86% $5.40 475 2,781 82% $6.40 493 2,973 87% $8.20 428 2,423 71% $7.05 519 2,834 83% 1800-1900 $5.50 599 2,413 71% $3.95 667 3,057 90% $3.95 657 3,000 88% $4.85 712 3,067 90% $6.55 735 2,906 85% 1900-2000 $3.85 507 1,781 52% $3.85 621 2,577 76% $3.85 623 2,319 68% $5.60 661 2,623 77% $6.05 653 2,240 66% Monday 02/10/20 Tuesday 02111/20 Wednesday 02/12/20 Thursday 02/13/20 Friday 02/14/20 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Rice HCN Vol. Cap. 1400-1500 $5.15 417 2,488 73% $5.15 391 2,940 86% $5.15 407 3,038 89% $7.45 423 2,911 86% $7.85 605 3,249 96% 1500-1600 $5.50 591 3,051 90% $5.75 581 2,881 85% $7.75 580 2,912 86% $6.75 567 3,261 96% $8.65 615 2,515 74% 1600 -1700 $5.35 438 2,797 82% $5.50 394 3,006 88% $7.50 383 2,856 84% $7.80 467 2,891 85% $8.45 505 2,761 81% 1700 -1800 $5.30 418 2,499 74% $5.40 500 3,015 89% $6.40 479 2,926 86% $8.20 476 2,621 77% $7.05 557 2,830 83% 1800 -1900 $5.50 727 2,949 87% $3.95 693 3,128 92% $3.95 647 3,029 89% $4.85 637 3,038 89% $6.55 707 2,772 82% 1900 - 2000 $3.85 565 2,018 59% $3.85 517 2,184 64% $3.85 634 2,620 77% $5.60 743 2,951 87% $6.05 816 2,429 71% Monday 02/17/20 Tuesday 02/18/20 Wednesday 02/19/20 Thursday 02/20/20 Friday 02/21/20 PM Time Price HCN Vol. Cap. Price HOV Vol. Cap. Rice HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400 -1500 $5.15 565 2,344 69% $5.15 399 2,913 86% $5.15 349 2,920 86% $7.45 412 2,885 85% $7.85 559 3,331 98% 1500-1600 $5.50 740 2,880 85% $5.75 546 2,241 66% $7.75 579 2,:C: 85% $6.75 524 3,233 95% $8.65 653 2,681 79% 1600-1700 $5.35 507 2,452 72% $5.50 416 2,950 87% $7.50 398 3,037 89% $7.80 465 3,156 93% $8.45 413 2,720 80% 1700-1800 $5.30 513 2,230 66% $5.40 506 2,988 88% $6.40 494 2,912 86% $8.20 466 2,564 75% $7.05 501 2,826 83% 1800-1900 $5.50 561 1,735 51% $3.95 677 2,990 88% $3.95 655 2,858 84% $4.85 686 2,983 88% $6.55 773 2,927 86% 1900-2000 $3.85 533 1,383 41% $3.85 634 2,509 74% $3.85 642 2,516 74% $5.60 682 2,725 80% $6.05 691 2,232 66% Monday 02/24/20 Tuesday 02/25/20 Wednesday 02/26/20 Thursday 02/27/20 Friday 02128/20 PM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 432 2,743 81% $5.15 383 2,866 84% $5.15 408 3,020 89% $7.45 419 2,880 85% $7.85 512 3,291 97% 1500-1600 $5.50 578 3,039 89% $5.75 590 2,880 85% $7.75 504 2,163 64% $6.75 624 3,453 102% $8.65 643 2,684 79% 1600-1700 $5.35 387 2,696 79% $5.50 371 3,026 89% $7.50 427 3,109 91% $7.80 497 3,196 94% $8.45 459 2,937 86% 1700 -1800 $5.30 439 2,630 77% $5.40 421 2,717 80% $6.40 498 2,873 85% $8.20 479 2,674 79% $7.05 569 2,902 85% 1800 -1900 $5.50 689 2,874 85% $3.95 613 2,679 79% $3.95 648 2,912 86% $4.85 682 3,044 90% $6.55 703 2,833 83% 1900-2000 $3.85 547 2,051 60% $3.85 678 2,696 79% $3.85 655 2,692 79% $5.60 624 2,420 71% $6.05 642 2,245 66% Express A Lanes 6 491 OCTA WESTBOUND PEAK -HOUR VOLUMES Monday 02/03/20 Tuesday 02/04/20 Wednesday 02/05/20 Thursday 02/06/20 Friday 02/07/20 AM Time Rice HCW Vol. Cap. Price HCW Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HCW Vol. Cap. 0400-0500 $3.05 729 2,369 70% $3.05 786 2,478 73% $3.05 694 2,304 68% $3.05 817 2,518 74% $3.05 645 1,985 58% 0500-0600 $4.95 813 2,540 75% $4.95 894 2,579 76% $4.95 837 2,575 76% $4.95 824 2,655 78% $4.70 722 2,459 72% 0600-0700 $5.15 558 2,065 61% $5.15 535 2,042 60% $5.15 618 2,358 69% $5.15 586 1,981 58% $4.95 581 2,049 60% 0700-0800 $5.65 393 2,009 59% $5.65 431 2,135 63% $5.65 457 2,293 67% $5.65 441 2,130 63% $5.50 383 1,976 58% 0800-0900 $5.15 228 2,002 59% $5.15 239 2,348 69% $5.15 275 2,001 59% $5.15 233 2,019 59% $4.95 233 1,825 54% 0900-1000 $4.10 225 1,945 57% $4.10 214 2,188 64% $4.10 230 2,039 60% $4.10 245 2,072 61% $4.10 250 1,728 51% Monday 02/10/20 Tuesday 02/11/20 Wednesday 02/12/20 Thursday 02/13/20 Friday 02/14/20 AM Time Rice HCW Vol. Cap. Rice HOW Vol. Cap. Rice HCW Vol. Cap. Rice HCW Vol. Cap. Rice HOV Vol. Cap. 0400-0500 $3.05 766 2,471 73% $3.05 774 2,556 75% $3.05 738 2,486 73% $3.05 753 2,482 73% $3.05 611 1,901 56% 0500-0600 $4.95 794 2,467 73% $4.95 871 2,635 78% $4.95 771 2,496 73% $4.95 838 2,670 79% $4.70 734 2,443 72% 0600 - 0700 $5.15 453 2,057 61% $5.15 551 2,201 65% $5.15 540 2,095 62% $5.15 618 2,066 61% $4.95 612 2,147 63% 0700-0800 $5.65 327 1,979 58% $5.65 453 2,307 68% $5.65 438 2,214 65% $5.65 426 2,185 64% $5.50 364 1,975 58% 0800-0900 $5.15 257 2,049 60% $5.15 290 2,289 67% $5.15 253 2,143 63% $5.15 223 1,955 58% $4.95 274 1,922 57% 0930-1000 $4.10 295 2,058 61% $4.10 246 2,205 65% $4.10 246 2,074 61% $4.10 243 1,850 54% $4.10 350 1,758 52% Monday 02/17/20 Tuesday 02/18/20 Wednesday 02/19/20 Thursday 02/20/20 Friday 02/21/20 AM Time Rice HOV Vol. Cap. Rice HOV Vol. Cap. Rice HOV Vol. Cap. Rice HOV Vol. Cap. Rice HOV Vol. Cap. 0400-0500 $3.05 493 1,538 45% $3.05 798 2,611 77% $3.05 802 2,580 76% $3.05 753 2,534 75% $3.05 601 1,978 58% 0500-0600 $4.95 495 1,593 47% $4.95 852 2,624 77% $4.95 834 2,552 75% $4.95 810 2,646 78% $4.70 751 2,564 75% 0603 - 0700 $5.15 266 1,129 33% $5.15 562 2,202 65% $5.15 549 2,161 64% $5.15 589 2,113 62% $4.95 564 2,150 63% 0700-0800 $5.65 195 1,058 31% $5.65 458 2,363 70% $5.65 432 2,259 66% $5.65 419 2,180 64% $5.50 387 1,863 55% 0800-0900 $5.15 270 1,042 31% $5.15 269 1,972 58% $5.15 238 1,921 57% $5.15 246 2,099 62% $4.95 243 1,824 54% 0903-1000 $4.10 434 1,288 38% $4.10 282 1,795 53% $4.10 253 1,540 45% $4.10 262 2,117 62% $4.10 290 2,007 59% Monday 02/24/20 Tuesday 02/25/20 Wednesday 02/26/20 Thursday 02/27/20 Friday 02/28/20 AM Time Rice HOW Vol. Cap. Rice HOV Vol. Cap. Rice HOV Vol. Cap. Price HOW Vol. Cap. Rice HCW Vol. Cap. 0400-0500 $3.05 742 2,488 73% $3.05 742 2,541 75% $3.05 770 2,596 76% $3.05 765 2,625 77% $3.05 661 2,029 60% 0500-0600 $4.95 756 2,475 73% $4.95 886 2,651 78% $4.95 808 2,475 73% $4.95 853 2,738 81% $4.70 751 2,523 74% 0600-0700 $5.15 583 2,200 65% $5.15 552 2,231 66% $5.15 601 2,296 68% $5.15 583 2,160 64% $4.95 592 2,076 61% 0700 - 0800 $5.65 420 2,158 63% $5.65 450 2,263 67% $5.65 465 2,287 67% $5.65 421 2,135 63% $5.50 397 1,938 57% 0800 - 0900 $5.15 267 1,851 54% $5.15 258 2,196 65% $5.15 280 2,187 64% $5.15 272 2,148 63% $4.95 231 1,870 55% 0930 -1000 $4.10 255 2,029 60% $4.10 244 2,156 63% $4.10 240 2,212 65% $4.10 251 2,159 64% $4.10 242 1,746 51% Express A Lanes 7 492 CTA OPERATIONAL HIGHLIGHTS On -road Operations OCTA Customer Assistance Specialists (CAS) responded to 84 calls during the month of February. Of those calls, 69 were to assist disabled vehicles and 9 calls to remove debris. The CAS provided assistance to 6 accidents in the Express Lanes with 5 of those accidents originated from the SR91 general-purpose lanes. Electronic Toll and Traffic Management System Project Update Kapsch TrafficCom USA, Inc., (Kapsch), the toll lanes system integrator for the 91 Express Lanes, completed the replacement of the Electronic Toll and Traffic Management (ETTM) system at the current toll gantries. This new lane system is reading both the new 6C transponder protocol as well as the legacy Title 21 protocol. The next phase of the project entails the replacement of the closed-circuit television cameras along the corridor. New toll gantries will be constructed at the three entrances of the OCTA 91 Express Lanes after which Kapsch will install new ETTM equipment on the entrance gantries. 6C Transition Update In February, changes to the back -office system to incorporate the new 6C transponder protocol were completed. During the month, the 91 Express Lanes continued to send letters to customers notifying them of the transition to 6C, as well as changes to the account plans, user agreement and privacy policy. Distribution of the new welcome kit and sticker transponders commenced in February. It is envisioned the distribution of the new transponders to all the customers will take place over several months. &Express Lanes 8 493 FINANCIAL HIGHLIGHTS OCTA 91 Express Lanes Operating Statement YTD as of : 2/29/2920 YTD Variance Description Actual {1} Budget El} Dollar $ Percent Via) Operating revenues: Toll revenue $ 33,316,632.31 $ 35,149,994.00 $ (1,833,361.69) (5.2) Fee revenue 5,320,852.97 3,285,304.00 2,035,548.97 62.0 Total operating revenues 38,637,485.28 38,435,298.00 202,187.28 0.5 Operating expenses: Contracted services 4,121,794.72 5,056,360.00 934,565.28 18.5 Administrative fee 1,889,920.00 1,893,256.00 3,336.00 0.2 Other professional services 780,869.65 1,754,448.00 973,578.35 55.5 Credit card processing fees 879,151.85 923,265.00 44,113.15 4.8 Toll road account servicing 636,207.80 1,599,250.00 963,042.20 60.2 Other insurance expense 248,729.99 499,800.00 251,070.01 50.2 Toll road maintenance supply repairs 171,189.04 333,336.00 162,146.96 48.6 Patrol services 737,040.76 653,080.00 (83,960.76) (12.9) Building equipment repairs and maint 38,506.36 215,616.00 177,109.64 82.1 6C Transponders 250,518.75 125,000.00 (125,518.75) (100.4) Other services (8,449.50) 19,164.00 27,613.50 144.1 Utilities 32,946.09 48,984.00 16,037.91 32.7 Office expense 3,192.15 113,772.00 110,579.85 97.2 Bad debt expense 120,388.85 - (120,388.85) N/A Miscellaneous {2} 44,258.61 90,350.00 46,091.39 51.0 Leases 271,272.73 306,544.00 35,271.27 11.5 Total operating expenses" 10,217,537.85 ' 13,632,225.00 ' 3,414,687.15 25.0 Depreciation and amortization {3} 2,354,792.82 - (2,354,792.82) N/A Operating income floss) 26,065,154.61 24,803,073.00 1,262,081.61 5.1 Nonoperating revenues {expenses): Reimbursement from Other Agencies 661,979.15 906,250.00 (244,270.85) (27.0) Interest income 3,916,218.98 2,530,728.00 1,385,490.98 54.7 Interest expense F (3,078,987.29). (3,141,376.00) 62,388.71 F 2.0 Other 33,009.18 - 33,009.18 N/A Total nonoperating revenues (expenses) 1,532,220.02 295,602.00 1,236,618.02 (418.3) Transfers in - - - N/A Transfers out (4) (14,533,031.82) (30,000.00) (14,503,031.82) (48,343.4) Net income floss}I $ 13,064,342.81 I $ 25,068;675.0D I $(12,004,332.19)1 (47.9) 'Actual amounts are accounted for on the accrual basis of accounting in an enterprise fund. Budget amounts are accounted far on a modified accrual basis of accounting. 'Miscellaneous expenses include: Bond Insurance Casts, Bank Service Charge, Transponder Materials. 'Depreciation and amortization are not budgeted items. 'For r,12 Project I and ProjectJ expense reimbursements. Capital Asset Activity During the seven months ending February 29, 2020, capital asset activities included $195,292 for the ETTM system project, $297,339 for the new back-office/account management system, $5,920 for computer equipment and $325,411 for transponder purchases. Express Lanes 9 494 OPERATIONS OVERVIEW RCTC TRAFFIC AND REVENUE STATISTICS FOR RCTC Total traffic volume on the 91 Express Lanes for February 2020 was 1,241,893. This represents a daily average of 42,824 vehicles. This is a 11 % increase in total traffic volume from the same period last year, which totaled 1,118,546. Potential toll revenue for the month was $5,610,397, which represents an increase of 24.8% from the prior year's total of $4,495,410. Carpool percentage for January was 22.68% as compared to the previous year's rate of 23.74%. Month -to -date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the RCTC 91 Express Lanes and associated potential revenue for the month of February 2020. Current Month -to -Date (MTD) as of February 29, 2020 Trips FEB-20 MTD Actual Stantec MTD Projected # Variance % Variance FEB-19 MTD Actual Yr-to-Yr Variance Full Toll Lanes 960,256 922,471 37,785 4.1 % 853,001 12.6% 3+ Lanes 281,637 289,771 (8,134) (2.8%) 265,545 6.1% Total Gross Trips 1,241,893 1,212,243 29,650 2.4% 1,118,546 11.0% Revenue Full Toll Lanes $5,579,936 $3,716,771 $1,863,165 50.1% $4,459,143 25.1% 3+ Lanes $30,461 $0 $30,461 $36,267 (16.0%) Total Gross Revenue $5,610,397 $3,716,771 $1,893,626 50.9% $4,495,410 24.8% Average Revenue per Trip ii Average Full Toll Lanes $5.81 $4.03 $1.78 44.2% $5.23 11.1% Average 3+ Lanes $0.11 $0.00 $0.11 ..N.:$0.14 (21.4%) Average Gross Revenue $4.52 $3.07 $1.45 47.2% $4.02 12.4% Express A Lanes 10 495 The 2020 fiscal year-to-date (YTD) traffic volume is 4.6% higher when compared with the same period last year. The 2020 fiscal year-to-date revenue is 21.7% higher than for the same period last year. The traffic and revenue increases are attributed to higher demand and increased toll rates to manage the demand. Year-to-date average revenue per -trip is $4.30. Fiscal year-to-date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the RCTC 91 Express Lanes and associated potential revenue for the months of July 2019 through February 2020. FY 2019-20 Year to Date as of February 29, 2020 Trips FY 2019-20 YTD Actual Stantec YTD Projected # Variance % Variance FY 2018-19 YTD Actual Yr-to-Yr cyo Variance Full Toll Lanes 7,903,204 7,773,214 129,990 1.7% 7,528,336 5.0% 3+Lanes 2,481,489 2,517,143 (35,654) (1.4%) 2,402,812 3.3% Total Gross Trips 10,384,693 10,290,357 94,336 0.9% 9,931,148 4.6% Revenue Full Toll Lanes $44,359,901 $30,728,100 $13,631,801 44.4% $36,383,686 21.9% 3+ Lanes $284,274 $0 $284,274 $288,561 (1.5%) Total Gross Revenue $44,644,175 $30,728,100 $13,916,075 45.3% $36,672,246 21.7% Average Revenue per Trip Average Full Toll Lanes $5.61 $3.95 $1.66 42.0% $4.83 16.1% Average 3+ Lanes $0.11 $0.00 $0.11 $0.12 (8.3%) Average Gross Revenue $4.30 $2.99 $1.31 43.8% $3.69 16.5% Express A Lanes 11 496 RCTC Traffic and Revenue Summary The chart below reflects the total trips broken down between Full Toll lanes and HOV3+ lanes for FY 2019-20 on a monthly basis. d E 0 1,575,000 1,400,000 1,225,000 1,050,000 875,000 700,000 525,000 350,000 175,000 0 FY 2019-20 Traffic Volume Overview Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Month 0Full Toll Lanes o3+ Lanes The chart below reflects the gross potential revenue breakdown between Full Toll lanes and HOV3+ lanes for FY 2019-20 on a monthly basis. $6,800,000 $6,400,000 $6,000,000 $5,600,000 $5,200,000 $4,800,000 102 $4,400,000 $4,000,000 $3,600,000 $3,200,000 $2,800,000 FY 2019-20 Revenue Summary Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Month ❑Full Toll Lanes •3+ Lanes Express A Lanes 12 497 RCTC PEAK -HOUR VOLUMES RCTC evaluates traffic volumes for peak period hours and either increases or decreases tolls according to the toll rate policy. Hours that are highlighted in yellow were flagged for continued evaluation. The next quarterly adjustment is scheduled for April 1, 2020. RCTC EASTBOUND PEAK -HOUR VOLUMES Eastbound PM Peak - County Line to McKinley Monday 02/03/20 Tuesday 02/04/20 Wednesday 02/05/20 Thursday 02/06/20 Friday 02/07/20 PM lime Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HW SOV Vol. LOS Price HOV SW Vol. LOS Price HW SOV Vol. LOS 1400 -1500 $5.30 209 919 1,128 D $6.95 196 974 1,170 D $9.00 208 1,010 1,218 E $11.85 203 1,011 1,214 E $21.00 307 1,147 1,454 F 1500 -1600 $7.35 265 947 1,212 E $6.95 295 898 1,193 D $9.90 272 912 1,184 D $11.35 317 1,035 1,352 F $18.70 384 954 1,338 F 1600 -1700 $5.30 181 858 1,039 D $5.30 154 924 1,078 D $5.30 166 961 1,127 D $7.50 206 901 1,107 D $10.45 226 1,005 1,231 E 1700-1800 $5.30 219 799 1,018 D $5.30 193 771 964 C $5.30 210 862 1,072 D $5.30 220 807 1,027 D $6.95 242 897 1,139 D 1800 -1900 $5.30 242 667 909 C $5.30 296 799 1,095 D $5.30 263 753 1,016 D $5.30 283 850 1,133 D $5.30 354 845 1,199 D 1900 -2000 $2.25 198 462 660 B $4.20 252 724 976 C $5.30 265 650 915 C $5.30 257 773 1,030 D $5.30 311 767 1,078 D Monday 02/10/20 Tuesday 02/11/20 Wednesday 02/12/20 Thursday 02/13/20 Friday 02/14/20 PM Time Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS 1400 -1500 $5.30 202 858 1,060 D $6.95 199 994 1,193 D $9.00 242 1,133 1,375 F $11.85 240 1,137 1,377 F $21.00 415 1,257 1,672 F 1500 -1600 $7.35 290 929 1,219 E $6.95 291 971 1,262 E $9.90 301 915 1,216 E $11.35 315 1,101 1,416 F $18.70 387 810 1,197 D 1600 -1700 $5.30 208 899 1,107 D 94.30 190 927 1,117 D $5.30 193 940 1,133 D $7.50 233 1,053 1,286 E $10.45 359 1,216 1,575 F 1700 -1800 $5.30 183 748 931 C $5.30 206 889 1,095 D $5.30 230 938 1,168 D $5.30 254 876 1,130 D $6.95 425 1,328 1,753 F 1800-1900 $5.30 255 808 1,063 D $5.30 289 804 1,093 D $5.30 274 869 1,143 D $5.30 288 898 1,186 D $5.30 365 1,121 1,486 F 1900 -2000 $2.25 194 565 759 B $4.20 208 664 872 C $5.30 252 725 977 C $5.30 297 903 1,200 D $5.30 438 936 1,374 F Monday 02/17/20 Tuesday 02/18/20 Wednesday 02/19/20 Thursday 02/20/20 Friday 02/21/20 PM lime Price HW SOV Vol. LOS Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HOV SW Vol. LOS Price HW SW Vol. LOS 1400 -1500 $5.30 291 857 1,148 D $6.95 193 1,022 1,215 E $9.00 197 1,077 1,274 E $11.85 244 1,012 1,256 E $21.00 320 1,151 1,471 F 1500 -1600 $7.35 392 875 1,267 E $6.95 261 815 1,076 D $9.90 334 937 1,271 E $11.35 314 1,082 1,396 F $18.70 353 873 1,226 E 1600 -1700 $5.30 234 740 974 C $5.30 203 974 1,177 D $5.30 193 1,005 1,198 D $7.50 234 983 1,217 E $10.45 200 997 1,197 D 1700 -1800 $5.30 254 665 919 C $5.30 192 909 1,101 D $5.30 224 856 1,080 D $5.30 208 836 1,044 D $6.95 243 956 1,199 D 1800-1900 $5.30 221 507 728 B $5.30 299 759 1,058 D $5.30 309 731 1,040 D $5.30 276 867 1,143 D $5.30 312 929 1,241 E 1900-2000 $2.25 223 380 603 B $4.20 251 675 926 C $5.30 273 687 960 C $5.30 284 925 1,209 E $5.30 284 774 1,058 D Monday 02/24/20 Tuesday 02/25/20 Wednesday 02/26/20 Thursday 02/27/20 Friday 02/28/20 PM lime Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS 1400-1500 $5.30 230 998 1,228 E $6.95 188 1,024 1,212 E $9.00 219 1,094 1,313 F $11.85 227 1,093 1,320 F $21.00 303 1,153 1,456 F 1500 -1600 $7.35 294 930 1,224 E $6.95 282 926 1,208 E $9.90 259 767 1,026 D $11.35 328 1,087 1,415 F $18.70 331 909 1,240 E 1600-1700 $5.30 168 849 1,017 D $5.30 174 932 1,106 D $5.30 210 1,010 1,220 E $7.50 206 1,035 1,241 E $10.45 248 1,002 1,250 E 1700 -1800 $5.30 186 811 997 C $5.30 203 808 1,011 D $5.30 226 863 1,089 D $5.30 230 897 1,127 D $6.95 270 968 1,238 E 1800 -1900 $5.30 244 823 1,067 D $5.30 271 734 1,005 D $5.30 268 794 1,062 D $5.30 290 835 1,125 D $5.30 334 833 1,167 D 1900 -2000 $2.25 213 602 815 C $4.20 264 735 999 C $5.30 259 769 1,028 D $5.30 231 704 935 C $5.30 296 741 1,037 D Express A Lanes 13 498 Eastbound PM Peak - County Line to 1-15 South Monday 02/03/20 Tuesday 02104120 Wednesday 02/05/20 Thursday 02/06120 Friday 02107/20 PM Time Price HCN SOV Vol. LOS Price HCN SOV Vol. LOS Price HOV SW Vol. LOS Price HW SON Vol. LOS Rice HOV SW Vol. LOS 1400.1500 $2.95 94 648 742 B $5.30 101 758 859 C $5.30 106 702 ;I; C $5.30 103 733 836 C $5.30 140 749 889 C 1500.1600 $5.30 127 702 829 C $2.95 142 662 804 C $2.95 128 692 820 C $5.30 149 766 915 C $2.95 150 587 737 B 1600.1700 $2.95 106 614 720 B $2.95 89 645 734 B $2.95 103 658 761 B $2.95 110 653 763 B $2.95 109 6% 805 C 1700.1800 $2.95 117 576 693 B $2.95 95 637 732 B $2.95 100 650 750 B $295 104 533 637 B $2.95 97 616 713 B 1800.1900 $2.95 131 482 613 B $2.95 158 583 741 B $2.95 131 611 742 B $2.95 156 605 761 B $2.95 162 546 708 B 1903.2000 $2.95 129 344 473 B $2.95 165 518 683 B $295 135 488 623 B $2.95 164 578 742 B $2.95 166 430 596 B Monday 02/10/20 Tuesday 02111/20 Wednesday 02112/20 Thursday 02/13/20 Friday 02/14/20 PM Time Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SOV Vol. LOS 1400-1500 $2.95 101 707 :I: C $5.30 116 761 877 C $5.30 112 765 877 C $5.30 115 800 915 C $5.30 143 611 754 B 1500-1600 $5.30 127 719 846 C $2.95 122 681 803 C $2.95 133 728 861 C $5.30 125 788 913 C $2.95 107 469 576 B 1600-1700 $2.95 79 615 694 B $2.95 91 731 822 C $2.95 88 697 785 B $2.95 120 684 804 C $2.95 88 361 449 B 1700.1800 $2.95 96 554 650 B $2.95 105 645 750 B $2.95 99 605 704 B $2.95 92 588 680 B $2.95 60 230 290 A 1800.1900 $2.95 142 609 751 B $2.95 140 634 774 B $2.95 138 596 734 B $2.95 148 647 795 B $295 140 366 506 B 1900.2000 $2.95 115 408 523 B $295 134 477 611 B $2.95 161 548 709 B $2.95 150 644 794 B $2.95 211 493 704 B Monday 02117/20 Tuesday 02118/20 Wednesday 02/19/20 Thursday 02/20/20 Friday 02/21/20 PM Time Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SOV Vol. LOS Price HW SO/ Vol. LOS Price HW SW Vol. LOS 1400 -1500 $2.95 165 590 755 B $5.30 123 724 847 C $5.30 123 736 859 C $5.30 120 784 904 C $5.30 134 837 971 C 1500 -1600 $5.30 205 606 811 C $2.95 138 570 708 B $2.95 150 629 779 B $5.30 141 745 886 C $2.95 129 590 719 B 1600 -1700 $2.95 124 530 654 B $2.95 98 695 793 B $2.95 117 669 786 B $2.95 115 702 817 C $2.95 91 638 :at B 1700 -1800 $2.95 136 496 632 B $2.95 97 641 738 B $2.95 121 612 733 B $2.95 102 589 691 B $2.95 102 588 693 B 1800 -1900 $2.95 149 339 488 B $2.95 131 593 724 B $2.95 151 571 722 B $2.95 142 566 708 B $2.95 154 522 676 B 1900 - 2000 $2.95 146 238 384 A $2.95 158 537 695 B $2.95 181 532 713 B $2.95 168 611 779 B $2.95 166 514 680 B Monday 02124120 Tuesday 02/25/20 Wednesday 02126/20 Thursday 02127/20 Friday 02128/20 PM Time Price HW SOV Vol. LOS Price HW SOV Vol. LOS Price HW SW Vol. LOS Rice HW SW Vol. LOS Price HW SW Vol. LOS 1400-1500 $2.95 124 753 877 C $5.30 109 741 850 C $5.30 112 777 889 C $5.30 98 742 840 C $5.30 139 782 921 C 1500-1600 $5.30 141 652 793 B $2.95 133 660 793 B $2.95 121 547 668 B $5.30 132 790 922 C $2.95 163 598 761 B 1600.1700 $2.95 112 616 728 B $2.95 85 662 747 B $2.95 105 802 907 C $2.95 115 772 887 C $2.95 125 715 840 C 1700.1800 $2.95 104 601 705 B $2.95 88 629 717 B $2.95 108 571 679 B $2.95 1C0 587 687 B $2.95 125 578 703 B 1800.1900 $2.95 147 583 730 B $2.95 130 516 646 B $2.95 137 583 720 B $2.95 134 605 739 B $2.95 161 570 731 B 1900 - 2000 $2.95 134 463 597 B $2.95 170 591 761 B $2.95 167 578 745 B $2.95 141 542 683 B $2.95 162 465 627 B Express A Lanes 14 499 RCTC WESTBOUND PEAK -HOUR VOLUMES Eastbound PM Peak - County Line to 1-15 South Monday 02/03/20 Tuesday 02/04/20 Wednesday 02/05/20 Thursday 02/06/20 Friday 02107/20 PM Time Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HCN SOV Vol. LOS Rice HOV SOV Vol. LOS Price HW SOV Vol. LOS 1400.1500 82.95 94 648 742 B $5.30 101 758 859 C $5.30 106 702 808 C $5.30 103 733 836 C $5.30 140 749 889 C 1500.1600 $5.30 127 702 829 C $2.95 142 652 804 C 82.95 128 692 820 C $5.30 149 766 915 C $2.95 150 587 737 B 1600.1700 $2.95 106 614 720 B $2.95 89 645 734 B $2.95 103 658 761 B $2.95 110 653 763 B $2.95 109 696 805 C 1700-1800 $2.95 117 576 693 B $2.95 95 637 732 B $2.95 100 650 750 B $2.95 104 533 637 B $2.95 97 616 713 B 1800.1900 $2.95 131 482 613 B 82.95 158 583 741 B $2.95 131 611 742 B $2.95 156 605 761 B 82.95 162 546 708 B 1900.2000 $2.95 129 344 473 B $2.95 165 518 683 B $2.95 135 488 623 B $2.95 164 578 742 B 82.95 166 430 596 B Monday 02/10/20 Tuesday 02111/20 Wednesday 02/12120 Thursday 02/13/20 Friday 02114120 PM Time Rice HW SOV Vol. LOS Rice HW SOV Vol. LOS Rice HW SW Vol. LOS Price HW SOV Vol. LOS Rice HW SW Vol. LOS 1400.1500 $2.95 101 707 ;I: C $5.30 116 761 877 C $5.30 112 765 877 C $5.30 115 800 915 C $5.30 143 611 754 B 1500.1600 $5.30 127 719 846 C $2.95 122 681 803 C $2.95 133 728 861 C $5.30 125 788 913 C 82.95 107 469 576 B 1600.1700 $2.95 79 615 694 B $2.95 91 731 822 C $2.95 88 697 785 B $2.95 120 684 804 C 82.95 88 361 449 B 1700.1800 $2.95 96 554 650 B 82.95 105 645 750 B $2.95 99 605 704 B $2.95 92 588 680 B 82.95 60 230 290 A 1800.1930 $2.95 142 609 751 B $2.95 140 634 774 B $2.95 138 595 734 B $2.95 148 647 795 B $2.95 140 366 506 B 1900-2000 $2.95 115 408 523 B $2.95 134 477 611 B $2.95 161 548 709 B $2.95 150 644 794 B $2.95 211 493 704 B Monday 02/17/20 Tuesday 02/18/20 Wednesday 02/19/20 Thursday 02/20/20 Friday 02/21/20 PM Time Rice HW SW Vol. LOS Price HW SW Vol. LOS Rice HW SW Vol. LOS Rice HW SOV Vol. LOS Rice HW SW Vol. LOS 1400-1500 $295 165 593 755 B $5.30 123 724 847 C $5.30 123 736 859 C $5.30 120 784 904 C $5.30 134 837 971 C 1500.1600 55.30 205 606 811 C $2.95 138 570 708 B $2.95 150 629 779 B $5.30 141 745 886 C $2.95 129 593 719 B 1600.1700 $295 124 530 654 B $2.95 98 695 793 B $2.95 117 669 786 B $2.95 115 702 817 C $2.95 91 608 699 B 1700.1800 $295 136 496 632 B $2.95 97 641 738 B $2.95 121 612 733 B $2.95 102 589 691 B $2.95 102 588 690 B 1800.1900 8295 149 339 488 B $2.95 131 593 724 B $2.95 151 571 722 B $2.95 142 566 708 B $2.95 154 522 676 B 1900-2000 $295 146 238 384 A 82.95 158 537 695 B $2.95 181 532 713 B $2.95 168 611 779 B $2.95 166 514 680 B Monday 02/24/20 Tuesday 02/25/20 Wednesday 02/26/20 Thursday 02/27/20 Friday 02/28/20 PM Time Rice HW SW Vol. LOS Rice HW SW Vol. LOS Price HW SW Vol. LOS Rice HW SW Vol. LOS Rice HW SW Vol. LOS 1400.1500 8295 124 753 877 C 85.30 109 741 850 C $5.30 112 777 889 C $5.30 98 742 840 C $5.30 139 782 921 C 1503.1600 $5.30 141 652 793 B 82.95 133 660 793 B $2.95 121 547 668 B $5.30 132 790 922 C $2.95 163 598 761 B 1603.1700 $295 112 616 728 B $2.95 85 662 747 B $2.95 105 802 907 C $2.95 115 772 887 C $2.95 125 715 840 C 1700.1800 8295 104 601 705 B $2.95 88 629 717 B $2.95 108 571 679 B $2.95 100 587 687 B $2.95 125 578 703 B 1800-1900 $295 147 583 730 B $2.95 130 516 646 B $2.95 137 583 720 B $2.95 134 605 739 B $2.95 161 570 731 B 1900-2000 8295 134 463 597 B $2.95 170 591 761 B $2.95 167 578 745 B $2.95 141 542 683 B $2.95 162 465 627 B Express A Lanes 15 500 Eastbound PM Peak - County Line to 1-15 South Monday 02/03/20 Tuesday 02/04/20 Wednesday 02/05/20 Thursday 02/06/20 Friday 02/07/29 FM Time Price HW SOV Vol. LOS Price HW SOV Vol. LOS Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HW SO/ Vol. LOS 1400.1500 $2.95 94 648 742 B $5.30 101 758 859 C $5.30 106 702 808 C $5.30 103 733 836 C $5.30 140 749 889 C 1500-1600 $5.30 127 702 829 C $2.95 142 662 804 C $2.95 128 692 820 C $5.30 149 766 915 C $2.95 150 587 737 B 1600.1700 $2.95 106 614 720 B $2.95 89 645 734 B $2.95 103 658 761 B $2.95 110 653 763 B $2.95 109 696 805 C 1700-1800 $2.95 117 576 693 B $2.95 95 637 732 B $2.95 100 650 750 B $2.95 104 533 637 B $2.95 97 616 713 B 1800.1900 $2.95 131 482 613 B $2.95 158 583 741 B $2.95 131 611 742 B $2.95 156 605 761 B $2.95 162 546 708 B 1900.2000 $2.95 129 344 473 B $2.95 165 518 683 B $2.95 135 488 623 B $2.95 164 578 742 B $2.95 166 430 596 B Monday 02/10/20 Tuesday 02/11/20 Wednesday 02/12/20 Thursday 02/13/20 Friday 02/14/20 PM Time Price HOV SW Vol. LOS Price HOV SW Vol. LOS Rice HW SW Vol. LOS Price HW SW Vol. LC6 Price HW SW Vol. LOS 1400.1500 $2.95 101 707 808 C $5.30 116 761 877 C $5.30 112 765 877 C $5.30 115 800 915 C $5.30 143 611 754 B 1500-1600 $5.30 127 719 846 C $2.95 122 681 803 C 3295 133 728 861 C $5.30 125 788 913 C $2.95 107 469 576 B 1600-1700 $2.95 79 615 694 B $2.95 91 731 822 C $2.95 88 697 785 B $2.95 120 684 804 C $2.95 88 361 449 B 1700-1800 $2.95 96 554 650 B $2.95 105 645 750 B $2.95 99 605 704 B $2.95 92 588 680 B $2.95 60 230 290 A 1800-1900 $2.95 142 609 751 B $2.95 140 634 774 B $2.95 138 596 734 B $2.95 148 647 795 B $2.95 140 366 506 B 1900-2000 $2.95 115 408 523 B $2.95 134 477 611 B $2.95 161 548 709 B $2.95 150 644 794 B $2.95 211 493 704 B Monday 02/17/20 Tuesday 02/18/20 Wednesday 02/19/20 Thursday 02/20/20 Friday 02/21/20 PM Time Price HW SOV Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HW SW Vol. LOS Price HOV SW Vol. LC6 1400-1500 $2.95 165 590 755 B $5.30 123 724 847 C $5.30 123 736 859 C $5.30 120 784 934 C $5.30 134 837 971 C 1500.1600 $5.30 205 606 811 C 32.95 138 570 708 B $2.95 150 629 779 B $5.30 141 745 886 C 32.95 129 593 719 B 1600.1700 $2.95 124 530 654 B $2.95 98 695 793 B $2.95 117 669 786 B $2.95 115 702 817 C 32.95 91 608 699 B 1700.1800 $2.95 136 496 632 B $2.95 97 641 738 B $2.95 121 612 733 B $2.95 102 589 691 B $2.95 102 588 690 B 1800.1900 $2.95 149 339 488 B $2.95 131 593 724 B $2.95 151 571 722 B $2.95 142 566 708 B 3295 154 522 676 B 1900.2000 $2.95 146 238 384 A $2.95 158 537 695 B $2.95 181 532 713 B $2.95 168 611 779 B $2.95 166 514 680 B Monday 02/24120 Tuesday 02/25120 Wednesday 02/26/20 Thursday 02/27/20 Friday 02/28/20 PM Time Price HW SW Vol. LOS Price HW SW Vol. LOS Rice HW SW Vol. LOS Rice HW SW Vol. LOS Price HW SW Vol. LOS 1400.1500 $2.95 124 753 877 C $5.30 109 741 850 C $5.30 112 777 889 C $5.30 98 742 840 C $5.30 139 782 921 C 1500.1600 $5.30 141 652 793 B $2.95 133 660 793 B $2.95 121 547 668 B $5.30 132 790 922 C $2.95 163 598 761 B 1600-1700 $2.95 112 616 728 B $2.95 85 662 747 B 3295 105 802 937 C $2.95 115 772 887 C $2.95 125 715 840 C 1700-1800 $2.95 104 601 705 B 3295 88 629 717 B $2.95 108 571 679 B $2.95 100 587 687 B 3295 125 578 703 B 1800-1900 $2.95 147 583 730 B $2.95 130 516 646 B $2.95 137 583 720 B $2.95 134 605 739 B $2.95 161 570 731 B 1900-2000 $2.95 134 463 597 B $295 170 591 761 B $2.95 167 578 745 B $2.95 141 542 683 B $2.95 162 465 627 B Express A Lanes 16 501 RCTC OPERATIONAL HIGHLIGHTS On -road Operations RCTC Freeway Service Patrol (FSP) responded to 72 calls during the month of February. Of those calls, 56 were to assist disabled vehicles, 8 calls to remove debris and 8 were in response to accidents in the Express Lanes. 6C Transponder Technology In February, the 91 Express Lanes continued to send letters to customers notifying them of the transition to the new 6C protocol, as well as changes to the account plans, user agreement and privacy policy. Distribution of the new welcome kit, which includes mounting instructions and the new sticker transponders commenced in February. It is envisioned the distribution of the new transponders to all the customers will take place over several months. &Express Lanes 17 502 FINANCIAL HIGHLIGHTS RCTC RCTC 91 Express Lanes Operating Statement YTD as of : 2/29/2020 YTD Variance Description Actual' Budget Dollar $ Percent (%) Operating revenues: Toll Revenue r$ 40,575,423.24 r$ 41,280,533.33 $ (705,110.09) (1.7) Fee Revenue r 5,550,843.78 r 3,520,200.00 2,030,643.78 57.7 Total operating revenues 46,126,267.02 44,800,733.33 1,325,533.69 3.0 Operating expenses: Salaries and Benefits 516,929.73 r 902,266.67 385,336.94 42.7 Legal Services 145,178.94 233,333.33 88,154.39 37.8 Advisory Services 46,070.58 50,000.00 3,929.42 7.9 Audit and Accounting Fees 46,000.00 31,333.33 (14,666.67) (46.8) Service Fees 2,706.21 17,333.33 14,627.12 84.4 Other Professional Services 181,899.54 1,653,000.00 1,471,100.46 89.0 Lease Expense 144,476.19 171,000.00 26,523.81 15.5 Operations 2,047,745.70 2,419,000.00 371,254.30 15.3 Utilities 28,344.96 41,666.67 13,321.71 32.0 Supplies and Materials 123.62 3,333.33 3,209.71 96.3 Membership and Subscription Fees 20,306.75 16,666.67 (3,640.08) (21.8) Office Equipment & Furniture (Non -Capital) 747.12 3,333.33 2,586.21 77.6 Maintenance/Repairs 116,951.15 233,200.00 116,248.85 49.8 Training Seminars and Conferences 350.00 3,000.00 2,650.00 88.3 Transportation Expenses 2,369.93 5,000.00 2,630.07 52.6 Lodging 2,455.52 4,666.67 2,211.15 47.4 Meals 622.88 666.67 43.79 6.6 Other Staff Expenses 524.65 666.67 142.02 21.3 Advertising 6,776.63 126,666.67 119,890.04 94.7 Program Management 44,071.70 - (44,071.70) N/A Program Operations 5,113,688.16 7,771,133.33 2,657,445.17 34.2 Litigation Settlement - 6,666.67 6,666.67 100.0 Furniture & Equipment 340,518.76 500,000.00 159,481.24 31.9 Improvements 16,032.27 10,733.33 (5,298.94) (49.4) Depreciation 5,391,972.02 # - (5,391,972.02) N/A Bad Debt Expense 9.40 - (9.40) N/A Total operating expenses 14,216,872.41 14,204,666.67 (12,205.74) (0.1) Operating income (loss) 31,909,394.61 30,596,066.67 1,313,327.94 4.3 Nonoperating revenues (expenses): Interest Revenue 2,228,813.71 892,666.67 1,336,147.04 (149.7) Other Miscellaneous Revenue (860.87) - (860.87) N/A Interest Expense (14,346,501.75) # (4,746,600.00) (9,599,901.75) 202.2 Total nonoperating revenues (expenses) (16,221,544.78) (3,853,933.33) (12,367,611.45) (320.9) Transfers In - - - N/A Transfers Out (605,300.00) (2,039,666.67) 1,434,366.67 (70.3) Net income (loss) $ 15,082,549.83 $ 24,702,466.67 $ (9,619,916.84) (38.9) Unaudited 2 Depreciation is not a budgeted expense 3 Amount includes accrued compounded interest for the 91 Project Transportation Infrastructure Finance and Innovation Act (TIFIA) loan and accreted interest on the 2013 Toll Revenue Bonds Series B (capital appreciation). $10.8 million of the $14.3 million interest cost will not be paid in the current year and therefore not included in the FY 2019/20 budget & Express A Lanes 18 503 JOINT AGENCY TRIP AND REVENUE STATISTICS MULTI AGENCY TRIP AND REVENUE STATISTICS MONTH ENDING February 29, 2020 MTD Transactions by Agency Transactions Using Both Segments %Using Both Segments Revenue Westbound OCTA 688,407 454,845 66% $ 1,801,690 RCTC 681,202 454,845 67% $ 3,762,812 1-15 298,225 201,093 67% $ 1,584,421 McKinley 382,977 253,752 66% $ 2,178,391 Eastbound OCTA 732,420 414,286 57% $ 2,576,388 RCTC 560,691 414,286 74% $ 1,847,586 1-15 208,879 164,534 79% $ 499,087 McKinley 351,812 249,752 71% $ 1,348,498 JOINT AGENCY TRAFFIC STATISTICS 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 Joint Agency Traffic Statistics 66% 67% 57% 74% OCTA RCTC OCTA RCTC Westbound Eastbound OCTA Transactions RCTC Transactions of OCTA Transactions Using Both Segments % of RCTC Transactions Using Both Segments Express A Lanes 19 504 JOINT AGENCY PERFORMANCE MEASURES REPORTING REQUIREMENT CUSTOM ER SERVICE ** Call Wait Time Abandon Rate Customer Satisfaction VIOLATION PROCESSING Reporting Period PERFORMANCE STANDARD Monthly Monthly Monthly Not to exceed 2 minutes No more than 4.0% At least 75 outbound calls Response Time Monthly CUSA Violation Collection Rate Quarterly CUSA Violation Collection Rate Annually TRAFFIC OPERATIONS Initial & Secondary Review s * Plate Misread Errors CAS Response Time ACCOUNTING Monthly Monthly Monthly Within 2 business days of receipt 70% or more 74% or more Equal to or less than 15 days Equal to or less than 0.4% 0:20 (minutes) per call OCTA Exceptions RCTC Exceptions INFORMATION TECHNOLOGY Back -office System Uptime Network Uptime Monthly Monthly Monthly No more than 3 No more than 3 99% Availability Monthly 99% Availability Feb-20 Pe rform ance 2:53 4.2% 76 1.1 100% 100% CUSA = Cofiroute USA; CAS = OCTA Customer Assistance Specialists * Plate Misread Error performance is current after a 60-day hold -back period; therefore, percentage reported here is for 2 months prior to the month of this report. ** Call Wait Time KPI impacted by higher talk times due to 6C program implementation. JOINT AGENCY TRANSPONDER DISTRIBUTION T21 TRANSPONDER DISTRIBUTION Issued To New Accounts February-20 Tags % of Total 629 77.4% January-20 Tags I % of Total 1,061 40.2% FY 2019-20 Average To -Date 1,215 50.1% Additional Tags to Existing Accounts Replacement Transponders 82 10.1% 801 30.4% 713 29.4% Total Issued 102 813 12.5% 775 2,637 29.4% 496 2,424 20.5% Returned Account aosures Accounts Dow nsizing Defective Transponders Total Returned 335 270 1,235 1,840 18.2% 14.7% 67.1% 449 162 739 1,350 33.3% 12.0% 54.7% 454 169 656 1,280 35.5% 13.2% 51.3% At the end of February 2020, the 91 Express Lanes had 150,416 active customer accounts and 273,694 transponders classified as Assigned. & Express A Lanes 20 505 160,000 - 140,000 - 120,000 - 100,000 80,000 60,000 - 40,000 - 20,000 - Number of Accounts by Fiscal Year As of February 29, 2020 114,556 114,138 112,584 112,473 112,929 113,672 116,813 11 0c5 Qv edo N. ,;, ti3 ti� N, tiNv Q. tiQ. tiQQ. tiQ. tiQ tiQ. tiQ Fiscal Year 130,048 ti 148,054 150,416 140,694 Incoming Email Activity During February, the Anaheim Processing Center received 3,411 emails. Express A Lanes 21 506 ATTACHMENT 3 Orange County Transportation Authority OCTA Riverside County Transportation Commission ti,k,ExpresN. Lanes Status Report March 2020 As of March 31, 2020 507 Table of Contents Operations Overview OCTA 3 Traffic and Revenue Statistics for OCTA 3 OCTA Traffic and Revenue Summary 5 OCTA Eastbound Peak -Hour Volumes 6 OCTA Westbound Peak -Hour Volumes 7 OCTA Operational Highlights 8 Financial Highlights OCTA 9 Operations Overview RCTC 10 Traffic and Revenue Statistics for RCTC 10 RCTC Traffic and Revenue Summary 12 RCTC Peak -Hour Volumes 13 RCTC Eastbound Peak -Hour Volumes 13 RCTC Westbound Peak -Hour Volumes 14 RCTC Operational Highlights 17 Financial Highlights RCTC 18 Joint Agency Trip and Revenue Statistics 19 Joint Agency Traffic Statistics 19 Joint Agency Performance Measures 20 Joint Agency Transponder Distribution 20 Incoming Email Activity 21 &Express Lases 2 508 OPERATIONS OVERVIEW OCTA TRAFFIC AND REVENUE STATISTICS FOR OCTA Total traffic volume on the 91 Express Lanes for March 2020 was 905,400. This represents a daily average of 29,206 vehicles. This is a 41.2% decrease in total traffic volume from the same period last year, which totaled 1,539,257. Potential toll revenue for March was $2,916,062, which represents a decrease of 35.8% from the prior year's total of $4,542,427. Carpool percentage for March was 22.68% as compared to the previous year's rate of 26.10%. The decreases were attributed to the COVID-19 pandemic and California Governor Gavin Newsom's orders for residents to self - quarantine and refrain from non -essential travel. Month -to -date traffic and revenue data is summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the OCTA 91 Express Lanes and associated potential revenue for the month of March 2020. Current Month -to -Date (MTD) as of March 31, 2020 Trips Mar-20 MTD Actual Stantec MTD Prcjected # Variance Mar-19 =-0 MTD Variance Actual Yr-to-Yr % Variancil (35.5%) Full-oll Lanes 700,041 1,156,307 (456,256:, (39.5%) 1,137,483 3- Lanes 205,359 330,008 (124,649) (37.8%) 401,769 (46.9%) -atal Gross -rips 905,400 1,485,315 (560,915) (39.1%) 1,539,257 (41.2%) Revenue Full-oll Lanes 52.371.629 54,861,024 (1,989,395) (46.9%) 54,464,986 (35.7%) 3- Lanes 5ilz,433 588,65-B (44,725) (49.9%:, 577,440 (42.6%:, -atal Gross Revenue 52,916,062 54,949,682 (2,033,620) (41.1%) 54,542,427 (35.3%:, Average Revenue per Trip ,overage Full -°II Lanes 54.10 54.20 ($a19) (2.4%) 53.93 4.3% Average 3+ Lanes 50.22 50.27 ($0.05) (15.5%) 50.19 15.3% Average Gross Revenue 53.22 53..33 ($9.11) (3.3%) 52.95 9.2% Express A Lanes 3 509 The 2020 fiscal year-to-date traffic volume decreased by 2% and potential toll revenue increased by 0.7%, when compared with the same period last year. Year-to-date average revenue per -trip is $3.05. Fiscal year-to-date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the OCTA 91 Express Lanes and associated potential revenue for the months of July 2019 through March 2020. FY 2019-20 Year to Date as of March 31, 2020 Trips FY 2019-20 YTD Actual Stantec YTD Projected Variance A V: - FY 2018-19 YTD Actual Yr-to-Yr G Variance Full Toll Lanes 9,492,781 9,842,460 L34:,6792 (3.6%) 9,576,94: : : 3+Lanes 3,251,506 2,953,683 297,529 10.1% 3,425,122 = . Total Gross Trips 12,744,2529 12,796,147 (51,a5) (0.4%) 13,002,071 :.2.0 ';-a, Revenue Full Toll Lanes 538,317,770 $41,77562 (2,904,793) (7.0%) $37,964,136 0.9% 3+Lanes 5592,798 $751,706 (158,908) (21.1%) $677,913. (12.6%) Total Gross Revenue 538,910,567 541,974,268 (3,063,701) (7.3%) 533,€42,049 0.7% Average Revenue per Trip ir Average Full Toll Lanes 54.04 54.19 ($0.15) (3.6%) S3.96 2.0% Average 3+ Lanes 50.18 $0.25 ($0.07) (28.0%) $0.20 (10.0%) Average Gross Revenue 53.05 $3.28 ($0.23) (7.0%) $2.97 2.7% Express A Lanes 4 510 OCTA Traffic and Revenue Summary The chart below reflects the total trips breakdown between Full Toll trips and HOV3+ trips for FY 2019-20 on a monthly basis. 1,600,000 1,400,000 1,200,000 1,000,000 m = 800,000 0 600,000 400,000 200,000 0 FY 2019-20 Traffic Volume Overview Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Month ❑Full Toll Lanes 03+ Lanes The chart below reflects the gross potential revenue breakdown between Full Toll trips and HOV3+ trips for FY 2019-20 on a monthly basis. $5,000,000 $4,500,000 $4,000,000 a, 3 C N o IY $3,500,000 $3,000,000 $2,500,000 FY 2019-20 Revenue Summary EMED 66,703 JuI-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Month Feb-20 ❑Full Toll Lanes 03+Lanes Series3 Mar-20 Apr-20 May-20 Jun-20 Express 1 Lanes 5 511 OCTA EASTBOUND PEAK -HOUR VOLUMES Peak traffic hour in the eastbound direction reached or exceeded 90% or more of defined capacity 8 times during the month of March 2020. As demonstrated on the next chart, westbound peak hour traffic volumes top out at 80% of defined capacity. Monday 03/02/20 Tuesday 03/03/20 Wednesday 03/04/20 Thursday 03/05/20 Friday 03/06/20 PM Time Price HOV Vol. Cap. Price HCN Vol. Cap. Price HOV Vol. Cap. Price HCN Vol. Cap. Price HW Vol. Cap. 1400-1500 $5.15 383 2,666 78% $5.15 387 2,720 80% $5.15 443 3,008 88% $7.45 466 2,873 85% $7.85 525 3,227 95% 1500-1600 $5.50 556 2,782 82% $5.75 617 2,783 82% $7.75 599 2,848 84% $6.75 621 3,470 102% $8.65 634 2,608 77% 1600- 1703 $5.35 436 3,055 90% $5.50 423 2,894 85% $7.50 412 2,459 72% $7.80 496 3,092 91% $8.45 447 2,605 77% 1700 - 1803 $5.30 507 3,153 93% $5.40 474 2,807 83% $6.40 510 3,001 88% $8.20 470 2,710 80% $7.05 535 2,954 87% 1800-1900 $5.50 648 2,730 80% $3.95 702 3,022 89% $3.95 673 3,042 89% $4.85 659 2,920 86% $6.55 657 2,727 827 193,0-LULU $3.85 457 1,816 53% $3.85 490 1,976 58% $3.85 588 2,307 68% $5.60 637 2,410 71% $6.05 609 2,058 61% Monday 03/09/20 Tuesday 03/10/20 Wednesday 03/11/20 Thursday 03/12/20 Friday 03/13/20 PM Time Price HCN Vol. Cap. Price HCN Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. Price HOV Vol. Cap. 1400 - 1500 $5.15 377 2,555 75% $5.15 336 2,606 77% $5.15 379 2,743 81% $7.45 380 1,837 54% $7.85 420 2,854 84 / 1500-1600 $5.50 575 3,130 92% $5.75 451 2478 73% $7.75 584 3,134 92"/ $6.75 551 2,623 77% $8.65 580 2,540 75% 1600-1700 $5.35 461 3,010 89% $5.50 134 1,241 37% $7.50 394 2,796 82% $7.80 481 2,786 82% $8.45 363 2,485 73% 1700-1800 $5.30 479 3,089 91% $5.40 239 1,339 39% $6.40 458 2,293 67% $8.20 419 2,483 73% $7.05 391 2,259 66% 1800- 1900 $5.50 589 2,534 75% $3.95 422 1,886 55% $3.95 488 2,427 71% $4.85 530 2,820 83% $6.55 485 1,950 57% 1900-2000 $3.85 422 1,532 45% $3.85 318 1,184 35% $3.85 426 1,688 50% $5.60 444 1,686 50% $6.05 421 1,332 39% Monday 03/16/20 Tuesday 03/17/20 Wednesday 03/18/20 Thursday 03/19/20 Friday 03/20/20 PM Time Price HW Vol. Cap. Price HOV Vol. Cap. Price HCN Vol. Cap. Price HCN Vol. Cap. Price HOV Vol. Cap. 1400 -1500 $5.15 350 2,168 64% $5.15 338 2,138 63% $5.15 296 1,737 51% $7.45 306 1,705 50% $7.85 283 1,619 48% 1500 - 1600 $5.50 482 2,680 79% $5.75 456 2,391 70% $7.75 448 2,142 63% $6.75 341 2,214 65% $8.65 299 1,412 42% 1600-1700 $5.35 362 2,376 70% $5.50 309 2,294 67% $7.50 293 1,992 59% $7.80 271 1,659 49% $8.45 190 1,260 37% 1700-1800 $5.30 349 2,310 68% $5.40 317 2,017 59°/o $6.40 278 1,641 48% $8.20 184 1,245 37% $7.05 194 1,070 31% 1800-1900 $5.50 381 1,551 46% $3.95 315 1,352 40% $3.95 225 1,073 32% $4.85 176 885 26% $6.55 171 729 21% 1900 - 2000 $3.85 224 840 25% $3.85 190 753 22% $3.85 159 582 17% $5.60 147 555 16% $6.05 137 432 13% Monday 03/23/20 Tuesday 03/24/20 Wednesday 03/25/20 Thursday 03/26/20 Friday 03/27/20 PM lime Price HW Vol. Cap. Price HW Vol. Cap. Price HCN Vol. Cap. Price HCN Vol. Cap. Price HOV Vol. Cap. 1400-1500 $5.15 184 1,071 32% $5.15 224 1,202 35% $5.15 198 1,119 33% $7.45 224 1,167 34% $7.85 239 1,286 38% 1500-1600 $5.50 207 1,360 40% $5.75 256 1,299 38% $7.75 266 1,325 39% $6.75 282 1,850 54% $8.65 258 1,337 39% 1600-1700 $5.35 166 1,064 31% $5.50 161 1,054 31% $7.50 159 1,100 32% $7.80 190 1,296 38% $8.45 174 1,080 32% 1700 - 1800 $5.30 138 889 26% $5.40 147 788 23% $6.40 136 767 23% $8.20 111 719 21% $7.05 178 842 25% 1800 -1900 $5.50 111 429 13% $3.95 117 481 14% $3.95 116 516 15% $4.85 125 492 14% $6.55 132 515 15% 1900 - 2000 $3.85 78 284 8% $3.85 88 281 8% $3.85 79 254 7% $5.60 89 284 8% $6.05 110 343 10% Monday 03/30/20 Tuesday 03/31/20 Wednesday 04/01/20 Thursday 04/02/20 Friday 04/03/20 PM lime Price HW Vol. Cap. Rice HW Vol. Cap. Price HOV Vol. Cap. Price HW Vol. Cap. Price HOV Vol. Cap. 1400- 1500 $5.15 191 1,019 30% $5.15 186 1,068 31% 1500-1600 $5.50 247 1,518 45% $5.75 297 1,438 42% 1600-1700 $5.35 146 1,264 37% $5.50 156 1,223 36% 1700 -1800 $5.30 147 778 23% $5.40 129 810 24% 1800 -1900 $5.50 113 411 12% $3.95 103 445 13% 1900 - 2000 $3.85 77 265 8% $3.85 69 240 7% Express A Lanes 6 512 OCTA WESTBOUND PEAK -HOUR VOLUMES Monday 03/02/20 Tuesday 03/03/20 Wednesday 03/04/20 Thursday 03/05✓20 Friday 03/06/20 AM Time Price HOV Vol. Cap. Price HOV Vol. Cap. Price HW Vol. Cap. Price HOV Vol. Cap. Price HW Vol. Cap. 0400-0500 $3.05 711 2,555 75% $3.05 804 2,711 80% $3.05 755 2,569 76% $3.05 804 2,606 77% $3.05 687 2,046 60% 0500-0600 $4.95 809 2,640 78% $4.95 197 486 14% $4.95 838 2578 76% $4.95 884 2,713 80% $4.70 773 Z471 73% 0600 - 0700 $5.15 561 2,180 64% $5.15 55 241 7% $5.15 580 2,250 66% $5.15 581 2,103 62% $4.95 590 2,140 63% 0700-0800 $5.65 419 2,143 63% $5.65 364 1,752 52% $5.65 450 2,098 62% $5.65 493 2,147 63% $5.50 390 1,821 54% 0800-0930 $5.15 192 1,890 56% $5.15 119 978 29% $5.15 261 2,224 65% $5.15 221 2068 61% $4.95 191 1,513 45% 0900-1000 $4.10 194 1,927 57% $4.10 243 2,092 62% $4.10 241 2,130 63% $4.10 273 2,175 64% $4.10 220 1,750 51% Monday 03/09/20 Tuesday 03/10/20 Wednesday 03/11/20 Thursday 03/12/20 Friday 03/13/20 AM Time Price HW Vol. Cap. Price HOV Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. 0400-0500 $3.05 764 2,519 74% $3.05 698 2,070 61% $3.05 727 2,293 67% $3.05 718 2,291 67% $3,05 579 1,645 48% 0500-0600 $4.95 841 2,555 75% $4.95 886 2,473 73% $4.95 820 2,381 70% $4.95 658 2,033 60% $4.70 658 2006 62% 0600-0700 $5.15 602 1,937 57% $5.15 569 1,869 55% $5.15 616 2,022 59% $5.15 562 1,798 53% $4.95 521 1,787 53% 0700-0800 $5.65 414 2006 59% $5.65 434 2008 59% $5.65 413 2,005 59% $5.65 394 1,935 57% $5.50 372 1,770 52% 0800-0900 $5.15 226 2073 61% $5.15 209 2054 60% $5.15 218 1,865 55% $5.15 189 1,748 51% $4.95 157 1,470 43% 0900-1000 $4.10 230 1,886 55% $4.10 188 2,215 65% $4.10 209 1,695 50% $4.10 179 1,911 56% $4.10 134 1,142 34% Monday 03/16/20 Tuesday 03/17/20 Wednesday 03/18/20 Thursday 03/19/20 Friday 03/20/20 AM lime Price HOV Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. 0400-0500 $3.05 636 1,970 58% $3.05 590 1,789 53% $3.05 575 1,667 49% $3.05 488 1,443 42% $3.05 369 1,021 30% 0500-0600 $4.95 696 2215 65% $4.95 740 2,128 63% $4.95 583 1,779 52% $4.95 493 1,528 45% $4.70 367 1,324 39% 0600-0700 $5.15 328 1,519 45% $5.15 352 1,648 43% $5.15 279 1,151 34% $5.15 213 872 26% $4.95 236 972 29% 0700-0900 $5.65 223 1,468 43% $5.65 157 1,062 31% $5.65 178 963 28% $5.65 125 813 24% $5.50 104 696 20% 0800-0900 $5.15 135 1,190 35% $5.15 107 945 28% $5.15 92 813 24% $5.15 62 708 21% $4.95 72 619 1850 0900 -1000 $4.10 130 977 29% $4.10 119 830 24% $4.10 101 708 21% $4.10 90 604 18% $4.10 87 542 1650 Monday 03/23/20 Tuesday 03/24/20 Wednesday 03/25/20 Thursday 03/26/20 Friday 03/27/20 AM Time Rice HW Vol. Ai. Price HW Vol. Cap. Price HOV Vol. Cap. Rice HOV Vol. Cap. Price HOV Vol. Cap. 0400-0500 $3.05 402 1,056 31% $3.05 368 965 28% $3.05 353 948 28% $3.05 333 880 26% $3.05 286 754 22% 0500-0600 $4.95 458 1,498 44% $4.95 447 1,506 44% $4.95 311 1,089 32% $4.95 391 1,362 40% $4.70 309 1,207 36% 0600-0700 $5.15 186 918 27% $5.15 147 728 21% $5.15 150 792 23% $5.15 124 729 21% $4.95 155 780 23% 0700-0800 $5.65 107 722 21% $5.65 92 636 19% $5.65 85 611 18% $5.65 74 606 18% $5.50 75 566 17% 0800 - 0900 $5.15 53 519 15% $5.15 37 488 14% $5.15 72 524 15% $5.15 59 453 13% $4.95 45 453 13% 0900-1000 $4.10 59 401 12% $4.10 59 427 13% $4.10 48 401 12% $4.10 58 415 12% $4.10 56 396 12% Monday 03/30/20 Tuesday 03/31/20 Wednesday 04/01/20 Thursday 04/02/20 Friday 04/03/20 AM Time Rice HW Vol. Cap. Rice HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. Price HW Vol. Cap. 0400 - 0500 $3.05 306 875 26% $3.05 310 824 24% 0500-0600 $4.95 367 1,407 41% $4.95 422 1,470 43% 0600 - 0700 $5.15 127 797 23% $5.15 144 728 21% 0700 - 0800 $5.65 70 567 17% $5.65 82 590 17% 0800 - 0900 $5.15 50 460 14% $5.15 55 478 14% 0900 -1000 $4.10 55 373 11% $4.10 36 366 11% Express A Lanes 7 513 CTA OPERATIONAL HIGHLIGHTS On -road Operations OCTA Customer Assistance Specialists (CAS) responded to 78 calls during the month of March. Of those calls, 55 were to assist disabled vehicles and 13 calls to remove debris. The CAS provided assistance to 10 accidents in the Express Lanes with 4 of those accidents originated from the SR91 general-purpose lanes. 91 Express Lanes Toll Entrance Gantries Infrastructure Project Update OCTA will be contracting with the California Department of Transportation (Caltrans) to provide construction and construction management services for the 91 Express Lanes Toll Entrance Gantries Infrastructure Project. This project entails constructing new toll gantries infrastructures at the three entrances of the OCTA 91 Express Lanes. Construction of the gantries is scheduled to begin Fall 2020 and is expected to be completed in early 2021. Electronic Toll and Traffic Management System Project Update Kapsch TrafficCom USA, Inc., (Kapsch), the toll lanes system integrator for the 91 Express Lanes, completed the replacement of the Electronic Toll and Traffic Management (ETTM) system at the current toll gantries. This new lane system is reading both the new 6C transponder protocol as well as the legacy Title 21 protocol. The next phase of the project includes the replacement of the closed-circuit television cameras along the corridor. The new toll gantries infrastructure, as mentioned above, will house the new ETTM equipment. Once the gantries have been constructed, Kapsch will commence installation. &Express Lanes 8 514 FINANCIAL HIGHLIGHTS OCTA 91 Express Lanes Operating Statement YTD as of : 3/31/2020 YTD Variance Description Actual (1) Budget (1) Dollar $ Percent (%) Operating revenues: Toll revenue $ 36,164,539.61 $ 39,979,657.00 $ (3,815,117.39) (9.5) Fee revenue 6,161,932.91 4,134,277.00 2,027,655.91 49.0 Total operating revenues 42,326,472.52 44,113,934.00 (1,787,461.48) (4.1) Operating expenses: Contracted services 4,917,551.34 5,672,780.00 755,228.66 13.3 Administrative fee 2,251,160.00 2,129,913.00 (121,247.00) (5.7) Other professional services 950,021.43 1,930,976.00 980,954.57 50.8 Credit card processing fees 963,852.59 1,035,720.00 71,867.41 6.9 Toll road account servicing 786,370.41 1,794,750.00 1,008,379.59 56.2 Other insurance expense 285,059.05 562,275.00 277,215.95 49.3 Toll road maintenance supply repairs 175,765.55 356,253.00 180,487.45 50.7 Patrol services 829,170.86 734,715.00 (94,455.86) (12.9) Building equipment repairs and maint 73,598.47 241,538.00 167,939.53 69.5 6C Transponders 250,518.75 187,500.00 (63,018.75) (33.6) Other services (7,677.50) 26,247.00 33,924.50 129.3 Utilities 37,159.04 55,107.00 17,947.96 32.6 Office expense 4,264.30 140,915.00 136,650.70 97.0 Bad debt expense 132,245.47 - (132,245.47) N/A Miscellaneous (2) 47,845.65 112,375.00 64,529.35 57.4 Leases 304, 828.94 344, 862.00 40, 033.06 11.6 Total operating expenses 12,001,734.35 r 15,325,926.00 r 3,324,191.65 21.7 Depreciation and amortization (3) 2,646,082.90 - (2,646,082.90) N/A Operating income (loss) 27,678,655.27 28,788,008.00 (1,109,352.73) (3.9) Nonoperating revenues (expenses): Reimbursement from Other Agencies 676,803.75 906,250.00 (229,446.25) (25.3) Interest income 4,396,528.80 2,847,069.00 1,549,459.80 54.4 Interest expense r (3,459,087.26)r (3,534,048.00) 74,960.74 r 2.1 Other 34,494.17 - 34,494.17 N/A Total nonoperating revenues(expenses) 1,648,739.46 219,271.00 1,429,468.46 (651.9) Transfers in - - - N/A Transfers out (14,581,399.32) (35,000.00) (14,546,399.32) (41,561.1) Net income (loss) $ 14,745,995.41 $ 28,972,279.00 $ (14,226,283.59)1 (49.1) 'Actual amounts are accounted for on the accrual basis of accounting in an enterprise fund. Budget amounts are accounted for on a modified accrual basis of accounting. 'Miscellaneous expenses include: Bond Insurance Costs, Bank Service Charge, Transponder Materials. 'Depreciation and amortization are not budgeted items. Capital Asset Activity During the nine months ending March 31, 2020, capital asset activities included $195,292 for the ETTM system project, $297,339 for the new back-office/account management system, $5,920 for computer equipment and $325,411 for transponder purchases. Express A Lanes 9 515 OPERATIONS OVERVIEW RCTC TRAFFIC AND REVENUE STATISTICS FOR RCTC Total traffic volume on the 91 Express Lanes for March 2020 was 808,527. This represents a daily average of 26,082 vehicles. This is a 38.3% decrease in total traffic volume from the same period last year, which totaled 1,310,935. Potential toll revenue for the month was $3,656,203, which represents a decrease of 28.3% from the prior year's total of $5,098,850. Carpool percentage for March was 21.62% as compared to the previous year's rate of 24.36%. The decreases were attributed to the COVID-19 pandemic and California Governor Gavin Newsom's orders for residents to self - quarantine and refrain from non -essential travel. Month -to -date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the RCTC 91 Express Lanes and associated potential revenue for the month of March 2020. Current Month -to -Date (MTD) as of March 31, 2020 Trips MAR-20 MTD Actual Stantec MTD Projected # Variance % Variance MAR-19 MTD Actual Yr-to-Yr % Variance Full Toll Lanes 633,701 1,046,814 (413,113) (39.5%) 991,552 (36.1%) 3+ Lanes 174,826 341,886 (167,060) (48.9%) 319,383 (45.3%) Total Gross Trips 808,527 1,388,700 (580,173) (41.8%) 1,310,935 (38.3%) Revenue i 1 Full Toll Lanes $3,632,038 $4,224,757 ($592,719) (14.0%) $5,057,871 (28.2%) 3+ Lanes $24,165 $0 $24,165 $40,979 (41.0%) Total Gross Revenue $3,656,203 $4,224,757 ($568,554) (13.5%) $5,098,850 (28.3%) Average Revenue per Trip Average Full Toll Lanes $5.73 $4.04 $1.69 41.8% $5.10 12.4% Average 3+ Lanes $0.14 $0.00 $0.14 $0.13 7.7% Average Gross Revenue $4.52 $3.04 $1.48 48.7% $3.89 16.2% Express A Lanes 10 516 The 2020 fiscal year-to-date (YTD) traffic volume is 0.4% lower when compared with the same period last year. The 2020 fiscal year-to-date revenue is 15.6% higher than for the same period last year. Year-to-date average revenue per -trip is $4.32. Fiscal year-to-date traffic and revenue data are summarized in the table below. The following trip and revenue statistics tables represent all trips taken on the RCTC 91 Express Lanes and associated potential revenue for the months of July 2019 through March 2020. FY 2019-20 Year to Date as of March 31, 2020 Trips FY 2019-20 YTD Actual Stantec YTD Projected # Variance % Variance FY 2018-19 YTD Actual Yr-to-Yr % Variance Full Toll Lanes 8,536,905 8,820,029 (283,124) (3.2%) 8,519,888 0.2% 3+ Lanes 2,656,315 2,859,029 (202,714) (7.1%) 2,722,195 (2.4%) Total Gross Trips 11,193,220 11,679,057 (485,837) (4.2%) 11,242,083 (0.4%) Revenue Full Toll Lanes $47,991,940 $34,952,857 $13,039,082 37.3°/0 $41,441,557 15.8% 3+ Lanes $308,439 $0 $308,439 $329,540 (6.4%) Total Gross Revenue $48,300,379 $34,952,857 $13,347,521 38.2% $41,771,096 15.6% Average Revenue per Trip Average Full Toll Lanes $5.62 $3.96 $1.66 41.9% $4.86 15.6% Average 3+ Lanes $0.12 $0.00 $0.12 $0.12 0.0% Average Gross Revenue $4.32 $2.99 $1.33 44.5% $3.72 16.1% Express A Lanes 11 517 RCTC Traffic and Revenue Summary The chart below reflects the total trips broken down between Full Toll lanes and HOV3+ lanes for FY 2019-20 on a monthly basis. m E 0 > 1,575,000 1,400, 000 1,225, 000 1,050,000 875,000 700,000 525,000 350,000 175,000 0 FY 2019-20 Traffic Volume Overview Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Month ❑Full Toll Lanes 03+ Lanes The chart below reflects the gross potential revenue breakdown between Full Toll lanes and HOV3+ lanes for FY 2019-20 on a monthly basis. $6,400,000 $6,000,000 $5,600,000 $5,200,000 d c c $4,800,000 °a' $4,400,000 $4,000,000 $3,600,000 $3,200,000 $2,800,000 FY 2019-20 Revenue Summary Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Month ❑Full Toll Lanes •3+ Lanes Express A Lanes 12 518 RCTC PEAK -HOUR VOLUMES RCTC evaluates traffic volumes for peak period hours and either increases or decreases tolls according to the toll rate policy. The hours highlighted in red represent toll reductions made on March 23rd in response the reduced peak -period volumes due to the COVID-19 pandemic. RCTC EASTBOUND PEAK -HOUR VOLUMES Eastbound PM Peak - County Line to McKinley Monday 03/02/20 Tuesday 03/03/20 Wednesday 03/04/20 Thursday 03/05/20 Friday 03/06/20 PM Time Price HO(/ SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOB Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 -1500 $5.30 200 969 1,169 D $6.95 199 951 1,150 D $9.00 236 1071 1,307 F $11.85 244 1,089 1,333 F $21.00 304 1,133 1,437 F 1500 -1600 $7.35 291 857 1,148 D $6.95 306 951 1,257 E $9.90 313 934 1,247 E $11.35 319 1,099 1,418 F $18.70 339 858 1,197 D 1600 -1700 $5.30 190 936 1,126 D $5.30 186 932 1,118 D $5.30 192 925 1,117 D $7.50 249 959 1,208 E $10.45 246 938 1,184 D 1700 -1800 $5.30 225 862 1,087 D $5.30 189 848 1,037 D $5.30 229 881 1,110 D $5.30 222 868 1,093 D $6.95 236 1,010 1,246 E 1800 -1900 $5.30 278 681 959 C $5.30 272 781 1,053 D $5.30 293 822 1,115 D $5.30 287 836 1,123 D $5.30 306 869 1,175 D 1900-2000 $2.25 197 555 752 B $4.20 196 607 803 C $5.30 251 715 966 C $5.30 264 716 980 C $5.30 284 697 981 C Monday 03/09/20 Tuesday 03/10/20 Wednesday 03/11/20 Thursday 03/12/20 Friday 03/13/20 PM Time Price HOV SOW Vol. LOS Price HOV SW Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS 1400 -1500 $5.30 209 951 1,160 D $6.95 174 856 1,030 D 59.00 225 935 1,160 D $11.85 210 829 1,039 D $21.00 234 966 1,200 D 1500 -1600 $7.35 317 933 1,250 E $6.95 246 744 990 C $9.90 279 950 1,229 E $11.35 294 930 1,224 E $18.70 270 788 1,058 D 1600-1700 $5.30 216 917 1,133 D $5.30 172 692 864 C $5.30 184 839 1,023 D $7.50 218 843 1,061 D $10.45 174 806 980 C 1700-1800 $5.30 216 864 1,080 D $5.30 196 758 954 C $5.30 209 743 952 C $5.30 191 850 1,041 D $6.95 170 711 881 C 1800-1900 $5.30 268 712 980 C $5.30 209 578 787 B $5.30 246 675 921 C $5.30 237 757 994 C $5.30 239 552 791 B 1900-2000 $2.25 166 426 592 B $4.20 138 308 446 B $5.30 187 450 637 B $5.30 201 595 796 B $5.30 194 391 585 B Monday 03/16/20 Tuesday 03/17/20 Wednesday 03/18/20 Thursday 03/19/20 Friday 03/20/20 PM lime Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Rice HOV SW Vol. LOS Price HOV SOW Vol. LOS Price HOV SOW Vol. LOS 1400 -1500 $5.30 205 796 1,001 D $6.95 199 689 888 C '11.00 148 566 714 B $11.85 181 593 774 B $21.00 151 540 691 B 1500 -1600 $7.35 222 852 1,074 D $6.95 240 770 1,010 D $9.90 218 687 905 C $11.35 211 706 917 C $18.70 137 467 604 B 1600 -1700 $5.30 158 696 854 C $5.30 126 724 850 C $5.30 132 612 744 B $7.50 117 539 656 B $10.45 92 375 467 B 1700-1800 $5.30 153 655 808 C $5.30 160 575 735 B $5.30 120 465 585 B $5.30 104 437 541 B $6.95 97 292 389 A 1800-1900 $5.30 130 459 589 B $5.30 125 358 483 B $5.30 98 294 392 A $5.30 79 241 320 A $5.30 74 240 314 A 1900 -2000 $2.25 84 252 336 A $4.20 75 182 257 A $5.30 68 144 212 A $5.30 72 153 225 A $5.30 70 141 211 A Monday 03/23/20 Tuesday 03/24/20 Wednesday 03/25/20 Thursday 03/26✓20 Friday 03/27/20 PM lime Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS 1400-1500 $5.30 98 336 434 B $5.30 105 445 550 B $5.30 0 0 0 A $5.30 130 438 568 B $6.95 142 491 633 B 1500-1600 $5.30 100 463 563 B $5.30 138 499 637 B $5.30 0 0 0 A $5.30 161 628 789 B $6.95 143 499 642 B 1600-1700 $5.30 63 310 373 A $5.30 59 334 393 A $5.30 0 0 0 A $5.30 94 483 577 B $6.95 99 434 533 B 1700-1800 $5.30 71 234 305 A $5.30 62 218 280 A $5.30 0 0 0 A $5.30 51 249 300 A $6.95 86 281 367 A 1800-1900 $5.30 46 118 164 A $5.30 48 139 187 A $5.30 0 0 0 A $5.30 72 137 209 A $5.30 69 162 231 A 1900 - 2000 $2.25 39 86 125 A $4.20 36 80 116 A $5.30 10 29 39 A $5.30 37 93 130 A $5.30 56 114 170 A Monday 03/30/20 Tuesday 03/31/20 Wednesday 04/01/20 Thursday 04/02/20 Friday 04/03/20 PM Time Price HOV SW Vol. LOS Price HOV SON Vol. LOS Price HOV SOV Vol. LOS Price HOV SON Vol. LOS Price HOV SON Vol. LOS 1400 -1500 $5.30 96 379 475 B $5.30 95 380 475 B 1500 -1600 $5.30 140 521 661 B $5.30 157 531 688 B 1600 -1700 $5.30 95 464 559 B $5.30 87 424 511 B 1700 -1800 $5.30 75 237 312 A $5.30 66 263 329 A 1800 -1900 $5.30 55 127 182 A $5.30 48 126 174 A 1900 - 2000 $225 44 76 120 A $4.20 35 79 114 A Express A Lanes 13 519 Eastbound PM Peak - County Line to 1-15 South Monday 03/02/20 Tuesday 03/03/20 Wednesday 03/04/20 Thursday 03/05/20 Friday 03/06/20 PM Time Price HOV SOV Vol. LOS Rice HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Rice HOV SW Vol. LOS 1400 - 1500 $2.95 116 702 818 C $5.30 119 742 861 C $5.30 111 741 852 C $5.30 127 783 910 C $5.30 132 787 919 C 1500-1600 $5.30 137 638 775 B $2.95 137 699 836 C $2.95 160 644 804 C $5.30 142 792 934 C $2.95 161 595 756 B 1600-1700 $2.95 99 658 757 B $2.95 106 639 745 B $2.95 96 630 726 B $2.95 134 708 842 C $2.95 108 585 693 B 1700-1800 $2.95 125 637 762 B $2.95 112 633 745 B $2.95 129 637 766 B $2.95 105 585 690 B $2.95 133 646 779 B 1800-1900 $2.95 141 505 646 B $2.95 132 584 716 B $2.95 138 618 756 B $2.95 157 567 724 B $2.95 143 514 657 B 1900-2000 $2.95 122 410 532 B $2.95 108 460 568 B $295 147 501 648 B $2.95 154 539 693 B $2.95 177 418 595 B Monday 03/09/20 Tuesday 03/10/20 Wednesday 03/11/20 Thursday 03/12/20 Friday 03/13/20 PM lime Price HOV SW Vol. LOS Rice HOV SW Vol. LOS Price HOV SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS 1400-1500 $2.95 118 650 768 B $5.30 97 655 752 B $5.30 105 678 783 B $5.30 118 658 776 B $5.30 103 711 814 C 1500-1600 $5.30 151 715 866 C $2.95 125 583 708 B $2.95 149 667 816 C $5.30 128 679 807 C $295 134 579 713 B 1600 -1700 $2.95 117 683 800 B $2.95 103 610 713 B $2.95 113 654 767 B $295 136 639 775 B $295 84 581 665 B 1700 - 1800 $2.95 151 640 791 B $2.95 105 581 686 B $2.95 119 551 670 B $295 102 511 613 B $295 88 428 516 B 1800-1900 $2.95 136 507 643 B $2.95 111 541 652 B $2.95 119 550 669 B $295 110 488 598 B $295 113 351 464 B 1900 -2000 $2.95 97 311 408 B $2.95 86 271 357 A $2.95 108 363 471 B $295 142 438 580 B $295 87 243 330 A Monday 03/16/20 Tuesday 03/17/20 Wednesday 03/18/20 Thursday 03/19/20 Friday 03/20/20 PM Time Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SOV Vol. LOS Price HOV SW Vol. LOS 1400-1500 $295 97 546 643 B $5.30 79 451 530 B $5.30 80 379 459 B $5.30 89 425 514 B $5.30 65 377 442 B 1500-1600 $5.30 106 639 745 B $2.95 103 560 663 B $2.95 96 495 591 B $5.30 106 547 653 B $295 73 354 427 B 1600 -1700 $295 84 569 653 B $2.95 87 542 629 B $2.95 88 507 595 B $295 74 415 489 B $295 50 296 346 A 1700 - 1800 $295 64 529 593 B $2.95 67 423 490 B $2.95 63 363 426 B $295 50 340 390 A $295 52 241 293 A 1800 - 1900 $295 68 344 412 B $2.95 70 277 347 A $2.95 50 243 293 A $295 43 192 235 A $295 33 168 201 A 1900 -2000 $295 38 175 213 A $2.95 33 180 213 A $2.95 28 133 161 A $295 38 119 157 A $295 27 103 130 A Monday 03/23/20 Tuesday 03/24/20 Wednesday 03/25/20 Thursday 03/26/20 Friday 03/27/20 PM Time Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SOV Vol. LOS Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS 1400 -1500 $2.95 51 263 314 A $2.95 65 357 422 B $295 0 0 0 A $2.95 66 282 348 A 5295 63 317 380 A 1500 -1600 $2.95 57 347 404 B $2.95 71 357 428 B $2.95 0 0 0 A $295 60 450 510 B $2.95 65 352 417 B 1600 -1700 $2.95 34 278 312 A $2.95 40 304 344 A $2.95 0 0 0 A $2.95 43 377 420 B $2.95 42 279 321 A 1700 -1800 $2.95 25 230 255 A $2.95 29 190 219 A $2.95 0 0 0 A $2.95 23 183 206 A $2.95 47 204 251 A 1800 -1900 $2.95 24 88 112 A $2.95 24 114 138 A $2.95 0 0 0 A $2.95 27 116 143 A 62.95 33 120 153 A 1900 - 2000 $2.95 21 70 91 A $2.95 15 66 81 A $2.95 7 22 29 A $2.95 14 62 76 A $2.95 25 72 97 A Monday 03/30/20 Tuesday 03/31/20 Wednesday 04/01/20 Thursday 04/02/20 Friday 04/03/20 PM Time Rice HOV SW Vol. LCS Price HOV SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SW Vol. LOS 1400 -1500 $2.95 64 248 312 A $2.95 57 302 359 A 1500 -1600 $2.95 73 394 467 B $2.95 78 382 460 B 1600 -1700 $2.95 49 310 359 A $2.95 44 308 352 A 1700 -1800 $2.95 28 204 232 A $2.95 28 222 250 A 1800 -1900 $2.95 27 101 128 A $2.95 30 106 136 A 1900 - 2000 $2.95 16 64 80 A $2.95 11 63 74 A Express A Lanes 14 520 RCTC WESTBOUND PEAK -HOUR VOLUMES Westbound AM Peak - McKinley to County Line Monday 03/02/20 Tuesday 03/03/20 Wednesday 03/04/20 Thursday 03/05/20 Friday 03/06/20 AM Time Price HOV SW Vol. LOS Rice HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Rice HCN SOV Vol. LOS 0400 -0500 $10.80 361 1226 1,587 F $10.80 364 1083 1,447 F $10.80 365 10E2 1,447 F $10.50 420 1,095 1,515 F $5.30 349 701 1,050 D 0500-0600 $23.25 486 936 1,422 F $22.80 542 879 1,421 F $19.75 467 767 1,234 E $17.50 518 1,057 1,575 F $1220 468 997 1,465 F 0600 -0700 $19.55 362 1094 1,456 F $17.45 332 878 1,210 E $19.40 384 1196 1,580 F $19.40 434 850 1,284 E $11.45 460 1,159 1,619 F 0700 -0800 $16.35 296 1314 1,610 F $16.35 347 1328 1,675 F $17.10 311 1341 1,652 F $15.30 411 1,279 1,690 F '`.30 359 1,075 1,434 F 0800 -0900 $11.15 165 1316 1,481 F $11.45 199 1397 1,596 F $11.45 185 1555 1,740 F $1220 210 1,367 1,577 F $800 170 1,013 1,183 D 0900 -1000 $6.95 135 1,006 1,141 D .00 158 1139 1,297 E $8.00 158 1069 1,227 E v.00 169 1,108 1,277 E $5.30 132 764 896 C Monday 03/09/20 Tuesday 03/10/20 Wednesday 03/11/20 Thursday 03/12/20 Friday 03/13/20 AM lime Rice HW SW Vol. LOS Rice HOV SW Vol. LOS Rice HOV SOV Vol. LOS Rice HOV SW Vol. LOS Rice HCN SOV Vol. LOS 0400 - 0500 $10.80 404 1,014 1,418 F $10.80 344 850 1,194 D $10.80 352 937 1,289 E $10.50 356 958 1,314 E $5.30 235 521 756 B 0500 -0600 $23.25 508 971 1,479 F $22.80 488 840 1,328 E $19.75 463 698 1,161 D $17.50 473 1,011 1,484 F $12.20 304 730 1,034 D 0600 - 0700 $19.55 394 911 1,305 E $17.45 333 736 1,069 D $19.40 408 955 1,363 F $19.40 384 677 1,061 D $11.45 307 903 1,210 E 0700 - 0800 $16.35 337 1,209 1,546 F $16.35 350 1,032 1,382 F $17.10 371 1,172 1,543 F $15.30 353 1,156 1,509 F $9.30 281 1,005 1,286 E 0800-0900 $11.15 199 1,447 1,646 F $11.45 204 1,307 1,511 F $11.45 217 1,187 1,404 F $1220 205 1,172 1,377 F $8.00 109 909 1,018 D 0900-1000 $6.95 171 969 1,140 D $9.00 139 1,139 1,278 E $8.00 143 807 950 C $9.00 125 924 1,049 D $5.30 87 548 635 B Monday 03/16/20 Tuesday 03/17/20 Wednesday 03/18/20 Thursday 03/19/20 Friday 03/20/20 AM Time Rice HOV SW Vol. LOS Rice HOV SOV Vol. LOS Price HCN SOV Vol. LOS Rice HOV SOV Vol. LC6 Price HOV SW Vol. LOS 0400 -0500 $10.80 303 786 1,089 D $10.80 248 711 959 C $10.80 254 678 932 C $10.50 221 554 775 B $5.30 157 330 487 B 0500 -0600 $23.25 385 761 1,146 D $22.80 419 708 1,127 D $19.75 318 559 877 C $17.50 245 556 801 C $1220 184 528 712 B 0600 -0700 $19.55 201 727 928 C $17.45 223 812 1,035 D $19.40 205 653 858 C $19.40 141 370 511 B $11.45 144 484 628 B 0700 -0800 $16.35 172 872 1,044 D $16.35 136 769 905 C $17.10 142 557 699 B $15.30 99 461 560 B .30 72 403 475 B 0800 -0900 $11.15 109 731 840 C $11.45 84 578 662 B $11.45 67 450 517 B $1220 42 378 420 B $8.00 35 327 362 A 0900 -1000 $6.95 87 478 565 B $9.00 78 420 496 B $8.00 65 344 409 B $9.00 70 277 347 A $5.30 43 231 274 A Monday 03/23/20 Tuesday 03/24/20 Wednesday 03/25/20 Thursday 03/26/20 Friday 03/27/20 AM Time Rice HOV SON Vol. LOS Rice HOV SOV Vol. LOS Rice HOV SOV Vol. LOS Price HOV SW Vol. LOB Rice HOV SOV Vol. LOS 0400-0500 $6.95 183 276 459 B $6.95 162 286 448 B $6.95 153 289 442 B $6.95 148 236 384 A $4.20 128 201 329 A 0500 -0600 $6.95 193 609 802 C $6.95 246 695 941 C $6.95 202 594 796 B $6.95 207 584 791 B $4.20 156 537 693 B 0600-0700 $6.95 103 405 508 B $6.95 88 320 408 B $6.95 104 399 503 B $6.95 86 395 481 B $4.20 109 389 498 B 0700-0800 $6.95 68 409 477 B $6.95 61 344 405 B $6.95 57 306 363 A $6.951 64 334 398 A $4.20 61 318 379 A 0800 - 0903 $6.95 36 261 297 A $6.95 30 200 230 A $6.95 39 218 257 A $6.95 40 222 262 A $4.20 21 206 227 A 0900-1000 $6.95 44 175 219 A $6.95 32 199 231 A $6.95 34 176 210 A $6.95 33 184 217 A $4.20 32 176 208 A Monday 03/30/20 Tuesday 03/31/20 Wednesday 04/01/20 Thursday 04/02/20 Friday 04/03/20 AM Time Rice HOV SOV Vol. LOS Rice HOV SON Vol. LOS Rice HOV SW Vol. LOS Rice HOV SOV Vol. LOS Rice HOV SOV Vol. LOS 0400-0500 $6.95 119 273 392 A $6.95 144 238 382 A 0500 -0600 $6.95 212 636 848 C $6.95 229 673 902 C 0600-0700 $6.95 94 424 518 B $6.95 75 340 415 B 0700 - 0800 $6.95 51 314 365 A $6.95 64 308 372 A 0800-0900 $6.95 32 241 273 A $6.95 39 210 249 A 0900-1000 $6.95 37 174 211 A $6.95 20 157 177 A Express A Lanes 15 521 Westbound AM Peak -1-15 North to County Line Monday 03/02/20 Tuesday 03/03/20 Wednesday 03/04/20 Thursday 03/05/20 Friday 03/06/20 AM Time Price HOV SOV Vol. LOS Price HW SW Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS 0400 - 0500 $6.85 200 824 1,024 D $6.85 243 820 1,063 D $5.30 197 815 1,012 D $5.30 258 776 1,034 D $5.30 214 617 831 C 0500-0600 $19.05 310 1154 1,464 F $18.60 364 1007 1,371 E $16.60 328 1177 1,505 F $13.50 353 1,086 1,439 F $6.85 299 1,026 1,325 E 0600 -0700 $19.35 294 1097 1,391 E $18.60 318 1260 1,578 F $20.70 295 1126 1,421 F $15.55 340 1,135 1,475 F $8.85 284 867 1,151 D 0700-0800 $1215 198 1176 1,374 E $14.80 280 1231 1,511 F $13.80 225 1200 1,425 F $1275 250 1,145 1,395 E $6.85 209 947 1,156 D 0800 -0900 $6.85 100 1089 1,189 D $8.85 101 1201 1,302 E $8.85 93 1171 1,264 E $8.85 109 1,108 1,217 E $5.30 103 885 988 C 0900-1000 $5.30 113 815 928 C $5.30 100 942 1,042 D $5.30 110 942 1,052 D $5.30 123 924 1,047 D $295 99 716 815 C Monday 03/09/20 Tuesday 03/10/20 Wednesday 03/11/20 Thursday 03/12/20 Friday 03/13/20 AM Time Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HOV SW Vol. LC6 Price HOV SOV Vol. 0400-0500 $6.85 250 773 1,023 D $6.85 218 571 789 B $5.30 236 653 889 C $5.30 241 619 860 C $5.30 145 509 654 B 0500 -0600 $19.05 357 1,035 1,392 E $18.60 346 878 1,224 E $16.60 339 995 1,334 E $13.50 327 965 1,292 E $6.85 209 807 1,016 D 0600 - 0700 $19.35 315 809 1,124 D $18.60 305 959 1,264 E $20.70 312 912 1,224 E $15.55 292 906 1,198 D $8.85 207 714 921 C 0700-0800 $12.15 221 1,048 1,269 E $14.80 247 995 1,242 E $1380 230 1,078 1,308 E $1275 212 982 1,194 D $6.85 146 879 1,025 D 0800-0900 $6.85 123 1,100 1,223 E $3.85 117 1,142 1,259 E $8.85 133 1,006 1,139 D $8.85 106 962 1,068 D $5.30 60 730 790 B 0900-1000 $5.30 94 870 964 C $5.30 110 1,018 1,128 D $5.30 100 840 940 C $5.30 102 903 1,005 D $295 72 479 551 B AM Time Monday 03/16/20 Tuesday 03/17/20 Wednesday 03/18/20 Thursday 03/19/20 Friday 03/20/20 Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS 0400 -0500 $6.85 176 613 789 B $6.85 163 549 712 B $5.30 141 465 606 B $5.30 116 424 540 B $5.30 82 320 402 B 0500-0600 $19.05 247 893 1,140 D $18.60 227 742 969 C $16.60 198 688 886 C $13.50 171 616 787 B $6.85 112 484 596 B 0600-0700 $19.35 158 797 955 C $18.60 156 859 1,015 D $20.70 130 563 693 B $15.55 89 468 557 B $8.85 85 414 499 B 0700-0800 $1215 86 713 799 B $14.80 59 601 660 B $13.80 56 492 548 B $1275 46 388 434 B $6.85 41 304 345 A 0800-0900 $6.85 43 628 671 B $8.85 45 507 552 B 88.85 32 402 434 B $8.85 25 342 367 A $5.30 28 293 321 A 0900 -1000 $5.30 63 461 524 B $5.30 60 374 434 B $5.30 51 337 388 A $5.30 40 282 322 A $2.95 33 247 280 A Monday 03/23/20 Tuesday 03/24/20 Wednesday 03/25/20 Thursday 03/26/20 Friday 03/27/20 AM Time Price HOV SW Vol. LOS Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HOV SW Vol. LOS 0400-0500 $5.30 104 302 406 B $5.30 99 287 386 A $5.30 84 276 360 A $5.30 91 257 348 A $2.95 61 244 305 A 0500 - 0600 $5.30 150 481 631 B $5.30 124 504 628 B $5.30 127 519 646 B $5.30 1 112 454 566 B $295 92 415 507 B 0600-0700 $5.30 81 472 553 B $5.30 68 419 487 B $5.30 62 376 438 B $5.30 63 413 476 B $295 57 392 449 B 0700-0800 $5.30 48 327 375 A $5.30 36 293 329 A $5.30 27 280 307 A $5.30 24 292 316 A $295 15 258 273 A 0800 -0900 $5.30 21 250 271 A $5.30 21 276 297 A $5.30 15 228 243 A $5.30 23 225 248 A $295 21 230 251 A 0900-1000 $5.30 26 178 204 A $5.30 25 167 192 A $5.30 24 179 203 A $5.30 27 144 171 A $295 31 151 182 A Monday 03/30/20 Tuesday 03/31/20 Wednesday 04/01/20 Thursday 04/02/20 Friday 04/03/20 AM Time Price HOV SOV Vol. LOS Price HOV SOV Vol. LOS Price HOV SW Vol. LOS Price HOV SW Vol. LOS Price HOV SOV Vol. LOS 0400 - 0500 $5.30 75 265 340 A $5.30 71 228 299 A 0500-0600 $5.30 95 487 582 B $5.30 118 471 589 B 0600 - 0700 $5.30 45 404 449 B $5.30 53 367 420 B 0700 - 0800 $5.30 22 280 302 A $5.30 28 285 313 A 0800 - 0900 $5.30 17 214 231 A $5.30 19 232 251 A 0900 -1000 $5.30 19 145 164 A $5.30 20 149 169 A Express A Lanes i6 522 RCTC OPERATIONAL HIGHLIGHTS On -road Operations RCTC Freeway Service Patrol (FSP) responded to 62 calls during the month of March. Of those calls, 41 were to assist disabled vehicles, 11 calls to remove debris and 10 were in response to accidents in the Express Lanes. &Express Lanes 17 523 FINANCIAL HIGHLIGHTS RCTC RCTC 91 Express Lanes Operating Statement YTD as of : 3/31/2020 YTD Variance Description Actual' Budget Dollar $ Percent (%) Operating revenues: Toll Revenue r$ 44,671,968.46 '$ 46,440,600.00 $ (1,768,631.54) (3 8) Fee Revenue 6,348,890.05 " 3,960,225.00 2,388,665.05 60.3 Total operating revenues 51,020,858.51 50,400,825.00 620,033.51 1.2 Operating expenses: Salaries and Benefits 577,052.79 1,015,050.00 437,997.21 43.2 Legal Services 159,217.52 I 262,500.00 103,282.48 39.3 Advisory Services 46,070.58 56,250.00 10,179.42 18.1 Audit and Accounting Fees 46,000.00 35,250.00 (10,750.00) (30.5) Service Fees 2,706.21 19,500.00 16,793.79 86.1 Other Professional Services 276,118.79 1,859,625.00 1,583,506.21 85.2 Lease Expense 159,300.79 192,375.00 33,074.21 17.2 Operations 2,246,970.13 2,721,375.00 474,404.87 17.4 Utilities 29,048.52 46,875.00 17,826.48 38.0 Supplies and Materials 123.62 3,750.00 3,626.38 96.7 Membership and Subscription Fees 20,306.75 18,750.00 (1,556.75) (8.3) Office Equipment & Fumiture (Non -Capital) 747.12 3,750.00 3,002.88 80.1 Maintenance/Repairs 121,708.55 262,350.00 140,641.45 53.6 Training Seminars and Conferences 1,125.00 3,375.00 2,250.00 66.7 Transportation Expenses 2,724.33 5,625.00 2,900.67 51.6 Lodging 2,455.52 5,250.00 2,794.48 53.2 Meals 1,088.56 750.00 (338.56) (45.1) Other Staff Expenses 524.65 750.00 225.35 30.0 Adwrtising 6,776.63 142,500.00 135,723.37 95.2 Program Management 78,546.84 - (78,546.84) N/A Program Operations 5,630,439.23 8,745,150.00 3,114,710.77 35.6 Litigation Settlement - 7,500.00 7,500.00 100.0 Fumiture & Equipment 340,518.76 562,500.00 221,981.24 39.5 Improvements 16,032.27 12,075.00 (3,957.27) (32.8) Depreciation 5,391,972.02 # - (5,391,972.02) N/A Bad Debt Expense 11.03 - (11.03) N/A Total operating expenses 15,157,586.21 15,982,875.00 825,288.79 5.2 Operating income (loss) 35,863,272.30 34,417,950.00 1,445,322.30 4.2 Nonoperating revenues (expenses): Interest Revenue 2,228,813.71 1,004,250.00 1,224,563.71 F (121.9) Other Miscellaneous Revenue (855.99) - (855.99) N/A Interest Expense (19,799,515.75) # (5,339,925.00) (14,459,590.75) 270.8 Total nonoperating revenues (expenses) (21,674,553.90) (4,335,675.00) (17,338,878.90) (399.9) Transfers In - - - N/A Transfers Out (1,599,475.16) (2,294,625.00) 695,149.84 (30.3) Net income (loss)I $ 12,589,243.24 I $ 27,787,650.00 I $ (15,198,406.76)1 (54.7) Unaudited 2 Depreciation is not a budgeted expense Amount includes accrued compounded interest for the 91 Project Transportation Infrastructure Finance and Innovation Act (TIFIA) loan and accreted interest on the 2013 Toll Revenue Bonds Series B (capital appreciation). $10.8 million of the $14.3 million interest cost w ill not be paid in the current year and therefore not included in the FY 2019/20 budget & Express A Lanes 1s 524 JOINT AGENCY TRIP AND REVENUE STATISTICS MULTI AGENCY TRIP AND REVENUE STATISTICS MONTH ENDING March 31, 2020 MTD Transactions by Agency Transactions Using Both Segments %Using Both Segments Revenue Westbound OCTA 438,123 293,387 67% $ 1,179,082 RCTC 448,814 293,387 65% $ 2,462,410 1-15 196,654 129,559 66% $ 1,039,602 McKinley 252,160 163,828 65% $ 1,422,808 Eastbound OCTA 467,277 258,672 55% $ 1,736,980 RCTC 359,713 258,672 72% $ 1,193,793 1-15 135,926 104,168 77% $ 323,361 McKinley 223,787 154,504 69% $ 870,432 JOINT AGENCY TRAFFIC STATISTICS 600,000 500,000 400,000 300,000 200,000 100,000 Joint Agency Traffic Statistics 67% 65% 55% 72% OCTA RCTC OCTA RCTC Westbound Eastbound OCTA Transactions RCTC Transactions % of OCTA Transactions Using Both Segments % of RCTC Transactions Using Both Segments Express A Lanes 525 JOINT AGENCY PERFORMANCE MEASURES REPORTING REQUIRFNENT CUSTOIhER SERVICE CsII Waft Time Repel =riid PERFORMANCE STANDARD Mar-20 Performance wcalk Abandon Rate kl oil Hy Customer Satisfaction kl areFly Not to exceed 2 rmutes 1:29 No more than 4.0% 2.7% At least 75 outbound calls 77 VIOLATION PROCESSING Response Time CUSA Violation Collection Rate CUSA Violation Collection Rate TRAFFIC OPERATIONS Wi ii F 2 busness days of receipt 70% or more 74% or more n itial & Secondary Reviews Plate Misread Errors CAS Response Time kl Dai Hy k1 aii Hy Equal to or less than 15 days Equal to or less than 0.4% 62% 0.7 0.01 % klariHy 0:20 (minutes) per call 0:10 ACCOUNTING 0CTA Exceptions RCTC Exceptions tr No more than 3 No more than 3 INFORMATION TECHNOLOGY Flack -office System Uptime Network Uptime tr uoaNy klariHy 0 0 99% Availability 99% Avails bitty 99.86% CUSA =Co borne USA; CAS=UCTACustamerAssistance Speciarrsts P late hf isread Errs r pesfornhance is curent after a Q4dayho Hick period thereto re. percentage reported here is far 2 months prior to the month o fth is report. JOINT AGENCY TRANSPONDER DISTRIBUTION T2i TRANSPONDERI]ISTRIBUTION March-20 1 February-20 Tait I%of Total l Tags I%of Total FY 2019-20 Average To -Date Issued To New Accounts Additional Tags to Existsg Accounts Replacement Transponders Total Issued 1,017 91.2% 3.5% 82 5.3% 102 813 77.4% 10.1% 12.5% 1183 52.2% 636 28.1% 447 19.7% 2,267 Returned Account Closures 164 3.0% 335 18.2% Accounts Downs¢ng 244 4.4% Defective Transponders Total Returned 270 5,121 92.6% 1,235 5,529 1,319 14.7% 24_1% 67.1% 178 10.1% 1,152 152 65.8% Express A Lanes 20 526 At the end of March 2020, the 91 Express Lanes had 149,843 active customer accounts and 295,675 transponders classified as Assigned. 160,000 140,000 120,000 100,000 80,000 60,000 - 40,000 - 20,000 - Number of Accounts by Fiscal Year As of March 31, 2020 114,556 114,138 112,584 112,473 112,929 113,672 119,782 116,813 0 °� ti ti ti ,Lo titi ti� to y o,l; oti�'y ti Fiscal Year 148,054 149,843 140,694 130,048 tiA tiw ti°' �° °yam °y,'A, °yam °y�, Incoming Email Activity During March, the Anaheim Processing Center received 3,854 emails. Operational Activity Amid concerns about the spread of COVID-19 and following the governor's guidance to help reduce its spread, the 91 Express Lanes Customer Walk -In Center was closed in March and will remain so until further notice. Operational activities in the Anaheim and Corona locations continued to function with a combination of remote workers and core staff located at the facilities. Core essential functions include aiding stranded motorists, providing incident management services and dispatching emergency vehicles through the traffic operations center. The call center remains open to respond to customer service and violation calls. Express A Lanes 21 527 AGENDA ITEM 7L RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Sheldon Peterson, Rail Manager Lorelle Moe -Luna, Multimodal Services Director THROUGH: Anne Mayer, Executive Director SUBJECT: Approval of Metrolink Operating Subsidy for First Quarter of Fiscal Year 2020/21 and Related Memorandum of Understanding STAFF RECOMMENDATION: This item is for the Commission to: 1) Receive and file a report on the Commission's portion of the FY 2020/21 Southern California Regional Rail Authority (SCRRA) operating budget; 2) Approve the initial FY 2020/21 SCRRA operating budget, which results in an operating subsidy of $4,533,566 from the Commission; and 3) Authorize the Executive Director to finalize and execute Memorandum of Understanding (MOU) No. 20-25-091-00 with SCRRA regarding annual funding, including subrecipient matters related to pass -through of federal funding. 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, 2020. However, due to the dramatic disruption of the current COVID-19 pandemic, the SCRRA Board approved moving forward with a continuing resolution for three months to maintain the current funding levels for the first quarter of FY 2019/20 to be applied for FY 2020/21. SCRRA has provided the Commission with an estimate for the three-month continuing resolution with a financial request of $4,533,566 for this initial period. SCRRA stated that the formal FY 2020/21 annual budget is anticipated to be presented to the member agencies by August 1, 2020 with consideration and adoption by September 30, 2020. Staff will return to the Commission with the annual operating and capital budget for FY 2020/21 over the summer. This will be an abbreviated report and additional details will be provided during the follow up item in September. 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 Agenda Item 7L 528 separate Commission action to adopt the budget is required. The overall amount the Commission will provide to SCRRA is a combination of the following: Subsidy Type Amount Operating subsidy (Initial Quarter) Rehabilitation capital expenditure subsidy $4,533,566 TBD New capital subsidy TBD Total $4,533,566 The remainder of this staff report will provide the details that comprise the budget. Fiscal Year 2019/20 Metrolink Review The following is a review of Metrolink's FY 2019/20 activities: • Celebrated its 27th year of operations; • Completed the fourth year of operations for the 91/Perris Valley Line — a 24-mile extension of the 91 Line that connects the Perris Valley area and Riverside; • Prior to the impact of the pandemic ridership was growing; however, due to the stay at home orders in March 2020, ridership significantly dropped; • Train schedules were reduced 30% during this period; however, key peak period trains were maintained as they are serving essential workers in medical and law enforcement fields in the region; • Federal Transit Administration Coronavirus Aid, Relief, and Economic Security Act funding grants have been made available to Metrolink through the member agencies to address the sharp decrease in revenue associated with the pandemic and will be used for operating assistance in FY 2019/20 and FY 2020/21; • Enhanced vehicle and station cleaning and sanitation efforts were implemented along with social distancing efforts to address safety concerns; • With reduced demand and service, capital construction efforts intensified to utilize available work windows and equipment availability for rehabilitation efforts; • Received delivery of additional Tier 4 locomotives with the target of all 40 units to be on site by the end of 2020; and • Earlier in the year, Metrolink operated an extremely successful 2019 Festival of Lights special train season, as well as Rams Football trains and Holiday Express Trains. Fiscal Year 2020/21 Looking Forward Looking ahead to FY 2020/21, Metrolink intends to: • Continue to prioritize safety with a new focus on sanitation and social distancing practices; • Develop a recovery plan to reintroduce train service in a smart and appropriate way; and • Establish additional priorities during the upcoming annual budget process. Agenda Item 7L 529 Summary Financial Subsidy Impact to Commission Staff recommends approval of the SCRRA-proposed Commission operating subsidy of $4,533,566, which represents the first quarter of FY 2020/21 to be funded with Local Transportation Funds for operations. The complete funding program for FY 2020/21 will be identified and presented in a future agenda item. In addition to approving the Commission's portion of SCRRA-requested subsidies for FY 2020/21 operation's needs, staff recommends approval of Agreement No. 20-25-091-00 with SCRRA (Attachment 1) regarding annual funding, including subrecipient matters and maintenance of way requirements. Financial Information for SCRRA Budget Subsidy In Fiscal Year Budget: Yes Year: FY 2020/21 Amount: $4,533,566 Source of Funds: LTF Western County rail funds (Operations) Budget Adjustment: No GL/Project Accounting No.: 254199 86101 103 25 86101 Fiscal Procedures Approved: \10,14/4. Date: 05/21/2020 Attachments: Draft Agreement No. 20-25-091-00 for FY 2020/21 SCRRA Funding Agenda Item 7L 530 MEMORANDUM OF UNDERSTANDING NO. 20-25-091-00 BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY FOR FISCAL YEAR 2020-21 ANNUAL FUNDING MOU This memorandum of understanding (MOU) is effective as of this day of 2020, 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) 2020-21 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 a 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 2 Rail program, station maintenance, freight rail agreements and general administrative costs that support SCRRA operations. Page 1 of 16 531 F. RCTC, at its June 10, 2020 meeting, approved RCTC's financial commitments to the SCRRA FY 2020-21 for the initial operating costs as required by the JPA. G. SCRRA's ongoing 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 future meeting, will approve RCTC's financial commitments to the SCRRA FY 2020-21 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") within twenty (20) feet from the center line along all operational tracks within the San Jacinto Subdivision. K. As the Railroad of Record on behalf of RCTC, SCRRA agrees to maintain track, signals, and crossing warning systems on the out of service portion of the San Jacinto Subdivision as needed. SCRRA will post and maintain Emergency Notification Signs (ENS) with Metrolink's emergency telephone number at all crossings on the out of service areas as required by the Federal Railroad Administration (FRA) CFR Title 49 §234. The cost of all ENS signage and maintenance services incurred by SCRRA will be tracked as a separate recollectable project and billed separately to RCTC outside of this MOU. RCTC shall reimburse SCRRA for such costs within 30 days of the invoice date. L. 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"). M. 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 Page 2 of 16 532 Obligation. SCRRA shall invoice BNSF for such costs. RCTC shall work with SCRRA to ensure that SCRRA is reimbursed by BNSF. N. 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 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 the first quarter operating costs in the not -to exceed amount of Three Million, Two Hundred Ninety -One Thousand Seven Hundred and Sixty- Seven dollars ($3,291,767) for rail operations using state, local and federal funds, which will be invoiced to RCTC on a quarterly basis in advance by SCRRA. Future portions of the operating costs will be paid with FTA CMAQ funds for the Perris Valley Line and FTA 5337 Funds for Preventative Maintenance. B. 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. C. Prepare and submit to the FTA, on a timely basis, all required periodic reports and milestone updates. D. Comply with all requirements of the FTA Master Agreement, found at http://www.fta.dot.gov/documents/21-Master.pdf ("Master Agreement"). E. 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. F. 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 Page 3 of 16 533 operations invoices submitted by SCRRA pursuant to Section III.A and are part of the BUDGET allocated not -to -exceed amount set forth therein as listed in Exhibit A. G. 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 if there is no potential to foul the tracks but shall properly ensure that contractors have safety training for employees. H. 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. 16-25-107-00. RCTC shall invoice SCRRA on a quarterly basis for the direct security and management costs associated with the security of the layover facilities. I. 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). J. 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 Page 4 of 16 534 reconcile its billings for any over or under -recovery of indirect costs 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 Number 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 16 535 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 rehabilitation/renovation and capital projects, provide a description of services performed during invoice period and included in the invoice; J. For rehabilitation/renovation and capital projects, provide quarterly reports detailing total amount invoiced to date and balance remaining on projects; any significant issues encountered or anticipated; and a breakdown of percent completed and remaining for 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. 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, , 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 expenses. 0. Obtain express written permission from RCTC prior to reallocating any unexpended FY 2020-21 RCTC operating funds. P. Provide quarterly reports to RCTC summarizing FY 2020-21 actual data versus budget, to assist in the measurement of performance metrics. 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 2020-21 on or prior to June 30, 2021 for budgeted Page 6 of 16 536 or adjusted budget operating expenses and a final invoice after reconciliation of operating expenses by March 31, 2022, and (ii) final invoices for rehabilitation/renovation and new capital projects shall be provided as soon as possible, in accordance with FTA guidelines f 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. 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. Page 7 of 16 537 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. 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. 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 Four Million, Five Hundred Thirty -Three Thousand Five Hundred and Sixty -Six dollars ($4,533,566)). 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 Page 8 of 16 538 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 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). Page 9 of 16 539 E. Comply with the terms and conditions for close-out of subawards. RCTC shall have the right to reproduce any such books, records, and accounts. If the FTA determines that any FTA funds paid to SCRRA 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 the cost of the activity that is not in compliance; 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. Page 10 of 16 540 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. 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. 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. Page 11 of 16 541 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 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. Page 12 of 16 542 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 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. 0. 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 13 of 16 543 SIGNATURE PAGE TO MOU No. 20-25-091-00 IN WITNESS WHEREOF, the PARTIES hereto have caused this MOU No. 20-25-091-00 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 14 of 16 544 EXHIBIT A-SCRRA BUDGET RCTC's shares of SCRRA's FY 2020-21 Budget, as approved by the SCRRA Board of Directors in May 2020, are shown below: Operating Budget: RCTC Share $ 4,533,566 Net Subsidy $4,533,566 Capital Budget: RCTC Share $ TBD Total $ TBD . 1- Page 15 of 16 545 EXHIBIT B-INSURANCE CERTIFICATES [attached behind this page] Page 16 of 16 546 AGENDA ITEM 7M RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Lorelle Moe -Luna, Multimodal Services Director Eric DeHate, Transit Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Fiscal Year 2020/21 Short Range Transit Plan Updates and Transit Funding Allocations STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve the Fiscal Years 2020/21— FY 2022/23 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 FY 2020/21 — 2024/25 SRTP for the Rail and Vanpool Programs; 2) Approve Fiscal Year 2020/21 Transit Operator Funding Allocations for Banning, Beaumont, Corona, and Riverside; PVVTA; RTA; SunLine; and the Commission's Rail and Vanpool Programs; 3) Adopt Resolution No. 20-010, "Resolution of the Riverside County Transportation Commission to Allocate Local Transit Assistance Funds and State Transit Assistance Funds For the Fiscal Year 2020/2021"; and 4) Direct staff to add the federally funded and regionally significant projects into the Federal Transportation Improvement Program (FTIP). 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 to five years. In Riverside County, there are seven public bus transit operators (Banning, Beaumont, Corona, and Riverside; RTA; SunLine; and PVVTA), and the Commission as a commuter rail and vanpool 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 and coordinate transit services throughout the county. The core components of each agency's SRTP includes the operating and capital plans and project justifications that are utilized as the basis for receiving transit funding. The SRTPs Agenda Item 7M 547 also document each operator's system and route performance data, which provide the basis for the Commission's oversight activities to ensure compliance with the Transportation Development Act (TDA), federal regulations, state law, and Commission -adopted policies and guidelines. COVID-19 Impacts on Transit Since mid -March 2020 when the Governor issued a stay at home order due to COVID-19, transit ridership plummeted 80 to 90 percent in just a few weeks, causing many transit operators to reduce their scheduled services. Transit operators continue to monitor ridership closely and have implemented enhanced safety and sanitization measures for their vehicles, bus stops, and transit centers. While there is still much uncertainty to when schools will reopen and the stay at home order will be lifted, the FY 2020/21 service plans address how scheduled services might return to pre-COVID levels under fiscally conservative economic conditions. For FY 2020/21, it is estimated that countywide ridership (excluding Metrolink data which is unavailable at this time) will reach almost 8.1 million, a decrease of about 42 percent from planned ridership for FY 2019/20 due to COVID-19. The proposed service plans also provide flexibility to ensure that when local and state health provisions are lifted, they can adapt quickly to market changes. SRTP HIGHLIGHTS FOR FY 2020/21 Following are service and capital program highlights for FY 2020/21 by operator. Banning (Attachment 1) Banning provides both Dial -A -Ride and three fixed route services and primarily covers the areas of Banning and Cabazon and provides connections to the Morongo Indian Reservation and Walmart in Beaumont. Banning estimates a total of $1.9 million in operating and $0.6 million in capital assistance needs, a combined increase about 4 percent from FY 2019/20 primarily due to the addition of a Transit Manager position. Planned services and projects for FY 2020/21 include: • Continued reduction of operating hours for Routes 1 and 6 as long as the stay at home orders remain in place; • Rebranding of its transit system (Banning Connect) with marketing to increase ridership and update all stops, materials, and fleet with the new logos; • Deployment of a new data platform in improving system performance, service reliability and real-time passenger information; • Upgrading the existing compressed natural gas (CNG) station; and • Replacement of one fixed route bus. Agenda Item 7M 548 Beaumont (Attachment 2) 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 $3.0 million in operating and $1.3 million in capital assistance needs, a combined decrease of about 27 percent from FY 2019/20 due to a reduction in capital assistance needs. Planned services and projects for FY 2020/21 include: • Continued reduction of services for Commuter Link Route 120/125 and Route 3/4 as long as the stay at home orders remain in place; • Implementation of a free fare promotion for seniors, veterans, and disabled passengers for one year; • Completion of a Comprehensive Operational Analysis (COA), including a fare elasticity analysis; • Redevelopment of the Walmart Transportation Hub for added capacity of buses and passenger amenities; • Construction of a new CNG fueling station; • Design and engineering of the fleet maintenance and operations building; and • Procurement of two electric vehicles for paratransit services. Corona (Attachment 3) Corona operates two fixed routes known as the Corona Cruiser and a Dial -A -Ride program for seniors and persons with disabilities within the city limits and neighboring communities of Coronita, El Cerrito, Home Gardens, and Norco. Corona estimates a total of $2.9 million in operating and $0.5 million in capital assistance needs, a combined increase of about 15 percent from FY 2019/20 primarily due to an increase in materials, marketing and utilities for translation services of various transit documents to comply with Title VI, contracted services expenses for updating the Triennial Disadvantaged Business Enterprise (DBE) Program, and the implementation of a COA. Planned services and projects in FY 2020/21 include: • Fixed route service schedule adjustments for better connections, particularly for morning peak service; • Implementation of a free fare program for special events and programs such as Bike to Work Day, Dump the Pump Day, Fixed Route Training Program, and Summer Student Program; • Improving Dial -A -Ride services by reviewing the feasibility of establishing an Americans with Disabilities Act (ADA) subscription services policy; • Working with the City's contract transportation operator to improve on -time performance, bus maintenance and cleanliness, and maintenance of bus stops; • Procuring services to conduct a COA to identify strengths as well as opportunities for service improvements; Agenda Item 7M 549 " P r o c u r i n g s e r v i c e s f o r q u a r t e r l y i n s p e c t i o n o f b u s e s t o e n s u r e s t a t e o f g o o d r e p a i r ; " P r o c u r i n g s e r v i c e s t o u p d a t e t h e T r i e n n i a l D B E P r o g r a m f o r F Y 2 0 2 2 / 2 3 ; a n d " I m p l e m e n t a t i o n o f m a n y n e e d e d c a p i t a l p r o j e c t s s u c h a s t h e I n t e l l i g e n t T r a n s p o r t a t i o n S y s t e m , B u s S t o p I m p r o v e m e n t P r o j e c t , p u r c h a s e o f a n A D A a c c e s s i b l e v a n , i m p l e m e n t a t i o n o f a D i g i t a l M o b i l e L a n d C o m m u n i c a t i o n S y s t e m , i n s t a l l a t i o n o f a c a n o p y / r o o f s t r u c t u r e f o r t h e b u s p a r k i n g a r e a , a n d r o u t e d e v e l o p m e n t b u s e s . C i t y o f R i v e r s i d e S p e c i a l S e r v i c e s ( A t t a c h m e n t 4 ) R i v e r s i d e S p e c i a l S e r v i c e s ( R S S ) o p e r a t e s a 2 4 - h o u r a d v a n c e r e s e r v a t i o n D i a l - A - R i d e f o r s e n i o r s a n d p e r s o n s w i t h d i s a b i l i t i e s w i t h i n t h e R i v e r s i d e c i t y l i m i t s . R S S s e r v e s a s t h e p r i m a r y p a r a t r a n s i t p r o v i d e r f o r t h o s e e l i g i b l e w i t h i n t h e c i t y o f R i v e r s i d e . R S S d i f f e r s f r o m R T A ' s D i a l - A - R i d e b y p r o v i d i n g s e r v i c e o n l y w i t h i n R i v e r s i d e c i t y l i m i t s a n d s e r v e s s e n i o r s 6 0 y e a r s a n d o l d e r , a s c o m p a r e d t o R T A ' s D i a l - A - R i d e w h i c h s e r v e s s e n i o r s 6 5 y e a r s a n d o l d e r . R S S e s t i m a t e s a t o t a l o f $ 5 . 4 m i l l i o n i n o p e r a t i n g a n d $ 0 . 6 m i l l i o n i n c a p i t a l a s s i s t a n c e n e e d s , a c o m b i n e d i n c r e a s e o f a b o u t 1 7 p e r c e n t f r o m F Y 2 0 1 9 / 2 0 p r i m a r i l y d u e t o c a p i t a l p r o j e c t s s u c h a s v e h i c l e r e p l a c e m e n t s a n d e q u i p m e n t u p g r a d e s t o i m p r o v e o p e r a t i o n a l e f f i c i e n c i e s . P l a n n e d s e r v i c e s a n d p r o j e c t s f o r F Y 2 0 2 0 / 2 1 i n c l u d e : " I m p l e m e n t a t i o n o f e l e c t r o n i c f a r e c o l l e c t i o n a n d o n l i n e r e s e r v a t i o n s ; " P r o c u r e m e n t o f a c o n s u l t a n t t o a s s i s t i n a s t r a t e g i c p l a n n i n g p r o c e s s ; " R e p l a c e m e n t o f t h r e e C N G m i n i - b u s e s t h a t h a v e m e t t h e i r u s e f u l l i f e ; " U p g r a d i n g c o m p u t e r s o f t w a r e ; a n d " R e n o v a t i o n o f t h e d i s p a t c h o f f i c e a r e a . P V V T A ( A t t a c h m e n t 5 ) P V V T A p r o v i d e s s i x f i x e d r o u t e / d e v i a t e d f i x e d r o u t e s s e r v i c e s k n o w n a s " D e s e r t R o a d r u n n e r , " A D A p a r a t r a n s i t s e r v i c e , a n d a t r a n s p o r t a t i o n r e i m b u r s e m e n t p r o g r a m f o r i n d i v i d u a l s w h o a r e u n a b l e t o a c c e s s f i x e d r o u t e s e r v i c e s . T h e f i x e d r o u t e s e r v i c e c a n d e v i a t e u p t o t h r e e - q u a r t e r s o f a m i l e a w a y f r o m t h e a c t u a l f i x e d r o u t e . S e r v i c e i s p r o v i d e d w i t h i n t h e c i t y o f B l y t h e a n d s u r r o u n d i n g u n i n c o r p o r a t e d a r e a s i n t h e P a l o V e r d e V a l l e y . P V V T A e s t i m a t e s a t o t a l o f $ 1 . 7 m i l l i o n i n o p e r a t i n g a n d $ 0 . 4 m i l l i o n i n c a p i t a l a s s i s t a n c e n e e d s , a c o m b i n e d i n c r e a s e o f a b o u t 1 0 p e r c e n t f r o m F Y 2 0 1 9 / 2 0 . T h i s i s d u e t o e x p a n d i n g t h e B l y t h e W e l l n e s s E x p r e s s t o a t h r e e - d a y a w e e k s e r v i c e a n d t h e r e p l a c e m e n t o f a f i x e d r o u t e b u s . P l a n n e d s e r v i c e s a n d p r o j e c t s f o r F Y 2 0 2 0 / 2 1 i n c l u d e : " C o n t i n u e d r e d u c t i o n o f o p e r a t i n g h o u r s f o r R o u t e s 1 a n d 2 i n r e s p o n s e t o t h e o n g o i n g C O V I D - 1 9 p a n d e m i c ; " I n c r e a s i n g s e r v i c e o n t h e B l y t h e W e l l n e s s E x p r e s s t o t h r e e d a y s a w e e k ; " U p g r a d i n g o f c o m p u t e r s o f t w a r e ; " R e p l a c e m e n t o f a f i x e d r o u t e b u s ; a n d " E n c o u r a g i n g n e w r i d e r s h i p t h r o u g h t a r g e t e d m a r k e t i n g c a m p a i g n s . A g e n d a I t e m 7 M 5 5 0 RTA (Attachment 6) RTA operates 36 local, intercity, and regional fixed routes; nine CommuterLink express routes; and Dial -A -Ride services. RTA is also the Consolidated Transportation Service Agency (CTSA) for Western Riverside County and 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 $82.4 million in operating and $2.6 million in capital assistance needs, a combined decrease of about 37 percent from FY 2019/20. This is attributable to significant reductions in service and expected Dial -A -Ride demand and not programming capital funding for the partial replacements of the heavy-duty CNG fleet, the contracted fixed route fleet, and the Dial -A -Ride fleet. Planned services and projects for FY 2020/21 include: • Continued Sunday -level and modified CommuterLink services as needed during the COVID-19 pandemic; • Discontinuation of Routes 26 and 210 in September 2020; • Elimination of various unproductive trips and schedule modifications to create a stronger, more efficient system; • Completion of the Zero Emission Bus (ZEB) Analysis; • Conducting a Route Reconstruction Study that aligns with post-COVID landscape, ZEB requirements, and new funding environment; and • Reprogramming of funding from the cancelled UCR Mobility Hub to the Canyon Crest Turnout project, Associated Transit Improvements, and replacement of non -revenue vehicles resulting in a net zero change. SunLine (Attachment 7) SunLine operates 15 local and regional fixed routes; one express route known as "Commuter Link"; demand response service branded as "SunDial"; and a vanpool program branded as "SolVan". SunLine is also the CTSA for the Coachella Valley and is responsible for coordinating transit services in the Coachella Valley. SunLine estimates a total of $40.1 million in operating and $6.3 million in capital assistance needs, for a combined decrease of about 12 percent from FY 2019/20 due to a reduction in capital programming. Planned services and projects for FY 2020/21 include: • Continued Sunday -level service as needed during the COVID-19 pandemic; • Implementation of initial phases of the transit redesign 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; Agenda Item 7M 551 " E x p a n s i o n o f S u n L i n e p r o p e r t y t o i n c l u d e a s o l a r f a r m ; a n d " I n c r e a s e d r e v e n u e t h r o u g h t h e a d v e r t i s i n g p r o g r a m . R C T C R a i l a n d V a n p o o l P r o g r a m s ( A t t a c h m e n t 8 ) W e s t e r n C o u n t y C o m m u t e r R a i l T h e C o m m i s s i o n i s a m e m b e r a g e n c y o f t h e S o u t h e r n C a l i f o r n i a R e g i o n a l R a i l A u t h o r i t y ( S C R R A ) t h a t o p e r a t e s t h e M e t r o l i n k c o m m u t e r r a i l s y s t e m . O f t h e 5 7 s t a t i o n s o n t h e M e t r o l i n k s y s t e m , t h e C o m m i s s i o n o w n s a n d m a i n t a i n s n i n e s t a t i o n s t h a t a r e l o c a t e d i n W e s t e r n R i v e r s i d e C o u n t y . T h e W e s t e r n C o u n t y C o m m u t e r R a i l p r o g r a m r e f l e c t s t h e C o m m i s s i o n ' s s h a r e o f M e t r o l i n k o p e r a t i n g a n d c a p i t a l s u b s i d i e s , s t a t i o n o p e r a t i o n s a n d m a i n t e n a n c e , r i g h t - o f - w a y m a i n t e n a n c e , a n d p r o g r a m a d m i n i s t r a t i o n a n d s u p p o r t . T o t a l o p e r a t i n g c o s t s a r e e s t i m a t e d a t $ 4 8 . 9 m i l l i o n a n d c a p i t a l o f $ 8 . 8 m i l l i o n , a c o m b i n e d d e c r e a s e o f a b o u t 1 p e r c e n t , p r i m a r i l y d u e t o t h e c a p i t a l p r o g r a m m i n g o f t h e $ 1 4 . 2 m i l l i o n T r a n s i t a n d I n t e r c i t y R a i l C a p i t a l P r o g r a m ( T I R C P ) a w a r d f o r t h e R i v e r s i d e - D o w n t o w n S t a t i o n P r o j e c t f r o m t h e p r i o r y e a r . P l a n n e d s e r v i c e s a n d p r o j e c t s f o r F Y 2 0 2 0 / 2 1 i n c l u d e : " S C R R A w i l l c o n t i n u e o p e r a t i n g w i t h a 3 0 p e r c e n t r e d u c t i o n l e v e l o f s e r v i c e t h r o u g h t h e f i r s t q u a r t e r d u e t o C O V I D - 1 9 a n d w i l l f o c u s i t s e f f o r t s o n m a i n t a i n i n g a n d r e g a i n i n g r i d e r s ; " C o m p l e t i o n o f s t a t i o n r e h a b i l i t a t i o n p r o j e c t s s u c h a s e l e v a t o r r e p l a c e m e n t s , p a v e m e n t r e h a b i l i t a t i o n , s t a t i o n p a i n t i n g , b i k e a n d p e d e s t r i a n i m p r o v e m e n t s , a n d u p g r a d e d l i g h t i n g a n d e l e c t r i c a l ; " I n c r e a s i n g s a f e t y a n d s a n i t i z a t i o n m e a s u r e s a t M e t r o l i n k s t a t i o n s s u c h a s s o c i a l d i s t a n c i n g p l a t f o r m p l a c a r d s f o r w a i t i n g a r e a s , s i g n a g e , h a n d s a n i t i z a t i o n s t a t i o n s , a n d e n h a n c e d d a i l y a n d m o n t h l y d e e p c l e a n i n g r o u t i n e s f o r h i g h t r a f f i c s u r f a c e s s u c h a s h a n d r a i l s , t i c k e t v e n d i n g m a c h i n e s , a n d e l e v a t o r s ; a n d " C o n s t r u c t i o n o f t h e R i v e r s i d e - D o w n t o w n L a y o v e r F a c i l i t y N o r t h E x p a n s i o n p r o j e c t . C o a c h e l l a V a l l e y S a n G o r g o n i o P a s s R a i l C o r r i d o r S e r v i c e T h e p r o p o s e d 2 0 0 - m i l e l o n g r a i l c o r r i d o r s e r v i c e i n C o a c h e l l a V a l l e y w i l l r u n f r o m L o s A n g e l e s t o I n d i o t h r o u g h t h e f o u r S o u t h e r n C a l i f o r n i a c o u n t i e s o f L o s A n g e l e s , O r a n g e , R i v e r s i d e , a n d S a n B e r n a r d i n o t o p r o v i d e a c o n v e n i e n t s c h e d u l e d l i n k t o t h e c o m m u n i t i e s i n t h e f a s t - g r o w i n g C o a c h e l l a V a l l e y a n d B a n n i n g P a s s a r e a s . F i n a n c i a l s u p p o r t f o r p r o j e c t d e v e l o p m e n t w i l l c o m e p r i m a r i l y f r o m f e d e r a l a n d s t a t e g r a n t f u n d s r e c e i v e d a n d m a i n t a i n e d i n t h e C o a c h e l l a V a l l e y R a i l F u n d . M a j o r p l a n n i n g h i g h l i g h t s f o r F Y 2 0 2 0 / 2 1 i n c l u d e t h e p u b l i c r e l e a s e o f a T i e r 1 P r o g r a m - l e v e l E n v i r o n m e n t a l D o c u m e n t a t i o n a n d S e r v i c e D e v e l o p m e n t P l a n . T h e t o t a l c a p i t a l p r o g r a m m i n g r e q u e s t f o r F Y 2 0 2 1 / 2 1 i s $ 0 . 7 m i l l i o n f o r t h e c o m p l e t i o n o f t h i s p l a n n i n g e f f o r t . A g e n d a I t e m 7 M 5 5 2 VanClub The Commission's vanpool program known as VanClub is the newest transit program in the county and was launched in May 2018. VanClub is a valuable transportation alternative option in areas that are hard to serve by transit and supports long-distance commuters by offering a subsidy which reduces the cost of the vanpool lease. The total operating request for FY 2020/21 is $1.9 million, an increase of about 19 percent from FY 2019/20. This is attributable to the transition of a new application and database system, subsidies and incentives to help promote growth post -pandemic which will result in an overall increase in program performance and participation. Planned service enhancements for FY 2020/21 will include: • Transition from a locally provisioned Inland Empire -based rideshare and vanpool system to a regional platform solution which will expand the commuter database and improve ridematching capabilities; • Procurement for a contract with additional leasing vendors to expand VanClub participant vehicle options; • Expanding employer partnerships and new market development with a direct business - to -consumer strategy; and • Continuing efforts to increase the number of leased park and ride spaces. SRTP FINANCIAL OVERVIEW Approximately $210.7 million in total funding is required to support the FY 2020/21 operating and capital requests for the provision of transit services in Riverside County. To implement the SRTPs for FY 2020/21, the programming plan is to utilize available funding of approximately $189.0 million for operating and $21.7 million for capital purposes. Table 1 below provides a comparative overview of the total operating and capital costs from the prior year. Systemwide, this represents a 24 percent decrease compared to FY 2019/20 funding levels. Table 1: FY 2020/21 and FY 2019/20 Operating and Capital Costs Fiscal Year Operating Capital Total 2019/20 $190,473,191 $84,849,413 $275,322,604 2020/21 $189,001,056 $21,725,536 $210,726,592 % Change -0.8% -74.4% -23.5% Table 2 below provides an overview of the operating and capital costs by funding source required to support the County's transit operations. Typically, state funds, primarily Local Transportation Funds (LTF) and State Transit Assistance (STA), make up the largest share of operating and capital funds. However, this year with the passage of the federal Coronavirus Aid, Relief, and Economic Security (CARES) Act, Federal Transit Administration (FTA) funds will make up the majority share of funding. Federal funds will account for about $138.4 million (66 percent) of revenues, followed by state funds totaling about $52.2 million (25 percent), and local revenues representing about $20.1 million (9 percent). Agenda Item 7M 553 Table 2: FY 2020/21 Funding Source Breakdown Fund Type Fund Name Amount Percent of Total Funding Federal FTA CARES $ 95,930,168 45.5% FTA 5307 $ 30, 895, 510 14.7% FTA 5310 $ 418,947 0.2% FTA 5311 $ 1,172, 396 0.6% FTA 5312 $ 37,320 0.0% FTA 5337 $ 4,000,000 1.9% FTA 5339 $ 384,700 0.2% CMAQ $ 5,279,357 2.5% Other Federal Funds $ 255,000 0.1% Federal Subtotal $ 138,373,398 65.7% State LCTOP $ 5,994,635 2.8% LTF $ 36, 000, 783 17.1 SGR $ 4,140,341 2.0% STA $ 6,057,070 2.9% State Subtotal $ 52,192, 829 24.8% Local AB 2766 $ 20,000 0.0% Interest $ 471,000 0.2% Measure A $ 11,515,583 5.5% Other Local Revenues $ 4,237,507 2.0% Passenger Fares $ 3,916,275 1.9% Local Subtotal $ 20,160,365 9.6% Total for Federal, State and Local Funding $ 210,726,592 100% Transit operators may experience potential delays in receiving federal reimbursements. Staff will work with larger operators such as RTA and SunLine to advance as much LTF and Measure A in the first quarter up to the approved amount in this item to address potential cash flow issues. Funding allocations by operator for FY 2020/21 are based on Table 4.0: Summary of Funds Requested in each SRTP. This table is used as the primary basis for allocating operating and capital revenues under the Commission's authority. Future funding needs described in the SRTP beyond FY 2020/21 are solely for projection and planning purposes. Staff has reviewed the transit operators' funding requests for farebox ratio compliance and other eligibility requirements and recommends the approval of the FY 2020/21 SRTP updates (Attachments 1 — 8), funding allocations as summarized in Attachment 9, and subsequent programming of federally -funded and regionally significant projects into the FTIP. In accordance with TDA, allocations to claimants (transit operators) shall be made and take effect by resolution adopted by the regional transportation planning agency. As such, Resolution No. 20-010, "Resolution of the Riverside County Transportation Commission to Allocate Local Transit Agenda Item 7M 554 Assistance Funds and State Transit Assistance Funds for the Fiscal Year 2020/2021" is required for adoption (Attachment 10). Fiscal Impact LTF, STA, State of Good Repair (SGR), and Measure A fund allocations, as well as Rail and Vanpool FTA, Congestion Mitigation and Air Quality (CMAQ), and Low Carbon Transit Operations Program (LCTOP) funds are included in the Commission's proposed FY 2020/21 budget. The various other FTA, CMAQ, LCTOP, and AB 2766 funds, as well as passenger fares and other revenues, received directly by the transit operators are not included in the Commission's budget. Should any funding revenue projections change, or transit operators require additional funds, staff will return to the Commission with amendments as necessary. Financial Information In Fiscal Year Budget: Yes Year: FY 2020/21 Amount: $36,000,783 (LTF) $6,057,070 (STA) $11,515,583 (Measure A) $4,140,341 (SGR) Source of Funds: TDA (LTF and STA); Measure A; and SGR Budget Adjustment: No GLA No • LOCAL TRANSPORTATION FUND Western County Bus STATE TRANSIT ASSISTANCE Western County Bus 002210 86101 601 62 86101 $16,594,828 Western County Rail 002201 86102 241 62 86102 $2,180,172 Coachella Valley Bus 002213 97001 601 62 97001 $7,320,766 Coachella Valley Bus 002202 86102 241 62 86102 $2,968,598 Coachella Valley Rail 002211 86101 601 62 86101 $11,000,000 Palo Verde Valley 002202 97001 241 62 97001 $672,000 Palo Verde Valley 002212 86101 601 62 86101 $1,085,189 002203 86102 241 62 86102 $236,300 MEASURE A Western Commuter Rail Operating STATE OF GOOD REPAIR Western Riverside Bus 265-33-XXXXX $4,160,400 265-24-XXXXX $1,399,300 Coachella Valley Specialized Transit 002221 86102 242 62 86102 $2,486,553 Western Riverside Rail 002224 86102 242 62 86102 $837,037 Coachella Valley Bus 258-26-86101 $5,955,883 002222 86102 242 62 86102 $779,796 Palo Verde Valley 002223 86102 242 62 86102 $36,955 Fiscal Procedures Approved: \I-ttabduataizz Date: 05/22/2020 Attachments: 1) City of Banning, FY 2020/21— FY 2022/23 SRTP 2) City of Beaumont, FY 2020/21— FY 2022/23 SRTP 3) City of Corona, FY 2020/21— FY 2022/23 SRTP Agenda Item 7M 555 4) City of Riverside, FY 2020/21— FY 2022/23 SRTP 5) PVVTA, FY 2020/21— FY 2022/23 SRTP 6) RTA, FY 2020/21— FY 2022/23 SRTP 7) SunLine, FY 2020/21— FY 2022/23 SRTP 8) RCTC, FY 2020/21— FY 2024/25 SRTP 9) FY 2020/21 Transit Operator Funding Allocations 10) Resolution No. 20-010 Agenda Item 7M 556 ATTACHMENT 1 City of Banning Short Range Transit Plan FY 2020/2021 - 2022/2023 �'� BANN/NGCONNfCT TRANSIT SYSTEM City of Banning 99 E. Ramsey Street Banning, CA 92220 951.922.3130 557 City of Banning Short Range Transit Plan TABLE OF CONTENTS 1 System Overview 1.1 Description of Service Area and System Map 3 1.2 Population Profile and Demographic Projections 5 1.3 Description of Services by Mode/Route 6 1.4 Description of Ridership, Revenue Miles/Hours 7 1.5 Current Fare Structure 8 1.6 Revenue Fleet 9 1.7 Existing Facility 11 1.8 Existing Coordination Between Transit Agencies 11 1.9 Reference List of Prior Studies and Plans 11 2 Existing Services and Route Performance 2.1 Description of Key Performance Indicators 12 2.2 SRTP Performance Report 13 2.3 SRTP Service Summary 15 2.4 Service Performance 23 2.5 Productivity Improvement Efforts 29 2.6 Major Trip Generators 29 2.7 Recent Service Changes 29 3 Future Service Plans, Fare Changes, Capital Planning and Marketing 3.1 Planned Service Changes for FY 21-23 30 3.2 Future Marketing Plans, Studies and Promotion 30 3.3 Projected Ridership Growth 31 3.4 Proposed Fare Structure Changes 32 3.5 Capital Improvement Planning 32 4 Financial Planning 4.1 Operating and Capital Budget Narrative 34 4.2 Funding Plans to Support Operating and Capital Program 39 4.3 Regulatory and Compliance Requirements 41 • ADA, DBE, EEO, Title VI • TDA Triennial Audit, FTA Triennial Audit, NTD • Alternative Fueled Vehicles 4.4 Open Projects 43 5 Attachments Attachment No. 1: Interagency Services Agreement 45 558 City of Banning Short Range Transit Plan Chapter 1: System Overview 1.1 — Description of Service Area The City of Banning ("Banning") is strategically located astride Interstate 10 between the Inland Empire and the Coachella Valley in the San Gorgonio Pass. The City, incorporated in 1913, has a rich and colorful history. Initially Banning served as a stagecoach and railroad stop between the Arizona territories and Los Angeles. This history has contributed to the present-day spirit of pioneer resourcefulness and "can do" attitude that is so prevalent in the community. Banning has provided public transportation service since April 1973, which expanded to two routes in September 1985. The current transit system comprises three fixed -route services and a Dial -a -Ride system that is limited to seniors (60 + years of age) and persons with disabilities, including riders certified under the Americans with Disabilities Act (ADA). The newest of the three fixed routes, the Cabazon service, which began in July 1995, extends from Banning east to the unincorporated area of Cabazon. This route was extended in January 2000 to provide a route deviation to serve a remote residential area in eastern Cabazon. The Banning transit system serves several areas, including the commercial and residential areas of Banning and Cabazon, as well as the commercial areas of the Morongo Indian Reservation and limited commercial areas in the City of Beaumont ("Beaumont"). Banning transit services cover approximately 35 square miles in the pass area with routes connecting to regional services. Within the service area, population is mixed with areas of both high and low densities. The current routes have been planned by taking advantage of this knowledge, allowing the system to operate more efficiently. 559 City of Banning Short Range Transit Plan Service Area Map Bogart =aunty Park HIghkand Springs CITY OF BANNING TRANSIT SYSTEM MAP 2i BNG LEGEND Route 1 Route 5 Route 6 Route 5/6 Combo (Wknd Route Only) 23 Morongo Re:,ervnt ion onira ,7d� Raikroad Ave City of Banning Short Range Transit Plan 1.2 — Population Profile and Area Demographics Riverside County covers 7,208 square miles with a population of over 2.4 million people in 2010, per the U.S. Census. The population density for Riverside County is 303.8 people per square mile, largely due to the vast desert areas that are not populated. The City of Banning ("Banning") covers 23 square miles with a population of 31,044 people in 2019, per the Department of Finance El: City/ County Population Estimates, a growth rate of .3% compared to the population in 2018. The population density for Banning is 1,300 per square mile. The racial makeup of the City is as follows: POPULATION ETHNICITY ■ White alone ■ Black or African American alone ■ American Indian & Alaska Native alone ■ Asian alone ■ Two or More Races 41.9 % 3.2 % ■ Hispanic or Latino The six percentages add to more than 100 percent because individuals may report more than one race The average age of the population is the following: • 55+ Years • 40-54 Years • 20-39 Years • Under 19 Years 36.6 % 15.5 % 22.1 % 25.8 % The average age of the population is 45.1 years old. 561 City of Banning Short Range Transit Plan 1.3 Description of Services by Mode/Route Table 1 Fixed Route Description ervice Route 1 Service from Beaumont to Cabazon via the Banning commercial corridor along Ramsey Street. Walmart Shopping Center, Sun Lakes Village, Banning Police Department, Casino Morongo, Cabazon Outlets, Cabazon Community Center, Mid -County Courthouse, Mt San Jacinto College Pass Campus and the San Gorgonio Memorial Hospital. Route 5 Residential areas of Northern Banning, Indian School, Alessandro, Nicolet and Wilson Street to Walmart Shopping Center in Beaumont via downtown Banning Banning Library, Banning High School, Hemmerling Elementary School, Beaver Medical, Walmart, Sun Lakes Village, San Gorgonio Memorial Hospital, DMV and Banning Police Department. Route 6 Residential areas of Southern Banning, Hathaway and Williams Street to Walmart Shopping Center in Beaumont via downtown Banning Mt San Jacinto College Pass Campus, Banning High School, Smith Correctional Facility, DMV, Banning Health Care, Sun Lakes Village, Rio Ranch Dial -A -Ride D Service Site City -Wide Demand Response and Origin -to -Destination shared ride transportation service for seniors age 60 and older and persons who are, due to their functional limitation(s), unable to use accessible fixed route bus service All areas of Banning and limited areas in Beaumont 562 City of Banning Short Range Transit Plan 1.4 — Description of Ridership, Revenue Miles, Revenue Hours Ridership In 2013, a survey was conducted showing the demographics of the Pass Transit riders. The information gathered helped create a visual indication of the use of the system. The racial makeup of the ridership is as follows: RIDER ETHNICITY ■ White/Caucasian • Hispanic , African American • Other • Native American • Asian 4% 2% 1% 47% Furthermore, 86% of respondents stated that they used the system's fixed routes at least three times a week. 59% of the ridership used the bus service for local trips within the Banning/Beaumont/Cabazon area, and 49% use transit to travel outside of the City's service area. For 91 % of ridership, the bus system is their only means of transportation. An unspecified amount of respondents stated that the transit service is readily available in their area, with a majority of riders living within a two -block radius of a bus stop. A substantial amount of users of the system share the commonality of being either underemployed or unemployed, with 88% of riders reporting an annual household income of $20,000 or less and 81 % of respondents reporting a family of two or more. 87% of those completing the survey report English as their primary language while 13% speak Spanish. 563 City of Banning Short Range Transit Plan Revenue Miles/Hours In FY 2019/2020, the City of Banning budgeted 28,471 revenue hours for the operation of 344,005 revenue miles system -wide: • 26,086 revenue hours and 309,615 revenue miles projected for fixed route operations of three fixed routes. A majority of revenue miles/hours (approximately 70%) expected from Route 1. • 2,385 revenue hours and 34,390 revenue miles projected for DAR services. 1.5 - Current Fare Structure The City of Banning transit system fare structure, which have remained unchanged for several years, is as follows: Fare Categories General Youth (grades K-12) Senior (60+) Disabled Military Veterans Child (46" tall or under. Must be accompanied by full fare paying passenger.) Zone Fare (Cabazon Residential Area) Deviations (Routes 3 & 4) Active Military GoPass (During school session only) Fixed Route Base Day 10-Trip 10-Ticket Monthly Fare Pass Punch Book Pass Pass $1.15 $3.00 N/A $10.35 $36.00 $1.00 $3.00 $10.00 N/A $25.00 $.65 $1.80 N/A $5.85 $21.50 $.65 $1.80 N/A $5.85 $21.50 $.65 $1.80 N/A $5.85 $21.50 $.25 N/A N/A N/A N/A $.25 $.25 $.25 $.25 N/A $.25 $.25 $.25 $.25 $.25 FREE N/A N/A N/A N/A FREE N/A N/A N/A N/A Dial -A -Ride Fares Fare Categories Base Fare 10-Ride Punch Card One -Way Companion PCA (w/ I.D.)* No Show $2.00 $18.00 $3.00 N/A FREE FREE $2.00 N/A *Personal Care Attendant must show proper ID each time they board. 564 City of Banning Short Range Transit Plan Riders have a few ways of paying for fares including purchasing passes at the Community Center and paying for fares on the buses. In FY 2019/2020 the City has began offering fare purchases through Token Transit, which offers fares via the web and a mobile application. 1.6 — Revenue Fleet The City of Banning transit system operates six fixed route vehicles all of which are powered by compressed natural gas (CNG). The vehicles are equipped with racks for two bicycles and are in compliance with the ADA with mobility device lifts and two tie -down stations per bus. Fixed route vehicles range from 3 years to 10 years in age (6.2 years average age). The transit system has five vehicles that are classified as Dial -A -Ride (two in revenue service and two as spares). The one remaining is utilized as an alternate for the fixed -route, when needed. Dial -A -Ride vehicles range from 2 years to 17 years in age (approximately 10 years average age). The City also has four support vehicles which are used for driver relief or administrative errands. Table 1.1 shows the list of the City Fleet inventory. 565 City of Banning Short Range Transit Plan RIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Directly Operated Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan City of Banning Lift and Fuel Year Mfg. Model Seating Ramp Vehicle Type Built Code Code Capacity Equipped Length Code Average Lifetime # of Life to Date Miles Per Active Active # of Life to Date Vehicle Miles Vehicle As Of Vehicles Contingency Vehicle Miles through Year -To -Date FY 2019/ Vehicles Prior Year End March (e.g., March) 20 FY 2019/20 FY 2018/19 FY 2019/ 20 FY 2019/20 2015 EBC EDN 30 1 32 CN 1 0 143,606 143,606 2015 EDN AeroElite 30 1 32 CN 1 0 213,073 128,408 128,408 2016 EDN Easy Rider 25 1 32 CN 1 0 154,706 154,706 2017 EDN Easy Rider 25 1 32 CN 1 0 89,424 117,089 117,089 2010 EDN XHF 31 1 34 CN 1 0 344,077 344,077 2010 EDN XHF 31 1 34 CN 1 0 642,431 335,810 335,810 Tota Is: 172 6 6 0 Demand Response / Directly Operated 944,928 1,223,696 203,949 Average Lifetime # of Life to Date Miles Per Active Active # of Life to Date Vehicle Miles Vehicle As Of Lift and Fuel Vehicles Contingency Vehicle Miles through Year -To -Date Year Mfg. Model Seating Ramp Vehicle Type FY 2019/ Vehicles Prior Year End March (e.g., March) Built Code Code Capacity Equipped Length Code 20 FY 2019/20 FY 2018/19 FY 2019120 FY 2019/20 2010 EBC Aerotech 16 1 25 GA 1 0 124,148 144,212 144,212 2003 EDN Aerotech 12 1 25 GA 1 0 339,579 340,169 340,169 2013 GLV Universal 18 1 26 CN 1 0 77,463 96,703 96,703 2018 STR Allstar 16 1 25 GA 1 0 16,262 32,608 32,608 2008 ZZZ Ford 14 1 26 GA 1 0 250,252 259,533 259,533 Totals: 76 5 5 0 807,704 873,225 174,645 566 City of Banning Short Range Transit Plan 1.7 — Existing Facilities The Banning transit system functions as a division within the Department of Public Works of the City and utilizes existing facilities. Customer service aspects of the transit division are available at the City's Community Center located at 789 North San Gorgonio Avenue, where bus passes are sold, schedules are available and ADA applications can be picked up and returned. Phone calls for general information and questions regarding scheduling are received Monday — Friday from 8:00am to 6:00pm at the Community Center. Administrative offices for the transit division, as well as the maintenance, parking, fueling of the buses, and storage of bus stop amenities, are located at the City's Corporation Yard located at 176 East Lincoln Street. The facility is equipped with five service bays, an outside vehicle wash bay, and a CNG station with both fast and slow fill pumps Maintenance of transit's fleet is performed by the Public Works Department, Fleet Maintenance Division. All dispatch and scheduling for paratransit services are handled at the Corporation Yard location as well. 1.8 — Existing Coordination between Transit Agencies In 2019, the cities of Banning and Beaumont executed a new interagency service agreement, outlined the relationship between each agency's operations and the manner in which the transit systems would operate within each City's service areas including, but not limited to route planning, scheduling, stops, transfers and the dissemination of information. In addition, a Memorandum of Understanding is held with the Morongo Band of Mission Indians allowing stops on their property. The ability to provide a stop at Casino Morongo allowed passengers to make connections with Sunline Commuter Link 220 (which ended on May 1, 2020), providing service to and from Palm Desert and Riverside. Also, services are also coordinated with Riverside Transit Agency (RTA) by providing timed stops that meet with routes that provide travel to and from the areas of Hemet and Moreno Valley (i.e. Route 31 at either Sun Lakes Boulevard just east of Highland Springs or the Walmart stop along 2nd Street). Riders also have the opportunity to connect with the Amtrak Thruway Bus Service at Casino Morongo. 1.9 — Reference List of Prior or Existing Studies and Plans Although there are no existing studies to list (e.g. COAs, BRT studies, Safety Plans, etc.) in the FY 2020/2021 SRTP, the City plans to develop a Comprehensive Operations Analysis in the upcoming fiscal year. 567 City of Banning Short Range Transit Plan Chapter 2: Existing Service and Route Performance 2.1 — Key Performance Indicators Key Performance Indicators (KPIs) as required by Riverside County Transportation Commission (RCTC) are shown in Table 2 below. In addition to RCTC's KPIs, the City is implementing data collection procedures to more accurately collect data related to on - time performance, ridership growth, road calls, complaints, preventable accidents and rider injuries. A future goal of the City transit system is to have City Council approved operating standards and performance metrics. 568 City of Banning Short Range Transit Plan 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review City of Banning Data Elements FY 2019/20 Plan FY 2019/20 Target FY 2019/20 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 196,730 Passenger Miles 630,252 Total Actual Vehicle Revenue Hours 28,471.0 Total Actual Vehicle Revenue Miles 344,005.0 Total Actual Vehicle Miles 374,006.0 Total Operating Expenses $1,688,836 Total Passenger Fare Revenue $178,553 Net Operating Expenses $1,510,283 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 10.570/0 I >= 10.00% I 14.49% I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $59.32 <= $57.03 $41.43 Meets Target 2. Subsidy Per Passenger $7.68 >= $7.18 and <= $9.72 $5.34 Fails to Meet Target 3. Subsidy Per Passenger Mile $2.40 >= $1.35 and <= $1.83 $2.10 Better Than Target 4. Subsidy Per Hour $53.05 >= $41.78 and <= $56.52 $35.42 Fails to Meet Target 5. Subsidy Per Mile $4.39 >= $0.95 and <= $1.29 $1.53 Better Than Target 6. Passengers Per Revenue Hour 6.91 >= 4.93 and <= 6.67 6.63 Meets Target 7. Passengers Per Revenue Mile 0.57 >= 0.11 and <= 0.15 0.29 Better Than Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators 569 City of Banning Short Range Transit Plan 2.2 — SRTP Performance Report The Banning transit system has not seen noteworthy growth in ridership from FY 2017/2018 to FY 2018/2019. An increase in ridership was realized in part of FY 2019/2020 related to the new Interagency Services Agreement with City of Beaumont, but drastically dropped due to COVID-19. Final numbers are projected to be lower, by about 20% as compared in FY2018/2019 due to the pandemic. Operating costs increased from FY 2017/2018 to FY 2018/2019 and are expected to be lower in FY 2019/2020 mostly related to staff changes and reorganization with the City (e.g. salary savings). In the FY2019/2020 plan most primary targets range from "meets target" to "better than target" with the exception of one "fails to meet target" for "operating costs per revenue hour". See Table 2.1 for more information. 570 City of Banning Short Range Transit Plan 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMissioN FY 2020/21 - Table 2.1 -- SRTP Performance Report Service Provider: City of Banning All Routes Performance Indicators FY 2018/19 End of Year Actual FY 2019/20 4th Quarter Year -to -Date FY 2020/21 Plan FY 2020/21 Target Plan Performance Scorecard (a) Passengers 116,748 96,526 199,010 None Passenger Miles 622,962 245,793 788,899 None Revenue Hours 14,189.8 14,563.7 27,394.0 None Total Hours 16,289.1 15,788.1 29,474.0 None Revenue Miles 393,142.6 337,411.9 779,037.0 None Total Miles 401,789.6 343,119.5 782,418.0 None Operating Costs $1,518,728 $603,303 $1,948,627 None Passenger Revenue $100,047 $87,415 $216,470 None Measure -A Revenue None LCTOP Revenue None Operating Subsidy $1,418,681 $515,888 $1,732,157 None Operating Costs Per Revenue Hour $107.03 $41.43 $71.13 <= $42.80 Fails to Meet Target Operating Cost Per Revenue Mile $3.86 $1.79 $2.50 None Operating Costs Per Passenger $13.01 $6.25 $9.79 None Farebox Recovery Ratio 6.59% 14.49% 11.10% >= 0.1 Meets Target Subsidy Per Passenger $12.15 $5.34 $8.70 >= $4.54 and <= $6.14 Better Than Target Subsidy Per Passenger Mile $2.28 $2.10 $2.20 >= $7.79 and <= $2.42 Subsidy Per Revenue Hour $99.98 $35.42 $63.23 >= $30.11 and <= $40.73 Better Than Target Subsidy Per Revenue Mile $3.61 $1.53 $2.22 >= $1.30 and <= $1.76 Better Than Target Passengers Per Revenue Hour 8.23 6.63 7.26 >= 5.64 and <= 7.62 Meets Target Passengers Per Revenue Mile 0.30 0.29 0.26 >= 0.25 and <= 0.33 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. 571 City of Banning Short Range Transit Plan 2.3 — SRTP Service Summary All Routes System wide, the Banning Transit System was expected to improve it's service performance due to a reduction in operating expenses related to a reduction in administrative costs (e.g. salaries, etc.) and a projected slight increase in farebox revenue. Unfortunately, the COVID-19 pandemic has drastically reduced ridership and farebox recovery to much lower than original projections. It is anticipated that the reduction in ridership activity will carry into the beginning of FY 2020/2021, but at this time the overall impact is difficult to predict. Table 2.2 below identifies the 3rd quarter totals for FY 2019/2020 and projections for FY 2020/2021. It should be noted that the City does not have any excluded routes to report in this SRTP. 572 City of Banning Short Range Transit Plan 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2,2 -- City of Banning -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 5 3 8 4 6 Financial Data Total Operating Expenses $1,537,859 $1,518,728 $1,688,836 $603,303 $1,948,627 Total Passenger Fare Revenue $112,866 $100,047 $178,553 $87,415 $216,470 Net Operating Expenses (Subsidies) $1,424,993 $1,418,681 $1,510,283 $515,888 $1,732,157 Operating Characteristics - Unlinked Passenger Trips 126,793 116,748 196,730 96,526 199,010 Passenger Miles 326,390 622,962 630,252 245,793 788,899 Total Actual Vehicle Revenue Hours (a) 22,018.4 14,189.8 28,471.0 14,563.7 27,394.0 Total Actual Vehicle Revenue Miles (b) 798,183.0 393,142.6 344,005.0 337,411.9 779,037.0 Total Actual Vehicle Miles 808,419.9 401,789.6 374,006.0 343,119.5 782,418.0 Performance Characteristics Operating Cost per Revenue Hour $69.84 $107.03 $59.32 $41.43 $71.13 Farebox Recovery Ratio 7.34% 6.59% 10.57% 14.49% 11.10% Subsidy per Passenger $11.24 $12.15 $7.68 $5.34 $8.70 Subsidy per Passenger Mile $4.37 $2.28 $2.40 $2.10 $2.20 Subsidy per Revenue Hour (a) $64.72 $99.98 $53.05 $35.42 $63.23 Subsidy per Revenue Mile (b) $1.79 $3.61 $4.39 $1.53 $2.22 Passenger per Revenue Hour (a) 5.8 8.2 6.9 6.6 7.3 Passenger per Revenue Mile (b) 0.16 0.30 0.57 0.29 0 26 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 573 City of Banning Short Range Transit Plan Fixed Route Service The Banning Transit System currently has three fixed route services (Route 1, Route 5 and Route 6) which serve downtown and neighborhood areas of Banning, both the residential and business areas of Cabazon, and the main commercial area of Beaumont (Walmart). Fixed route operations run from 4:30am to 10:OOpm (Route 1), 5:30am to 7pm (Route 5) and 6:30am to 6:00pm (Route 6) during the week and are adjusted to 8:00am and 6:00pm on the weekends. Previously, ridership and fare revenues were split along Ramsey Street by Beaumont's Route 2 and Banning's Route 1, but that is no longer the case. The cities of Banning and Beaumont have entered into a new Interagency Services Agreement (ISA; see Attachment No. 1), which prohibits either agency from operating a fixed route within each other's City limits. Transfers between the Banning and Beaumont transit systems occur at the Beaumont Walmart and San Gorgonio Memorial Hospital stops only. Current route maps are provided at the end of this section. Banning's fixed route service is expected to have a lower operating expenditure in FY 2019/2020 than in FY 2018/2019 related to savings in administrative costs associated with a reorganization within the City, which in turn reduced salary expenditures. In addition, farebox revenue are project to be higher than in FY 2018/2019, which will assist the City in meeting its farebox recovery ratio of 10% for its fixed route operations. Unfortunately, the COVID-19 pandemic has drastically impacted ridership numbers and farebox revenue in the end of 2019/2020 fiscal year and may impact the first quarter ridership numbers in FY 2020/2021. 574 City of Banning Short Range Transit Plan OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Banning -BUS -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 FY 2019/20 I FY 2019/20 Audited Plan 3rd QtrActual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet Financial Data L 4 2 6 3 5 Total Operating Expenses $1,333,081 $1,472,383 $1,498,732 $559,097 $1,728,770 Total Passenger Fare Revenue $89,985 $80,421 $156,553 $77,444 $191,470 Net Operating Expenses (Subsidies) $1,243,096 $1,391,963 $1,342,179 $481,654 $1,537,300 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) 116,129 288,000 20,590.7 771,908.0 778,898.9 $64.74 6.75% $10.70 $4.32 $60.37 $1.61 5.6 0.15 106,668 586,674 12,749.5 364,945.6 370,130.6 $115.49 5.46% $13.05 $2.37 $109.18 $3.81 8.4 0.29 184,180 567,502 26,086.0 309,615.0 322,754.0 90,804 225,194 13,467.4 317,583.9 321,055.5 $57.45 $41.51 10.44% 13.85% $7.29 $5.30 $2.37 $2.14 $51.45 $35.76 $4.33 $1.52 7.1 6.7 0.59 0.29 186,460 740,155 25,494.0 746,537.0 747,418.0 $67.81 11.07% $8.24 $2.08 $60.30 $2.06 7.3 0.25 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 575 City of Banning Short Range Transit Plan Dial -A -Ride (DAR) The Banning transit system Dial -A -Ride is a service offered to seniors, aged 60 and older, persons with disabilities and passengers eligible under the Americans with Disabilities Act (ADA). DAR operates from 6:00am to 6:45pm on weekdays and 8:00am to 4:45pm on the weekends. Limited service hours are available for non-ADA passengers. This category of passenger is also required to fill out a certification application to determine eligibility. If terms are met, the applicant receives a card certifying their eligibility to ride. The primary uses for the Dial -A -Ride system are transportation to medical appointments, workshop programs for persons with disabilities, shopping areas, employment. Dial -a -Ride services also provide connections to the RTA and Banning and Beaumont fixed routes. Additionally, demand for paratransit is expected to grow. This is a universal transit/paratransit theme nationwide and Banning is anticipated to continue to see growth in the paratransit program. The savings in administrative costs mentioned above in the fixed route section also applies to DAR and like fixed route the COVID-19 pandemic has drastically impacted ridership numbers and farebox revenue in the end of 2019/2020 fiscal year and may impact the first quarter ridership numbers in FY 2020/2021. 576 City of Banning Short Range Transit Plan 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 1.2 -- Banning-DAR -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 1 1 2 1 1 Financial Data Total Operating Expenses $204,778 $46,345 $190,104 $44,205 $219,857 Total Passenger Fare Revenue $22,881 $19,626 522,000 $9,971 $25,000 Net Operating Expenses (Subsidies) $181,897 $26,719 $168,104 $34,234 $194,857 Operating Characteristics L - Unlinked Passenger Trips 10,664 10,080 12,550 5,722 12,550 Passenger Miles 38,390 36,288 62,750 20,599 48,744 Total Actual Vehicle Revenue Hours (a) 1,427.7 1,440.4 2,385.0 1,096.3 1,900.0 Total Actual Vehicle Revenue Miles (b) 26,275.0 28,197.0 34,390.0 19,828.0 32,500.0 Total Actual Vehicle Miles 29,521.0 31,659.0 51,252.0 22,064.0 35,000.0 Performance Characteristics Operating Cost per Revenue Hour $143.43 $32.18 $79.71 $40.32 $115.71 Farebox Recovery Ratio 11.17% 42.350/0 11.57% 22.560/0 11.37% Subsidy per Passenger $17.06 $2.65 $13.39 $5.98 $15.53 Subsidy per Passenger Mile $4.74 $0.74 $2.68 $1.66 $4.00 Subsidy per Revenue Hour (a) $127.41 $18.55 $70.48 $31.23 $102.56 Subsidy per Revenue Mile (b) $6.92 $0.95 $4.89 $1.73 $6.00 Passenger per Revenue Hour (a) 7.5 7.0 5.3 5.2 6.6 Passenger per Revenue Mile (b) 0.41 0.36 0.36 0.29 0.39 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 577 City of Banning Short Range Transit Plan 2.4 — Service Performance Route 1 — Beaumont/Banning/Cabazon Route 1 is among the most used route in the system, operating along Ramsey Street and serving the commercial area Beaumont (Walmart), residential areas of Cabazon and Casino Morongo the outlet malls in Cabazon. Ridership on Route 1 accounts for approximately 72% of the total use of the system. While the longest in distance, this route operates on an one -hour headway from Beaumont to Casino Morongo. The major stops on this line include Albertsons, Wal-Mart, Banning City Hall, Mid -County Justice Center, Social Services offices in Banning, San Gorgonio Memorial Hospital, Casino Morongo and the Desert Hills Outlets in Cabazon. The second loop of Route 1 also runs on an hour headway departing from Casino Morongo and servicing the Cabazon Community Center and the residential areas of Cabazon. Two buses are operated on this route which allows for hourly service to the two respective areas. Route 5 — Northern Banning Route 5 accounts for 17 percent of Banning's Transit System use, providing service to the areas that lie north of the 1-10 Freeway in the City of Banning. Major stops on this route are the Mid -County Justice Center, Banning City Hall, the Banning Community Center, Library, Medical Facilities, San Gorgonio Memorial Hospital and the commercial area of Beaumont (Walmart). Route 6 — Southern Banning Accounting for 11 % of Banning's transit system's use, Route 6 provides service to the southern area of Banning. Major stops on this route are the Mid -County Justice Center, Banning City Hall, the Mt. San Jacinto Pass Campus, Banning High School, Smith Correctional Facility, Medical Facilities, San Gorgonio Memorial Hospital and the commercial area of Beaumont (Walmart). Route 5/6 Combo — Northern/Southern Banning This route which generally combines both Route 5 and Route 6 operates only on the weekends, with the exceptions that it does not travel into Cabazon. 578 City of Banning Short Range Transit Plan 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements Table 2.3 - SRTP Route Statistics City of Banning -- 1 FY 2020/21 All Routes Route # Day Type Peak Vehicles Passengers Passenger Revenue Total Revenue Total Operating Passenger Measure -A LCTOP Miles Hours Hours Miles Miles Cost Revenue Revenue Revenue BAN-1 All Days BAN-5 All Days BAN-5/6 Weekday BAN-6 Weekday BAN-DAR Weekday 2 127,500 707,850 16,550 16,740 616,737 605,568 $1,034,833 $128,700 30,600 11,700 3,972 4,017 62,500 68,500 $329,000 $31,000 8,560 13,000 1,000 1,100 11,050 12,100 $56,950 $5,270 19,800 7,605 3,972 4,017 56,250 61,250 $307,987 $26,500 12,550 48,744 1,900 3,600 32,500 35,000 $219,857 $25,000 199,010 788,899 27,394 29,474 779,037 782,418 $1,948,627 $216,470 Performance Indicators Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Net Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Subsidy Revenue Mile Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile BAN-1 All Days $906,133 $62.53 81.68 $8.12 12.43% $7.11 $1.28 $54.75 $1.47 7.70 0.21 BAN-5 All Days $298,000 $82.83 $5.26 $10.75 9.42% $9.74 $25.47 $75.03 $4.77 7.70 0.49 BAN-5/6 Weekday $51,680 $56.95 $5.15 $6.65 9.25% $6.04 $3.98 $51.68 $4.68 8.56 0.77 BAN-6 Weekday $281,487 $77.54 $5.48 $15.55 8.60% $14.22 $37.01 $70.87 $5.00 4.98 0.35 BAN-DAR Weekday $194,857 $115.71 $6.76 $17.52 11.379b $15.53 $4.00 $102.56 $6.00 6.61 0.39 $1,732,157 $71.13 $2.50 $9.79 11.10% $8.70 $2.20 $63.23 $2.22 7.26 0.26 579 City of Banning Short Range Transit Plan 1 ROUTE 1 BEAUMONT San Gorgonio Hospital Connection to Routes 2 3 EFFECTIVE 06/10/2019 (951) 922-3243 www.banningca.gov 6 COMBO wILSON ST RAMSEY ST BANNING 0 0 BANNING CONNECT CABAZON Desert Hills Casino Outlet Mai/ , Aforongo 11 /1 _7 0 9 0 SEMINOLE TRANSIT S Y S T E M Legend (Map not to scale) • Time and/or Transfer Point 13 Connection Point Casino Morongo Connection to Routes 1 120 220 Wal-M Connection to Routes FEl 2ND 1ST ST 2 3 4 5 6 Z 9 COMBO 120 125 220 31 O 2 MS✓CPass Campus Z O O 0 O a Sun Lakes Village Connection to Routes HARGRAVE S 580 MAGNOLIA MAIN CARMEN y Catazon Q Z Communityf Center Q Q >18 m DOLORES BONITA cc y MAXINE ESPERANZA Z 0 J City of Banning Short Range Transit Plan 1 ROUTE 5 BEAUMOr w N© � T 0 1ST ST EFFECTIVE 07/31/2019 (951) 922-3243 www.banningconnect.com San Gorgonio Hospital Connection to Routes 2 3 6 COMBO w O WILSON ST 1121 Sun Lakes Village ElConnection to Routes SUNSET AVE BANNING 0"1._ BINNING CONNECT TRANSIT SYSTEM` 0 INDIAN SCHOOL LANE WILSON ST NICOLET ST COMBO Wal-Mart Connection to Routes 1 COMBO 120 125 ©©1:1©1111 • 220 31 ESSANDRO 0, w a 0 ce RAMSEY ST WESTWARD AVE. 581 ©0 NICOLET ST HATHAWAY S Legend (Map not to scale) • Time and/or Transfer Point EiConnection Point City of Banning Short Range Transit Plan ROUTE 6 Wal-Mart Connection to Routes BEAUMONT EFFECTIVE 06/10/2079 (951) 922-3243 www.banningconnect.com San Gorgonio Hospital Connection to Routes Connection to Routes BANNING CONNECT T R A H S I T S Y S T E H WESTWARD AVE MSJC Pass Banning Campus High Legend (Map not to scale) Time and/or Transfer Point Connection Point 582 City of Banning Short Range Transit Plan 1 ROUTE 5/6 Wal-M Connection to Routes 1 2 r 3 4 5 �� WILSON ST 1 EFFECTIVE 06/10/2019 (951) 922-3243 www.banningconnect.com HIGHLAND 6 9 COMBO 120 T25 220 31 w 7 Q in z z BANNING CONN[CT TRANSIT S Y S Legend (Map not to scale) Time and/or Transfer Point ElConnection Point NICOLET ST RAMSEY ST LINCOLN ST WESTWARD AVE Sun Lakes Village Connection to Routes 1 5 6 COMBO 31 583 • WESTWARD AVE INDIAN SCHOOL LN SANDRO S WILSON ST 4 4 4 x Summit Ridge Apt. GEORGE ST © NICOLET ST 4 WILLIAMS ST o � r WESLEY AVE BANNING HARGRAVE ST tn a x 28 City of Banning Short Range Transit Plan 2.5 — Productivity Improvements Efforts City staff will continue to monitor key performance metrics throughout the year in order to identify underperforming routes and trips and make adjustments as necessary. Additionally staff plans to have developed a Comprehensive Operational Analysis in FY 2020/2021 with the goal of a detailed look at the city's existing bus services and provided recommendations for improving service to meet the needs of the City's riders. In order to enhance the customer experience by improving the City's fare program through the use of technology, the City has launched mobile ticketing through Token Transit and is available to all fixed route riders. The City is also working to further leverage technology and to deploy a data platform that will assist in improving system performance, service reliability and real-time passenger information. The City hopes to have the new platform available to City staff and the public in FY 2020/2021. 2.6 — Major Trip Generators Major passenger trip destinations that the Banning transit system services are the Sun Lakes Plaza Shopping Center, the Walmart Supercenter in Beaumont, the Banning Justice Center, San Gorgonio Pass Hospital, Beaver and Loma Linda Medical Plazas, the Cabazon Outlet Stores, Desert Hills Premium Outlets and Casino Morongo and the Mt. San Jacinto College Pass Campus. There is a high demand for service to these destinations whether for employment, necessities or pleasure. 2.7 — Recent Service Changes All of the City's recent service changes have been related to the COVID-19 pandemic which has resulted in a drastic decrease in ridership. Changes include slightly reducing operating hours and minor revision to Route 6 (see below), which includes the elimination of the furthest east stop in Cabazon during the later hours. Additionally, the City has limited the amount of passengers on buses in order to adhere to social distancing guidelines Route Operating Hours Revised Operating Hours Route 1 4:30am — 10:11 pm 5:00am — 10:11 pm Route 5 5:30am — 6:49pm 5:30am — 6:49pm Route 6 6:OOam — 6:32pm 7:40am — 5:44pm 584 29 City of Banning Short Range Transit Plan Chapter 3: Future Service Plans, Fare Changes, Capital Planning and Marketing 3.1 — Planned Service Changes FY 2020/2021 — FY 2022/2023 The City currently does not have any formalized service changes planned for the immediate future. The City will continue to monitor ridership levels as they are projected to increase due to implemented changes related to the Banning/Beaumont agreement as well as planned commercial and residential development within the City. The City hopes to learn more about possibilities for improving it's services through the development of a Comprehensive Operational Analysis planned for FY 2020/2021. One such possibility that the City plans to research is the opportunity, if any, for a desert link route. 3.2 — Marketing Plans and Promotions Efforts have been made to market the Banning transit system over the past year and will continue in the coming years. These efforts include purchasing advertising on a map of the San Gorgonio Pass Area, distribution of route maps by delivery to the library, Chamber of Commerce, San Gorgonio Memorial Hospital, Mt. San Jacinto Pass Campus, local hotels, businesses and social media outlets. Additionally, the City has developed a new brand for the transit system called "Banning Connect": '�"\ BANNINII CIINNEI'T As part of these rebranding efforts the City is currently redesigning route maps, bus stop signs, fliers and exterior/interior bus graphics. The City's efforts to promote ridership will include the following in this upcoming fiscal year: 1. Outreach programs to schools and at community events. 2. Attend senior community meetings to provide information. 585 City of Banning Short Range Transit Plan 3. Continue participation in the MSJC GO -PASS Program to encourage ridership of college students. 4. Articles in local papers highlighting new transportation routes. 5. Incorporate and coordinate travel training opportunities for Pass Passengers with regional providers including SunLine, RTA and Beaumont. 6. Offer "Rider Appreciation Day" to raise awareness of benefits of public transportation. 7. Continue to participate with Transportation Now, Senior Transportation Assistance Group, Pass Area Senior Connections, Pass Area Veterans Assistance, Cabazon Community Resources and other efforts. 8. Develop an advertising campaign that will promote Banning Pass Transit by increasing visibility and awareness of the services provided. The Banning transit system strives to operate service in a manner that will maximize system productivity, efficiency, as well as the use of subsidies. General goals include: • Develop an ongoing planning process with key agencies and organizations within the region. • Ensure that services are operated in a manner to maximize safety, to the riders, the public and the operators. • Develop a core group of services that connect key activity points and commit to providing service along those corridors. • Continually review all services to evaluate the efficiency and needs of the transit system. 3.3 — Project Ridership Growth For the past decade the City of Banning has observed very little private development projects that would have a noticeable impact to ridership. Over the past several months the City has seen much more development activity including entitlements of various commercial developments that could potentially act as ridership generators. There are also two large specific plan developments that amount to approximately 7,700 residential units, multiple schools, commercial/retail phases and parks. Additionally, and as previously mentioned in the report, the new agreement with the City of Beaumont resulted in a noticeable increase in ridership. This increase was short lived due to the COVID-19 pandemic, which drastically impacted ridership because of the 'shelter in 586 City of Banning Short Range Transit Plan place" orders and the closure of many business. It is unknown how long the recovery period will last. 3.4 — Proposed Fare Structure Changes There are no fare structure changes at this time. 3.5 — Capital Planning Rolling stock In an effort to accomplish our SRTP goals, the City will continue to keep an efficient and reliabile rolling stock. As part of this task, the replacement of buses is essential. The City currently plans to replace one bus in FY 2020/2021 further described in Chapter 4. Fixed route vehicles range from 3 years to 10 years in age (6.2 years average age) and Dial -A -Ride vehicles range from 2 years to 17 years in age (approximately 10 years average age). The City plans to replace vehicles at or near the 12 year age. Fueling Station The City currently owns and operates a Compressed Natural Gas (CNG) fueling facility used to fuel the City's CNG fleet. The facility is well beyond it's useful life and is currently planned and fully funded for replacement. The City has tentatively slowed the progression of this project to consider the feasibility of electrifying the City's transit fleet; see table 4.4. for more information. Garage Improvements The City's transit fleet is currently maintained in the City's fleet garage located at the City's corporate yard. The garage is shared by all City departments (e.g. police, water, wastewater, streets, etc.) and nearing full capacity. The City will soon enter the planning stage of expanding the City's fleet operations including the expansion of the garage. This improvement would be funded by all City departments as it moves forward. Bus Shelters The City plans to provide for a good experience when utilizing the transit system by providing for attractive, comfortable and safe bus shelters while waiting for their bus. The City maintains it's bus shelters weekly (e.g. emptying trash, washing, etc.). There is a current need for the addition/replacement of bus shelters throughout the City. The City currently has nine bus shelters. The City plans to replace it's existing bus shelters beginning in fiscal year 21/22. At an estimated improvement cost of $13,500, the replacement of bus shelters would occur over a 5 year period. 587 City of Banning Short Range Transit Plan Table 3 FY 2020/2021 SRTP Highlights Highlights planned for the upcoming fiscal year include: o Process annual renewal of Interagency Services Agreement with the City of Beaumont o Complete rebranding of the City's transit system including posting new bus stop signs and placing new logos on the exterior/interior of transit fleet o Continue with marketing the City's transit system to improve ridership o Fill the newly funded Transit Manager position o Deploy a new data platform that will assist in improving system performance, service reliability and real-time passenger information o CNG Station Improvements o Purchase of new fixed route bus Table 3 - Operating and Capital Data Banning Transit System FY 16/17 FY 17/18 FY 18/19 FY 19/20 (Est. Based on 3rd Quarter Actuals) FY 20/21 Planned System Wide Ridership 133,185 126,793 116,748 96,526 199,010 Operating Cost Per Revenue Hours $71.11 $73.08 $74.27 $41.43 $71.13 588 City of Banning Short Range Transit Plan Chapter 4: Financial Planning 4.1 — Operating and Capital Budget For FY 2020/2021, operating funds needed to operate the Banning Transit System are $1,537,300 for the Fixed Route. The operating funds consist of $1,375,754 in local transportation funds (LTF), projected farebox revenue of $160,446, and additional miscellaneous funding in the amount of $1,100. Operating expenses also includes $135,000 for the preparation of a Comprehensive Operational Analysis. See Table 4 at the end of this section. The replacement of one bus is also included in this SRTP along with a request for funding in the amount of $550,000 of STA PUC 99313 funds, as shown in Table 4A below. The City's farebox revenue actuals were less that originally projected in FY2018/2019 resulting in a below ten percent farebox recovery ratio (9.61 %). As of the third quarter in FY 2019/2020 the City's transit operations seem to be doing well with an estimated farebox recovery ratio of 13.39%. At this time the City does not fully understand the resulting impacts of COVID-19 and related operational changes which have severely affected farebox revenue leading into the fourth quarter and expected to run through the beginning of FY 2020/2021. As identified in Table 4B, the City projects a farebox recovery ratio of 11.11 % in FY 2020/2021. 589 City of Banning Short Range Transit Plan OFRIVERSIDE COUNTY TRANSPOR1ATION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020121 City of Banning Operating Project Total Amount of Floes FARE LTV OTHR LCL SGR PUC00313 SGR PUC99314 SGR-0B STA PUC99313 STA RUC Sad14 Comprehensive Operation Analysis 5135000 $135,000 Operating Assistance (BUS) $1537300 $100,446 $1375,754 $1,100 Operating Assistance(DAR) 5194,857 522,550 $172,307 Sub-M.I apemen, $1067,157 $102,995 51683,061 $1,100 50 50 SO 50 $0 Capital Project Total Amount M Funds FARE CIF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314 Bus Replacement - 21-01 Capitalized Fleet Preventative Maintenance-21-02 0550000 539,878 538,436 52,286 $39,676 $494,987 514291 51111-10141Capital $589,878 50 00 $0 536436 52,286 039,676 $494,987 514291 Total Operating A Capital $2,457,035 $182,996 011693,061 $1,100 538,436 $2,286 T3913713 $494,987 014291 FY 2020121 Projected Funding Details FARE LTF OTHR LCL Total Estimated Operating Funding Request SGR PUC99313 SGR PUC99314 SGR-0B STAPUC99313 5102996 51,603,061 $1,100 $1,067,157 538,436 $7,288 539,878 1494,987 STAPUC99314 514291 Total Estimated Capital Funding Request $589,878 Total Funding Request 52457,035 590 City of Banning Short Range Transit Plan RIRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Banning Table 4.0 A - Capital Project Justification Project Number: 21-01 FTIP No: Not Assigned - New Project Project Name: Bus Replacement Category: Bus Sub-Cateciorv: Replacement Fuel Type: [:NG Project Description: Bus Replacement Proiect Justification: Funding for a new bus is needed to replace an older bus that is beyond its useful life. The new bus will increase reliability of our fleet and enhance the riding experience for our passengers_ Project Schedule: Start Date Completion Date October 2020 March 2021 PROJECT FUNDING SOURCES {REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $550,000 Total $550,000 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 591 36 City of Banning Short Range Transit Plan OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020121 SRTP City of Banning Table 4.0 A - Capital Project Justification Protect Number: 21-02 FTIP No: Not Assigned - New Project Project Name: Capitalized Fleet Preventative Maintenance Cateaorv: Bus Sub -Category: Rehabilitation/Improvement Fuel Type: CNG Project Description: Preventative maintenance of existing fleet. Proiect Justification: PM activities in order to keep the transit Fleet operating in an effective and reliable manner. Proiect Schedule: Start Date Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR-OB FY 2020/21 $39,878 Total $39,878 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 592 City of Banning Short Range Transit Plan Table 4B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Source Included in Farebox Calculation FY 18/19 FY 19/20 (Est. Based on 3rd Quarter Actuals) FY 20/21 Planned 1. Passenger Fares 111,068 84,363 182,996 2. Interest 1,089 -2,377 1,100 3. General Fund Supplement 78,000 23,000 32,374 4. Measure A 5. Advertising Revenue 6. Gain on Sale of Capital Assets 7. CNG Revenue 8. Lease/Other Revenue 9. Federal Excise Tax Refund 10. Investment Income 11. Calpers CERBT 12. Fare Revenues from Exempt Routes 13. Other Revenues $1,026 $512 TOTAL REVENUES for Farebox Calculation $191,183 $105,498 $216,470 TOTAL OPERATING EXPENSE for Farebox Calculation $1,989,651 $787,996 $1,948,627 FAREBOX RECOVERY RATIO 9.61% 13.39% 11.11% 593 38 City of Banning Short Range Transit Plan 4.2 — Funding Plans to Support Proposed Operating and Capital Program Capital projects are funded through STA funds, Public Transportation Modernization, Improvement, and Service Enhancement Account Program and Proposition 1B Security grants for Banning transit. Operating costs will be fully funded through LTF funds, farebox revenue and interest. The City plans to begin an advertising program to generate additional revenue as well as to pursue available grant opportunities. TABLE 4.1: SUMMARY OF FUNDS REQUESTED FOR FY 21/22 Project Description Total Amount of Funds LTF STA State of Good Repair LCTOP Fare Box Other Fixed Route Operating Expenses $1,575,705 $1,410,148 $164,457 $1,100 DAR Operating Expenses $199,729 $176,615 $23,114 Sub -Total: Operating $1,775,434 $1,586,763 $0 $0 $0 $187,571 $1,100 Project Description Capital Project Number Total Amount of Funds LTF STA State of Good Repair LCTOP Fare Box Other Fleet Maintenance Garage Upgrades 22-02 $250,000 $250,000 Replace Paratransit Bus 22-03 $70,000 $70,000 Bus Shelters 22-04 $27,000 $27,000 Sub -Total: Capital $347,000 $0 $347,000 $0 $0 $0 $0 Total: Operating and Capital $2,122,434 $1,586,763 $347,000 $0 $0 $187,571 $1,100 594 39 City of Banning Short Range Transit Plan TABLE 4.2: SUMMARY OF FUNDS REQUESTED FOR FY 22/23 Project Description Total Amount of Funds LTF STA State of Good Repair LCTOP Fare Box Other Fixed Route Operating Expenses $1,647,755 $1,480,655 $166,000 $1,100 DAR Operating Expenses $208,945 $185,445 $23,500 Sub -Total: Operating $1,856,700 $1,666,100 $0 $0 $0 $189,500 $1,100 Project Description Capital Project Number Total Amount of Funds LTF STA State of Good Repair LCTOP Fare Box Other Bus Replacement 23-01 $550,000 $550,000 Bus Shelters 23-01 $30,000 $30,000 Sub -Total: Capital $580,000 $0 $580,000 $0 $0 $0 $0 Total: Operating and Capital $2,436,700 $1,666,100 $580,000 $0 $0 $189,500 $1,100 595 City of Banning Short Range Transit Plan 4.3 — Regulatory and Compliance Requirements ADA The City of Banning submitted an Americans with Disabilities Act Paratransit Plan to the FTA on January 26, 1992. Fixed route buses are equipped with ADA compliant mobility device lifts and are accessible to persons with disabilities. A procedure is in place to provide service to a customer in a mobility device should a fixed route bus lift fail. Dial -A -Ride services provide ADA complementary paratransit service for the fixed route services operated by Banning transit system. The system uses a self -certification process with professional verification. Title VI Banning 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 (RCTC Policy) Fixed -route buses are CNG powered and currently fueled at a City owned and operated CNG fueling station. Dial -A -Ride vehicles (which are less than 33,000 lbs. GVW and 15- passenger capacity), administrative and driver relief vehicles are gasoline -powered. Future vehicle purchases will be in compliance with the RCTC and South Coast Air Quality Management District (AQMD) policies regarding alternative fuel transit vehicles. The City is commencing the assessment of moving towards an electrified fleet as well. TDA Triennial Audit California's Transportation Development Act (TDA) requires that a triennial performance audit be conducted of public transit entities that receive TDA revenues. The performance audit serves to ensure accountability in the use of public transportation revenue. The most recent TDA was completed in FY 2019/2020 (Y2016 — 2018). 596 41 City of Banning Short Range Transit Plan Audit Recommendations (FY 2016-2018) Action(s) and Result Ensure timely completion and submittal of external TDA financial reports. The City's Financial Department will reach out to the TDA fiscal auditor and RCTC to coordinate the timing of financial close-out by the City and completion of the external TDA financial reports Continue to pursue a reimbursement agreement from RTA and Mt. San Jacinto College (MSJC) for Go -Pass riders The City will continue to reach out to MSJC and RTA to work on a reimbursement agreement. Include a link to Beaumont Transit on the Banning Transit Web Page This item has been completed. The City has added a list of regional agencies (Beaumont, RTA, SunLine and OmniTrans, Metrolink) 597 42 City of Banning Short Range Transit Plan 4.4 — Open Projects Project Name SRTP Capital Project No's Project Element Funding Cate or Project Timeline (Months)* Total Project Cost Unfunded Balance ADA Accessible Van 09-6 2 1 18 $37,997 Schedule Holders for Bus Stops 09-8 6 1 12 $5,000 GPS System for Dial -A -Ride 09-9 6 1 12 $25,000 Paratransit Scheduling Software 09-10 6 2 24 $25,000 $10,000 Computer Equipment 09-11 6 1 12 $53,247 Security Cameras on Buses 09-13 5 2 18 $44,255 $15,000 Automated Enunciator & Display Equipment 09-16 5 6 $966 Replacement Coach - Prop 1B FY 14/15 15-01 1 - Wireless Communication Download System Prop 1 B - Security FY 14/15 15-02 6 2 24 $19,189 $15,000 Heavy Duty Hydraulic Lift 17-01 4 1 24 $50,000 Transit Office Building Security Project 17-02 4 1 12 $19,199 ADA Accessible Van 18-01 1 1 18 $47,997 Schedule Holders for Bus Stops 18-02 4 1 12 $50,000 GPS System for Dial -A -Ride 18-03 7 2 12 $15,362 $10,000 CNG Facility 19-01 4 1 24 $400,000 ADA Paratransit Mini -Bus Replacement 19-02 1 1 12 $75,000 State of Good Repair FY17/18 19-03 7 1 12 $38,307 Heavy Duty Hydraulic Lift 20-01 4 1 24 $75,000 CNG Facility 20-02 4 1 24 $325,000 SGR FY18/19 7 1 18 37,740 $1,344,259 $50,000 Project Elements: Funding Category: 1 Revenue Vehicle Purchase 1 Fully Funded 2 Non -Revenue Vehicle Purchase 2 Partially Funded 3 Vehicle Systems Equipment 4 Building, Land and Facilities Project baseline is 7/1/2020 5 FY 6 Debt Service 7 Maintenance 598 City of Banning Short Range Transit Plan TABLES 1. Table 1 Individual Route Description (Chapter 1, 1.3) 2. Table 1.1 Fleet Inventory (Chapter 1, 1.6) 3. Table 2 Service Provider Performance Target Report (Chapter 2, 2.1) 4. Table 2.1 FY 2020/21 SRTP Performance Report (Chapter 2, 2.2) 5. Table 2.2 SRTP Service Summary (Chapter 2, 2.3) 6. Table 2.2A Summary of Routes (Chapter 2, 2.3) 7. Table 2.3 SRTP Route Statistics (Chapter 2, 2.4) 8. Table 3 Highlights of the FY 20/21 Short Range Transit Plan (Chapter 3) 9. Table 4 Summary of Funds Requested for FY 2020/21 (Chapter 4, 4.1) 10. Table 4A - Capital Project Justification (Chapter 4, 4.1) 11. Table 4B Fare Revenue Calculation (Chapter 4, 4.1) 12. Table 4.1 (Chapter 4, 4.2) 13. Table 4.2 ( Chapter 4, 4.2) 14. Table 4.3 Recommendations/Updates of FY 2016-2018 (NEW) TDA Triennial Performance Audit Report (Chapter 4, 4.3) 599 44 City of Banning Short Range Transit Plan ATTACHMENT NO. 1 INTERAGENCY SERVICES AGREEMENT INTERAGENCY SERVICE AGREEMENT BETWEEN THE CITY OF BANNING AND THE CITY OF BEAUMONT THIS AGREEMENT is made and entered into the latter of the 1st day of July, 2019 or the date upon execution by both parties by and between the City of Banning, a municipal corporation, 99 E Ramsey Street, Banning, California 92220 (hereinafter referred to as 'BANNING"); and the City of Beaumont, a municipal corporation, 550 East 6th Street, Beaumont, California 92223 (hereinafter referred to as "BEAUMONT"). The annual term of this agreement shall coincide with the fiscal year of July 1st to June 30th. RECITALS: WHEREAS, BANNING and BEAUMONT are empowered by law to provide the public with convenient, safe, and accessible transportation within their respective jurisdictions; and WHEREAS, BANNING and BEAUMONT each operate a public bus transit system; and WHEREAS, BANNING and BEAUMONT desire to cooperate and coordinate in bus route planning, scheduling, stops, transfers, fares and information dissemination; and WHEREAS, both parties agree that this Agreement shall be non -financial in nature; and WHEREAS, this Agreement shall supersede any and all previous service agreements concerning public transit between BANNING and BEAUMONT. NOW, THEREFORE, it is mutually understood and agreed by BANNING and BEAUMONT as follows: ARTICLE 1. GENERAL AUTHORITY The City Managers ("City Manager"), or their designees, of BANNING and BEAUMONT, are hereby made the authorized representative, respectively, of BANNING and BEAUMONT to grant such authorizations and take such further actions as may be necessary to effectuate this Agreement 601 ARTICLE 2. PUBLIC INFORMATION BANNING and BEAUMONT agree to cooperate in providing the public with specific bus transit information, advertising the operations of both agencies and promoting the general use of public transit. ARTICLE 3. STOPS A. BANNING and BEAUMONT agree to cooperate in the location, installation and maintenance of the following jointly used bus stops, including the use of the other's posts: (1) Walmart Transfer Station -1540 East 2nd Street, Beaumont, CA 92223; and (2) San Gorgonio Memorial Hospital - 600 North Highland Springs Avenue, Banning, CA 92220 B. Each party shall be solely responsible for claims for damages arising out of its installation of its bus stop signs or passenger amenities and its transportation and related services. C. Each party shall implement the following boarding restrictions within its respective service area where duplication of service or potential revenue loss may occur, including: BEAUMONT will limit BANNING to no more than three buses per hour at the Walmart Transfer Station; and BANNING will limit BEAUMONT to no more than three buses per hour at the San Gorgonio Memorial Hospital bus stop. Neither party will board passengers at any other bus stop within the other party's jurisdiction. D. Each party shall be responsible for obtaining any required licenses or permits and paying any necessary fees in order to establish bus stops, install amenities or operate service in either service area. ARTICLE 4. FARES Fares may vary in accordance with adopted policies of each party. Each party shall retain all fares collected in the operation of their service. ARTICLE 5. TRANSFER CONNECTIONS BANNING and BEAUMONT agree to facilitate minimization of passenger waiting time, and both parties shall coordinate schedules whenever practical. 602 ARTICLE 6. TRANSFER A. BANNING shall accept BEAUMONT'S transfer tickets or media valued at BANNING's base fare for that service toward BANNING's regular fixed route service at the Walmart Transfer Station and San Gorgonio Hospital bus stop. In the event that BEAUMONT'S base fare is valued at more than BANNING'S base fare, no change or credit will be due to the passenger. Passengers are not required to top -up their fare to cover any shortfall between the BEAUMONT'S and BANNING'S base fares. Transfer media includes a one- time transfer ticket issued by BEAUMONT. B. BEAUMONT shall accept BANNING'S transfer tickets or media valued at BEAUMONT'S base fare for that service toward BEAUMONT'S regular fixed route service at the Walmart Transfer Station and San Gorgonio Hospital bus stop. In the event that BANNING'S base fare is valued at more than BEAUMONT'S base fare, no change or credit will be due to the passenger. Passengers are not required to top -up their fare to cover any shortfall between the BANNING'S and BEAUMONT'S base fares. Transfer media includes a one- time transfer ticket issued by BANNING. C. BANNING shall accept BEAUMONT'S Commuter plus Local Day or Monthly Passes as transfer media for a one -dollar ($1) discount on BANNING'S Commuterlink buses with their applicable premium fare. D. BEAUMONT shall accept BANNING'S Commuter plus Local Day or Monthly Passes as transfer media for a one -dollar ($1) discount on BEAUMONT'S Commuterlink buses with their applicable premium fare. E. The transfer ticket or media shall not be issued on or valid on Dial -A -Ride or other curb -to -curb service. F. Until such time as both agencies use electronic fare media (e.g. phone applications), such as Token Transit, electronic fare media is excluded from this agreement. G. Each party shall accept the other party's valid employee identification, on all fixed route and commuter services in lieu of payment of fare. H. BANNING shall accept BEAUMONT'S Military Veteran Identification for purchase of BANNING'S reduced Veterans Fares. I. BEAUMONT shall accept BANNING'S Military Veteran Identification for purchase of BEAUMONT'S reduced Veterans fares. ARTICLE 7. OPERATIONAL INFORMATION Each party shall formally inform the designated representative of each City of 603 future plans for route and schedule changes, exclusive of temporary demand and emergency situations, no later than 30 days before the changes are scheduled to be implemented. ARTICLE 8. CONTROL AND RESPONSIBILITY A. Each party to this Agreement, in its operations pursuant hereto, is acting as an independent contractor and agrees to defend, indemnify and hold the other party, including its officers, directors, employees, agents, subcontractors and suppliers, harmless from and against all claims, losses, damages and expenses, including attorney's fees, on account of any loss, damage or claim, including bodily injury to or death of any person, or for property damage arising out of such party's performance of services described in this Agreement, unless, and to the extent, caused by the negligence, gross negligence or intentional conduct of the other party. B. Each party to this agreement shall indemnify, defend and hold harmless the other party, including its officers, directors, employees, agents, subcontractors and suppliers, from and against any and all liability or expense including any claim of liability and any and all losses or costs, including legal expenses and costs of expert witnesses and consultants, that may be imposed by the other party solely by virtue of the provisions of Section 895.2 of the California Government Code. ARTICLE 9. SERVICE TO BE OPERATED Neither party may operate duplicating services in the other's jurisdiction without the written approval of the other party's elected city council. Every attempt shall be made to coordinate alignments, schedules, stops, fare policies, and route planning for the safety and convenience of the public and in accordance with Article 5 - Relationships Between Operators - of the Transportation Development Act. ARTICLE 10. COMPLIANCE WITH AMERICANS WITH DISABILITIES ACT (ADA) Each party shall be solely responsible for complying with the Americans with Disabilities Act of 1991 (ADA) as amended, including the provision of parallel ADA demand response service along each party's fixed routes operated in the other party's service area. ARTICLE 11. NO MONETARY CLAIMS Neither party shall have any claims against or liabilities to the other party on account of expenses incurred or revenues received or lost as a result of this Agreement except as otherwise provided to the contrary herein. ARTICLE 12. TERMS OF THE AGREEMENT 604 This Agreement shall be effective on July 1, 2019, or the date of full execution by both parties, whichever date is later, and will remain in effect for a term of one year. Prior to December 15th of the existing year, both parties will meet at least once to discuss coordination of services for the following fiscal year, as well as to discuss an extension of this agreement by an additional subsequent term for one year. Notwithstanding the forgoing sentence, either party may terminate this agreement by giving 60 days written notice to the other party. ARTICLE 13. GOVERNING LAW; SEVERABILITY. This Agreement is in all respects governed by California law and venue for any dispute shall be in Riverside County. If any article, section, part or sentence of this Agreement or the application thereof is declared invalid for any reason, such invalidity shall not affect the other provisions of this Agreement which can be given effect without the invalid provision or application, and to this end the provisions of this Agreement are declared to be severable. ARTICLE 14. INSURANCE. The parties each verify that they are a self -insured entity or maintain insurance coverage through a Joint Powers Authority in reasonable and customary amounts for their respective operations. ARTICLE 15. COMPLIANCE WITH LAWS. Each party shall observe and comply with the Transportation Development Act of 1971, all other applicable laws, ordinances, codes and regulations of governmental agencies, including federal, state, municipal and local governing bodies having jurisdiction over any or all of the services, including all provisions of the Occupational Safety and Health Act of 1979 as amended, all California Occupational Safety and Health Regulations, and all other applicable federal, state, municipal and local safety regulations. All services performed by either party must be in accordance with these laws, ordinances, codes and regulations. ARTICLE 16. NOTIFICATION AND MAILING ADDRESSES Any requests and demands made between the parties pursuant to this Agreement are to be directed as follows: CITY OF BEAUMONT: 550 East 6th Street Beaumont, CA 92223 Attn: Todd Parton City Manager (951) 769-8520 CITY OF BANNING: 99 East Ramsey Street Banning, CA 92220 Attn: Doug Schulze City Manager (951) 922-3104 605 Any notices of service and schedule changes are to be directed as follows: CITY OF BEAUMONT: 550 East 6th Street Beaumont, CA 92223 Attn: Elizabeth Gibbs Community Services Director (951) 769-8521 ARTICLE 17. ENTIRE AGREEMENT. CITY OF BANNING: 99 East Ramsey Street Banning, CA 92220 Attn: Art Vela Public Works Director (951)922-3130 The terms and conditions of this Agreement represents the entire agreement between the parties with respect to its subject matter. This Agreement shall supersede any and all prior contracts between the parties, regarding the subject matter of this Agreement. The terms and conditions of this Agreement shall not be altered or otherwise modified except by a written amendment executed by both parties. ARTICLE 18. NO THIRD PARTY BENEFICIARIES. This Agreement is not intended to, and shall not be interpreted to, create any rights or establish any standard of care with regards to any third party who is not a signatory and party to this Agreement. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed on the date first above written. CITY OF BEAUMONT CITY OF BANNING By By Julio Martinez, Mayor Art Welch, Mayor APPROVED AS TO FORM: APPROVED AS TO FORM: By By John 0. Pinkney, City Attorney Kevin G. Ennis, City Attorney 606 Any notices of service and schedule changes are to be directed as follows: CITY OF BEAUMONT: 550 East 6th Street Beaumont, CA 92223 Attn: Elizabeth Gibbs Community Services Director (951) 769-8521 ARTICLE 17. ENTIRE AGREEMENT. CITY OF BANNING: 99 East Ramsey Street Banning, CA 92220 Attn: Art Vela Public Works Director (951)922-3130 The terms and conditions of this Agreement represents the entire agreement between the parties with respect to its subject matter. This Agreement shall supersede any and all prior contracts between the parties, regarding the subject matter of this Agreement. The terms and conditions of this Agreement shall not be altered or otherwise modified except by a written amendment executed by both parties. ARTICLE 18. NO THIRD PARTY BENEFICIARIES. This Agreement is not intended to, and shall not be interpreted to, create any rights or establish any standard of care with regards to any third party who is not a signatory and party to this Agreement. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed on the date first above written. CITY OF B s., 7 CITY OF BANNING J lio ."tinez, Mayor , APPROVED AS TO FORM: By By Art Welch, Mayor APPROVED AS TO FORM: By n 0. ' inkn: f ity Attorney Kevin G. Ennis, City Attorney 607 Any notices of service and schedule CITY OF BEAUMONT: 550 East 6th Street Beaumont, CA 92223 Attn: Elizabeth Gibbs Community Services Director (951) 769-8521 ARTICLE 17. ENTIRE AGREEMENT. changes are to be directed as follows: CITY OF BANNING: 99 East Ramsey Street Banning, CA 92220 Attn: Art Vela Public Works Director (951)922-3130 The terms and conditions of this Agreement represents the entire agreement between the parties with respect to its subject matter. This Agreement shall supersede any and all prior contracts between the parties, regarding the subject matter of this Agreement The terms and conditions of this Agreement shall not be altered or otherwise modified except by a written amendment executed by both parties. ARTICLE 18. NO THIRD PARTY BENEFICIARIES. This Agreement is not intended to, and shall not be interpreted to, create any rights or establish any standard of care with regards to any third party who is not a signatory and party to this Agreement. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed on the date first above written. CITY OF BEAUMONT CITY OF BAN By Julio Martinez, Mayor APPROVED AS TO FORM: By John 0. Pinkney, City Attorney By Art Welch ayor APPROVED AS TO FORM: By%�- Kevin G. Ennis, CityAttorney � RL ryt I aw.14 Assr. Ci N ATTost..0140 608 RESOLUTION 2019-81 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BANNING, CALIFORNIA, APPROVING AN INTERAGENCY SERVICES AGREEMENT BETWEEN THE CITY OF BANNING AND THE CITY OF BEAUMONT FOR THE PURPOSE OF PROVIDING COORDINATED TRANSIT SERVICES WHEREAS, on October 22, 2002 the City Council of the City of Banning approved Resolution 2002-76, "Resolution of the City Council of the City of Banning Authorizing the Execution of an Agreement with the City of Beaumont to Provide Coordinated Transit Services"; and WHEREAS, the City of Beaumont recently approved their Short Range Transit Plan for fiscal year 2019-2020, which included a plan to remove the City of Beaumont's Route 2, which is the route that currentlyoperates along the Ramsey Street corridor; and WHEREAS, with the removal of Route 2 from the City of Beaumont's transit operation, there remains a need to coordinate services for Beaumont and Banning transit dependent citizens during transfers from one agency's transit system to the other; and WHEREAS, City of Banning and City of Beaumont met to discuss terms and condition contained in the Interagency Services Agreement for each respective transit operation. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Banning as follows: SECTION 1. The Banning City Council adopts Resolution 2019-81, approving the Interagency Services Agreement between the City of Banning and the City of Beaumont for the purpose of providing coordinated transit services. SECTION 2. The City Clerk shall certify to the adoption of this Resolution and shall cause a certified resolution to be filed in the book of original resolutions. PASSED, APPROVED AND ADOPTED this 25th day of June 2019. Arthur L. e ch, Mayor City of Banning 1 609 ATTEST: Daryl Betancur, Deputy City Clerk City of Banning APPROVED AS TO FORM AND LEGAL CONTENT: Kevin G. Ennis, City Attorney Richards, Watson & Gershon [THIS SPACE INTENTIONALLY LEFT BLANK] CERTIFICATION: I, Daryl Betancur, Deputy City Clerk of the City of Banning, California, do hereby certify that the foregoing Resolution 2019-81, was duly adopted by the City Council of the City of Banning, California, at a regular meeting thereof held on the 25th day of June, 2019, by the following vote, to wit: AYES: Happe, Wallace, & Welch NOES: None ABSTAIN: None ABSENT: Peterson & Andrade aryl Betancur, Deputy City Clerk City of Banning, Califomia CERTIFIED TO BE A TRUE AND CORRECT COPY OF THE ORIGINAL DOCUMENT ON FILE IN THE OFFICE OF THE CITY CLERK. BY la TIILE AcMV' C1€ I DATE 1 Y '24ISMOi 3 611 ATTACHMENT 2 City of Beaumont SHORT RANGE TRANSIT PLAN FY 2020/21 - 2022/23 BEAUMONT CALIFORNIA 612 TABLE OF CONTENTS CHAPTER 1— SYSTEM OVERVIEW AND SERVICE PROFILE 4 1.1 Description of Service Area 4 1.2 Population Profile and Demographics 5 Ridership Demographics 6 1.3 Services - Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service 7 Table 1 8 Fixed Route 9 Paratransit Services 9 Regional Express Bus Service 9 10 10 10 11 12 12 13 13 14 15 16 1.7 Existing Facilities and Bus Stop Amenities 17 1.8 Existing Coordination Between Transit Agencies 18 1.9 Prior or Existing Studies and Plans 18 CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE 18 2.1 Key Performance Indicators 19 Table 2.0 20 21 22 23 24 26 27 29 30 31 2.4 Service Performance 32 Route 2 32 Route 3 33 Route 4 33 Route 7 33 Route 9 34 Route 3/4 34 Commuter Link 120 34 Commuter Link 125 35 Dial A Ride (Paratransit) 35 Table 2.3 36 2.5 Productivity Improvement Efforts 38 1.4 Ridership, Revenue Miles, Revenue Hours Fixed Route Paratransit Services Regional Express Bus Service 1.5 Current Fare Structure Fare Collection Systems Incentive Programs and Ridership Promotion 1.6 Revenue Fleet Table 1.1 BUS Table 1.1 COM Table 1.1 DAR 2.2 SRTP Performance Report Table 2.1 2.3 SRTP Service Summary Table 2.2 Service Summary All Routes Table 2.2 Service Summary Excluded Routes Table 2.2 Service Summary Non -Excluded Routes Table 2.2 Service Summary BUS Table 2.2 Service Summary DAR Table 2.2A Beaumont SRTP 20/21 2 I Page 613 2.6 Major Trip Generators 39 2.7 Recent Service Changes 39 Route 2 39 Route 3/4 39 Commuter 120 39 CHAPTER 3 — FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL 3.1 Planned Service Changes 3.2 Future Marketing Plans, Studies, and Promotions to Promote Comprehensive Operations Analysis Travel Training Free Fare Promotion Annual Promotions Redevelopment of Walmart Regional Transportation 3.3 Projected Ridership Growth 3.4 Proposed Fare Structure Changes 3.5 Capital Improvement Planning Compressed Natural Gas Fueling Station (Projects 19-01 and 20-01) Fleet Maintenance and Operations Facility (Project 20-02) Replacement Vehicles (Project 20-06) Electric Vehicle Charging Station (Project 20-07) Table 3A CHAPTER 4 — FINANCIAL PLANNING 4.1 Operating and Capital Budget Operating Budget Table4 Table 4B FareboxCalculations Capital Budget Compressed Natural Gas Fueling Station (Project 21-01) Fleet Maintenance and Operations Facility (Project 21-02) Bus Stop Signage and Amenities (Project 21-03) Electric Vehicle Shuttle (Project 21-04) Vehicle Communications for New Vehicles (Project 21-05) Table 4.1 Table 4.2 4.3 Regulatory and Compliance Requirements Table 4.3 4.4 Open Capital Projects Table 4.4 PLANNING, AND MARKETING 39 39 Ridership 40 40 40 41 41 Hub 42 43 43 43 43 44 44 44 45 46 46 46 47 48 49 49 51 53 55 57 60 62 63 64 65 67 Beaumont SRTP 20/21 3 I Page 614 CHAPTER 1- SYSTEM OVERVIEW AND SERVICE PROFILE 1.1 Description of Service Area The City of Beaumont's public transit system services approximately 50 square miles and includes the city of Beaumont and parts of unincorporated Riverside County area known as Cherry Valley. Additionally, Beaumont transports passengers to 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 link routes that connect San Gorgonio Pass area residents with San Bernardino County. This express service from Beaumont stops in Calimesa, the San Bernardino Transit Center (SBTC), Kaiser Permanente Redlands medical offices, and the Jerry L. Pettis Memorial Veterans Administration Medical Center (VA). The SBTC is centrally located within downtown San Bernardino and offers extensive connection possibilities for passengers, including the Metrolink train system, OmniTrans, Victor Valley Transit Agency (VVTA), RTA and Mountain Transit. Beaumont SRTP 20/21 Agrd mm 4 I Page 615 1.2 Population Profile and Demographics According to the most recent report published by California Department of Finance in May 2019, Beaumont is the fastest growing city in Riverside County. Beaumont has experienced a 3.99% population increase from January 2018 to January 2019, with a total population of 48,401. Since the 1980s, Beaumont population has increased exponentially, with the largest increase in the late 2000s. 60000 50000 40000 30000 20000 10000 0 Population Growth 1980 1990 2000 2010 2013 2014 2015 2020 Year Beaumont has twelve (12) schools located within Beaumont Unified School District consisting of seven (7) elementary schools, two (2) middle schools, two (2) senior high schools, and one (1) charter school. Transportation provided by Beaumont Unified School District was eliminated in 2008 and many families rely on Beaumont's public transportation system to transport youth passengers to and from school. Beaumont's youth population (age 18 and under) equals 36%1; however, ridership reports taken throughout the year show youth passengers make up 56% of the total passenger base in Beaumont. Beaumont has three large active adult communities, with another two located in Cherry Valley. Although the median age of residents in Beaumont is 35 years, persons over the age of 65 make up 13.6% of the population, not including those living in Cherry Valley2. The growing active adult communities and the corresponding increase in population for this age group may impact paratransit and fixed route needs. The mean household income in Beaumont is $88,701, slightly below California's statewide mean household income of $101,4933. However, the percentage of families in Beaumont whose income is below poverty level is 7.6%, while across the state the poverty level is higher at 10.4%. 12014-2018 American Community Survey 5-year Estimates U.S. Census Bureau 2 lbid 3 lbid Beaumont SRTP 20/21 5 I Page 616 iMc For California residents over the age of 16 years, 63.5% participate in the labor force, where Beaumont shows almost equal to the state at 61.1%. Beaumont residents make up two predominant races with Hispanic or Latino at 43.2%, while another 38.5% are White (not Hispanic or Latino). Asian, Native American, and Pacific Islander make most of the other races, as shown below4: 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 43.20% 38.50% Race 7.30% 8.00% lr�rd � •� Race Hispanic White d Black Asian • Other u Native American mi Pacific Islander 0.30% 0.10% Almost 89% of residents over 25 years have at least a high school diploma (or equivalent) with 16.6% earning a bachelor's degree and 8.7% a graduate or professional degrees. Finally, of the total population in Beaumont, civilian veterans equal 7.7%, while another 10% report being disabled'. Ridership Demographics Ridership surveys were conducted in December and January of this fiscal year as part of the Comprehensive Operations Analysis currently underway. There were 427 responses. General passengers surveyed indicate that almost 68% live in a household with an annual income of less than $30,000. Approximately half of the passengers ride the service five or more days per week, with 70.5% indicating that they lack access to a personal vehicle. Additionally, almost 54% state that they use the service to travel either to work or school. Of the passengers surveyed, 36.4% state that they are Hispanic or Latino and 70.3% are 25 years or age and over. 4 2014-2018 American Community Survey 5-year Estimates U.S. Census Bureau 5 Ibid 6lbid Beaumont SRTP 20/21 6 I Page 617 1.3 Services - Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service As shown in Table 1, Beaumont operates seven days a week, as follows: Sunday Monday Tuesday Wednesday Thursday Friday Saturday 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 3/4 * Peak Service Route 3/4 Route 7* Route 7* Route 7* Route 7* Route 7* Route 9* Route 9* Route 9* Route 9* Route 9* Commuter Commuter Commuter Commuter Commuter Commuter 120 120 120 120 120 120 Commuter Commuter Commuter Commuter Commuter 125 125 125 125 125 Beaumont SRTP 20/21 7 I Page 618 Table 1 Description of Routes Route Description 2 3 4 7 Weekday Weekday Weekday Downtown to Walmart with Express Service to Cabazon Major Destinations Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, 6th Street Downtown area, Civic Center, Chamber of Commerce, Library, Oak Valley Parkway Plaza, Mountain View Middle School, San Gorgonio Middle School and Beaumont High School Walmart to Cherry Valley via Sundance Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, Sundance Community, Mountain View Middle School, San Gorgonio Middle School, Albert Chatigny Community Recreation Center, Sports Park, Cherry Valley commercial, Cherry Valley Deviations and Beaumont High School Walmart to Downtown via 3 Rings Ranch Weekday (Peak Service) 9 Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, downtown residential areas, Glen View High School, library, 3 Rings Ranch Community, Palm Ave, Mountain View Middle School, San Gorgonio Middle School, Sports Park, Beaumont High School, north residential area, Albert Chatlgny Community Recreation Center, Pennsylvania Ave Tournament Hills and Fairway Canyon to Middle Schools and Beaumont High School I Following the Beaumont School District calendar: Western masterplan communities of Tournament Hills, Fairway Canyon to Beaumont High School, Mountain View Middle School, San Gorgonio Middle School, Oak Valley Shopping Center Weekday (Peak Seneca Springs to Middle Schools and Following the Beaumont School District calendar: Southern masterplan communitiy Service) Beaumont High School of Seneca Springs, Beaumont High School, Mountain View Middle School, and San Gorgonio Middle School 3/4 CL 120 City Wide DAR Weekend Walmart to Cherry Valley via Downtown Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, downtown residential areas, Glen View High School, library, 3 Rings Ranch Community, Palm Ave, Mountain View Middle School, San Gorgonio Middle School, Sports Park, Beaumont High School, Cherry Valley Commercial, north residential area, Albert Chatigny Community Recreation Center, Pennsylvania Ave Weekday and Walmart to San Bernardino Transit Saturday Center Weekday Walmart, Beaumont Civic Center, Calimesa downtown shopping centers, Calimesa Library, San Bernardino Transit Center Walmart to Loma Linda Veterans Hospital Walmart, Beaumont Civic Center, Calimesa downtown shopping centers, Calimesa Library, Redlands Commercial area including Mountain Grove Plaza, Redlands Amazon Distribution Centers, Kaiser Redlands Medical Office, Pharoh's Kingdom, Loma Linda Veteran's Affairs Hospital and Loma Linda Medical Center Weekday Demand Response/Reservation Based Service for Seniors 65+, and persons certified under American Disability Act (ADA) that live in the City of Beaumont and parts of Cherry Valley who are going to places in Beaumont or certain areas within Cherry Valley. Additionally, service is provided to persons who livewithing 3/4 of a mile from a FR stop and goingto a destination also within an area of 3/4 of a mile from a FR stop 619 Fixed Route Beaumont operates five weekday fixed routes, two in peak service only, and one weekend fixed route. 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. Paratransit 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 unincorporated Cherry Valley. Qualified passengers include those who reside 3/4 of a mile from a fixed bus route and are either certified under the American with Disabilities Act (ADA) or 65 years of age or over, living in the Beaumont area. DAR service hours are: Persons with ADA certification Monday through Friday Saturday and Sunday 6:30 a.m. to 7:30 p.m. 8:00 a.m. to 6:00 p.m. Seniors 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. Regional Express Bus Service Beaumont operates two regional express routes, including Commuter Link 120 and Commuter Link 125. The CL 120 originates at Beaumont's Walmart transit center and provides service to and from the Beaumont Civic Center, Casino Morongo, Desert Outlet Mall, Calimesa and SBTC. The CL 125 also originates at Beaumont's Walmart transit center and provides service to and from Calimesa, Kaiser Redlands, Redlands Citrus Grove shopping center, and the VA Hospital in Loma Linda. Beaumont SRTP 20/21 9 I Page 620 Commuter Link service hours are: Monday through Friday Saturday 1.4 Ridership, Revenue Miles, Revenue Hours 4:30 a.m. to 8:15 p.m. 7:50 a.m. to 6:30 p.m. Fixed Route Since 2016, passenger boarding's across most fixed routes have steadily declined. In FY19, the overall fixed route system had 176,794 passenger boarding's, operated 219,639 revenue miles and 15,256 revenue hours of service. Passenger boarding's are projected to be less in FY 20, at 108,448 which is a 38.65% decrease from FY19. Local FR Annual Fixed Route Passenger Boardings 50,000 100,000 150,000 200,000 250,000 Proj 2020 Q 2019 u 2018 ii 2017 2016 Beaumont is in the process of a Comprehensive Operations Analysis (COA) wherein each route is individually assessed and analyzed as a part of the overall system. Based on route data, surveys, and passenger data collection, the consultant conducting the COA is required to propose performance standards for adoption by Beaumont City Council. These standards will be used as an ongoing monitoring and management tool used to increase service in the coming years. Paratransit Services DAR has experienced a decrease in passenger trips in FY 20 compared to FY 19. In FY 19, there were 8,874 passenger trips, operated for 2,670 revenue hours and 33,680 revenue miles. Passenger trip projections for FY 20 are approximately 7,383 and equates to a 16.8% decrease. Beaumont SRTP 20/21 10 I Page 621 DAR Annual Paratransit Passenger Boardings 2,000 4,000 6,000 8,000 Y Proj 2020 El 2019 v 2018 si 2017 2016 10,000 12,000 Regional Express Bus Service Commuter Link service has experienced increases in passenger boarding's partially attributed to added service and increased frequency. Combined commuter service saw 18,280 passenger boarding's in FY 19, operated 213,928 revenue miles and 7539.48 revenue hours of service. Together, commuter service has a projected increase of passenger boarding's of 20,565 which is a 12.5% increase over FY19. Annual Commuter Passenger Boardings Commuter Beaumont SRTP 20/21 5,000 10,000 15,000 ® Proj 2020 4 2019 d 2018 id 2017 u 2016 20,000 25,000 11 1 Page 622 1.5 Current Fare Structure Fixed Route On fixed route service, passengers pay general fare unless they qualify for a discounted fare. Discounted fares are available to seniors, persons with disabilities, veterans, or active military. Children 46" tall or under ride for $0.25 with a paying adult. At the beginning of FY 20 Beaumont increased fares for all services except paratransit. The following is the current fare structure: Fare Category General Base Fare $1.25 Day Pass $3.10 10 Ticket Book $12.50 Monthly Pass $39.13 Child (46" tall or under) Accompanied by a paying adult. Limit 2 $0.25 N/A N/A N/A Senior/Disabled (60+) $0.75 _$1.90 $7.50 $24.80 Military Veterans $0.75 $1.90 $7.50 $24.80 Deviations (Route 3 and 4) $0.50 N/A N/A N/A Go Pass: MSJC Students (During valid session only) Free N/A N/A N/A Active Military Free N/A N/A N/A Paratransit Services Fare Categories Base Fare 10-Ride Punch Card One -Way $2.00 $18.00 Companion & Child $3.00 N/A PCA (with ID) Free Free No Show $2.00 N/A _ J Regional Express Bus Service Fare Categories Base Fare 10 Ride Punch Day Pass Monthly ikCard Pass General $3.50 $31.50 $8.00 $75.00 Child (46" tall or under) Accompanied by $2.50 $22.50 a paying adult. Limit 2 $6.00 $50.00 Senior/Disabled (60+) $2.50 $22.50 $6.00 $50.00 Military Veterans _ $2.50 $22.50 $6.00 $50.00 Active Military Free N/A N/A N/A Fare Collection Systems There are a variety of options available to passengers to pay fares. Passengers can purchase monthly passes at the Beaumont Civic Center where cash, check or credit cards are acceptable Beaumont SRTP 20/21 12 I Page 623 forms of payment. Onboard the bus, passengers can purchase ticket books, punch cards, and day passes from the driver using cash or check. New in FY 20 was the introduction of an electronic fare media called Token Transit as an additional fare option to our passengers. Available to all passengers on all modes of service, except Dial A Ride, Beaumont Transit passengers can purchase any fare category on their mobile phones. Beaumont Transit joined the dozens of agencies currently using the platform for seamless use of the application for connecting passengers. Token Transit is used primarily on the peak routes; Routes 7 and 9. 28% of the passengers on Route 7 use Token Transit. 30% of the Route 9 passengers use Token Transit. Predominately, passengers use cash or prepaid tickets as their preferred fare media for transportation. Incentive Programs and Ridership Promotion Beaumont Transit actively participates in many community events throughout the calendar year, including the annual Cherry Festival parade, holiday light parade, Touch -A -Bus, Trunk -or - Treat, Veteran's Expo, Stuff -the -Bus, and Free Fare Friday. The summer Travel Training program continues to be successful. Launched in 2017, Travel Training began in partnership with Metrolink to teach choice riders in the Pass area how to use public transportation to and from Los Angeles via the commuter bus and train. Once in Los Angeles, a tour of Union Station is offered to highlight the important connecting features of the regional connection hub. The endeavor continues to be a welcomed addition to the promotional efforts Beaumont Transit offers to the community. Beaumont offers a real-time bus tracking system called Double Map for our passengers to use. This program, initially purchased in 2016, promotes the reliability of the local transit system for passengers. This real-time bus tracking is accessible on a free smart phone app or through any connection with the Internet. This program gives passengers the ability to find and track their buses to eliminate unnecessary waiting. 1.6 Revenue Fleet Beaumont Transit's fleet consists of nineteen vehicles, ten of which are CNG fueled and the other nine by gasoline, as shown in Table 1.1. Three additional CNG vehicles are scheduled to be delivered in the next month. The CNG fueled vehicles meet the emission mitigation standards mandated by the California Air Resources Board (CARB). Beaumont maximizes the life of vehicles in our fleet. Most of the vehicles are considered Medium Duty vehicles under Federal Transit Administration (FTA) and have a 7-year, 200,000- mile life expectancy7. Beaumont maintenance keeps vehicles in service longer than FTA guidelines. https://www.transitwiki.org/TransitWiki/images/6/64/Useful_Life_of_Buses.pdf Beaumont SRTP 20/21 13 I Page 624 OrRIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Directly Operated Table 1.1- Fleet Inventory FY 2020/21 Short Range Transit Plan City of Beaumont Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Vehicle Equipped Length Fuel Type Code # of Active Vehicles FY 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2010 2015 2011 2011 2015 2015 2009 2009 CM D EBC EDN EDN EDN EDN GMC SIR C 5500 XHF 40 EDN EDN XHF 40 XHF 40 C-5500 C-5500 28 43 30 30 43 43 28 28 1 1 1 1 1 1 1 1 32 40 33 33 40 40 32 32 CN CN GA CN CN CN CN CN 1 1 1 1 1 1 1 1 216,657 51,696 246,841 146,972 37,811 33,408 181,558 202,528 230,600 54,189 278,190 165,591 43,294 39,676 187,418 219,620 230,600 54,189 278,190 165,591 43,294 39,676 187,418 219,620 Totals: TransTrack Manager"" 4/28/Z020 273 8 8 1,117,471 1,218,578 152,322 Page 1 of 1 625 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Commuter Bus / Directly Operated Table 1.1 - Fleet Inventory FY2020/21 Short Range Transit Plan City of Beaumont Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Vehicle Equipped Length Fuel Type Code # of Active Vehicles FY 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2009 2018 2011 2011 2016 2010 2010 2010 2010 EBC EDN EDN EDN EDN FRD FRD FRD STR FORD E450 EZRider II FORD 550 FORD F550 FORD F550 Ford E450 Ford E-450 Ford E-450 C-5500 16 30 30 30 30 16 16 16 30 1 1 1 1 1 1 1 1 1 24 32 33 33 33 24 24 24 32 GA CN GA GA CN GA GA GA GA 1 1 1 1 1 1 1 1 1 256,606 13,209 286,184 308,818 47,334 339,121 351,833 342,813 311,313 257,310 52,652 318,361 338,738 94,643 344,930 396,713 377,929 340,881 257,310 52,652 318,361 338,738 94,643 344,930 396,713 377,929 340,881 Totals: TransTrack Manager"" 4/28/2020 214 9 9 2,257,231 2,522,157 280,240 Page 1 of 1 626 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Demand Response / Directly Operated Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan City of Beaumont Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Vehicle Equipped Length Fuel Type Code # of Active Vehicles FY 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2008 EBC FORD E450 2016 EDN FORD E-450 16 20 1 1 24 24 GA CN 1 1 264,564 35,238 264,564 51,351 264,564 51,351 Totals: 36 2 2 299,802 315,915 157,958 TransTrack Manager"" Page 1 of 1 4/28/2020 627 All vehicles meet the ADA accessibility requirements and are equipped with bike racks. Vehicle capacity ranges in size from 16 passengers to 43 passengers. The vehicle shown below is the newest member of the Beaumont Transit fleet and primarily used on the CL 120 to SBTC. 1.7 Existing Facilities and Bus Stop Amenities Existing Transit Facilities Administrative services for Beaumont Transit are temporarily located in the heart of downtown Beaumont 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. Customer service calls for general information, route planning, and Dial -A -Ride appointments are serviced at this location, while walk in customers, including the purchase of fare media, are serviced within the main civic center building. The Fleet maintenance operations is located at 550 California Ave, approximately 1 mile from the administrative building. Bus Stop Amenities Beaumont has 23 bus shelters, 157 bus stops, and a dozen stops with benches. A request for proposal has been issued to improve the Walmart Regional Bus Stop which connects passengers with four agencies. This improvement is funded by the Low Carbon Transportation Operations Program (LCTOP) FY 18 award. Additionally, LCTOP will install bus shelters at two other locations located in the disadvantaged community of Beaumont, including the Beaumont Library. Beaumont SRTP 20/21 17 1 Page 628 1.8 Existing Coordination Between Transit Agencies Because the San Gorgonio Pass area is geographically isolated from the desert, western Riverside County and the urban area of San Bernardino county, public transit coordination is vital for the movement of passengers. Passengers traverse cities to accomplish needs such as social services, employment opportunities in the urban areas, and more diverse commercial businesses. Beaumont has entered into multiple agreements with surrounding transit operators, including Banning, OmniTrans, RTA, and Victor Valley Transit Authority (VVTA). The 2019 interagency agreement with Banning has an added feature of a paper transfer system, reminiscent of the early 2000s. This has proven to be problematic to Beaumont's transit -dependent residents needing to access social services, the courthouse, and DMV services, all located in Banning, as they are now faced with a "two -seat" ride each way. Conversely, 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. 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. 1.9 Prior or Existing Studies and Plans Beaumont completed a Comprehensive Operations Analysis (COA) in 2014 in conjunction with the City of Banning. The results of the study were partially implemented until the new agreement with the City of Banning in July 2019, which largely eliminated crossing of city boundaries. In early 2020, Beaumont retained the services of a consultant to complete an independent COA. Suggested in three phases, Beaumont has completed phase 1 of the project and the consultant is preparing to present to City Council. Phase 2 will consist of identifying service alternatives. Phase 3 will be preparing and implementing an action plan. The final phases of the COA are scheduled to be completed by end of FY 20 and implementation expected FY 21, pending the outcome of the COVID-19 pandemic. CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE Overall, Beaumont Transit systemwide passenger trips for FY 20 is projected to end lower than the passenger trips delivered in FY 19. In FY 19, systemwide passenger trips, including paratransit, totaled 203,948. FY 20 is projected to end at 136,396, resulting in a 33.12% decline from the previous year. Beaumont SRTP 20/21 18 I Page 629 Systemwide Annual Systemwide Passenger Boardings him AM MEM 50,000 100,000 150,000 Proj 2020 h 2019 61 2018 El 2017 II 2016 200,000 250,000 There are three primary reasons to explain why Beaumont is experiencing a decline in passenger boarding's. First, public transit operators nationwide have seen a reduction in passengers across all modes of transportation. Second, Beaumont reduced service on the Route 2 by 75% in FY 20. The Route 2 previously connected Beaumont passengers in the low income and downtown area to social services in Banning; however, this service was eliminated with the entering of an Interagency Agreement with City of Banning which took effect July 1, 2019. Third, Covid-19 and the mandated social distancing and effective close of the economy has led to a reduction in service because of the reduction of passengers. 2.1 Key Performance Indicators Beaumont Transit monitors performance indicators throughout the year to ensure the system is performing productively. Customer complaints and suggestions are received, noted and implemented where appropriate. Route schedules and timepoints are reviewed for connectivity with other routes and regional connection opportunities. Department expenses are monitored for farebox recovery ratio. RCTC also provides an ability to demonstrate performance indicators in Table 2.0. Key performance indicators include seven discretionary and one mandatory, with transit operators required to meet four of the seven discretionary indicators. Beaumont currently fails to meet the mandatory performance indicator of 10% farebox recovery ratio and meets three of the seven discretionary. Beaumont SRTP 20/21 19 I Page 630 pliRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review City of Beaumont Data Elements 1 FY 2019/20 Plan FY 2019/20 Target ____ FY 2019/20 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 165,316 Passenger Miles 1,436,725 Total Actual Vehicle Revenue Hours 23,653.0 I Total Actual Vehicle Revenue Miles I 481,289.0 I I Total Actual Vehicle Miles 1 504,023.0 I Total Operating Expenses $2,610,230 Total Passenger Fare Revenue $281,000 Net Operating Expenses $2,329,230 I Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 10.76%I >= 10.00% 1 9.13%1 Fails to Meet Target Discretionary: 1. Operating Cost Per Revenue Hour $110.36 <= $100.60 $80.58 Meets Target 2. Subsidy Per Passenger $14.09 >= $9.36 and <= $12.66 $11.82 Meets Target 3. Subsidy Per Passenger Mile $1.62 >= $1.96 and <= $2.65 $2.47 Meets Target 4. Subsidy Per Hour $98.48 >= $74.32 and <= $100.56 $73.22 Fails to Meet Target 5. Subsidy Per Mile $4.84 >= $4.04 and <= $5.46 $3.44 Fails to Meet Target 6. Passengers Per Revenue Hour 6.99 >= 6.72 and <= 9.09 6.20 7. Passengers Per Revenue Mile 0.34 >= 0.37 and <= 0.49 0.29 Fails to Meet Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager'"' 4/28/2020 Page 1 of 1 631 2.2 SRTP Performance Report In FY 20, when the SRTP was prepared for FY 21, Beaumont set a plan for performance. RCTC in turn set targets for Beaumont to keep in mind as the year of operation. The following Table 2.1 outlines the planned performance indicators for FY 21 and compares the FY 21 plan to the FY 21 targets. This report indicates that all seven discretionary performance indicators were planned to be met when the targets were set. Beaumont SRTP 20/21 21 I Page 632 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 - Table 2.1 -- SRTP Performance Report Service Provider: City of Beaumont All Routes Performance Indicators FY 2018/19 End of Year Actual FY 2019/20 4th Quarter Year -to -Date FY 2020/21 Plan FY 2020/21 Target Plan Performance Scorecard (a) Passengers 204,274 104,093 169,846 None Passenger Miles 976,877 497,341 1,477,908 None Revenue Hours 24,456.7 16,961.8 26,560.0 None Total Hours 25,484.4 18,305.6 28,686.0 None Revenue Miles 457,808.9 359,461.0 567,924.0 None Total Miles 483,043.8 374,832.0 590,904.0 None Operating Costs $2,796,318 $1,344,999 $2,775,646 None Passenger Revenue $240,041 $122,839 $307,338 None Measure -A Revenue None LCTOP Revenue $93,346 None Operating Subsidy $2,556,276 $1,222,159 $2,468,308 None Operating Costs Per Revenue Hour $114.34 $79.30 $104.50 <= $72.21 Fails to Meet Target Operating Cost Per Revenue Mile $6.11 $3.74 $4.89 None Operating Costs Per Passenger $13.69 $12.92 $16.34 None Farebox Recovery Ratio 8.58% 9.13% 14.43% >= 0.1 Meets Target Subsidy Per Passenger $12.51 $11.74 $14.53 >= $15.80 and <= $21.38 Better Than Target Subsidy Per Passenger Mile $2.62 $2.46 $1.67 >= $3.32 and <= $4.50 Better than Target Subsidy Per Revenue Hour $104.52 $72.05 $92.93 >= $57.43 and <= $77.71 Better Than Target Subsidy Per Revenue Mile $5.58 $3.40 $4.35 >= $2.92 and <= $3.94 Better Than Target Passengers Per Revenue Hour 8.35 6.14 6.39 >= 3.09 and <= 4.19 Better Than Target Passengers Per Revenue Mile 0.45 0.29 0.30 >= 0.15 and <= 0.21 Better Than Target a) The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. TransTrack Manager"' 5/18/2020 633 Page 1 of 1 2.3 SRTP Service Summary In the following pages are reports that give an insight on how the Beaumont Transit service is performing in various areas compared to years past, as well as the plan for the coming fiscal year. Table 2.2 Service Summary for City of Beaumont All Routes: Like Table 2.1 above, this table compares 3rd Quarter actual of FY 20 to the plan of FY 20. In addition, the table also shows actual audited figures for FY 18 and 19 as well as showing FY 20 compared to FY 21 plan. This table shows all routes Beaumont operates including Dial -A -Ride and excluded routes. Some key takeaways from this report are: • Passenger trips are significantly lower than what was reported for previous FY's. • Beaumont Transit has lowered operating cost per revenue mile; however • Farebox recovery ratio remains below plan because of the low passenger trips. Beaumont SRTP 20/21 23 I Page 634 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes • FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 9 9 12 9 13 , Financial Data Total Operating Expenses $2,221,265 . $2,796,318 $2,610,230 $1,344,999 $2,775,646 Total Passenger Fare Revenue $235,430 $240,041 $281,000 $122,839 $307,338 Net Operating Expenses (Subsidies) $1,985,836 $2,556,276 $2,329,230 $1,222,159 $2,468,308 Operating Characteristics Unlinked Passenger Trips 197,775 204,274 165,316 103,433 169,846 Passenger Miles 945,103 976,877 1,436,725 494,205 1,477,908 Total Actual Vehicle Revenue Hours (a) 24,771.8 24,456.7 23,653,0 16,691.8 26,560.0 Total Actual Vehicle Revenue Miles (b) 420,009.0 457,808.9 481,289.0 355,656.0 567,924.0 Total Actual Vehicle Miles 447,136.0 483,043.8 504,023,0 370,667.0 590,904.0 Performance Characteristics Operating Cost per Revenue Hour $89.67 $114.34 $110.36 $80.58 $104.50 Farebox Recovery Ratio 10.60% 8.58% 10.76% 9.13% 14.43% Subsidy per Passenger $10.04 $12.51 $14.09 $11.82 $14.53 Subsidy per Passenger Mile $2.10 $2.62 $1.62 $2.47 $1.67 Subsidy per Revenue Hour (a) $80.17 $104.52 $98.48 $73.22 $92.93 Subsidy per Revenue Mile (b) $4.73 $5.58 $4.84 $3.44 $4.35 Passenger per Revenue Hour (a) 8.0 8.4 7.0 6.2 6.4 Passenger per Revenue Mile (b) 0.47 0.45 0.34 0.29 0.30 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Managerm 4/29/2020 Page 1 of 1 635 Table 2.2 is further broken down into Excluded and Non -Excluded Routes. The following two tables reflect these two categories. In FY 20, Beaumont had 4 excluded routes from the farebox recovery ratio reporting. These routes were Route 2, Route 3/4, Commuter Link 120 and Commuter Link 125. Excluded Routes are new routes or routes that have had 25% change in route. Being excluded gives a grace period for the route to perform and gain passenger ridership for three years. More detail on excluded routes are located in Table 2.2A Table 2.2 Excluded Routes has the following points of interest: • Excluded Routes have not gained passenger base necessary in order to reach farebox recovery plan. • The new routes are gaining passengers, and operating service to gain the passengers, however the low passenger counts create higher operating cost per revenue hour. Table 2.2 Non -Excluded Routes consists of the remaining routes and services Beaumont offers. These non -excluded routes are services that have been established and unaltered for at least 3 years. Non -excluded routes include the Route 3, Route 4, Route 7, and Route 9. Non -excluded reports has the following points of interest: • Non -excluded routes are doing very well and have a farebox recovery of 17.74% through the 3rd Quarter FY 20. • Operating Costs per revenue hour and subsidies are low compared to plan and previous years. Beaumont SRTP 20/21 25 I Page 636 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Excluded Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan 1 FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 3 2 4 4 5 Financial Data r Total Operating Expenses Total Passenger Fare Revenue Net Operating Expenses (Subsidies) $829,935 $44,807 $785,129 - $460,249 $14,420 $445,829 $1,364,146 $123,109 $1,241,037 $892,388 $42,561 $849,827 $1,359,487 $117,500 $1,241,987 J Operating Characteristics Unlinked Passenger Trips Passenger Miles Total Actual Vehicle Revenue Hours (a) Total Actual Vehicle Revenue Miles (b) Total Actual Vehicle Miles 18,923 90,830 6,912.1 165,555.0 173,479.0 7,344 35,251 2,849.2 76,021.0 77,316.0 63,111 848,500 12,751.0 343,950.0 352,253.0 30,730 147,504 9,703.2 253,639.0 259,410.0 52,476 801,695 16,116.0 425,086.0 434,330.0 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) $120.07 5.40% $41,49 $8.64 $113.59 $4.74 2.7 0.11 $161.54 3.13% $60.71 $12.65 $156.48 $5.86 2.6 0.10 $106.98 9.02% $19.66 $1.46 $97.33 $3.61 5.0 0.18 $91.97 4.77% $27.65 $5.76 $87.58 $3.35 3.2 0.12 $84.36 12.05% $23.67 $1.55 $77.07 $2.92 3.3 0.12 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 4/29/2020 Page 1 of 1 637 INFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- City of Beaumont' -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Non -Excluded Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 6 8 8 7 8 Financial Data Total Operating Expenses $1,391,330 $2,336,069 $1,246,084 $452,610 $1,416,159 Total Passenger Fare Revenue $190,623 $225,621 $157,891 $80,278 $189,838 Net Operating Expenses (Subsidies) $1,200,707 $2,110,448 $1,088,193 $372,332 $1,226,321 Operating Characteristics Unlinked Passenger Trips 178,852 196,930 102,205 72,703 117,370 Passenger Miles 854,272 941,626 588,225 346,701 676,213 Total Actual Vehicle Revenue Hours (a) 17,859.8 21,607.6 10,902.0 6,988.7 10,444.0 Total Actual Vehicle Revenue Miles (b) 254,454.0 381,787.9 137,339.0 102,017.0 142,838.0 Total Actual Vehicle Miles 273,657.0 405,727.8 151,770.0 111,257.0 156,574.0 Performance Characteristics Operating Cost per Revenue Hour $77.90 $108.11 $114.30 $64.76 $135.60 Farebox Recovery Ratio 13.70% 9.66% 12.670/0 17.74% 16.71% Subsidy per Passenger $6.71 $10.72 $10.65 $5.12 $10.45 Subsidy per Passenger Mile $1.41 $2.24 $1.85 $1.07 $1.81 Subsidy per Revenue Hour (a) $67.23 $97.67 $99.82 $53.28 $117.42 Subsidy per Revenue Mile (b) $4.72 $5.53 $7.92 $3.65 $8.59 Passenger per Revenue Hour (a) 10.0 9.1 9.4 10.4 11.2 Passenger per Revenue Mile (b) 0.70 0.52 0.74 0.71 0.82 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 9/29/2020 Page 1 of 1 638 The City of Beaumont service is further broken down in Tables 2.2 by dividing up the service into programs. Beaumont Transit has two programs. One program is the BUS program which is all fixed route and commuter link services. The second program is the DAR program which is our Dial -A -Ride or paratransit program. Table 2.2 BUS shows all routes within this program. Key notes of interest: • Passenger Trips on the fixed and commuter links are significantly lower than previous years. • Low passenger trips directly affect the amounts listed in the subsidies • Operating cost per revenue hour is low compared to plan and audited actuals of years past which means Beaumont consciously attempts to lower operating costs to a level to balance farebox ratio where possible. Table 2.2 DAR shows the Dial A Ride or paratransit program. Key notes of interest: • Paratransit service is a very expensive service to offer; however, it is a required service. • Passenger trips are lower but the cost to operate the service is significantly higher than previous years. Beaumont SRTP 20/21 28 I Page 639 d- RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Beaumont -BUS -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 8 8 11 8 11 wFinancial Data 1 Total Operating Expenses $1,912,928 $2,528,180 $2,380,230 $1,169,016 $2,471,923 Total Passenger Fare Revenue $215,369 $236,763 $258,000 $112,698 $283,338 Net Operating Expenses (Subsidies) $1,697,560 $2,291,416 $2,122,230 $1,056,318 $2,188,585 Operating Characteristics Unlinked Passenger Trips 187,489 195,400 156,187 97,887 160,782 Passenger Miles 899,947 937,920 1,388,341 469,858 1,429,869 Total Actual Vehicle Revenue Hours (a) 21,606.1 21,785.4 20,866.0 15,015.9 23,844.0 Total Actual Vehicle Revenue Miles (b) 380,714.0 424,129.0 446,602.0 333,928.0 532,748.0 Total Actual Vehicle Miles 404,305.0 445,928.3 465,746.0 346,932.0 552,664.0 Performance Characteristics Operating Cost per Revenue Hour $88.54 $116.05 $114.07 $77.85 $103.67 Farebox Recovery Ratio 11.26% 9.36% 10.83% 9.64% 15.23% Subsidy per Passenger $9.05 $11.73 $13.59 $10.79 $13.61 Subsidy per Passenger Mile $1.89 $2.44 $1.53 $2.25 $1.53 Subsidy per Revenue Hour (a) $78.57 $105.18 $101.71 $70.35 $91.79 Subsidy per Revenue Mile (b) $4.46 $5.40 $4.75 $3.16 $4.11 Passenger per Revenue Hour (a) 8.7 9.0 7.5 6.5 6.7 Passenger per Revenue Mile (b) 0.49 0.46 0.35 0.29 0.30 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 4/29/2020 Page 1 of 1 640 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Beaumont-DAR -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd QtrActual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 1 1.1 1 1 2 Financial Data Total Operating Expenses $308,337 $268,138 $230,000 $175,982 $303,723 Total Passenger Fare Revenue $20,061 $3,278 $23,000 $10,141 $24,000 Net Operating Expenses (Subsidies) $288,276 $264,860 $207,000 $165,841 $279,723 Operating Characteristics Unlinked Passenger Trips 10,286 8,874 9,129 5,546 9,064 Passenger Miles 45,156 38,957 48,384 24,347 48,039 Total Actual Vehicle Revenue Hours (a) 3,165.7 2,671.3 2,787.0 1,676.0 2,716.0 Total Actual Vehicle Revenue Miles (b) 39,295.0 33,679.9 34,687.0 21,728.0 35,176.0 Total Actual Vehicle Miles 42,831.0 37,115.5 38,277.0 23,735.0 38,240.0 Performance Characteristics Operating Cost per Revenue Hour $97.40 $100.38 $82.53 $105.00 $111.83 Farebox Recovery Ratio 6.51% 1.22% 10.00% 5.76% 7.90% Subsidy per Passenger $28.03 $29.85 $22.67 $29.90 $30.86 Subsidy per Passenger Mile $6.38 $6.80 $4.28 $6.81 $5.82 Subsidy per Revenue Hour (a) $91.06 $99.15 $74.27 $98.95 $102.99 Subsidy per Revenue Mile (b) $7.34 $7.86 $5.97 $7.63 $7.95 Passenger per Revenue Hour (a) 3.3 3.3 3.3 3.3 3.3 Passenger per Revenue Mile (b) 0.26 0.26 0.26 , 0.26 0.26 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager"" 4/29/2020 Page 1 of I 641 City of Beaumont Short Range Transit Plan FY 2020/2021 - 2022/2023 Table 2.2A Excluded Routes BEAUMONT -CALIFORNIA- Excluded routes are new routes or new service extensions that are eligible for exemptions from the farebox recovery requirements J j Servi I Mode Type Date of Exemption Route # (FR/DARL (DDJCDldi scription Jtxan e►xlatation End Date Route 2 FR DO Route 3/4 FR DO Route 120 FR DO Route 125 FR DO Monday - Friday: Downtown to Walmart with Express Service to Cabazon August 2019 August 2022 Saturday & Sunday Service: Walmart to Cherry Valley via Downtown Monday - Saturday Service: Walmart to San Bernardino Transit Center Monday - Friday Service: Walmart to Loma Linda Veterans Hospital August 2019 August 2019 September 2018 August 2022 August 2022 September 2021 642 2.4 Service Performance Beaumont Transit operates six local fix routes, two of which are peak routes, and two commuter links. In this section, each route will be analyzed and discussed. Fixed Route Service The following chart compares the total passenger trips by the route and by year for the local fixed route. Annual Fixed Route Passenger Boardings by Route Route 9 Route 7 Route 3/4 ri Route 4 Route 3 ..A ��r Route 2 T J d 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 ■ Proj 2020 IA 2019 V 2018 612017 St 2016 In the statistics and analysis discussed for each route, route performance is projected based on the passenger boarding trends for the first three-quarters of FY 20. Although this is a projection to end FY 20, the last quarter of FY 20 will have an anomaly in boarding's because of Covid-19; however, this anomaly is not reflected in the projections. Route 2 Route 2 is Beaumont's trunk route and operates weekdays only. It was dramatically reduced in FY 20 as a result of an Interagency Agreement with Banning Transit. This route previously served passengers with two buses and had a 1-hour headway Monday through Friday and served with a 2-hour headway on weekends. Beaumont SRTP 20/21 32 I Page 643 The current design of this route is one bus operating on a 1.5-hour headway, Monday through Friday only. The route was restructured to by-pass Banning city streets and connect passengers to major employment and recreational opportunities in Cabazon via the 1-10 freeway. In FY 20, Route 2 is projected to finish the fiscal year with a significant decrease in passenger trips compared to FY19. Passenger trips for FY 20 are projected at 16,501, a 79.37% decrease from FY 19 end of year at 79,995. This route represents 12.79% of the systemwide passenger trips, excluding paratransit. Route 3 Route 3 operates weekdays with a one -hour headway and services the north area of Beaumont, a portion of Cherry Valley via deviations, residential community of Sundance and Walmart. This route also connects Sundance with both middle schools, the high schools, and three elementary schools. Passengers traveling to outer portions of Cherry Valley can request deviations while on board the bus or by calling customer service. In FY 20, Route 3 is projected to finish the fiscal year with 25,668 passenger trips, a slight increase of 1.35% in passenger trips compared to FY19, which ended at 25,326. Route 3 makes up 19.90% of systemwide passengers, excluding paratransit. Route 4 Route 4 operates weekdays with a one -hour headway and primarily services the SB535 identified disadvantaged community located in the heart of Beaumont's original 9-square miles of city limits. This route connects passengers with the local library, two elementary schools, the community center, both middle schools, the main high school, and the commercial shopping area of Walmart. In FY 20, Route 4 is projected to finish the fiscal year at 24,133, a 5.68% decrease in passenger trips compared to FY19. This route services 18.71% of the systemwide passengers, excluding paratransit. Route 7 Route 7 is a weekday peak hour service and follows the Beaumont Unified School District academic calendar. This route is designed to service the passengers during the peak hours of the morning and afternoon to connect the westernmost portion of Beaumont residential areas with schools and connecting routes. The route services the masterplan communities commonly known in Beaumont as Fairway Canyon and Tournament Hills, providing transportation to both middle schools, as well as the main high school. Connection opportunities include Route 2, Route 3, and Route 4. In FY 20, Route 7 is projected to finish the fiscal year with a decrease in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 25,880, a decrease of 17.23% Beaumont SRTP 20/21 33 I Page 644 from FY 19 which had 31,269 passenger trips. Route 7 makes up 20.06% of systemwide passengers, excluding paratransit. Route 9 Like Route 7, Route 9 is a weekday peak hour service and follows the Beaumont Unified School District academic calendar. This route is designed to connect passengers during the morning and afternoon with the southernmost masterplan residential community commonly known as Seneca Springs with both middle schools, the high school, and connecting routes. In FY 20, Route 9 is projected to finish the fiscal year with a decrease in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 10,810, a decrease of 6.87% from FY 19, which had 11,609 passenger trips. Route 9 makes up 8.38% of all systemwide passengers, excluding paratransit. Route 3/4 Route 3/4 is a one -hour headway weekend -only service. This route is a combination of the weekday service areas of Route 3 and Route 4 and connects the downtown residential areas with places of interest such as the local library, a recreation center, several churches, and the commercial area of Walmart. Route 3/4 service was increased in FY 20 to include Sunday service. This route is primarily routed in residential areas to commercial areas. This route services many churches and religious buildings and accommodates transit dependent passengers needing to access religious services on Sundays. This route also operates on recognized limited -service holidays. In FY 20, Route 3/4 is projected to finish the fiscal year with a significant increase in passenger trips compared to FY19. Passenger trips projected to end FY 20 were 5,454, an increase of 93.9% from FY 19 which had 2,813 passenger trips. Route 3/4 makes up 4.23% of systemwide passengers, excluding paratransit. Commuter Link 120 The Commuter Link (CL) 120 operates two buses Monday through Friday, one bus with a 2-hour and 20-minute headway, and one with a 1-hour and 20-minute headway. The CL 120 also operates on Saturday and recognized limited -service holidays. On Saturdays, CL 120 is serviced by one bus and has a 2-hour and 20-minute headway. This express commuter service connects passengers at the Beaumont Walmart to Calimesa and the San Bernardino Transit Center. In FY 20, the CL120's schedule was adjusted to also connect commuting passengers from San Bernardino to Casino Morongo. In FY 20, CL 120 is projected to finish the fiscal year with an increase in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 15,996, an increase of 16.35% Beaumont SRTP 20/21 34 I Page 645 from FY 19, which had 13,748 passenger trips. The CL 120 makes up 12.4% of systemwide passengers, excluding paratransit. Commuter Link 125 The Commuter Link (CL) 125 operates weekday service from Beaumont Walmart to San Bernardino County medical facilities, as well as recreational and employment opportunities. Originating from Beaumont Walmart, the CL 125 connects with stops in Calimesa, Redlands Citrus Plaza (Alabama St and Lugonia Ave), Kaiser Redlands Medical Offices, and Loma Linda Veterans Affairs Hospital. In FY 20, the CL 125 is projected to finish the fiscal year relatively equal in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 4,569, a slight increase of .82% from FY 19, which had 4,532 passenger trips. The CL 125 makes up 3.54% of systemwide passengers, excluding paratransit. Dial A Ride (Paratransit) Beaumont Dial A Ride (DAR) is a curb to curb service for qualified passengers residing in Beaumont and parts of Cherry Valley. Qualified passengers include persons over the age of 65 as well as those passengers certified under the Americans with Disability Act. Beaumont Transit honors and recognizes those passengers carrying ADA compliant identification cards from RTA and Omnitrans. DAR operates as a complimentary service to the fixed routes in Beaumont and mirrors that schedule. Reservations are required at least 24 hours in advance and priority is given to ADA passengers. On the weekends, DAR is available to ADA passengers only. In FY 20, DAR is projected to finish the fiscal year with a decrease in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 7,382, a decrease of 16.8% from FY 19 which had 8,874 passenger trips. Beaumont SRTP 20/21 35 I Page 646 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.3 - SRTP Route Statistics City of Beaumont -- 2 FY 2020/21 All Routes Data Elements Peak Passenger Revenue Total Revenue Total Operating Passenger Net Route it Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Subsidy BEA-120 All Days 2 19,358 522,666 8,014.0 8,456.0 244,234.0 250,344.0 $639,503 $58,342 $581,161 BEA-125 Weekday 1 5,720 120,120 3,403.0 3,557.0 96,558.0 97,788.0 $272,455 $12,450 $260,005 BEA-2 Weekday 1 20,618 119,585 3,535.0 3,638.0 66,614.0 67,836.0 $355,145 $32,501 $322,644 BEA-3 Weekday 1 32,194 186,725 3,118.0 3,294.0 42,562.0 44,462.0 $379,424 $47,232 $332,192 BEA-3/4 All Days 1 6,780 39,324 1,164.0 1,260.0 17,680.0 18,362.0 $92,384 $14,207 $78,177 BEA-4 Weekday 1 30,280 175,624 3,391.0 3,497.0 44,804.0 45,828.0 $333,582 $36,016 $297,566 BEA-7 Weekday 3 32,568 188,894 805.0 1,280.0 14,744.0 20,408.0 $253,945 $54,011 $199,934 BEA-9 Weekday 1 13,264 76,931 414,0 654.0 5,552.0 7,636.0 $145,485 $28,579 $116,906 BEA-DAR All Days 2 9,064 48,039 2,716.0 3,050.0 35,176.0 38,240.0 $303,723 $24,000 $279,723 Service Provider Totals 13 169,846 1,477,908 26,560.0 28,686.0 567,924.0 590,904.0 $2,775,646 $307,338 $2,468,308 Trans? ac Manager"" 4/14/2020 Page 1 of 2 647 OFRIVERSIDE couHTr TRANSPORTATION COMMISSION Table 2.3 - SRTP Route Statistics City of Beaumont -- 2 FY 2020/21 All Routes Performance Indicators Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route R Day Type Revenue Hour Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mlle BEA-120 AN Days ;79.80 ;2.62 ;33.04 9.12% $30.02 $1.11 ;72.52 $2.38 2.4 0.08 BEA-125 Weekday ;80.06 ;2.82 647.63 4.56% ;45.46 ;2.16 ;76.40 $2.69 1.7 0.06 BEA-2 Weekday ;100.47 ;5.33 $17.22 9.15% ;15.65 ;2,70 ;91.27 $4.84 5.8 0.31 BEA-3 Weekday ;121.69 ;8.91 ;11.79 12.44% $10.32 ;1.78 ;106.54 ;7.80 10,3 0.76 BEA-3/4 AN Days ;79.37 ;5.23 $13.63 15.37% $11.53 ;1.99 $67.16 $4.42 5.8 0.38 BEA-4 Weekday $98.37 ;7.45 $11,02 10.79% ;9.83 $1.69 $87.75 ;6.64 8.9 0.68 BEA-7 Weekday ;315.46 ;17.22 ;7.80 21.26% ;6.14 ;1.06 ;248.37 ;13.56 40.5 2,21 BEA-9 Weekday $351.41 $26.20 $10,97 19.64% $8.81 ;1.52 ;282.38 ;21.06 32.0 2.39 BEA-DAR All Days $111.83 ;8.63 ;33.51 7.90% ;30.86 ;5.82 ;102.99 ;7.95 3.3 0.26 Service Provider Totals ;104.50 $4.89 $16.34 11.07% ;14.53 ;1.67 $92,93 ;4.35 6.4 0.30 7YansTIadc Manager"" 4/14/2020 Page 2 of 2 648 2.5 Productivity Improvement Efforts Beaumont encourages participation and insights from our customers and the public. Customer satisfaction is our number one priority and we engage feedback. All customer comments and complaints are considered and generally resolved immediately. As a small agency, requests for new stops or an adjustment in timepoints are easily resolved. Beaumont monitors the schedules in correspondence with other agencies. Metrolink, RTA, Omni, and Banning schedules are all reviewed, and changes are made usually in response to a change in the larger agencies' schedules. Our goal is to ensure that transit passengers can connect with other agencies to complete their trip. Currently, Beaumont uses several products to keep passengers connected with system information and announcements. These products are Facebook, Instagram, 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). FIND YOUR BUS 9 DOWNLOAD THE APP TODAY O... .4_1 I clay App Store .D oubl@MAP Additionally, Pass area residents are invited to attend monthly travel training trips led by Beaumont staff members to such key destinations as 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 recently secured a consultant to perform a comprehensive operations analysis (COA) and are currently completing phase 1 of a 3-phase project. The primary purpose of the 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 20/21 38 I Page 649 2.6 Major Trip Generators Over one-third of Beaumont's passengers attend Beaumont schools, with primary travel patterns between residential neighborhoods and middle and senior high schools during peak hours -morning and afternoon. However, this type of service is not sustainable, but more importantly is more costly to the overall operations. For this reason, additional service will not be added to the two peak routes, Routes 7 and 9. Beaumont will continue to focus on regional transportation as a means of sustainability. 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. 2.7 Recent Service Changes Recent service changes were introduced on Route 2, Route 3/4, and Commuter Link 120. Route 2 Route 2 had several significant changes at the onset of FY 20. All changes were a direct result of the July 2019 Interagency Agreement entered into with the city of Banning. At the request of Banning, Route 2 bypasses the Ramsey St. corridor and travels along Interstate 10 to Casino Morongo and the Desert Hills Outlet mall. Additionally, the route decreased service from two buses to one bus, as well as decreased days of operation from seven days to weekday only. Route 3/4 Because of the significant decreases in operational service on Route 2, it was determined that Route 3/4 would be better designed to add service, from Saturday only to Saturday and Sunday. This allows transit -dependent passengers to travel on Sundays accessing religious services and patronize commercial shopping areas of Beaumont. Commuter 120 The Commuter Link 120 also experienced changes in FY 20. A second bus was added to the route which increased the route frequency. This change was made based on passenger surveys requesting more service to and from SBTC. With the additional bus, CL 120 is now able to service Casino Morongo, allowing passengers to connect from the Metrolink train or other bus operators at SBTC a one -seat ride to the casino and outlet malls. CHAPTER 3 - FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING, AND MARKETING 3.1 Planned Service Changes The current COA project will determine the future of Beaumont's service changes in the coming years. The City of Beaumont continues to grow with an average of 750 additional new homes Beaumont SRTP 20/21 39 I Page 650 built every year. There are currently 3,500 homes approved for construction. The COA will tell us where service will best be served and should be completed by early FY 21. Industrial and employment opportunities are also growing. Amazon is preparing to open a million square foot distribution center in Beaumont. Amazon reports that they intend to hire several hundred full-time employees and will begin doing so at the end of May or June 2020, with an anticipated opening date in July or August 2020. Beaumont Transit has been approached by Amazon to provide public transportation to the facility and is considering a micro -transit system as a pilot program to address transportation needs of the Amazon employees. A rideshare voucher program for senior and ADA passengers to offset the rising operational expenses incurred by paratransit service is also being explored. This voucher program will mirror a similar program offered by other public transit operators and consists of a 50-50 share in fare directly redeemable with the rideshare provider when the service is used. 3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership Comprehensive Operations Analysis As discussed in previous sections of this plan, Beaumont is currently underway with a Comprehensive Operations Analysis. As part of the COA, a fare elasticity study will be completed to ensure that the schedule reflects a good business model, is fair to all passengers, and equitable in the industry. This COA will be central to the development of the department and is expected to be completed by June 2020. Travel Training 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 the early Spring and runs through the Fall, 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, eases concerns, and empowers passengers to make similar trips on their own in the future. Since its inception, over 300 choice riders have experienced travel training with Beaumont staff. Beaumont SRTP 20/21 40 I Page 651 Free Fare Promotion In FY 18, Beaumont successfully implemented a systemwide Free Fare Promotion that was funded by a grant from the Low Carbon Transit Operations Program (LCTOP). This 3-month promotion was extended to the city of Banning Transit, with both agencies reporting an increase in passenger trips and were a welcomed program to all passengers. Because of the overall success of the program, a new LCTOP grant funding application has been completed and will be used for a Free Fare Promotion in FY 21. The new Free Fare Promotion will consist of systemwide free fare for seniors, veterans, and disabled passengers for one year. Additionally, free fares will be extended to general passengers for three months. This program will be introduced in conjunction with any new route changes or added service as part of the COA study. Finally, with the potential aftereffects of Covid-19 on the overall economy, this promotion will assist passengers economically traveling to work and recreation. Annual Promotions Throughout the year our service is marketed with not only free fares, but visible appearances, as well. 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 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 Beaumont SRTP 20/21 41 I Page 652 points of interest that these routes service, including destinations such as the community center, library, parks, city pool, and shopping. 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. Multiple marketing and promotional appearances are attended throughout the year. Informational booths at back -to -school nights and orientations are attended by staff. Additionally, entries in local parades, free rides to all Veterans during the annual Veteran's Expo, the holiday 'Stuff the Bus' food drive, rider appreciation events, and multiple community presentations and events, are all included in promotions to promote ridership and expose choice riders to public transportation. Beaumont offers free shuttle service to the annual signature event, the Cherry Festival, located in the downtown area of Beaumont. This annual festival, arts/crafts, food, and live entertainment gathering is a four -day event with attendance of over 50,000 throughout the four days. In 2019, the shuttle service provided 1,619 passenger trips to festival patrons. Redevelopment of Walmart Regional Transportation Hub Beaumont Transit has secured LCTOP and SGR funding for the purpose of redeveloping the Walmart Regional Transportation Hub and promoting ridership. This location is serviced by Beaumont, Banning, RTA and Sunline agencies. Hundreds of passengers connect at this location and the facility is undersized for the connecting passenger traffic. The Walmart stop is a central and visible location to the commercial center of Beaumont. With improvement, it will encourage additional use by existing passengers, but also entice new passengers to try transit. Beaumont SRTP 20/21 653 42 I Page 3.3 Projected Ridership Growth Projected ridership growth will be problematic; however, Beaumont is taking the necessary steps to analyze and create a profitable business model in the coming fiscal years. The economy resulting from Covid-19 will have a significant hardship for many people. As residents shift employment as a result of the virus, it is an opportunity to encourage transit as a cost -saving measure. The development of routes as a result of the comprehensive operations analysis is anticipated to encourage ridership growth. Additionally, Beaumont Transit will continue to focus on regional transportation and will consider an express commuter link route to the desert communities in FY 22. 3.4 Proposed Fare Structure Changes Beaumont recently updated the fare schedule for FY 20. As part of the Comprehensive Operations Analysis, a fare elasticity study will be completed to ensure that the schedule reflects a good business model, is fair to all passengers, and equitable in the industry. The Go Pass program was voted into effect by the Associated Student Body (ASB) at MSJC as an additional fee for students during registration. That fee is entirely allocated to RTA to subsidize free fare to all MSJC students on RTA's routes. Beaumont has traditionally honored Mt. San Jacinto's (MSJC) Go Pass program without receiving subsidies, providing free fare to all MSJC students. As part of the most recent Triennial Performance Audit, a recommendation was made to either cease accepting the Go Pass and charge students as general passengers, or coordinate efforts with MSJC to present to the ASB to vote on an additional fee during registration for Beaumont Transit. Should the student body vote against the proposed fee for Beaumont, the fare schedule would reflect the elimination of the Go Pass program on Beaumont routes. 3.5 Capital Improvement Planning Compressed Natural Gas Fueling Station (Projects 19-01 and 20-01) In FY 20, Beaumont purchased a 6.14-acre parcel in the city's southwest industrial area, in partnership with the Wastewater Fund. This property will include a 28,000 square foot public fueling station for compressed natural gas vehicles and serve as a critical revenue source for Beaumont Transit's farebox recovery. More importantly, it will eliminate Beaumont Transit's reliance and dependence on the limited fueling available at the only station in Beaumont, owned and operated by Beaumont Unified School District (BUSD). Fueling the CNG buses has been problematic and more frequently than not, BUSD station is unavailable, forcing the fleet to fuel at stations located as far away as Hemet and Moreno Valley. Additionally, the parcel will include slow -fill stations for each CNG bus in the fleet, with room for expansion, giving Beaumont Transit the ability to fuel CNG vehicles during non -operational hours. Beaumont SRTP 20/21 43 I Page 654 A conceptual master plan has been completed for Transit's portion of the land. The next phase will include adopting a compression services tariff agreement with Southern California Gas to design build the CNG station, with construction anticipated to be completed by end of FY 21. Fleet Maintenance and Operations Facility (Project 20-02) As part of Projects 19-01 and 20-01, a fleet maintenance and operations facility will be constructed on the purchased parcel. Included is a 4,100 square foot, one-story building to house fleet and operations personnel, serve as a customer service point of sale location, and completely remove Beaumont Transit from the downtown area. All transit operations will be housed at one location, increasing effectiveness and efficiencies of the department. Design and engineering will begin in FY 21, with construction scheduled for FY 22. Part of the funding for this project is a State of Good Repair grant awarded in FY 19, as well as reprogramming of several previously obligated State Transit Assistance projects with fund balances. Replacement Vehicles (Project 20-06) Beaumont Transit's fleet includes three 16-passenger vehicles with over 300,000 miles each and have been in service for the past decade. Three new Ford Entourage Type E buses were purchased last summer and expected delivery is May 2020. Electric Vehicle Charging Station (Project 20-07) In FY 20, Beaumont designed and constructed an electric vehicle charging station, located strategically in the downtown area as a revenue source for Beaumont Transit's farebox. The project was funded by the Southern California Incentive Project (SCIP) in the form of a rebate of $240,000. The remaining project costs of $31,870 will come from the Mobile Source Air Pollution Reduction Committee (MSRC), and the station is set to open in June 2020. Beaumont SRTP 20/21 44 I Page 655 City of Beaumont Short Range Transit Plan FY 2020/2021- 2022/2023 Table 3 Highlights - Implementation of a Free Fare promotion. - Redevelopment of the Walmart Transportation hub. - Completion of the Comprehensive Operations Analysis (COA). - Fare elasticity analysis as part of the COA. - Construction of a compressed natural gas fueling station. - Construction of a fleet maintenance and operations building. - Procurement of two electric vehicle shuttles. Tvoe FY2016/2017 Audited BEAUMONT -C A L 1 F O R N 1 A- FY2019/20 Estimated FY2017/2018 (Based on 3rd Qtr actuals Audited FY2018/2019 Estimated and annualized) FY2020/21 Planned System -Wide Ridership 194,7201 197,7751 202,6981 131,571 169,846 Operating cost per revenue hours 117.721 129.111 117.141 113.461 104.531 Expenses 2,990,217 3,198,2141 2,796,3181 2,525,161 2,776,096 1 Revenue Hours 25,4021 24,7721 23,8711 22,2551 26,558 656 CHAPTER 4 — FINANCIAL PLANNING 4.1 Operating and Capital Budget Operating Budget As shown in Table 4 of this plan, Beaumont Transit projects a total amount of $3,084,384 needed in operational funding to fully operate a public transit program for the residents of Beaumont. Included in that amount is $2,776,096 from Local Transit Funds, farebox revenues collected of $213,942, LCTOP operational grant funding in the amount of $93,346, and interest earned in the amount of $1,000. This equals a modest 1.48% increase over funding in FY 20. Operational funding is allocated to 83% in personnel, 15% in maintenance and operations, and 2% in contractual services. Beaumont SRTP 20/21 46 I Page 657 OrRIVERSIDE COUNTY TRISSPOR1ARON COMMIfel6N Table 4.0 - Summary of Funding Requests - FY 2020121 City of Beaumont Operating LCTOP PUC99313 III Project Total Amount of Funds FARE INT LCTOP PUC99314 LTF SGRPUCO9313 SURPUC99314 SGRda STA -OB STAPUC99313 STAPUC88314 1) Operating Assistance 2) Commuter Link 120 Operating Assistance 3) Commuter Link 129 Operating Assistance 4) Dial A Ride Operating Assistance 5) Interest and Other Income 81,756.361 $708,845 5294,455 $323,723 11,000 $133,600 $48,342 $12,000 520,000 $1,000 $60,000 $20,000 510,000 53,346 S1,559.415 $640,503 1272,455 $303,723 Sub4otel 00.68869 53,004,384 5213,942 11,000 190,000 $3,346 S2,776,095 50 30 SO SD SO SO Capital Protect Total Amount FARE INT LCTOP LCTOP LTF KM PUC99313 8GR PUC99314 8GR-013 STA - OB STA PUC99313 STA PUC99314 of Funds PUC9931311j PUC99314 _ 12-01 GPS System on Buses ' 4 1 --,. - 13.01 Building Improvements 5-10,087 S-10,087 14-03 Bowing ()Improvements 5-11,274 -11274 15.01 2 Type 7 Buses for Repl0cement/Ezpo5oio 5-29,728 = 29,728 15-02 2 Security Camara Systeme for the above 5.5,237 5-5,237 Project 17-01 Bus Yard Parking Lot with Security Gates 1-100,000 5-100,000 19-02 Type H EZ Rider II Vehide 5-18.418 •'°"° 21-01 CNG Station-21.01 3500,000 1500,000 21.02 Fleet Maintenance and Operations Fadlity - 5671,248 $51,000 52,537 149.885 $121,381 1430,803 515,860 21-02 21-03 Bue Stop Signege & Amenities-21-03 851,999 851,999 21-04 2- Electric Shuttle EV Star -21.04 1220,000 5220,000 21-05 New Vehide Communications . 21-05 557,498 557,498 Subtotal Capital $1,321,894 50 SO $01 50 S0 S51,000 $2,537 $101,860 SO 51,150.803 $15,880 Total Operating a Ceplal 54.406,288 3213,942 81,000 $90.000 $3,348 $2,776,096 $51,000 $2,537 $101,884 SO 51,150,603 $15,860 FY 2020/21 Projected Funding Details FARE INT LCTOP PUC99313 LCTOP PUC99314 LTF Total Estimated Ottoman Funding Request SGR PUC99313 SGR PUC99314 SGR-OB STA-OB $213,942 $1,000 190000 [1] Teat Comment by TranoTrack - Please Ignore. Overwrite If needed. 13,348 $2,778,098 $3,084,364 $51,000 $2,537 $101,884 50 STA PUC99313 31,150,803 STAPUC99314 515,800 Total Estimated Capital Fundng Request 11,321,884 Total Funding Request 0 I06,2ee Trans Track Meneger" r <R9012017:33:50 ET Pagel of 1 658 City of Beaumont Short Range Transit Plan FY 2020/2021- 2022/2023 Table 4B Fare Revenue Calculations (Consistent with RCTC Commission Farebox Recovery Policy 3/12/2008) Fareboir Calculation �rir•ffta• 1 Charge for Service 2 Bus Outlet Sales 3 Sale of Property 4 Interest 5 Other Income/Transfers In 6 LCTOP 229.112 223,761 213,942 740 460 500 4,169 30 2,784 1,931 500 466 83,368 0 93,346 Total Revenue (1-6) $320,638 $226,182 $308,288 Total Operating Expense $2,796,317 $2,525,161 $2,776,096 Farebox Recovery Ratio 11.47% 8.96% 11.11% 659 Capital Budget Compressed Natural Gas Fueling Station (Project 21-01) As mentioned in Section 3.5, Beaumont will continue funding for this critical project until construction is completed, and the station is open to the public. The continuation of funding for this project is critical to the sustainability of the public transit program in Beaumont. The revenue generated from the public fueling station will adequately support a significant increase to Beaumont Transit's farebox recovery. Beaumont SRTP 20/21 49 I Page 660 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Project Number: 21-01 Project Name: 21-01 CNG Station Category: Facilities Sub -Category: Expansion Fuel Type: N/A Project Description: Installation of CNG Station at 4th and Viele property. FTIP No: Not Assigned - New Project Project Justification: More than half of Beaumont's bus fleet is CNG fueled. All vehicles purchased must be CNG or other altemative fuel to comply with RCTC policy. However, there is not a reliable CNG Station in the Pass Area. Staff often must fuel buses out of town and is costly to operations funding and resources. Project Schedule: Start Date July 2020 Completion Date June 2022 PROJECT FUNDING SOURCES (REQUESTED]: Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $500,000 Total $500,000 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 TransTrack Manager'*' Page 1 of 1 4/29/2020 18:05:48 ET 661 Fleet Maintenance and Operations Facility (Project 21-02) This project is a continuation of funding for the fleet maintenance and operations facility, to be constructed the purchased parcel. Included is a 4,100 square foot, one-story building to house fleet and operations personnel, serve as a customer service point of sale location, and completely remove Beaumont Transit from the downtown area. All transit operations will be housed at one location, increasing effectiveness and efficiencies of the department. Design and engineering will begin in FY 21, with construction scheduled for FY 22. Part of the funding for this project is a State of Good Repair grant awarded in FY 19, as well as reprogramming of several previously obligated State Transit Assistance projects with fund balances. Beaumont SRTP 20/21 662 51 I Page OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Project Number: 21-02 FTIP No: Not Assigned - New Project Project Name: 21-02 Fleet Maintenance and Operations Facility Category: Facilities Sub -Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: Construction of administration, fleet maintenance, and operations facilities at the recently purchased property located at 4th and Viele in the industrial area of Beaumont Project Justification: Operations and 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 one location. The separation of the department is creating increased operational expenses. A parcel has been purchased at a new location in FY 20 and this project will help to develop it. A portion of the requested funding is a previously awarded grant project from State of Good Repair (SGR) in FY 18/19. Since RCTC disperses funds, it is required the project be listed on the capital projects list. Project Schedule: Start Date Completion Date July 2020 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY2020/21 $51,000 SGR PUC99314 FY 2020/21 $2,537 SGR-OB FY 2020/21 $49,885 STA - OB FY 2020/21 $121,361 STA PUC99313 FY 2020/21 $430,603 STA PUC99314 FY 2020/21 $15,860 Total $671,246 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 Trans Track Manager 4/29/2020 18:06:14 ET 663 Page 1 of 1 Bus Stop Signage and Amenities (Project 21-03) New bus stop signage and amenities will be funded by the State of Good Repair grant awarded in FY 20. New bus benches and lighting will be added at bus stops to improve passenger comfort and safety, along with new signage throughout the service area. This project is funded by a State of Good Repair grant from FY 20. Beaumont SRTP 20/21 53 I Page 664 dmm —a RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Project Number: 21-03 FTIP No: Not Assigned - New Project Project Name: 21-03 Bus Stop Signage & Amenities Category: Bus Stop Sub -Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: Replace bus stop signage and schedule holders throughout the service area. Project Justification: This is a previously awarded grant project from State of Good Repair (SGR) in FY 19/20. Since RCTC disperses funds, it is required the project be listed on the capital projects list. Bus stop signage is over 10 years old. Most are faded and unreadable. This project will help to design, purchase and install new bus stop signs. In addition, where stops are without adequate lighting or seating for passengers, this project will help to install amenities. Project Schedule: Start Date Completion Date July 2020 June 2022 PROJECT FUNDING SOURCES IREQUESTEDJ: Fund Type Fiscal Year Amount SGR-OB FY 2020/21 $51,999 Total $51,999 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 TransTrack Manager TM Page 1 of 1 4/29/2020 18:07:06 ET 665 Electric Vehicle Shuttle (Project 21-04) Beaumont Transit has applied for and has subsequently been approved for the Volkswagen Mitigation Rebate earmarked for the purchase of two electric vehicle shuttles, allowing for a rebate of $160,000 per vehicle. Additional funding is needed in order to procure the two vehicles. Project 21-04 reflects the difference in the price of the shuttle and the rebate from Volkswagen. These shuttles are ADA compliant with a wheelchair ramp and will be used on Dial -A -Ride. Charging will be available with an electric vehicle charging station currently in construction at the Beaumont Civic Center public parking lot, near a primary bus stop. Beaumont SRTP 20/21 55 I Page 666 IIIRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Project Number: 21-04 FTIP No: Not Assigned - New Project Project Name: 21-04 2- Electric Shuttle EV Star Category: Paratransit Sub -Category: Replacement Fuel Type: Electric Project Descrietion: Purchase of two electric shuttles to be used on Dial A Ride Service. Project Justification: Beaumont has secured a grant through Volkswagen Mitigation Trust Fund in the amount of $160,000 per vehicle. This requested amount will cover the difference in the cost of the shuttle. These vehicles will replace unleaded gas buses, as required by the grant, and will be used on local paratransit service. Beaumont will have a completed electric vehicle charging station by June 2020. Project Schedule: Start Date I Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES iREQUESTEDI: Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $220,000 Total $220,000 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 TransTrack Manager", Page 1 of 1 4/29/2020 18:07:37 ET 667 Vehicle Communications for New Vehicles (Project 21-05) All Beaumont Transit vehicles are outfitted with two-way radios that serve as the sole communication between drivers and dispatch. An added benefit to this communication system is the ability of the driver to immediately contact Beaumont Police dispatch through direct connection in an emergency. Funding for this project will be reprogrammed from prior obligated State Transit Assistance fund balances. Beaumont SRTP 20/21 57 I Page 668 PFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Beaumont Table 4.0 A - Capital Project Justification Project Number: 21-05 FTIP No: Not Assigned - New Project Project Name: 21-05 New Vehicle Communications Category: Equipment Sub -Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: Improve stop signage, schedule holders, and amenities at bus stops. Project Justification: This is a reprogramming request of prior year STA obligated balances (STA-OB) to this new project. Three new vehicles were purchased in FY 19 and will be delivered before end of FY 21. In addition, 2 electric shuttles are proposed for FY 21. These five new vehicles will need to have security and communications purchased and installed. Project Schedule: Start Date July 2020 Completion Date June 2021 PROJECT FUNDING SOURCES jREQUESTED): Fund Type Fiscal Year Amount STA - OB FY 2020/21 $57,498 Total $57,498 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 TransTrack ManagerT"' Page 1 of 1 4/29/2020 18:09:06 ET 669 4.2 Funding Plans to Support Proposed Operating and Capital Program Beaumont Transit continues to explore all available funding options to support transit operating and capital costs. Current secured funding includes STA, LCTOP, MSRC, and SGR grants but is void of any Federal funds. In FY 22, Beaumont Transit intends to submit a proposed funding plan request in the amount of $4,983,675, of which $2,859,379 is LTF, $1,800,000 is STA, $41,796 in LCTOP, $16,000 Measure A, $265,500 farebox revenue, and $1,000 in interest or other income. Beaumont SRTP 20/21 59 I Page 670 City of Beaumont Short Range Transit Plan FY 2020/2021- 2022/2023 Table 4.1 Fiscal Year 2021/2022 BEAUMONT —cnLIFORN, ilemUre A Operating Other Other LTF LCTOP STA SGR Assistance Fund kip Farebox Revenue Operations and Fixed Route Operations and Commuter Link 120 Operations and Commuter Link 125 Dial A Ride Interest and other income Total Operating Renuest 1,803,143 728,068 318,629 332,835 1,000 1,606,197 17,946 659,718 13,350 280,629 10,500 312,835 $ 3,183, 675 $ 2.859, 379 $ 41,796 16,000 179,000 55,000 11,500 20,000 1,000 $ - $ 16.000 $ - $ 265.500 $ 1.000 itpasuro A Operating Other Other LTF LCTOP STA SGR Assistance Funding Farebox Revenue CNG Station Fleet Maintenance and Operations Facility Bus Wraps 3- Ford Entourage -Type E Replacement Vehicles Total Capital Request Grand Total Operating & Capital 500,000 500,000 100,000 700,000 0 0 0 0 0 0 0 500,000 500,000 100,000 700,000 $1,800,000 $0 $0 $1,800,000 50 50 50 50 50 $4,983,675 52,859,379 $41,796 $1,800,000 50 $16,000 $0 5265,500 $1,000 671 In FY 23, Beaumont Transit intends to submit a proposed funding plan request in the amount of $4,594,936, of which $2,945,160 is LTF, $1,300,000 is STA, $41,840 in Measure A, $307,296 in farebox revenue, and $1,000 in interest or other income. Beaumont SRTP 20/21 61 I Page 672 City of Beaumont Short Range Transit Plan FY 2020/2021- 2022/2023 Table 4.2 Fiscal Year 2022/2023 BEAUMONT -C A L 1 F O R N 1 A - Measure A Operating Other Other LTF LCTOP STA SGR Assistance Funding Farebox Revenue Operations and Fixed Route Operations and Commuter Link 120 Operations and Commuter Link 125 Dial A Ride Interest and other income Total Operating Request 1,851,329 772,860 327,528 342,220 1,000 1,654,383 679,510 289,048 322,220 25,000 16,480 196,946 68,350 22,000 20,000 1,000 $ 3,294,936 $ 2,945,160 $ - $ $ - $ 41,480 $ - $ 307,296 $ 1,000 Measure A Operating Other Other LTF LCTOP STA SGR Assistance Funding Farebox Revenue CNG Station Passenger Amenities 3- Replacement Vehicles Total Capital Request Grand Total Operating & Capital 500,000 100,000 700,000 0 0 0 0 0 0 0 500,000 100,000 700,000 $1,300,000 $0 $0 $1,300,000 $0 $0 $0 $0 $0 $4,594,936 $2,945,160 $0 $1,300,000 $0 $41,480 $0 $307,296 $1,000 673 4.3 Regulatory and Compliance Requirements The American with Disabilities Act of 1990 The Dial -A -Ride service provides complimentary paratransit services as a required element of ADA. Although Beaumont Transit does not have an internal application process due to staffing constraints, all other public transit operators' identification cards are accepted as verification on all routes. DBE, EEO, and Title VI Beaumont Transit System does not utilize federal funds for operating expenses. As such, DBE, EEO, and Title VI requirements do not currently apply to this public transit operator. Triennial Performance Audit RCTC retained the services of Michael Baker International to conduct the TDA triennial performance audit of the public transit operators under its jurisdiction in Riverside County, including Beaumont Transit, for Fiscal Years 2015-2016 through 2017-2018. Beaumont Transit fully complied with five of the eight applicable requirements and partially complied with the remaining three. The audit also summarized the major findings and provided a set of recommendations from the auditing firm. For this reporting period, four recommendations were given and as required by RCTC, are included in this plan as shown in Table 4.3. Two of the four recommendations have since been implemented or completed. Beaumont SRTP 20/21 63 I Page 674 City of Beaumont Short Range Transit Plan FY 2020/2021- 2022/2023 Table 4.3 TDA Triennial BEAUMONT C A L I F O R N I A - Prepare and submit separate State Controller Transit Operators Financial Transactions Reportsfor general public transit and specialized service. Action Taken and Results Beaumont continues to strive for timely completion of SCO reports. Additional staff in the finance department has been added to help prevent delays. Continue to work with RTA and Mt. San Jacinto College on fare revenue reimbursement from the College GO -PASS Revenue Agreement. Beaumont will explore the Go -Pass program and reach out to San Jacinto College to engage students for a student body vote to implement fare program for Beaumont Transit, independent from RTA. Include a link to BanningTransit on the BeaumontTransit web page. Completed Report mechanical road calls and other vehicle operation metrics in TransTrack Manager. Completed 675 Alternative Fueled Vehicles (RCTC Policy) Beaumont Transit System operates nine CNG buses and six 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. 4.4 Open Capital Projects This final section includes a summary of open capital projects, balances outstanding for each project, and plan to reprogram old projects to future critical projects as outlined in Table 4.4. Beaumont SRTP 20/21 65 I Page 676 Project # Beaumont Open Projects STA Capita' Estimated balance 6r3320 Origii1 Amoure Items Approved in SRTP Awarded ArrrcsiK CNG re/ated 200.000.00 MSRC Grant 203.000.00 10-01 300.003.00 CNG Station lnpwemt+a 241,795.10 20-01 1.500.000.00 CNG Station 1,503,000.00 Total amount available for CMG Raject 1,941,795.10 17-02 85.000.00 Salable Bus Lift. Jade Stands E Tools 338.17 17-04 75.000.00 Slop Braking Ma: M mma 70,880.79 19.04 68,478.00 SGR Grant- Modernization of Vehicle &Mir/evace 15.478.00 20-05 40,000.00 Shop Tools 40.000.00 49.885.00 SGR Grant- Modernization of Vehicle ►lairttevaoe 49.885.00 Taal/mount addable for shop n/aerd projects 227,1la11.li6 jklidihot War/win/Ms 14 03 75.000.00 Bulling D trrpvrerncva 11,274.00 Resxog to 21-02 Feet Ma erarance & Operatims Faciirty 13-01 13,939.24 R_..kieva improverner, 10.083.83 17-01 100.000.00 Bus Yard Parkrig Lot with Security Gates 100.000.00 Total amount available for baking improvements f 21, 360 d3 20 02 481,700.00 500.000.00 Fleet Maireerance and Openttiors Facie), 20-03 100.003.00 Brand and LA00 Updae 100.000.00 20-04 122.943.00 Passenger Amenities (LCTOP 18/19) 127,444.00 20-07 100.000.00 EV Charprg Station 100.000.00 SGR 51.999.00 Bus Sbp Reliableation (SGR) 51.929.00 29.725.82 1,000,000.00 2 Type 7 Buses for Rept-mm/0/ Exason 15-01 f1>R 21-05: New Vetsicle Can*rvicaticr s Installation 12-01 5.181.52 GPS System on Buses 4,117.75 19-02 175.000.00 Type H EZ Rider II Venda i8.417.50 15-02 38,000.00 2 Security Camera Systems for the abode project 5.236.67 20-06 7130.000.00 3- Ford Entourage Type E 700.000.00 18,899.00 Rase 125 (LCTOP 181' 7) 16,899.00 Beaumont SRTP 20/21 677 66 I Page City of Beaumont Short Range Transit Plan FY 2020/2021- 2022/2023 Table 4.4 Open Projects Prior to FY2020/2021 t• a 1,O• M I ^— SRTP Capital Project No's Beg to End - Project Timeline Total Project Cost Unfunded Balance., CNG Station Improvements 19-01 4 2 Current - 2023 CNG Station Improvements 20-01 4 2 Mobile Bus Lift, Jack Stands, and Tools 17-2 3 1 4,500,000 85,000 1,500,000 0 Shop Building Maintenance 17-4 7 1 75,000 0 SGR Modernization of Vehicle Maintenance 19-04 7 1 66,478 0 Fleet & Operations Facility 20-02 4 2 1,671,246 1,171, 246 Brand & Logo Update Passenger Amenities (LCTOP) EV Charging Station 20-03 7 2 20-04 6 1 20-07 4 1 200,000 129,943 310,000 100,000 0 0 3- Ford Entourage Type E Buses 20-06 700,000 0 Legend Project Elements: Funding Category: 1 Revenue Vehicle Purchase - FY 2 Non -Revenue Vehicle Purchase - FY 3 4 5 Vehicle Systems and Equipment - FY Building, Land and Facilities - FY Communication and Information Technology Systems - FY 6 Debt Service - FY 7 Maintenance - FY 1 Fully Funded 2 Partially Funded 678 ATTACHMENT 3 Cit Corona Transit Service Short Range Transit Plan FY 2020-21 through FY 2022-23 City of Corona 679 Table of Contents CHAPTER 1— SYSTEM OVERVIEW AND SERVICE PROFILE 3 1.0 INTRODUCTION 3 1.1 DESCRIPTION OF SERVICE AREA 3 TABLE 1 — INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED 3 1.2 POPULATION PROFILE AND DEMOGRAPHIC 6 1.3 DESCRIPTION OF SERVICES 7 1.4 OPERATING DATA FOR CORONA TRANSIT SERVICES 9 1.5 CURRENT FARE STRUCTURE 9 1.6 REVENUE FLEET 11 TABLE 1.1 — FLEET INVENTORY 12 1.7 EXISTING FACILITIES AND BUS STOP AMENITIES 14 1.8 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES 14 1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES AND PLANS 14 CHAPTER 2 — EXISTING SERVICE AND ROUTE PERFORMANCE 14 2.1 KEY PERFORMANCE INDICATORS 14 TABLE 2 — SERVICE PROVIDER PERFORMANCE TARGET REPORT 16 2.2 SRTP PERFORMANCE REPORT 17 TABLE 2.1— FY2020/21 SRTP PERFORMANCE REPORT 18 2.3 SERVICE SUMMARY 19 TABLE 2.2 — SRTP SERVICE SUMMARY 22 2.4 SERVICE PERFORMANCE 23 TABLE 2.3 — SRTP ROUTE STATISTICS: DATA ELEMENTS & PERFORMANCE INDICATORS 24 2.5 PRODUCTIVITY IMPROVEMENT EFFORTS 26 2.6 MAJOR TRIP GENERATORS 26 2.7 RECENT SERVICE CHANGES 26 CHAPTER 3 — FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING 27 3.1 PLANNED SERVICE CHANGES 27 3.2 MARKETING PLANS AND PROMOTION 27 3.3 PROJECTED RIDERSHIPGROWTH 28 3.4 PROPOSED FARE STRUCTURE CHANGES 28 3.5 CAPITAL IMPROVEMENT PLANNING 29 TABLE 3 — CCTS FY 2020/21 HIGHLIGHTS 31 City of Corona Transit Service Page 1 of 48 FY 2020/21 FY 2022/23 Short Range Transit Plan 680 CHAPTER 4 — FINANCIAL PLANNING 32 4.1 OPERATING AND CAPITAL BUDGET FOR FY 20/21 32 TABLE 4 — SUMMARY OF FUNDS REQUESTED FOR FY 2020/21 34 TABLE 4A — CAPITAL PROJECT JUSTIFICATION 35 TABLE 48 — FAREBOX REVENUE CALCULATION 38 4.2 FUNDING PLANS TO SUPPORT PLANNED OPERATING AND CAPITAL PROGRAM (FY22-FY23) 39 TABLE 4.2 — SUMMARY OF FUNDS REQUESTED FOR FY 202/23 41 4.3 REGULATORY AND COMPLIANCE REQUIREMENTS 42 TABLE 4.3 — PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE AUDIT RECOMMENDATIONS* 45 4.4 OPEN PROJECTS 47 City of Corona Transit Service Page 2 of 48 FY 2020/21 FY 2022/23 Short Range Transit Plan 681 Chapter 1— System Overview and Service Profile 1.0 INTRODUCTION The Short Range Transit Plan (SRTP) sets the objectives and strategies for Fiscal Year (FY) 2020/21 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 2020/21 — 2022/23). 1.1 DESCRIPTION OF SERVICE 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 Table 1 and Section 1.3 for detailed description of service by mode. Service maps on the following pages. City of Corona Transit Service Page 3 of 48 FY 2019-20 Short Range Transit Plan 682 TABLE 1- INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED Mode Route Service Area/Sites Description 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 3 of 48 FY 2019-20 Short Range Transit Plan 683 City of Corona RONA CRUISER SERVICE AREA MAP NY LEGEND CORONA DIAL -A -RIDE DIAL-AatIOIE TO NORCO COLLEGE & NORCO SATELLITE LOCATIONS CITY OF CORONA ROUNDARY COUNTY AREAS OF SFRVICF if SATURDAY SERVICE TO DOS LAGOS CORONA CRUISER RED LINE ellCORONA CRUISER REO LINE mp! CORONA CRUISER SLUE LINE POPULAR DESTINATIONS: CIITIOLL PGarTgIFlt! ETTCIINK PARK PARK B RICE 1111 P NTlRY NNATE Ht.! SVIOCL BCIQJL RWPRAL H oToye RECICRAL REHABILRATIOR SC LEI PI!Y L PCRON4 rniyElt NER'EK ]f# MILE CORRIDOR OUTSIDE ■ /+ CORONA DIALAORIDE SERVICE AREA = „:" _IN RTA's Fixed Routes'\ R.RIALlnk Gold Llnu jjjjjj - Roud 1 Rout. S 444 - rnr CenuterL1nk 235 ♦! T}91RInuE.r0n1, ](M$ TPRNIERMIL 684 City of Corona THE C[RCLE CTT'f c RONA pDIAL A -RIDE SERVICE AREA MAP LEGEND CORONA DIAL -A -RIDE POPULAR DESTINATIONS: DIAL-AatORL TON I1 O COLLEGE & �m'rEul NORCO SATELLITE LOCATIONS CITY Di- CORONA BOUNDARY COUNTY AREAS OF SFR:VICF —if SATURDAY SERVICE TO DOS LOGOS CORDRA. CRUISER REV LINE CORONA CRUISER RED LINE CORONA CRUISER BLUE LINE 514 MILE CORRIDOR OUTSIDE CORONA DIALS .RIDE SERVICE AREA 1111 NTERY 0I4TE ECaQQ ■ POST OFFICE PARK B RICE P HICn SLHaQL ETTICCINK 1141 HOSPITAL H oRo9a RECICRAL NEHAEILITAT ION MIMS maw SC L ERAAY L W RaNi C▪ ENTER l RTA's Flyer! Routes 1 RapldLIa Gold LIna Route 1 RNute S 1 1.ComrnutBrLrnk 2O5 GommutSrLrnk 20e SATELLITE POINTS Norm Satente Pot•11s:PLmos sateltes en Norco • Department of Public 8 Social Sarv1Cee • Norca College (RCC) • Department of Motor Vehicles (DMV) • Brunswick Classic Lanes • Target 685 1.2 POPULATION PROFILE AND DEMOGRAPHIC Based on the 2014-2018 American Community Survey 5-year Estimate, CCTS serves a diverse population of 165,355 city residents. The city encompasses 39 square miles. That diversity is reflected in the table below. City Population and Diversity Population Estimate Percent Race Hispanic Total population 165,355 100.0% One race 156,414 94.6% Two or more races 7,171 4.3% One race 157,658 95.3% White 106,121 64.2% Black or African American 9,794 5.9% American Indian and Alaska Native 573 0.3% Asian 18,283 11.1% Native Hawaiian and Other Pacific Islander 863 0.5% Some other race 22,024 13.3% Two or more races 7,697 4.7% White and Black or African American 1,061 0.6% White and American Indian and Alaska Native 1,044 0.6% White and Asian 2,095 1.3% Black or African American and American Indian and Alaska Native 35 0.0% or Latino and Race Total population 165,355 100.0% Hispanic or Latino (of any race) 72,658 43.9% Mexican 63,044 38.1% Puerto Rican 1,217 0.7% Cuban 846 0.5% Other Hispanic or Latino 7,551 4.6% Not Hispanic or Latino 92,697 56.1% White alone 59,484 36.0% Black or African American along 9,421 5.7% American Indian and Alaska Native alone 223 0.1% Asian alone 18,074 10.9% Native Hawaiian and Other Pacific Islander alone 809 0.5% Some other race alone 366 0.2% Two or more races 4,320 2.6% Source: U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimate City of Corona Transit Service FY 2020/21 — FY 2022/23 Short Range Transit Plan Page 6 of 48 686 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 2019/20. Passenger Characteristic' Dial -A -Ride Corona Cruiser Seniors 18.0% General Public 34.5% Persons with Disabiities 53.8% Students 18.7% ADA Certified 26.0% Seniors/Persons with Disabilities 33.4% Personal Care Attendants 1.3% RTA Transfers 8.9% Metrolink Transfers 0.7% Metrolink Transfers 1.3% Children 0.1% Children 3.2% ' DESCRIPTION OF SERVICES The City contracts with the private sector to provide a turn -key transit operation. 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. See Table 1 for overview of the service provided by CCTS. Fixed Route Service — 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, 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 City of Corona Transit Service Page 7 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 687 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/Paratransit Service 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. 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. City of Corona Transit Service Page 8 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 688 OPERATING DATA FOR CORONA TRANSIT SERVICES Following table reflects operating data estimates for FY 2019/20 using data from July 2019 through March 2020: Performance Indicator DAR Cruiser Total Operating Expense $ 1,069,074 $ 1,311,701 $ 2,380,775 Fare Revenue* $ 136,385 $ 262,340 $ 398,725 Passenger Trips 40,316 98,526 138,842 Vehicle Revenue Hours (VRH) 11,809 14,579 26,388 Vehicle Revenue Miles (VRM) 146,809 172,978 319,787 Operating Cost per VRH $ 90.53 $ 89.97 $ 90.22 *Includes CARES funding for farebox revenue loss Using passenger trips from the first nine months of FY 2019/20 as a basis for estimating fiscal year-end totals, system wide passenger trips are expected to decrease by 19 percent to 138,842 total passenger trips compared to 170,946 passenger trips in FY 2018/19. CCTS had anticipated an increase in ridership during FY 2019/20, however the pandemic effect of COVID-19 negatively impacted passenger trips for both the Corona Cruiser and Dial -A -Ride. Even with reduced riders as a result of COVID-19, Corona Cruiser continues to operate at its' normal service levels. However, DAR service is dependent upon number of riders using the service and as such, has an impact on number of vehicle revenue hours and related revenue miles operated. CCTS' fare revenues estimates includes revenues generated by fares and other revenues including advertising, AB2766 pass subsidy, CARES funding for revenues lost as a result of COVID-19, and general fund to bridge gap for farebox ratio calculation. As a result of COVID- 19, CCTS has implemented no fares for both DAR and Corona Cruiser effective April 27, 2020. CURRENT FARE STRUCTURE Effective April 27, 2020, CCTS has implemented a no fare policy on both Corona DAR and Corona Cruiser due to the impact of COVID-19 on public transit system and the need to maintain social distancing. Once the pandemic situation with COVID-19 improves, CCTS will reinstate the fare structure as show on the following page. City of Corona Transit Service Page 9 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 689 Fare Type 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. CCTS Fare Collection System CCTS currently offers its passengers two basic ways to pay for their trips on CCTS buses, one is cash, and the other, is through paper fare -media, that encompasses one-way tickets for the Corona Dial -A -Ride (paratransit), and Day Passes which can be purchased from bus operator and multi -day passes which must be purchased in advance. Cash and ticket fares are dropped into the "farebox" that possesses a top compartment that facilitates for the bus operator to verify with a glance the fare deposited by passenger boarding the bus, after bus operator verifies the correct fare, the operator activates a lever that allows the fares to drop into the secure bottom compartment of the farebox. Multi -day Passes of the Corona Cruiser, after purchase and on the first day of use, the pass must be validated by the bus operator, the operator is tasked with writing the initial date and date of expiration of the pass, along with her/his initials —such process activates a pass for either a fifteen (15) or a thirty-one (31) day period. Verification of a valid multi -day pass is done by the bus operator, operator verifies that the pass is current and the passenger possess the City of Corona Transit Service Page 10 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 690 corresponding pass (such verification can include verifying an ID, for proof of age, condition of disability, or student status). Z. 6 REVENUE FLEET The CCTS active fleet consists of 20 transit buses; See Tables 1.1. 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. City of Corona Transit Service Page 11 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 691 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Purchased Transportation Table 1.1 - Fleet Inventory FY 2020/21 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 2019/ Vehicles 20 FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2015 EDN EZ Riderll 30 7 32 CN 7 0 601,359 738,678 105,525 Totals: 30 7 7 0 601,359 738,678 105,525 4/27/2020 TransTrack Manager'"' 692 Page 1 of 2 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Demand Response / Purchased Transportation Table 1,1 - Fleet Inventory FY 2020/21 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 2019/ Vehicles 20 FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2017 E-450 2012 EDN AEROTECH 18 20 11 2 25 26 CN CN 11 2 0 0 206,401 306,520 377,873 308,595 34,352 154,297 Totals: 38 13 13 0 512,921 686,468 52,805 4/27/2020 TransTrack Manager'"' 693 Page 2 of 2 1.7 EXISTING FACILITIES AND BUS STOP AMENITIES CCTS operates from City -owned 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. The Corona Cruiser fixed route service includes 185 bus stops and 27 bus stop passenger shelters along its' two routes. The contractor, MV Transportation, is responsible for maintaining all of the stops. CCTS provides all required equipment (I -stop signs, kiosks, benches, trash receptacles, etc.) to maintain the stops and its's associated equipment. 1.8 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. CCTS also coordinates marketing efforts with Metrolink to promote use of the both services. Funding, efficacy, and efficiency issues are jointly considered. 1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES AND PLANS CCCTS has not had any prior studies performed, however plans are in the way for a Comprehensive Operations Analysis (COA). The COA is an in-depth study of the current operation of the Fixed Route System to identify strengths as well as opportunities for improvements. The COA will address CCTS' current and potential customers, how the overall system is performing and the areas of improvement. It will also address how CCTS can best serve its' market within its' operational and financial constraints. The goals of the COA are to improve customer travel experience by reducing travel time, improve service frequencies and connections where possible, and to introduce new and innovative transit options. The solicitation for the COA was released in March 16, 2020; however prior to proposal submittal date, the solicitation was canceled due to the impact of COVID-19 on transit system ridership. In addition, the consultant would not have been able to perform the onboard customer survey nor hold any public meetings. Therefore, the solicitation has been delayed till such time the situation with COVID-19 improves and ridership returns to normal as the data collected (or lack of data) consequently will not be conducive for an appropriate analysis. Chapter 2 — Existing Service and Route Performance 2.1 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 City of Corona Transit Service Page 14 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 694 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. Table 2, Service Provider Performance Targets Report, appearing on the following page shows in detail on FY 2019/20 performance targets and actual performance by indicator. Through the third quarter of this fiscal year (July 2019-March 2020), CCTS lags behind the mandatory farebox recovery ratio but has met six of the seven discretionary performance indicators. CCTS has recorded a farebox recovery of 14.27 percent for July 2019-March 2020. 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, besides general funds, CCTS will utilize CARES funding for any fare revenues lost due to the impact of COVID-19 on ridership. City of Corona Transit Service Page 15 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 695 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review City of Corona Data Elements FY 2019/20 Plan FY 2019/20 Target FY 2019/20 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 180,018 Passenger Miles 778,228 Total Actual Vehicle Revenue Hours 29,445.0 Total Actual Vehicle Revenue Miles 346,342.0 Total Actual Vehicle Miles 397,910.0 Total Operating Expenses $2,769,156 Total Passenger Fare Revenue $415,750 Net Operating Expenses $2,353,406 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 15.01% I >= 15.00% I 14.27% I Fails to Meet Target Discretionary: 1. Operating Cost Per Revenue Hour $94.05 <= $79.16 $86.22 Fails to Meet Target 2. Subsidy Per Passenger $13.07 >= $9.40 and <= $12.72 $12.61 Meets Target 3. Subsidy Per Passenger Mile $3.02 >= $2.19 and <= $2.97 $2.95 Meets Target 4. Subsidy Per Hour $79.93 >= $55.37 and <= $74.91 $73.91 Meets Target 5. Subsidy Per Mile $6.80 >= $4.65 and <= $6.29 $6.09 Meets Target 6. Passengers Per Revenue Hour 6.11 >= 5.02 and <= 6.79 5.86 Meets Target 7. Passengers Per Revenue Mile 0.52 >= 0.42 and <= 0.56 0.48 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. In addition, CARES Funding will also be used to close the gap in Fare Revenues lost due to COVID-19 resulting `in reduced ridership. TransTrack Manager'"' 4/29/2020 696 Page 1 of 1 2.2 SRTP PERFORMANCE REPORT Table 2.1, SRTP Performance Report, appearing on the following page lists performance targets set by RCTC for FY 2020/21. Table 2.1 indicates CCTS meets the mandatory farebox recovery ratio and four of the seven discretionary targets. The target for farebox recovery ratio is set for 15 percent systemwide (10 percent for Specialized DAR and 20 percent for fixed route). The target for operating costs per revenue hour for FY 2020/21 is calculated using operating costs accumulated during the first nine months of the current fiscal year (July 2019-March 2020 in this case), increase in revenue hour cost for transit operating contract and adjustment by the Consumer Price Index (CPI). Currently, CPI is 3.31 percent. CCTS has failed to meet its' operating cost per revenue hours the past few years as the cost of contracting transit services has increased by over 20%; contracting cost accounts for -70 percent of the total budget. In addition, total operating costs for FY 20/21 includes additional costs related to the following consulting services: COA study (added additional funds) and Triennial DBE Goal/Program update. Use the actual contracted transit operations cost pursuant to the contract between MV and the City; this will allow the flexibility to use the higher variable rate due to operating less revenues hours for DAR and/or if needed, amend the contract. CCTS's failure to meet passengers per revenue hour & miles target is the direct result of the reduced rider estimated as a result of COVID-19. In particular for Corona Cruiser, while COVID- 19 impacted the ridership, CCTS continues operate normal service at this time which results in lower passenger per revenue hour/mile. City of Corona Transit Service Page 17 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 697 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 - Table 2.1 -- SRTP Performance Report Service Provider: City of Corona All Routes Performance Indicators FY 2018/19 End of Year Actual FY 2019/20 3rd Quarter Year -to -Date FY 2020/21 Plan FY 2020/21 Target Plan Performance Scorecard (a) Passengers 170,946 127,086 131,900 None Passenger Miles 732,023 543,177 562,368 None Revenue Hours 29,118.8 21,690.2 26,849.0 None Total Hours 33,637.3 25,416.0 31,167.0 None Revenue Miles 347,239.0 263,457.0 319,878.0 None Total Miles 399,249.0 302,294.0 364,962.0 None Operating Costs $2,489,197 $1,870,126 $2,941,298 None Passenger Revenue $437,174 $266,952 $443,967 None Measure -A Revenue $0 None LCTOP Revenue $0 None Operating Subsidy $2,052,023 $1,603,174 $2,497,331 None Operating Costs Per Revenue Hour $85.48 $86.22 $109.55 <= $78.67 Fails to Meet Target Operating Cost Per Revenue Mile $7.17 $7.10 $9.20 None Operating Costs Per Passenger $14.56 $14.72 $22.30 None Farebox Recovery Ratio 17.56% 14.27% 15.09% >= 0.2 Fails to Meet Target Subsidy Per Passenger $12.00 $12.61 $18.93 >= $10.46 and <= $14.15 Better Than Target Subsidy Per Passenger Mile $2.80 $2.95 $4.44 >= $2.41 and <= $3.27 Better Than Target Subsidy Per Revenue Hour $70.47 $73.91 $93.01 >= $54.88 and <= $74.24 Better Than Target Subsidy Per Revenue Mile $5.91 $6.09 $7.81 >= $4.56 and <= $6.18 Better Than Target Passengers Per Revenue Hour 5.87 5.86 4.91 >= 4.46 and <= 6.04 Meets Target Passengers Per Revenue Mile 0.49 0.48 0.41 >= 0.37 and <= 0.51 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. Service Provider Comments: Effective 4/27/20, due to the impact of COVID-19 on public transit, CCTS is not charging fares CARES funds will be used to cover farebox funding gaps. TransTrack Manager"' 5/5/2020 698 Page 1 of 1 2.3 SERVICE SUMMARY CCTS had anticipated an increase in ridership during FY 2019/20, however the pandemic effect of COVID-19 negatively impacted passenger trips for both the Corona Cruiser and Dial -A -Ride. Ridership in FY 19/20 is expected to decrease an estimate 19% (or -32k riders) compared to FY 2018-19. See Table 2.2 for year to year performance data. Corona Cruiser CCTS operates the Cruiser along two fixed routes - the Blue Line and Red Line. Passenger trips on the Cruiser totaled 118,366 in FY 2018/19. Using the number of passenger trips recorded during the first nine months of FY 2019/20 as a basis for estimating year-end totals, passenger trips on the Corona Cruiser are projected to decline by 17 percent, or 19,840 trips, compared to the previous fiscal year for a total of approximately 98,526. Ridership during fiscal 2019/20 was expected to increase however, impacts of COVID-19 has caused a significant decline in transit ridership. See graphs on the following page of passenger trends by route. Passenger Trips 140,000 120,000 100,000 80,000 60,000 40,000 20,000 Corona Cruiser Passenger Trips FY 16/17 FY 17/18 FY 18/19 FY 19/20* FY 20/21** * FY 2019/20 year-end estimate is based on data collected from July 2019-March 2020. ** FY 20/21 projections are based on a 5 percent decrease over estimated FY 2019/20 year-end totals. Passenger trips on both the Blue Line and the Red Line are expected to decrease by 5 percent or 4,900 rips in FY 2020/21 when compared to the previous year. As mentioned above the decrease in ridership is due to the impact of COVID-19 on public transit. City of Corona Transit Service Page 19 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 699 Passenger Trips 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 16/17 FY 17/18 FY 18/19 Blue Line Red Line FY 19/20* FY 20/21** * FY 2019/20 year-end estimate is based on data collected from July 2019-March 2020. ** FY 20/21 projections are based on a 5 percent decrease over estimated FY 2019/20 year-end totals. Dial -A -Ride Dial -A -Ride provided 52,580 passenger trips in FY 2018/19. Using data collected from the first nine months of FY 2019/20 as a basis for estimating year-end totals, passenger trips may decrease by 23 percent, or 12.264 trips, as compared to FY 2018/19. The decrease in FY 2019/20 passenger trips may be attributed to the following: elimination of general -public DAR and impact of COVID-19. DAR was still recovering from the loss of general public riders which had accounted for about 10 percent of the riders. Ridership for DAR was expected to level off for FY 19/20 with a slight (2 percent) increase in ridership. COVID-19 greatly impacted DAR ridership as majority of the riders vulnerable to COVID-19 are seniors & persons with disabilities. Passenger Trips 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 DAR Passenger Trips FY 16/17 FY 17/18 FY 18/19 FY 19/20* FY 20/21** * FY 2019/20 year-end estimate is based on data collected from July 2019-March 2020. ** FY 20/21 projections are based on a five percent decrease over estimated FY 2019/20 year-end totals. City of Corona Transit Service FY 2020/21 — FY 2022/23 Short Range Transit Plan Page 20 of 48 700 Productivity Measures Productivity has been declining since FY 2014/15 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 in the below table. Ridership was expected level off and see a gradual, 2% increase in FY 2019/20. Unfortunately, productivity continue to drop through the current year due to the impact of COVID-19 on public transit ridership. Besides the impact of COVID-19, increased traffic congestion resulting from construction work throughout City of Corona continue to impact Corona Cruiser and Dial -A -Ride buses. 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. Mode Productivity Measure FY 16/17 FY 17/18 FY 18/19 FY 19/20* FY 20/21** Corona Cruiser Passengers per revenue hour 9.06 8.93 8.18 6.76 6.42 Passengers per revenue mile 0.77 0.75 0.69 0.57 0.54 Dial -A -Ride Passengers per revenue hour 3.92 3.79 3.59 3.41 3.12 Passengers per revenue mile 0.30 0.30 0.30 0.27 0.26 *FY 2019/20 performance is measured based on estimates covering the period July 2019 through March 2020. **FY 20/21 performance is measured based on FY 2019/20 estimates with a five percent decrease in ridership. Performance Measure FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 3rd Qtr Actual* FY 2020/21 Planned System -wide Passenger Trips 198,049 188,061 170,946 138,842 131,900 Cost per Service Hour $70.07 $77.24 $85.48 $86.22 $109.55 *AII expenses (including operations contract cost and fuel) upto quarter ending March 2020 have been posted City of Corona Transit Service Page 21 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 701 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- City of Corona -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 3 3 14 3 14 Financial Data Total Operating Expenses $2,918,210 $2,489,197 $2,769,156 $1,870,126 $2,941,298 Total Passenger Fare Revenue $474,246 $437,174 $415,750 $266,952 $443,967 Net Operating Expenses (Subsidies) $2,443,963 $2,052,023 $2,353,406 $1,603,174 $2,497,331 Operating Characteristics Unlinked Passenger Trips 188,061 170,946 180,018 127,086 131,900 Passenger Miles 805,577 732,023 778,228 543,177 562,368 Total Actual Vehicle Revenue Hours (a) 29,898.0 29,118.8 29,445.0 21,690.2 26,849.0 Total Actual Vehicle Revenue Miles (b) 368,853.0 347,239.0 346,342.0 263,457.0 319,878.0 Total Actual Vehicle Miles 412,713.0 399,249.0 397,910.0 302,294.0 364,962.0 Performance Characteristics Operating Cost per Revenue Hour $97.61 $85.48 $94.05 $86.22 $109.55 Farebox Recovery Ratio 16.25% 17.56% 15.01% 14.27% 15.09% Subsidy per Passenger $13.00 $12.00 $13.07 $12.61 $18.93 Subsidy per Passenger Mile $3.03 $2.80 $3.02 $2.95 $4.44 Subsidy per Revenue Hour (a) $81.74 $70.47 $79.93 $73.91 $93.01 Subsidy per Revenue Mile (b) $6.63 $5.91 $6.80 $6.09 $7.81 Passenger per Revenue Hour (a) 6.3 5.9 6.1 5.9 4.9 Passenger per Revenue Mile (b) 0.51 0.49 0.52 0.48 0.41 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/5/2020 702 Page 1 of 1 2.4 SERVICE PERFORMANCE Table 2.3 on the following two pages lists various detailed performance metrics by service and route for planned FY 2020/21. See above sections regarding route by route breakdown of these services. City of Corona Transit Service Page 23 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 703 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements Table 2.3 - SRTP Route Statistics City of Corona -- 3 FY 2020/21 All Routes Peak Route # Day Type Vehicles Passengers Passenger Revenue Total Revenue Total Operating Passenger Measure -A LCTOP Miles Hours Hours Miles Miles Cost Revenue Revenue Revenue COR-BLUE All Days 3 48,408 191,212 7,124 7,831 81,318 85,712 $731,780 $146,356 $0 $0 COR-DAR All Days 9 38,300 192,650 12,262 14,712 146,937 176,315 $1,442,928 $144,293 COR-RED All Days 2 45,192 178,506 7,463 8,624 91,623 102,935 $766,590 $153,318 $0 $0 14 131,900 562,368 26,849 31,167 319,878 364,962 $2,941,298 $443,967 $0 $0 TransTrack Manager'"' 5/5/2020 704 Page 1 of 2 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Performance Indicators Table 2.3 - SRTP Route Statistics City of Corona -- 3 FY 2020/21 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Net Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Subsidy Revenue Mile Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile COR-BLUE All Days $585,424 $102.72 $9.00 $15.12 20.00% $12.09 $3.06 $82.18 $7.20 6.80 0.60 COR-DAR All Days $1,298,635 $117.67 $9.82 $37.67 10.00% $33.91 $6.74 $105.91 $8.84 3.12 0.26 COR-RED All Days $613,272 $102.72 $8.37 $16.96 20.00% $13.57 $3.44 $82.17 $6.69 6.06 0.49 $2,497,331 $109.55 $9.20 $22.30 15.09% $18.93 $4.44 $93.01 $7.81 4.91 0.41 TransTrack Manager'"' 5/5/2020 705 Page 2 of 2 2.5 PRODUCTIVITY IMPROVEMENT EFFORTS CCTS staff will continue to focus on improving the overall service monitoring key performance metrics such as passengers per revenue hour and farebox recovery, improving performance metrics include reviewing the operation to ensure established standards are being met. Staff holds contractor responsible for various performance standards pursuant to the contract. Some of these standards include but not limited to the following: • Improve On -time performance • Enhance Customer service experience • Meet ADA compliance standards • Maintain revenue vehicle and bus stop equipment In addition, as mentioned in section 1.9, CCTS will perform a study of the fixed route system to determine underperforming stops and potential for expansion service. The study will also help determine if bus stop improvements are necessary based on number of riders at the stops. Based on the study, CCTS may adopt a tiered bus stop improvement policy. Furthermore, CCTS realizes the need to update the current route schedule and provide increased connections to the Corona Transit Center. In addition, 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. CCTS staff had performed an internal review, however the altered schedule was not able to meet the schedule for the student riders in getting to/from the schools. As such the schedule remains as is and will be updated once the COA is complete. The abovementioned approach to reviewing standards, performing a study and revising the schedule is intended to improve ridership, productivity and farebox recovery. 2.6 MAJOR TRIP GENERATORS 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. 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. 2.7 RECENT SERVICE CHANGES There have been no service changes during FY 2019-20. Much of the effort has been towards improving the current service. City of Corona Transit Service Page 26 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 706 Chapter 3 — Future Service Plans, Fare Changes, Capital Planning and Marketing 3.1 PLANNED SERVICE CHANGES While CCTS has plans for services changes, these changes and/or improvements will be dependent upon the recommendations from the COA. As mentioned in section 1.9, the COA study is being temporarily delayed. 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. The study will be used to determine following service enhancements in the next three to five years: • 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. • Service to/from the Green River Road vicinity (northwest area of the City) • Reinstate service to/from the Vintage Terrace Senior Apartments • Extend weekday service to/from Dos Lagos shopping center • Service to/from City of Corona to John F. Kennedy High and Norco College in City of Norco • Frequent service to/from the Corona Transit Center to increase connections with Metrolink and RTA • Service to the West Corona Metrolink Station • Service to/from neighboring cities • Adding Sunday service Recommendations will include route alignments, schedules, headways, hours of service, areas served, interlines, time points, traffic considerations, estimates of cost and schedules for implementation and bus stop locations. Moreover, recommendations shall include chronological order as to plan revisions to the service with a ranking of short-term to end -of -plan ranking. 3.2 MARKETING PLANS AND PROMOTION The CCTS staff is continuously looking for strategies to increase ridership and increase awareness of Corona Transit services. These 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. City of Corona Transit Service Page 27 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 707 " P o e t r y a n d A r t o n t h e B u s P r o g r a m i n c o o p e r a t i o n w i t h C e n t e n n i a l H i g h a n d C o r o n a H i g h , C C T S c o n t i n u e s t o c o n d u c t p o e t r y a n d a r t c o n t e s t i n v i t i n g s t u d e n t s t o s u b m i t o r i g i n a l p o e t r y a n d a r t w o r k t o b e d i s p l a y e d o n t h e i n t e r i o r o f C r u i s e r b u s e s . S e l e c t e d p o e m s a n d a r t w o r k a r e r o t a t e d e a c h m o n t h . T h e p r o g r a m w o r k s a s a n o u t r e a c h e f f o r t a n d m a r k e t i n g c a m p a i g n a t h i g h s c h o o l s w h i l e p r o v i d i n g a c r e a t i v e o u t l e t f o r s t u d e n t s . C r u i s e r p a t r o n s a r e r e w a r d e d w i t h e x p r e s s i v e , i n t r o s p e c t i v e , a n d e n t e r t a i n i n g p o e m s t o r e a d a n d a r t w o r k t o p o n d e r d u r i n g t h e i r t i m e o n t h e b u s . T h e p r o g r a m i s i n i t s t w e l f t h y e a r . " F r e e F a r e P r o g r a m I m p l e m e n t a f r e e f a r e p r o g r a m w h i c h w i l l i n c l u d e t h e f o l l o w i n g p r o g r a m s : s p e c i a l f r e e f a r e d a y s , s u c h a s B i k e t o W o r k D a y , D u m p t h e P u m p D a y , d a y s f o r t a r g e t e d p a s s e n g e r s ; F i x e d R o u t e T r a i n i n g P r o g r a m ; a n d S u m m e r S t u d e n t P r o g r a m . O f f e r i n g v a r i o u s f r e e f a r e p r o g r a m s a l l o w s t h e r i d e r s t o e x p e r i e n c e t h e s e r v i c e w i t h l i t t l e t o n o c o s t t o t h e m w i t h t h e i n t e n t t h e r i d e r w i l l c o n t i n u e t o u s e t h e s e r v i c e . L o w C a r b o n T r a n s i t O p e r a t i o n s P r o g r a m F u n d s w i l l b e u t i l i z e d t o o f f s e t t h e c o s t s f o r t h i s p r o j e c t . " T r a n s i t U s e r T r a i n i n g P r e s e n t i n t r o d u c t i o n o n h o w t o u s e p u b l i c t r a n s i t t o p r o m o t e u s e o f t h e C o r o n a C r u i s e r a n d i t s c o n n e c t i o n t o r e g i o n a l b u s a n d r a i l s e r v i c e . " C o m m u n i t y S e r v i c e E v e n t s C C T S a n d c o n t r a c t o r s t a f f w i l l p a r t i c i p a t e i n c o m m u n i t y e v e n t s t o i n f o r m a t t e n d e e s o f t h o s e e v e n t s a b o u t a v a i l a b l e t r a n s p o r t a t i o n s e r v i c e s a n d h o w t h e y c a n t a k e a d v a n t a g e o f t h e s e s e r v i c e s . " U p d a t e d S c h e d u l e A n e w , r e l i a b l e s c h e d u l e , c o m b i n e d t h e c o m p l e t i o n o f c o n s t r u c t i o n s p r o j e c t s , a n d u p g r a d e s i n p a s s e n g e r a m e n i t i e s s h o u l d g o a l o n g w a y i n g a i n i n g b a c k p a s s e n g e r s t h a t m a y h a v e l e f t t h e s y s t e m f o r m o r e r e l i a b l e t r a n s p o r t a t i o n a l t e r n a t i v e s . " S o c i a l M e d i a U s e o f s o c i a l m e d i a s u c h a s F a c e b o o k , T w i t t e r e t c . t o m a r k e t t r a n s i t s e r v i c e s a v a i l a b l e a n d t o u p d a t e t h e p u b l i c w i t h o n g o i n g c h a n g e s . 3 . 3 P R O J E C T E D R I D E R S H I P G R O W T H F Y 1 9 - 2 0 w a s e x p e c t e d t o h a v e a n i n c r e a s e i n r i d e r s h i p c o m p a r e d t o t h e p r i o r y e a r s . U n f o r t u n a t e l y , r i d e r s h i p h a s s u f f e r e d g r e a t l y d u e t o t h e i m p a c t o f C O V I D - 1 9 . A s s u c h , C C T S d o e s n o t p r o j e c t a n i n c r e a s e i n r i d e r s h i p i n f i s c a l y e a r 2 0 2 1 h o w e v e r , i s c a u t i o u s l y o p t i m i s t i c t h a t a s t h e s i t u a t i o n w i t h C O V I D - 1 9 i m p r o v e s , t h e d e c r e a s e i n p a s s e n g e r t r i p s e x p e r i e n c e d i n F i s c a l Y e a r s 1 9 - 2 0 t h o r o u g h 2 0 - 2 1 w i l l s t a r t t o b o t t o m - o u t , a n d s l o w l y i m p r o v e g o i n g i n t o t h e f o l l o w i n g f i s c a l y e a r s . C C T S s t a f f w i l l u t i l i z e m a r k e t i n g e f f o r t s o u t l i n e d i n s e c t i o n 3 . 2 a s a n e f f o r t t o i n c r e a s e r i d e r s h i p . I n a d d i t i o n , C C T S w i l l u t i l i z e t h e s t u d y m e n t i o n e d i n s e c t i o n 1 . 9 a n d o n g o i n g s u r v e y s t o a s s e s s t h e n e e d f o r s e r v i c e i m p r o v e m e n t s i n c l u d i n g s e r v i c e f r e q u e n c y , c o n n e c t i v i t y , s p a n o f s e r v i c e a n d o n - t i m e p e r f o r m a n c e . C C T S w i l l c o n t i n u e t o e x p l o r e o p t i o n s t h a t a d d r e s s s e r v i c e a t t r i b u t e s t o a t t r a c t n e w r i d e r s h i p w h i l e r e t a i n i n g t h e e x i s t i n g r i d e r s . 3 . 4 P R O P O S E D F A R E S T R U C T U R E C H A N G E S C C T S , c u r r e n t l y d o e s n o t h a v e a n y p l a n s f o r a n y f a r e s t r u c t u r e c h a n g e s . I n t h e p a s t , t h e C C T S h a s a l w a y s f o l l o w e d R T A ' s e x a m p l e a n d k e p t i n l i n e w i t h t h e i r f a r e s t r u c t u r e . O n c e t h e C o m p r e h e n s i v e O p e r a t i o n s A n a l y s i s ( C O A ) i s c o m p l e t e d , s t a f f w i l l u s e r e c o m m e n d a t i o n s f r o m t h e s t u d y f o r a n y f a r e c h a n g e s . C O A i s o n h o l d d u e t o t h e i m p a c t o f C O V I D - 1 9 o n p u b l i c t r a n s i t s e r v i c e s . C i t y o f C o r o n a T r a n s i t S e r v i c e P a g e 2 8 o f 4 8 F Y 2 0 2 0 / 2 1 F Y 2 0 2 2 / 2 3 S h o r t R a n g e T r a n s i t P l a n 7 0 8 3.5 CAPITAL IMPROVEMENT PLANNING CCTS capital program includes the following projects: Bus Stop Improvements CCTS plans to continue on -going improvements to bus stops which includes 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. Currently, bus stop improvements are on an as needed basis due to increased customer requests, replacement of damaged equipment or assessment based on a complaint. Staff will need to do an assessment of each location to determine the need for replacement equipment. In addition, the COA will be used as a guide to determine which stops require tiered improvements. A component of the COA, requires the consultant to perform a physical inventory of each stop within the CCCTS fixed -route system and perform an analysis of the physical condition (does it meet ADA accessibility requirements) and illustrate whether ridership for each stop warrants a tier upgrade. Bus stops within the City of Corona are of the following Tier System: Description Amenities Tier 1 Sign, trash receptacle Tier 2 Tier 1 with bench seating Tier 3 Tier 2 with shelter and shelter lighting Landmark Tier 3 with landscaping Intelligent Transportation System (ITS) This system is for the purpose of ensuring customers are receiving the highest quality information on time as well as ensuring that CCTS is operating at optimal efficiency. ITS will includes components such as: Computer Aided Dispatching (CAD); Automatic Vehicle Location (AVL); Automated Annunciators to meet ADA Requirement; Relay real-time transit information; Automated Passenger Counter (APC); and an advance fare payment system. Customers are demanding enhanced information on a more immediate basis. Additionally, reporting requirements add increased pressure to provide more accurate and detailed information in order to monitor the systems performance. Upgrading our existing systems and installation of new technologies will ensure that customers are receiving the highest quality information on time, as well as ensuring that CCTS is operating at optimal efficiency. The use of ITS technologies contributes to enhanced customer service, improved productivity and to the overall fiscal responsibility of the transit system. CCTS plans to release the solicitation for an ITS during late FY 2021. CCTS is currently in the investigation phase to explore the various technologies available based on CCTS' needs. CCTS staff has participated in numerous vendor demonstrations and has City of Corona Transit Service Page 29 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 709 attend the ITS seminar to assist staff with potential scope of work for the Request for Proposal. Based on CCTS's need, staff is estimating cost of one million dollars for this project and expect to release solicitation during fiscal year 20-21. CCTS does not expect completion of this project till 2022/23. Purchase ADA Accessible Van Purchase an ADA accessible van to support the current DAR program to transport fewer passengers (or one wheelchair). This will allow the usage of a smaller vehicle for situations when a larger vehicle is not warranted. Use of a smaller vehicle when transporting few passengers may be much more efficient. Canopy/Roof Structure for Bus Parking Area Build a canopy over the bus parking stalls at the City's Corp. Yard to protect and prolong the life of the buses and the associated equipment from the sun's rays and the elements. Digital Land Mobile Radio System Purchase and install a new digital land mobile radio communications system to replace the current system in place as the current system is starting to show deterioration. Route Development Bus Purchase Purchase additional buses for Corona Cruiser. This project will be dependent upon the recommendations from the COA as there can be a potential to expand service. Route development buses are needed to operate more frequent services and/or additional bus route(s). CCTS ill purchase any needed buses through California Association for Coordinated Transportation/Morongo Basin Transit Authority (CaIACT/MBTA) Cooperative Purchasing Schedule (Cooperative). The Cooperative was developed in accordance with the Local Government Purchasing Schedule, as defined by 49 Code of Federal Regulations (CFR) §18.36, wherein the FTA extends to states and local governments the authority to make arrangements with multiple vendors to provide options for goods or services at established prices. The estimated cost for this project will be dependent upon the number of buses needed for potential service expansion. CCTS will be better able to estimate once the COA is complete. As mentioned earlier, the COA is on hold due to the impact of COVID-19. New Bus Stop with Amenities Add new stops with amenities needed to service any additional service recommendations. This project will be dependent upon the recommendations from the COA as there can be a potential to expand service. City of Corona Transit Service Page 30 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 710 TABLE 3 — CCTS FY 2020/21 HIGHLIGHTS 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 • 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 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 • Canopy/roof structure for Bus Parking Area • Route Development Buses City of Corona Transit Service Page 31 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 711 Chapter 4 — Financial Planning 4.1 OPERATING AND CAPITAL BUDGET FOR FY2O/21 Operating Budget To continue to provide Corona Cruiser fixed route and Dial -A -Ride service, CCTS is proposing an operating budget of $2.94 million for FY 2020/21, representing a 6.2 percent increase ($172,142) over the current year FY 19-20 budget. The operating budget as depicted in the table on the following page is distributed among the following four categories: • Salaries and Benefits expenses includes wages, fringe benefits (pension, medical, worker's compensation) and OPEB expenses for post -employment benefits. This expense accounts for 18 percent of the budget. • Materials, Marketing and Utilities expenses includes printing and publications, advertising, Routematch Dispatching software, utilities, office supplies, minor office equipment, translation services and administrative/ITS support services. The 7.2 percent increase in this category is due to adding a line item to translate various documents to comply with Title VI. • Fuel expenses to account for six percent of the total expense. Due to all vehicles utilizing CNG fuel, the overall year-to-year fuel costs have decreased. • Contracted Services constitutes the largest component of the budget at 73 percent. These expenses represent purchased transportation services for Dial -A -Ride and Corona Cruiser. In addition, this line item also reflects costs for a Vehicle Maintenance Oversight, a Comprehensive Operations Analysis and Consulting services for a Triennial DBE Goal/Program update. While year -over -year in operating costs for DAR services are expected to decrease due to operating less revenue hours for the 1st quarter of FY 2020/21 as a result of COVID-19; the City is responsible for compensating the contractor using the variable rate (higher per revenue hour cost) to recompense for the decrease in revenue hours pursuant to the contract with MV Transportation. Operating less revenue hours for DAR reflects in the reduces expenses for fuel expense. City of Corona Transit Service Page 32 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 712 Budget by Category and Mode Category Mode FY 2019/20 SRTP FY 2020/21 Plan Variance Salaries & Benefits Dial -A -Ride $ 238,420 $ 224,010 $ (14,410) -6.0% Fixed Route $ 293,166 $ 298,866 $ 5,700 1.9% Subtotal $ 531,586 $ 522,876 $ (8,710) -1.6% Materials, Marketing and Utilities Dial -A -Ride $ 40,795 $ 43,286 $ 2,491 6.1% Fixed Route $ 29,775 $ 32,391 $ 2,616 8.8% Subtotal $ 70,570 $ 75,677 $ 5,107 7.2% Fuel Dial -A -Ride $ 90,000 $ 75,000 $ (15,000) -16.7% Fixed Route $ 110,000 $ 110,000 $ - 0.0% Subtotal $ 200,000 $ 185,000 $ (15,000) -7.5% Contracted Services Dial -A -Ride $ 979,000 $ 1,100,632 $ 121,632 12.4% Fixed Route $ 988,000 $ 1,057,113 $ 69,113 7.0% Subtotal $ 1,967,000 $ 2,157,745 $ 190,745 9.7% Total Dial -A -Ride $ 1,348,215 $ 1,442,928 $ 94,713 7.0% Fixed Route $ 1,420,941 $ 1,498,370 $ 77,429 5.4% Total $ 2,769,156 $ 2,941,298 $ 172,142 6.2% For FY 2020/21, CCTS is proposing a funding plan that includes Federal Transit Administration (FTA) CARES and Section 5307 funds, State of Good Repair (SGR prior year funds) and revenues generated by passenger fares, bus shelter advertising, and local funds. Capital Budge CCTS is proposing a capital budget of $523,146 for FY 2020/21. Funding will be used to purchase items necessary to maintain the existing operations as well as future endeavors to improve service levels. Of the proposed capital budget, $27,500 was approved in prior SRTP. CCTS will use FTA section 5339, State Transit Assistance (STA) and SGR FY 19/20 & FY 20/21 funding to cover proposed capital program in FY 2020/21. City of Corona Transit Service Page 33 of 48 FY 2020/21 - FY 2022/23 Short Range Transit Plan 713 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020/21 City of Corona Operating Project Total Amount of Funds 5307 RS 5307 RS CARES 5307 RS OB 5339 RS AB 2766 FARE GF REV LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314 Comprehensive Operations Analysis $100,000 $52,000 $48,000 Corona Cruiser Operating Assistance $1,365,870 $0 $1,365,870 $0 $0 $0 $0 $0 $0 Corona Dial -A -Ride Operating Assistance $1,410,428 $1,410,428 $0 Triennial DBE Goal -Program Update $15,000 $15,000 Vehicle Maintenance Oversight Project $50,000 $50,000 Sub -total Operating $2,941,298 $0 $2,843,298 $48,000 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 Capital Project Total Amount of Funds 5307 RS 5307 RS CARES 5307 RS OB 5339 RS AB 2766 FARE GF REV LTF OTHR LCL SGR PUC99313 SGR PUC99314 SGR-OB STA PUC99313 STA PUC99314 Bus Parking Stall Canopy - 21-1 $100,000 $96,052 $3,948 Bus Stop Improvements - 21-2 $50,646 $47,296 $3,350 Intellegent Transportation System - 21-3 $345,000 $64,700 $255,624 $24,676 Sub -total Capital $495,646 $0 $0 $0 $64,700 $0 $0 $0 $0 $0 $143,348 $7,298 $0 $255,624 $24,676 Total Operating & Capital $3,436,944 $0 $2,843,298 $48,000 $64,700 $0 $0 $0 $0 $0 $143,348 $7,298 $50,000 $255,624 $24,676 FY 2020/21 Projected Funding Details 5307 RS 5307 RS CARES 5307 RS OB AB 2766 FARE GF REV LTF OTHR LCL SGR-OB Total Estimated Operating Funding Request 5339 RS SGR PUC99313 SGR PUC99314 STA PUC99313 STA PUC99314 Total Estimated Capital Funding Request $0 $2,843,298 $48,000 $0 $0 $0 $0 $0 $50,000 $2,941,298 $64,700 $143,348 $7,298 $255,624 $24,676 $495,646 Total Funding Request $3,436,944 Trans Track ManagerTM 5/5/2020 17:45:58 ET 714 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Corona Table 4.0 A - Capital Project Justification Project Number: 21-1 FTIP No: Not Assigned - New Project Project Name: Bus Parking Stall Canopy Category: Facilities Sub -Category: Modification Fuel Type: N/A Project Description: This project will entail installing a canopy over the bus parking stalls located in the City's Corp . Yard. Project Justification: Project funding will enable the purchase and installation of the canopy over the bus parking area in the City's Corp Yard. This project will protect buses and associated equipment from the sun's rays and the elements to prolong the life of buses and equipment Project Schedule: Start Date Completion Date June 2020 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2020/21 $96,052 SGR PUC99314 FY 2020/21 $3,948 Total $100,000 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 TransTrack ManagerTM Page 1 of 3 4/29/2020 21:00:59 ET 715 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Corona Table 4.0 A - Capital Project Justification Project Number: 21-2 Project Name: Bus Stop Improvements Category: Facilities Sub -Category: Rehabilitation/Improvement Fuel Type: N/A FTIP No: Not Assigned - New Project Project Description: The Corona Cruiser serves 185 bus stops along two routes — the Red and Blue Lines. This project will provide funding to improve ADA accessibility, maintain bus stop furniture and equipment in a proper and safe manner and provide funding to place additional stops as demand warrants. This project is a multi-year/on-going activity. Project Justification: This transit enhancement project will entail the purchase and installation of new and/or replacement bus stop amenities to improve accessibility and/or removing barriers to accessibility. Project funding will enable the purchase of bus stop shelters, benches, solar lighting, bus stop signage, trash receptacles and bus stop post mounted lights. Project Schedule: Start Date Completion Date July 2020 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2020/21 $47,296 SGR PUC99314 FY 2020/21 $3,350 Total $50,646 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 TransTrack ManagerTM Page 2 of 3 4/29/2020 21:00:59 ET 716 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Corona Table 4.0 A - Capital Project Justification Project Number: 21-3 Project Name: Intellegent Transportation System Category: ITS Sub -Category: Systems Fuel Type: N/A FTIP No: RIV190603 Project Description: Purchase and install an Intelligent Transportation System that will support the following GPS based components: 1) Automatic Vehicle Location (AVL); 2) Automated Vehicle Annunciator System (AVAS); 3) Computer Aided Dispatching (CAD) and; 4) Automated Passenger Count (APC). The system will improve performance monitoring, and reporting capabilities, and improve service quality and bus efficiency. 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. This project will entail additional funding for prior approved ITS projects. Project Schedule: Start Date Completion Date July 2020 December 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 RS FY 2020/21 $64,700 STA PUC99313 FY 2020/21 $255,624 STA PUC99314 FY 2020/21 $24,676 Total $345,000 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 TransTrack ManagerTM Page 3 of 3 4/29/2020 21:00:59 ET 717 TABLE 48 — FAREBOX REVENUE CALCULATION (Consistent with Riverside County Transportation Commission Farebox Recovery Policy) Farebox Recovery Ratio Revenues FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 Est FY 2020/21 Plan Passenger Fares $323,593 $295,338 $273,458 $189,093 $0 Interest Income $0 $0 $0 $0 $0 General Fund Contribution $78,000 $45,600 $62,000 $0 $0 Measure A $0 $0 $0 $0 $0 Passenger Shelter Advertising Revenue $7,421 $9,929 $9,150 $6,161 $0 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* $35,534 $17,167.12 $92,568 $203,471 $443,967 Total Farebox Revenues $444,548 $368,034 $437,175 $398,725 $443,967 Total Operating Expense $2,196,759 $2,309,337 $2,489,197 $2,380,775 $2,941,298 Farebox Recovery Ratio** 20% 16% 18% 17% 15% *For fiscal years 2019/20 & 2020/21, "Other Revenues" include funding from Federal Transit Administration CARES act to offset fare revenue loss impacted by COVID-19. Effective April 27, 2020, CCTS implemented a no fare policy as a result of COVID-19 impact on public transit to maintain social distancing. **Farebox recover ratio is based on a system wide blended rate of 15% (10% for DAR Specialized Service and 20% for Corona Cruiser fixed route service. City of Corona Transit Service FY 2020/21 — FY 2022/23 Short Range Transit Plan Page 38 of 48 718 4.2 FUNDING PLANS TO SUPPORT PLANNED OPERATING AND CAPITAL PROGRAM (FY22- FY23) Operating Program CCTS is proposing the following funding plan to support fiscal years 2022 and 2023: FY 2021/22 funding plan includes Local Transportation Funds (LTF), FTA Section 5307 funds, State of Good Repair and revenues generated by passenger fares, AB2766 funds, bus shelter advertising, general funds to close farebox funding gap and other local funds. FY 2022/23 funding plan includes Local Transportation Funds (LTF), FTA Section 5307 funds, State of Good Repair and revenues generated by passenger fares, AB2766 funds, bus shelter advertising, general funds to close farebox funding gap and other local funds. The above planned budget is assuming the improved situation with COVID-19 pandemic and operation resumes with reinstatement of passenger fares. Capital Program Capital program funds supporting fiscal years 2022 and 2023 will include FTA sections 5307 & 5339, State Transit Assistance (STA) and State of Good Repair for prior SRTP approved projects. City of Corona Transit Service Page 39 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 719 City of Corona Transit System FY 2021/22 SUMMARY OF FUNDS REQUESTED Short Range Transit Plan Table 4.1 - Summary of Funds Requested for FY 2021/22 Project Description Total Amount of Funds dui LTF Aim STA 4116. Federal Section 5307 Federal Section 5339 Cares Act Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 Subvention Funds* Fare Box 4111. Other ** Operating Assistance - DAR Operating Assistance -Cruiser $ 1,510,497 $ 1,412,538 $ $ 709,438 $ 554,515 $ 591,199 $ 558,015 $ - $ - $ 32,500 $ 17,500 $ - $ 12,000 $ 149,100 $ 136,300 $ 28,260 $ 134,208 !--- Subtotal: Operating $ 2,923,035 $ 1,263,954 $ - $ 1,149,214 $ - $ - $ - $ 50,000 $ - $ 12,000 $ 285,400 $ 162,467 Project Description Capital Projectl o. Total Amount of Funds LTF STA Federal Section 5307 Federal Section 5339 Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 SubventionFunds * Fare Box Other ** Subtotal: Capital $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total: Operating & Capital $ 2,923,035 $1,263,954 $ - $ 1,149,214 $ - $ - $ 50,000 $ - $ 12,000 $ 285,400 $ 162,467 5307 for 50% operating assistance @ 80% federal share minus CARES funding *AB 2766 congestion and emission reduction funds to incentivize Cruiser multi -day passes $12,000. **Other revenues include City contribution $84,500; Bus Shelter Advertising $8,000; and local contribution $10,000. DAR Cruiser $ 149,100 $ 136,300 Pax Fares Fare Box $ - $ 12,000 AB 2766 Subsidy $ 149,100 $ 148,300 $ Other $ - $ 8,000 Shelter advertising 8,260 $ 86,208 Gen'I Fund - $ 10,000 Local contribution 20,000 $ 30,000 Penalties 28,260 $ 134,208 Total $ 177,360 $ 282,508 $ 459,867 720 City of Corona Transit System FY 2022/23 SUMMARY OF FUNDS REQUESTED Short Range Transit Plan Table 4.2 - Summary of Funds Requested for FY 2022/23 Project Description Total Amount of Funds 4111 LTF Allah STA Federal Section 5307 Federal Section 5339 Cares Act Toll Credits State of Good Repair (SGR) rib LCTOP AQMD AB 2766 Subvention Funds* Fare Box Mr Other ** Operating Assistance - DAR Operating Assistance -Cruiser $ 1,595,943 $ 1,443,689 $ $ 750,453 $ 566,975 $ 625,377 $ 570,476 $ 32,500 $ 17,500 $ - $ 12,000 $ 152,060 $ 139,000 $ 35,553 $ 137,738 !--- Subtotal: Operating $ 3,039,632 $ 1,317,428 $ - $ 1,195,853 $ - $ - $ 50,000 $ - $ 12,000 $ 291,060 $ 173,291 Project Description Capital Projectl o. Total Amount of Funds lir LTF STA Federal Section 5307 Federal Section 5339 Toll Credits State of Good Repair (SGR) LCTOP AQMD AB 2766 SubventionFunds * Fare Box Other ** Subtotal: Capital $ - $ - $ - $ - $ - $ - $ - $ - $ Total: Operating & Capital $ ,317,428 $ - $ 1,195,853 $ - $ - $ 50,000 $ - $ 12,000 $ 291,060 $ 173,291 5307 for 50% operating assistance @ 80% federal share *AB 2766 congestion and emission reduction funds to incentivize Cruiser multi -day passes $12,000. **Other revenues include City contribution $88,483; Bus Shelter Advertising $8,000; and local contribution $10,000. DAR Cruiser $ 152,060 $ 139,000 Pax Fares Fare Box $ - $ 12,000 AB 2766 Subsidy Other $ 152,060 $ 151,000 $ - $ 8,000 Shelter advertising $ 15,553 $ 89,738 Gen'I Fund $ - $ 10,000 Local contribution $ 20,000 $ 30,000 Penalties $ 35,553 $ 137,738 Total $ 187,613 $ 288,738 $ 476,351 721 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. 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. City of Corona Transit Service Page 42 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 722 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 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, however, due to COVID-19, this date has been extended to October 1, 2020. Transit Asset Management (TAM) Plan Federal regulations 49 CFR 625 requires agencies to develop a transit asset management (TAM) plan if it owns, operates, or manages capital assets used to provide public transportation and receives federal financial assistance under 49 U.S.S. Chapter 53 as a recipient or subrecipient. As a recipient of federal funds and operating a public transit system, CCTS is required to comply with this regulation. Under this regulation, CCTS is defined as a Tier II provider. Tier II transit provider are that own, operate less than 100 vehicles in revenue service during peak regular service across all fixed route modes or in any one one non -fixed route mode. CCTS' TAM plan includes the following four required elements: 1) An inventory of assets; 2) Condition assessment of inventoried assets; 3) Description of decision support tool; and 4) A prioritized list of investments. As required, the completed TAM Plan was submitted to Southern California Association of Government (SCAG), the metropolitan planning organization (MPO) for the region on October 29, 2018. In addition, CCTS reports annually to FTA's National Transit Database (NTD) which includes asset inventory data; condition assessments and performance results and projected targets for the following fiscal year along with a narrative report on any changes. Per regulations, the TAM plan is required to be updated every four (4) years; the next update is in 2022. Public Transit Agency Safety Plan (PTASP) Federal Transit Administration (FTA) published the PTASP Final Rule (49 C.F.R. Part 673), which requires public transportation systems that receive federal funds under FTA's Urbanized City of Corona Transit Service Page 43 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 723 Area Formula Grants to develop safety plans which includes processes and procedures for implementing the Safety Management Systems (SMS). The documented SMS ensures the Agency is performing the necessary risk management activities, monitoring its results and making the necessary adjustments in maintaining a safe system. This plan outlines how CCTS, in partnership with its transit operations contractor (currently MV Transportation), will continually identify, monitor and mitigate various safety risks and hazards present in its transit operating environment. In addition, under the PTASP rule, the transit operator is required to set safety performance targets based on the safety performance measures established by the National Public Transportation Safety Plan (NSP). The NSP safety performance measures are for the following categories: Fatalities; Injuries; Safety Events; and System Reliability (State of Good Repair). The first set of performance targets are under development; these targets will be shared with Corona's Metropolitan Planning Organization (MPO), the Southern California Association of Governments (SCAG) and the State of California. The plan was approved and adopted by City Council on April 15, 2020 and has been sent to Caltrans for review and approval. While FTA had set July 20, 2020 as the original date for compliance, due to impact of COVID-19, this date has been extended to December 2020. CCTS fully expect to meet the defined deadline. Transportation Development Act Triennial Audit CCTS underwent a Transportation Development Act (TDA) Triennial Performance Audit document review in January 2019 and site visit in March 2019 covering Fiscal Years 2015/16 through 2017/18. 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 4.3 Progress Implementing Triennial Performance Audit Recommendations. City of Corona Transit Service Page 44 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 724 TABLE 4.3 — PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL PERFORMANCE A UDIT RECOMMENDA T/ONS aF TDA Triennial Performance Audit Period Covering FY 2014 through FY 2016 Audit Recommendations Action / Remedy Prepare and submit separate State Controller Transit Operators Financial Transactions Reports for general public transit and specialized service. Continue process of implementing ADA subscription services on Dial -A -Ride Include additional locally generated revenue in the farebox recovery. • Corona's annual Transit Operators Financial Transactions Report to the State Controller has historically combined fixed route and dial -a -ride as each provided general public service. With the transition to specialized dial -a -ride, written instructions by the state to prepare this particular report require separate reporting of fixed route and specialized service. In the General Instruction Form completed by the City, a selection must be made as to which mode of transit is represented in the report. The options are general public use or elderly/disabled. Transit operators providing two types of service, (general public use and transit service exclusively for the elderly/handicapped) must complete a separate report for each type of service. The submission of separate reports to the State Controller will demonstrate Corona's proactive approach to compliance with state reporting instructions. Contacted the Office of State Controller on December 4, 2019 to file a separate report for Dial -A -Ride and Fixed Route. Was advised to submit a combined report for FY 2018-19 as a separate report for Dial -A -Ride will need to be created to add the specialized service to the SCO transit database. This report will be available starting with FY 2019-20. This recommendation is being carried forward from the prior audit. 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 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. The City is still in the process of implementing an ADA subscription service. Dial -a -Ride's transition from general public to a specialized service for ADA-certified and senior passengers makes the subscription service option more feasible. Subscription trips to many adult day care centers have been ongoing. In addition, the CCTS staff in conjunction with the contracted transit operator already monitor ADA trips to ensure that there are no capacity constraints. Nevertheless, staff will continue to work with the contract operator and review the feasibility of establishing a formal ADA Subscription Services Policy. A call-back function to remind riders of their upcoming trips will also improve operating efficiency and effectiveness. The City will be incorporating call-back function in the next ITS project. During the audit period, Corona adopted a blended farebox recovery standard of 15 percent. The revenues in the farebox ratio are composed primarily of passenger fares, City supplemental support revenues, and air district subsidies. New state legislation (SB 508) reinforces current RCTC practice of allowing other locally generated revenues in the farebox ratio. These other revenues could include advertising generated by the transit system, bus wraps on the vehicles, and other local contributions from the City to the transit program. Corona allows advertising space on its bus shelters and has expressed interest in allowing advertising on board its vehicles. The City currently does not have an advertising policy but has expressed interest in developing one. However, staffing and budgetary constraints make it difficult to pursue. Nevertheless, given the farebox recovery trends, the City should pursue this measure to incorporate other locally generated revenue in its farebox recovery. CCTS staff will continue to look for additional revenue sources to meet farebox recovery ratio of 10% for specialized Dial - A -Ride service and 20% for fixed route. City of Corona Transit Service Page 45 of 48 FY 2020/21 — FY 2022/23 Short Range Transit Plan 725 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. The following table reflects the deficiency and correction action for this review. 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 5010.1E, Chapter IV: Real Property, Section 2.j, "Real Estate Disposition" and Section 2.j. (2), "Disposition". CCTS' next Triennial Review was scheduled for site visit March 2020, however due to COVID-19, the site visit has been delayed and is tentatively scheduled for late FY 2021. 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 2019 was October 30, 2019. CCTS staff provided responses and clarification to NTD reviewers following the initial review. The 2019 annual NTD report was closed out and accepted on January 23, 2020. 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 46 of 48 FY 2020/21 FY 2022/23 Short Range Transit Plan 726 4.4 OPEN PROJECTS CCTS has nine (9) prior SRTP approved projects open. The following reflects these open projects. Project Name SRTP Project Project # Element Funding Category 2 Project Timeline Dec-23 Total Project Unfunded Cost Balance Route Development Buses 15-03 1 $ 300,0001 $ 70,281 Passenger Shelters 17-2 4 1 on going $ 600,000 $ 573,696 Intellegent Transportation System 19-01 3 2 Dec-23 $ 500,000 $ 500,000 Route Development Buses 19-02 1 2 Dec-23 $ 950,000 $ 950,000 ADAAccesibleVan 19-03 1 1 Dec-21 $ 48,039 $ 48,039 Support Equipment & Software 19-4 3 1 Jun-21 $ 10,000 $ 10,000 ITS - add Fare Payment System 20-1 3 2 Dec-23 $ 50,000 $ 40,000 Digital Land Mobile Radio �0-2 20-3 3 1 Dec-21 $ 135,000 $ 135,000 ADA Accesible Van 1 1 Dec-21 $ 48,198 $ 48,198 TOTAL $ 2,641,237 $ 2,375,214 Project 17-2 balance includes interest earned for Prop 1B funding. City of Corona Transit Service Page 47 of 48 FY 2020/21 FY 2022/23 Short Range Transit Plan 727 ATTACHMENT 4 FY 2020/21-FY 2022/23 SHORT RANGE TRANSIT PLAN City of Riverside, PRCSD - Special Transportation Division rtA, FA CITY OF RJVERSIDE FINAL TABLE OF CONTENTS CHAPTER 1- SYSTEM OVERVIEW AND SERVICE PROFILE 3 SECTION 1.1 -SERVICE AREA 3 SECTION 1.2 - POPULATION PROFILE 4 SECTION 1.3 - PARATRANSIT SERVICE 4 SECTION 1.4 - DESCRIPTION OF RIDERSHIP 5 SECTION 1.5 - FARE STRUCTURE 5 SECTION 1.6 - REVENUE FLEET 6 SECTION 1.7 - EXISTING TRANSIT FACILITY 8 CHAPTER 2 -EXISTING SERVICE AND ROUTE PERFORMANCE 9 SECTION 2.1 - KEY PERFORMANCE INDICATORS 9 SECTION 2.2 - PERFORMANCE REPORT 11 SECTION 2.3 - SERVICE SUMMARY 13 SECTION 2.4 - SERVICE PERFORMANCE 15 SECTION 2.5 - PRODUCTIVITY IMPROVEMENT EFFORTS 17 SECTION 2.6 - MAJOR TRIP GENERATORS 17 SECTION 2.7 - RECENT SERVICE CHANGES 18 CHAPTER 3 - FUTURE SERVICE PLANS 19 SECTION 3.1 - PLANNED SERVICE CHANGES 19 SECTION 3.2 - FUTURE MARKETING PLANS 19 SECTION 3.3 - PROJECTED RIDERSHIP GROWTH 19 SECTION 3.4 - PROPOSED FARE STRUCTURE CHANGES 20 SECTION 3.5 - CAPITAL IMPROVEMENT PLANNING 20 CHAPTER 4 - FINANCIAL PLANNING 22 SECTION 4.1 - OPERATING AND CAPITAL BUDGET NARRATIVE 22 SECTION 4.2 - FUNDING PLANS TO SUPPORT PLANNED OPERATING & CAPITAL PROGRAM 27 SECTION 4.3 - REGULATORY AND COMPLIANCE REQUIREMENTS 27 2'Page 729 I. SYSTEM OVERVIEW 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 of the City of Riverside, shown below in Figure 1. Figure 1 SWx La Sierra Acres' ? La Bierr Hills Arlanza La Siena ,South Aveata W..M W4 raN.q Arlington Arlington 'South - Magnolia Center Casa BlancaSHawarden Hills Presidential 'Park San 13.nardun tau y NW7KTR Sphcre Or mike re I Hunter Industrial Park' • Canyon Crest Alessandra Heights Sycamore Canyon Sycamore Canyon Park Business Park i Canyon 9Pr;rigs h. I 11.1 i ed-,_Crangecrest S.M.,' Sphere ad Whence March 1aM wwe�+al�aws+� 3IPage 730 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 slowly declined due to the rise in popularity of rideshare services such as Lyft and Uber. 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. Table 1 Mode Description Area /Site Service Paratransit Services City Wide Origin to Destination / reservation -based service for Seniors over the age of 60 and Disabled Community Within the City limits of Riverside 4IPage 731 1.4 Description of Ridership Ridership data is listed in the tables below. FY 2019/20 data reflects ridership through April 2020. In both fiscal years, the average passenger age was 65. FY 2018/19 Total Passengers 139,878 Revenue Hours 42,557 Revenue Miles 576,393 1.5 Fare Structure and New Fare Type FY 2019/20 Total Passengers 94,477 Revenue Hours 30,058 Revenue Miles 404,645 On August 8, 2017, Special Transportation 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 doctor 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. Passengers using our service may pay their fare in cash at boarding time or pay with a pre -purchased ticket. General and Medical Fare Ticket booklets can be purchased in advance at the Special Transportation Offices located at 8095 Lincoln Ave, Riverside. The table below illustrates a breakdown of the fare types and associated costs. Fare Type Cost One-way (General) $3 One-way (Medical) $2 10-ticket Booklet (General) $30 10-ticket Booklet (Medical) $20 5'Page 732 1.6 Revenue Fleet In FY 2019/20, Special Transportation operated a fleet of thirty-three 16-passenger paratransit minibuses which run on compressed natural gas (CNG). I n 2019 Special Transportation purchase two 9-passenger Ford Transit Vans equipped with wheelchair lifts to test the feasibility of operating a smaller profile vehicle to navigate in and around the more compact areas within the City. These vans will be put into service in FY 2020/21. Special Transportation also owns a Braun 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. Subject to funding availability, vehicles are replaced after meeting the Federal Transit Administration (FTA) useful life of 5-years or 150,000 miles. See Table 1.1 — Fleet Inventory Wage 733 INIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Demand Response / Directly Operated Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan City of Riverside Year Mfg. Built Code Model Code Seating Capacity Lift and Ramp Vehicle Equipped Length Fuel Type Code # of Active Vehicles FY 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2010 FRD BU 2011 FRD BU 2013 GLV BU 2014 GLV BU 2017 GLV BU 16 6 25 CN 16 3 25 CN 16 7 25 CN 16 9 25 CN 16 8 25 CN 6 3 7 9 8 1,302,049 610,636 1,013,334 1,241,780 451,116 1,315,963 649,759 1,098,627 1,373,543 366,025 219,327 216,586 156,946 152,615 45,753 Totals: 80 33 33 4,618,915 4,803,917 145,573 7IPage 734 1.7 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 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. This CNG Maintenance Bay 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. Wage 735 II. EXISTING SERVICES AND ROUTE PERFORMANCE 2.1 Key Performance Indicators (KPI's) In order to ensure that Special Transit is providing superior customer service, staff considers several performance indicators. Targets are evaluated and reported on a monthly basis. In FY 2020/21, Special Transit will upgrade the current TransTrack system which will provide staff with data that will be useful in setting additional performance measures such as staff attendance and vehicle maintenance. Data for FY 2019/20 KPI's through April 2020 is listed in the tables below. Internal KPI's Target Actual On -time performance 100% 96.75% Call abandonment rate 0% 4.76% Average phone hold time 1:00 1:16 Special Transit is also required to meet other performance targets such as the 10% Farebox Recovery Ratio as mandated in the Transportation Development Act (TDA). The ratio will not be met in FY 2019/20; however, special exceptions will apply as a result of COVID-19. See Table 2.0 Service Provider Performance Targets Report 9'Page 736 INIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review City of Riverside Data Elements FY 2019/20 Plan FY 2019/20 Target FY 2019/20 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 160,000 Passenger Miles 645,000 Total Actual Vehicle Revenue Hours 61,500.0 Total Actual Vehicle Revenue Miles 645,000.0 Total Actual Vehicle Miles 700,500.0 Total Operating Expenses $4,307,700 Total Passenger Fare Revenue $475,500 Net Operating Expenses $3,832,200 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 11.03% I >= 10.00% I 8.68% I Fails to Meet Target Discretionary: 1. Operating Cost Per Revenue Hour $70.04 <= $88.26 $101.69 Fails to Meet Target 2. Subsidy Per Passenger $23.95 >= $19.72 and <= $26.68 $29.28 Better Than Target 3. Subsidy Per Passenger Mile $5.94 >= $3.79 and <= $5.13 4. Subsidy Per Hour $62.31 >= $64.67 and <= $87.49 $92.86 Better Than Target 5. Subsidy Per Mile $5.94 >= $4.78 and <= $6.46 $6.93 Better Than Target 6. Passengers Per Revenue Hour 2.60 >= 2.81 and <= 3.80 3.17 Meets Target 7. Passengers Per Revenue Mile 0.25 >= 0.20 and <= 0.28 0.24 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators 10'Page 737 2.2 SRTP Performance Report Regarding how the service is running against our SRTP, Special Transit met or exceeded half of the FY 2020/21 targets. The four targets not met were — Operating costs per hour revenue, farebox recovery ratio, passengers per revenue hour, and passengers per revenue mile. The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. See Table 2.1 — SRTP Performance Report 11IPage 738 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 - Table 2.1 -- SRTP Performance Report Service Provider: Riverside Transit Agency All Routes Performance Indicators FY 2018/19 End of Year Actual FY 2019/20 3rd Quarter Year -to -Date FY 2020/21 Plan FY 2020/21 Target Plan Performance Scorecard (a) Passengers 8,697,652 6,244,521 3,413,076 None Passenger Miles 60,974,297 53,795,212 23,753,074 None Revenue Hours 880,029.4 664,041.2 537,914.0 None Total Hours 1,005,385.6 753,264.7 620,363.0 None Revenue Miles 13,376,948.5 10,023,015.7 8,211,940.0 None Total Miles 16,559,181.1 12,344,505.7 10,345,926.0 None Operating Costs $73,902,008 $65,396,958 $82,392,199 None Passenger Revenue $18,302,160 $13,952,115 $2,570,042 None Measure -A Revenue None LCTOP Revenue $3,365,455 None Operating Subsidy $55,599,848 $51,444,843 $79,822,157 None Operating Costs Per Revenue Hour $83.98 $98.48 $153.17 <= $98.01 Fails to Meet Target Operating Cost Per Revenue Mile $5.52 $6.52 $10.03 None Operating Costs Per Passenger $8.50 $10.47 $24.14 None Farebox Recovery Ratio 24.77% 21.33% 7.20% >= 0.2 Fails to Meet Target Subsidy Per Passenger $6.39 $8.24 $23.39 >= $7.23 and <= $9.79 Better Than Target Subsidy Per Passenger Mile $0.91 $0.96 $3.36 >= $0.82 and <= $1.12 Better Than Target Subsidy Per Revenue Hour $63.18 $77.47 $148.39 >= $63.04 and <= $85.28 Better Than Target Subsidy Per Revenue Mile $4.16 $5.13 $9.72 >= $4.14 and <= $5.60 Better Than Target Passengers Per Revenue Hour 9.88 9.40 6.35 >= 7.41 and <= 10.03 Fails to Meet Target Passengers Per Revenue Mile 0.65 0.62 0.42 >= 0.48 and <= 0.66 Fails to Meet Target a) The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. TransTrack Manager"' 5/13/2020 739 Page 1 of 1 2.3 SRTP Service Summary Special Transit collects and evaluates the historical data of several metrics in order to evaluate the overall service performance. Since FY 2017/18, there has been a decline each of the operating characteristics which include unlinked passenger trips, passenger miles, total actual vehicle revenue hours, total actual vehicle revenue miles, and total actual vehicle miles. In contrast, expenses seen in the Financial Data section of Table 2.2 have steadily increased. As a result, the total operating cost per hour has increased while the farebox ratio has increased. See Table 2.2 — SRTP Service Summary 131 Page 740 INIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- City of Riverside -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 1 1 27 1 27 Financial Data Total Operating Expenses $3,180,857 $3,860,427 $4,307,700 $2,972,783 $5,360,000 Total Passenger Fare Revenue $443,181 $390,568 $475,500 $257,982 $240,000 Net Operating Expenses (Subsidies) $2,737,676 $3,469,859 $3,832,200 $2,714,801 $5,120,000 Operating Characteristics Unlinked Passenger Trips 153,559 139,911 160,000 92,707 70,000 Passenger Miles 798,507 727,537 645,000 444,994 322,500 Total Actual Vehicle Revenue Hours (a) 45,475.0 42,559.0 61,500.0 29,234.0 30,750.0 Total Actual Vehicle Revenue Miles (b) 615,121.0 576,321.0 645,000.0 391,948.0 322,500.0 Total Actual Vehicle Miles 697,449.0 647,380.0 700,500.0 439,676.0 350,250.0 Performance Characteristics Operating Cost per Revenue Hour $69.95 $90.71 $70.04 $101.69 $174.31 Farebox Recovery Ratio 13.93% 10.12% 11.03% 8.68% 4.47% Subsidy per Passenger $17.83 $24.80 $23.95 $29.28 $73.14 Subsidy per Passenger Mile $3.43 $4.77 $5.94 $6.10 $15.88 Subsidy per Revenue Hour (a) $60.20 $81.53 $62.31 $92.86 $166.50 Subsidy per Revenue Mile (b) $4.45 $6.02 $5.94 $6.93 $15.88 Passenger per Revenue Hour (a) 3.4 3.3 2.6 3.2 2.3 Passenger per Revenue Mile (b) 0.25 0.24 0.25 0.24 0.22 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 14 741 2.4 Service Performance Special Transit provided 119,740 one-way trips for a total of 647,418 miles in FY 2018/19. Ty pica I I y, daily rides scheduled averages between 400-500. Special Transit 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. See Table 2.3 — SRTP Route Statistics 151 Page 742 OrRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements All Routes Table 2.3 - SRTP Route Statistics City of Riverside -- 4 FY 2020/21 Peak Route # Day Type Vehicles Passengers Passenger Revenue Total Revenue Total Operating Passenger Measure -A LCTOP Miles Hours Hours Miles Miles Cost Revenue Revenue Revenue RSS-DAR All Days 27 70,000 322,500 27 70,000 322,500 30,750 31,600 30,750 31,600 322,500 350,250 322,500 350,250 $5,360,000 $240,000 $5,360,000 $240,000 RIVERSIDE COUNTY TRANSPORTATION COMMISSION All Routes Performance Indicators TransTrack ManagerT's' 4/27/2020 Page 1 of 2 Table 2.3 - SRTP Route Statistics City of Riverside -- 4 FY 2020/21 Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Recovery Passenger Revenue Revenue Net Revenue Mile Revenue Mile Cost Per Ratio Subsidy Per Mile Hour Mile Passengers Passengers Route # Day Type Subsidy Passenger Passenger Per Hour Per Mile RSS-DAR All Days $5,120,000 $5,120,000 $174.31 $16.62 $174.31 $16.62 $76.57 4.47% $76.57 4.47% $73.14 $15.88 $73.14 $15.88 $166.50 $15.88 $166.50 $15.88 2.28 0.22 2.28 0.22 TransTrack Manager' Page 2 of 2 4/27/2020 16 743 2.5 Productivity Improvement Efforts ST strives to operate an efficient service and continues to look for new ways to decrease costs while maintaining high productivity. ST Staff has been working on different staffing scenarios to maximize route efficiency will meeting customer demands. The Operation Supervisor is constantly examining the route efficiencies of each driver and 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, a Management Analyst, and a Lead Senior Dispatcher/Scheduler. ST also converted 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 2020/21, ST will evaluate the need to fill current vacancies for full time and part time drivers to help meet the current service demands. Implementation of an electronic fare collection system and mobile application will allow riders to pay for fares using a smart card and reserve rides via a web portal or mobile application. 2.6 Major Trip Generators 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 Figure 3, 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 responsible for senior programs, three senior centers, as well as the Friendly Stars program for developmentally disabled adults. This relationship and connection amongst department staff in these three areas make it possible to connect resources and advertise by word of mouth to senior resident participants. 17'Page 744 Figure 3 CITY OF RIVERSIDE AGE DEMOGRAPHICS US Census Bureau, ACS DEMOGRAPHIC AND HOUSING ESTIMATES 2017 Aside from the regularly scheduled daily paratransit rides, Special Transportation transports over 170 passengers per day to various workshops within the City of Riverside. This subscription service for the Inland Regional Center (IRC) provides daily transportation for IRC clients to and from their workshops. ST also provides transportation services for Easter Seals, the Friendly Stars Program, and various other workshops for mentally and physically disabled passengers. These passengers look forward to attending their workshops (work/school) to attain a sense of independence. 2.7 Recent Service Changes Special Transit's recent response to COVID-19 resulted in one service change which gave senior riders the opportunity to schedule rides as early as 7 a.m. which is one hour earlier than the normal service hours. This decision was made by staff to ensure that the most vulnerable residents could take advantage of special shopping hours for seniors offered by many local grocers. 18'Page 745 III. FUTURE SERVICE PANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING 3.1 Planned Service Changes There are currently no planned service changes. 3.2 Future Marketing Plans For FY 2020/21, ST will continue to market Special Transportation services. Working with the City of Riverside's Marketing team ST has developed a new brand identity that will give a new and updated look to the fleet of minibuses. More importantly, this effort will also include a change in the name of our service that will better capture what we do for the senior and disabled residents of Riverside. "Riverside Connect" will launch in the summer of 2020 with all the transit buses receiving a new vinyl wrap with the new name and logo. This new branding campaign will be used in all the advertisements the service. New full -color brochures and flyers will be produced and distributed at the City's Community and Senior Centers as well as advertisements in other City publications such as the Activity and Senior Guides. The Activity Guide is published three times per year and is mailed to over 55,000 residents. It is also available online at the City's main website. For FY 2020/21 Special Transportation will continue to be present at special events such as the Senior Day, wellness fairs, grand openings, and other events geared towards the senior and disabled community. We will also increase our presence at senior living facilities resident meetings and various ADA workshops in and around Riverside. ST has also launched a new website for Riverside Connect which will give the residents of Riverside all the information needed to sign up and use our services. 3.3 Projected Ridership Growth Prior to COVID-19, Special Transit projected a 10% increase in ridership for FY 2020/21 as a direct result of the increased marketing and rebranding of the service. However, due to the dramatic decline in ridership as a result of the pandemic, ridership projections are difficult to project. The expectation industrywide is that ridership will steadily increase to normal service levels as states and local governments lift stay-at-home orders. 19IPage 746 3.4 Proposed Fare Structure Changes Special Transit staff plans to explore the possibility of increasing the fare to match the Riverside Transit Agency (RTA) fare structure which would be a $0.50 increase. There are currently no plans to change the current medical fare of $2.00. 3.5 Capital Improvement Planning In terms of capital improvement, Special Transit has three capital projects planned for FY 2020/21. The first is a replacement of three (3) existing vehicles that have exceeded the useful life of 5-years and 150,000. The second project is the renovation of the dispatch office area which will provide space for the newly filled Lead Dispatch position. Lastly, Special Transit will upgrade the existing TransTrack data management system. The upgrade will provide staff with additional tools and analytics which will be beneficial for reporting purposes as well as improving the efficiency of the operation. See Table 3 — Highlights of 2020/21 Short Range Transit Plan 20IPage 747 Table 3 - HIGHLIGHTS OF 2020/21 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. • Consultant — Per the recommendation in the FY 2016-2018 Triennial Performance Audit, Special Transit will hire a consultant to assist in the strategic planning process. • Bus Replacement — Special Transportation will replace 3 CNG Mini -Buses that have met the useful life threshold. • TransTrack Upgrade — Special Transit will upgrade the current TransTrack system which will assist staff with annual NTD reporting, provide valuable analytics and integration with the financial system and dispatch/scheduling software. • Dispatch Renovation — The City of Riverside will renovate the dispatch office area to accommodate the addition of new staff to fill the Lead Dispatch position. 21IPage 748 IV. FINANCIAL PLANNING 4.1 Operating and Capital Budget Narrative Special Transportation's operating budget is typically funded through Local Transportation Funds (LTF) which includes a 20% match requirement for preventative maintenance expenses. The remaining 80% is funded through Federal section 5307 funds. However, with the United States Senate's passage of the Coronavirus Relief, Aid, Relief, and Economic Security Act, or CARES Act, the entire FY 2020/21 operating budget will be funded through this bill. Capital projects will be funded through a combination of Federal section 5339 and State Transit Assistance (STA) funds. See Table 4.0 — Summary of Funding Requests — FY 2020/21 22IPage 749 HISEHSISE COUNTY ER 3I15P0IRATIONJ COR1NI95ICO Table 4.0 - Summary of Funding Requests - FY 0 0/ 1 City of Riverside Opera'lig moot mAiAmount of Funds. SE1I7R#CAREE SiF7FMOR OM RI 1ORPLICNdis &DRPLidi1 *TA PLIE 1E #T.APUC1ES1d Opensling FY202C-21 #5.31iO,000 j9,O/-0,000 E33O,000 E5.3641,1:14:14:1 E5,1U-11,13013 $32431909 #] Ea EE S] 1>] tlRIlutd cps Capital Prided -row Analnt of Funds. SEYF FM CAREE Ett7 RI OR 633E RE *GA PRE:M-15 SOR PLICNd11 VA PLICEdib 11A PUCBE11.1 Bus Rephoetn 1I- 11-1 134sgolch. F*ttn..,etbn -21-2 it-00,611E EBO,600 R0,3JJ0 13_],]]] 1J5,957 E50A00 11,595 E30,000 580,380 T129,9 Ttat[Ttbtlt Uppm* -21-3 Ea46etal c E550,3E0 EO E0 ;32],]]] E95,957 #I,595 i.11 9,392 53,3=9 'IOW Operating 1 CapEb1 E5.9211,390 95,O2-0,00O 53_'0,600 E32],]]] 595,957 E4,595 511 ],39] 529,329 FY 31126Q 1 Proloobd Rnd l nd DDI 53a7 R9 CARES 53117 RE O1E TbmI Esdneted Operating rundrp Re pest 5339 RE EI R PUG99313 EIGR F#1G95311 BM PLI099313 #5AL-0,60] #320,05] #5.3BDACC E030JO1:1 EIS WEE BTt4P A29B31.1 E9y1E RIM IEstlna9d Gaplta =u91n0 Reg1e:l E550,3E0 Total Fundlttq Riquet:k $5Ed14319 750 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Riverside Table 4.0 A - Capital Project Justification Project Number. 21-1 Project Name: Bus Replacement Category: Paratransit Sub -Category: Replacement Fuel Type: CNG Project Description: Replacement of 3 paratransit vehicles FTIP No: Not Assigned - New Project Project Justification: The City of Riverside will procure three (3) 16-passenger 25ft. CNG buses that have an expected useful life of 5 years or 150,000 miles. The vehicles being replaced have met their useful life of 150,000 miles. Project Schedule: Start Date Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 RS FY 2020/21 $320,000 SGR PUC99313 FY 2020/21 $45,957 SGR PUC99314 FY 2020/21 $4,695 STA PUC99314 FY 2020/21 $29,348 Total $400,000 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 24'Page 751 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Riverside Table 4.0 A - Capital Project Justification Project Number. 21-2 Project Name: Dispatch Renovation Category: Facilities Sub -Category: Modification Project Description: Renovation of dispatch office area Project Justification: The City of Riverside will renovate the dispatch office area to accommodate the addition of new staff to fill the Lead Dispatch position. Pro'ect Schedule: Start Date Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): FTIP No: Not Assigned - New Project Fund Type Fiscal Year SGR PUC99313 FY 2020/21 STA PUC99313 FY 2020/21 Total Amount $50,000 $30,000 $80,000 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 251 Page 752 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP City of Riverside Table 4.0 A - Capital Project Justification Project Number. 21-3 Project Name: TransTrack Upgrade Category: ITS Sub -Category: Upgrade Fuel Type: N/A Project Description: Upgrade existing TransTrack tool. FTIP No: Not Assigned - New Project Project Justification: The City of Riverside would like to upgrade the TransTrack system which will assist staff with annual NTD reporting, provide valuable analytics and integration with the financial system and dispatch/scheduling software. Project Schedule: Start Date Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $80,380 Total $80,380 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 261 Page 753 4.2 Funding Plans to Support Proposed Operating and Capital Program ST will take advantage of grant opportunities as they come available through the State of California and Federal Government 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. ST stays abreast of legislative information and regulatory 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. In March of 2018, ST underwent its most recent FTA Triennial Review. The Final report had two findings which staff is in the process of addressing. See Table 4.3 — Progress to Implement TDA Triennial Performance Audit Recommendations There were no violations noted during the most recent California Highway Patrol (CHP) Safety Compliance Terminal Inspection conducted on April 3-5, 2019. In the areas of maintenance, driver records and driver hours of services, ST received a "satisfactory" rating in all areas. 27'Page 754 TABLE 4.3 — PROGRESS TO IMPLEMENT TDA TRIENNIAL PERFORMANCE AUDIT RECCOMMENDATIONS Recent Audit Recommendation (Covering FY 2016 — 2018) Action (s) Taken and Results to Date 1. Pursue targeted marketing efforts and rebranding of the service. Efforts to launch rebranding of the service are underway with a bid and contract award STS has been tasked with serving the mobility needs of seniors, ADA-certified for repainting of the minibuses scheduled for persons, and persons with disabilities in the City Council approval on June 2, 2020. Additionally, new brochures and marketing City of Riverside. The senior population in the city (those 60 years of age and over) accounts for approximately 15.1 percent of the population based on the 2018 American materials with the new "Riverside Connect" name are ready for print and distribution which will coincide with the launch of the Community Survey estimates. Riverside remains below the national average of seniors age 60 and over, which is 21.8 percent; however, due to the Baby Boomer generation aging into their sixties, it is anticipated that the senior population will continue to increase. repainted buses. In Progress With the slow erosion in ridership in recent years, STS has been contemplating strategies to improve its messaging and outreach to the community. The transportation supervisor has been encouraged to conduct outreach and brainstorm ways to better engage the customer base. There is a perception in the community that the name "Special Transportation" is not particularly appealing 28IPage 755 and conveys a stodgy image. In the spirit of the City's innovative philosophy, STS should work with the City's marketing team to develop a brand identity for the transit service. This could be done in concert with the implementation of STS's fleet of nine - passenger minibuses and mobile fare collection. With the adoption of the $2.00 medical fare, STS could collaborate with local medical providers and services (such as dialysis centers and adult day-care facilities) that would market trips to their patients. Veterans are also another market that STS could target. Staff has programmed funds in the FY 2. Conduct a strategic planning process. 2020/21 SRTP to seek the services of a The annual Short -Range Transit Plan (SRTP) consultant to assist with the strategic process has been a useful tool in monitoring operational trends but it does not provide a strategic vision over a 5-, 10-, or 20-year time frame. STS is self-sustaining in that it does not rely on City General Fund revenues for support. planning process. In Progress However, given changes in the transit funding landscape and the challenges in recruitment and marketing that pose potential impediments to growth and sustainability, STS needs a process that can provide guidance and momentum. A 5- or 10-year strategic plan would establish guiding principles of how STS can build upon its 45-year legacy as a demand- 29 'Page 756 response transit operator by setting goals, objectives, and strategies for attaining its vision. A strategic plan would also build on the recent efforts of STS to be more technically innovative and offer direction on potential funding opportunities and partnerships. As part of this effort, STS should assess its strengths, weaknesses, opportunities, and challenges for providing service in a dynamic transit market and capitalize on its position as a regional mobility provider. Furthermore, STS should consider emerging trends and innovative strategies being implemented or considered within the industry. 30'Page 757 ATTACHMENT 5 PALO VERDE VALLEY TRANSIT AGENCY PVVTA SHORT RANGE TRANSIT PLAN FY 2020/21- FY 2022/23 FINAL DRAFT #2 5/8/2020 758 Table of Contents CHAPTER 1- SYSTEM OVERVIEW AND SERVICE PROFILE 1.1 System Description 1.2 Area Profile 1.3 Service Description Table 1 1.4 Description of Ridership, Revenue Miles, Revenue hours 1.5 Fare Structure 1.6 Fleet Schedule Table 1.1 1.7 System Amenities 1.8 Network Cooperation 1.9 Reference Listing CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE 2.1 Key Performance Indicators Table 2 2.2 Performance Reporting Table 2.1 2.3 Service Summary. Table 2.2 & 2.2A 2.4 Service Performance Table 2.3 2.5 Productivity Improvement 2.6 Trip Generators 2.7 Service Changes Page 2 Page 3 Page 3 Page 4 Page 5 Page 6 Page 6 Page 7 Page 7 Page 8 Page 9 Page 10 Page 14 Page 15 Page 16 Page 16 CHAPTER 3 - FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING 3.1 Planned Service Changes FY21-23 3.2 Marketing Plans, Studies, and Promotion 3.3 Projected Ridership Growth 3.4 Proposed Fare Structure 3.5 Capital Improvement Plan 3.6 Long Term Plans CHAPTER 4 - FINANCIAL PLANNING 4.1 Operating and Capital Budget FY 21 Table 4, 4A & 4B 4.2 Funding Plan Table 4.1 & 4.2 4.3 Regulatory and Compliance Requirements. Table 4.3 • ADA, DBE, EEO, Title VI • TDA Triennial Audit, FTA Triennial Audit, NTD • Alternative Fueled Vehicles (RCTC Policy) 4.4 Open Projects Listing Page 17 Page 18 Page 19 Page 20 Page 20 Page 20 Page 21 Page 29 Page 31 Page 32 Page 32 Page 32 Page 33 759 11Page 1.1 System Description 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, Palo 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/ 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 to Coachella Valley called the Blythe Wellness Express (BWE). PALO VERDE COLLEGE 67" AVENUE Desert Roadrunner System Map Zoe COACHELLA c�i[i,v cxRM) VALLEY4- IINTERSTATE 10 } GI J_ L71,1 • CA PRISONS 1.2 Area Profile 1 MESAVERDE Co-, r, CErt RIPLEY X6eserr Rose ^� DPSS 10T" AVENUE r L 2 NOT TO SCALE CHANSLORWAY BARNARD rf ti pvvta.com 1- W CC 1— V7 7th Street XF L OB ONWAY X a rE ENCINAS 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 of 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. The Valley boasts a modest 16,000 residents, with 23% of the population within the K-12 age range. The makeup of the population is 56% Hispanic, 53% White, 7%African 760 2 I Page American and 4% Asian and native American. based on U.S. Census Bureau, 2011-2015 American Community Survey at provided by the City of Blythe, Ethnicity is >100% as Bureau counts some individuals more than one ethnicity. 1.3 Service Description Presented below are the individual description of the deviated fixed routes provided by PVVTA. TABLE 1 - 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 include: 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 & 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 Stale 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 Stale Prisons, via Interstate 10. Connections to all other deviated fixed routes can be made al 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 vial-10. Connections to all other deviated fixed routes can be made al 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-route/point 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 Main 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 rest stop al 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 3 days a week. 761 3IPage 1.4 Description of Ridership, Revenue Miles, Revenue hours Blue Route 1 City of Blythe Circulator; deviated fixed route, approximately 2500 revenue miles / 240 revenue hours monthly, 1600 in ridership respectfully. Gold Route 2 Palo Verde College Crosstown; deviated fixed route, approximately 4000 revenue miles / 190 revenue hours monthly, 1200 in ridership respectfully. Red Route 3 CA State Prison Commuter Express; deviated fixed route, approximately 2100 revenue miles / 60 revenue hours monthly, 650 in ridership respectfully. Green Route 4 Regional Rural service; deviated fixed route, approximately 3000 revenue miles / 155 revenue hours monthly, 700 in ridership respectfully. Silver Route 5 Saturday and limited holiday service; deviated fixed route, approximately 500 revenue miles / 24 revenue hours monthly, 120 in ridership respectfully. Blythe Wellness Express 6 Intercity service to the Coachella Valley; deviated fixed route, approximately 2800 revenue miles / 95 revenue hours monthly, 100 in ridership respectfully. PVVTA XTend-A-Ride micro transit service; demand responsive, approximately 400 revenue miles / 80 revenue hours monthly, 50 in ridership respectfully. 762 4IPage 1.5 Fare Structure 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 (6%), 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 Seniors Persons with Disabilities Children ages 5 and under* Children ages 5 and under* (ages 5-59 years old) (ages 60 years or older) (with ADA Card) (first boarding with full fare adult) (second & third boarding with full fare adult) $ 1.75 $ 0.85 $ 0.85 Free $ 0.85 * 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 $ 5.00 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 fares)*** ***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 $ 3.50 $ 0.85 $ 0.85 $ 6.80 $ 17.50 $ 8.50 $ 45.00 $ 30.00 $ 30.00 $ 40.00 $ 50.00 $ 35.00 $ 70.00 $125.00 $ 5.00 $ 10.00 $ 15.00 763 5 1.6 Fleet Schedule PVVTA has an average fleet age of 4.3 years old, where revenue vehicles have a life span between 5 up to 7 years. Presented is the fleet inventory with specific characteristics. RIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Purchased Transportation Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan Palo Verde Valley Transit Agency Average Lifetime # of Life to Date Miles Per Active Active # of Life to Date Vehicle Miles Vehicle As Of Lift and Fuel Vehicles Contingency Vehicle Miles through Year -To -Date Year Mfg. Model Seating Ramp Vehicle Type FY 2019/ Vehicles Prior Year End March (e.g., March) Built Code Code Capacity Equipped Length Code 20 FY 2019/20 FY 2018/19 FY 2019/20 FY 2019/20 2014 CMD 18 1 GA 1 2012 FRD 18 1 CN 2013 FRD 26 1 CN 1 2013 FRD 26 1 CN 1 2013 FRD 26 1 CN 1 2016 FRD 18 1 GA 1 2016 FRD 18 1 GA 1 2018 FRD 18 1 GA 1 2019 FRD 18 1 GA 1 2019 FRD 14 1 CN 1 2019 FRD 16 1 CN 1 1 70,214 82,733 82,733 170,484 170,484 120,454 126,048 126,048 121,433 125,102 125,102 151,381 154,725 154,725 123,425 134,688 134,688 119,487 141,693 141,693 44,227 83,075 83,075 1,135 33,082 33,082 17,991 17,991 291 291 Totals: 1.7 System Amenities 216 11 10 1 922,240 1,069,912 106,991 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 continues to use State of Good Repair (SGR) grant funds to improve the facility's maintenance areas and bus storage. 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 of 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 who 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. 764 6'Page 1.8 Network Cooperation 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. 1.9 Reference Listing PVVTA has not conducted a formal operational study since the early 2000's. Currently budgeted is a plan for an updated Comprehensive Operational Analysis (COA) which would be completed in time for the next competitive bid for and operations contractor in FY2022. All planning referencing is taken from the Agency quarterly operational reporting, yearly and triennial audits as well as industry trends. Detailed documents can by accessed at pvvta.com/agencyfiles. 765 7'Page 2.1 Key Performance Indicators PVVTA uses key performance indicators set by RCTC to plan and monitor services. PVVTA does not have any specific measures beyond the presented targets. OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review Palo Verde Valley Transit Agency Data Elements FY 2019/ 20 Plan FY 2019/20 Target FY 2019/20 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 50,161 Passenger Miles 894,477 Total Actual Vehicle Revenue Hours 7,996.0 Total Actual Vehicle Revenue Miles 189,808.0 Total Actual Vehicle Miles 219,008.0 Total Operating Expenses $1,526,160 Total Passenger Fare Revenue $391,553 Net Operating Expenses $1,134,607 Performance Indicators Mandatory: 1. Farebox Recovery Ratio 25.65% >= 10.00% I 11.76%I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $190.87 <- $169.97 $168.57 Meets Target 2. Subsidy Per Passenger $22.62 >_ $19.07 and .= $25.79 $24.89 Meets Target 3. Subsidy Per Passenger Mile $1.27 >_ $1.36 and <= $1.84 $1.78 Meets Target 4. Subsidy Per Hour $141.90 >_ $126.24 and <= $170.80 $148.75 Meets Target 5. Subsidy Per Mile $5.98 >= $5.21 and <= $7.05 $6.48 Meets Target 6. Passengers Per Revenue Hour 6.27 >= 5.61 and <= 7.59 5.98 Meets Target 7. Passengers Per Revenue Mile 026 >= 0.23 and <- 0.31 0.26 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: .t_ * 766 8'Page 2.2 Performance Reporting As to performance from FY2018/19 to the current FY2019/20, trends show a consistent flat trend over the last two fiscal years. Although costs have risen, the actual operating performance and ridership stays approximately flat based on all contributing factors. OFRIVERSIDE CDI1NTV TRANSPORTATION COMMISSION FY 2020/21 - Table 2.1 -- SRTP Performance Report Service Provider: Palo Verde Valley Transit Agency All Routes Performance Indicators FY 2018/14 End of Year Actual FY 2019/20 3rd Quarter Year -to -Date FY 2020/21 Plan FY 2020/21 Target Plan Performance Scorecard (a) Passengers 45,511 3,113 46,051 None Passenger Miles 637,154 43,582 807,393 None Revenue Hours 7,222.0 543.4 7,972.0 None Total Hours 8,804.0 655.5 9,325.0 None Revenue Miles 174,456.0 11,623.0 179,929.0 None Total Miles 202,292.0 13,654.0 206,244.0 None Operating Costs $922,582 $124,493 $1,651,527 None Passenger Revenue $96,203 $8,750 $356,446 None Measure -A Revenue None LCTOP Revenue $79,431 None Operating Subsidy $826,379 $115,744 $1,295,081 None Operating Costs Per Revenue Hour $127.75 $229.12 $207.17 <= $169,97 Fails to Meet Target Operating Cost Per Revenue Mile $5.29 $10.71 $9.18 None Operating Costs Per Passenger $20.27 $39.99 $35.86 None Farebox Recovery Ratio 10.43 % 7.03% 26.39% >= 0.1 Meets Target Subsidy Per Passenger $18.16 $37.18 $28.12 >_ $19.07 and <= $25.79 Better Than Target Subsidy Per Passenger Mile $1.30 $2.66 $1.60 ›= $1.36 and <= $1.84 Meets Target Subsidy Per Revenue Hour $114.43 $213.02 $162.45 >= $126.24 and <= $170.80 Meets Target Subsidy Per Revenue Mile $4.74 $9.96 $7.20 >= $5.21 and <= $7.05 Better Than Target Passengers Per Revenue Hour 6.30 5.73 5.78 >= 5.61 and <= 7.59 Meets Target Passengers Per Revenue Mile 0.26 0.27 0.26 >= 0.23 and <= 0.31 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. 767 9IPage 2.3 Service Summary. Table 2.2 & 2.2A In analysis of the data and planning costs for operating service has gone up consistently over the last few years. Last fiscal year PVVTA started on a track to use Federal 5311 funds to offset these growing costs. The service area demographics show a steady reduction in population which directly affects ridership. Miles and hours have been reduced to fine tune operations where such costs have increased. PVVTA must work to maximize services with the challenges such as population decrease, cost increase such as wages and operating costs. IMFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rdQtrActual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 5 5 6 5 6 Financial Data Total Operating Expenses $865,873 $922,582 $1,526,160 $910,451 $1,651,527 Total Passenger Fare Revenue $90,161 $96,203 $391,553 $107,033 $356,446 Net Operating Expenses (Subsidies) $775,712 $826,379 $1,134,607 $803,418 $1,295,081 Operating Characteristics Unlinked Passenger Trips 14,047 45,511 50,161 32,284 46,051 Passenger Miles 616,658 637,159 894,977 451,976 807,393 Total Actual Vehicle Revenue Hours (a) 7,955.0 7,222.0 7,996.0 5,401.1 7,972.0 Total Actual Vehicle Revenue Miles (b) 182,286.0 174,456.0 189,898.0 124,013.0 179,929.0 Total Actual Vehicle Miles 216,411.0 202,292.0 219,098.0 142,459.0 206,249.0 Performance Characteristics Operating Cost per Revenue Hour $108.83 $127.75 $190.87 $168.57 $207.17 Farebox Recovery Ratio 10.41% 10.43% 25.65% 11.76°% 21.58% Subsidy per Passenger $17.61 $18.16 $22.62 $24.89 $28.12 Subsidy per Passenger Mile $1.26 $1.30 $1.27 $1.78 $1.60 Subsidy per Revenue Hour (a) $97.50 $114.43 $141.90 $148.75 $162.45 Subsidy per Revenue Mile (b) $4.26 $4.74 $5.98 $6.48 $7.20 Passenger per Revenue Hour (a) 5.5 6.3 6.3 6.0 5.6 Passenger per Revenue Mile (b) 0.24 0.26 0.26 0.26 0.26 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 768 101 Page IIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- PVVTA-BUS -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rdQtrActual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 5 5 5 5 5 Financial Data Total Operating Expenses $728,235 $780,826 $1,428,160 $825,657 $1,504,669 Total Passenger Fare Revenue $84,166 ($13,337) $357,468 $80,329 $322,331 Net Operating Expenses (Subsidies) $644,070 $794,163 $1,070,692 $745,329 $1,182,338 Operating Characteristics x. Unlinked Passenger Trips 43,569 44,811 49,380 31,899 45,390 Passenger Miles 609,966 627,359 691,327 946,586 635,952 Total Actual Vehicle Revenue Hours (a) 7,181.0 6,457.0 7,136.0 4,876.0 6,886.0 Total Actual Vehicle Revenue Miles (b) 198,617.0 142,336.0 153,219.0 103,956.0 144,721.0 Total Actual Vehicle Miles 178,935.0 167,785.0 179,750.0 120,987.0 168,427.0 Performance Characteristics Operating Cost per Revenue Hour $101.41 $120.93 $200.13 $169.33 $218.51 Farebox Recovery Ratio 11.56% (1.71%) 25.02% 9.73% 21.42% Subsidy per Passenger $14.78 $17.72 $21.68 $23.37 $26.05 Subsidy per Passenger Mile $1.06 $1.27 $1.55 $1.67 $1.86 Subsidy per Revenue Hour (a) $89.69 $122.99 $150.04 $152.86 $171.70 Subsidy per Revenue Mile (b) $4.33 $5.58 $6.99 $7.17 $8.17 Passenger per Revenue Hour (a) 6.1 6.9 6.9 6.5 6.6 Passenger per Revenue Mile (b) 0.29 0.31 0.32 0.31 0.31 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- PVVTA-BWE -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/ 20 3rd QtrActuaf FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 1 1 1 1 1 Financial Data Total Operating Expenses $133,442 $135,962 $89,000 $80,164 $137,958 Total Passenger Fare Revenue $5,195 $108,731 $31,285 $26,164 $31,615 Net Operating Expenses (Subsidies) $128,247 $27,232 $57,715 $54,000 $106,343 Operating Characteristics ill. 111 Unlinked Passenger Trips 478 700 781 385 661 Passenger Miles 6,692 9,800 203,150 5,390 171,941 Total Actual Vehicle Revenue Hours (a) 775.0 765.0 860.0 525.1 1,086.0 Total Actual Vehicle Revenue Miles (b) 33,669.0 32,120.0 36,589.0 20,057.0 35,208.0 Total Actual Vehicle Miles 37,976.0 34,507.0 39,258.0 21,472.0 37,817.0 Performance Characteristics 1 r Operating Cost per Revenue Hour $172.18 $177.73 $103.49 $152.68 $127.03 Farebox Recovery Ratio 3.89% 79.97% 35.15% 32.64% 22.91% Subsidy per Passenger $268.30 $38.90 $73.90 $140.26 $160.88 Subsidy per Passenger Mile $19.16 $2.78 $0.28 $10.02 $0.62 Subsidy per Revenue Hour (a) $165.48 $35.60 $67.11 $102.85 $97.92 Subsidy per Revenue Mile (b) $3.81 $0.85 $1.58 $2.69 $3.02 Passenger per Revenue Hour (a) 0.6 0.9 0.9 0.7 0.6 Passenger per Revenue Mile (b) 0.01 0.02 0.02 0.02 0.02 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 769 111 Page OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Non -Excluded Routes FY 2017j18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 5 3 5 5 5 Financial Data Total Operating Expenses $732,431 $673,375 $1,437,160 $830,287 $1,060,185 Total Passenger Fare Revenue $84,966 $435 $360,268 $80,869 $229,770 Net Operating Expenses (Subsidies) $647,465 $672,940 $1,076,892 $749,418 $830,415 Operating Characteristics t Unlinked Passenger Trips 43,569 36,968 49,380 31,899 25,154 Passenger Miles 609,966 517,552 691,327 446,586 514,836 Total Actual Vehicle Revenue Hours (a) 7,181.0 5,389.0 7,136.0 4,876.0 5,197.0 Total Actual Vehicle Revenue Miles (b) 148,617.0 109,219.0 153,219.0 103,956.0 140,464.0 Total Actual Vehicle Miles 178,935.0 113,695.0 179,750.0 120,987.0 166,290.0 Performance Characteristics Operating Cost per Revenue Hour $102.00 $124.95 $201.40 $170.28 $204.00 Farebox Recovery Ratio 11.60% 0.06% 25.06% 9.74% 21.67% Subsidy per Passenger $14.86 $18.20 $21.81 $23.49 $33.01 Subsidy per Passenger Mile $1.06 $1.30 $1.56 $1.68 $1.61 Subsidy per Revenue Hour (a) $90.16 $124.87 $150.91 $153.70 $159.79 Subsidy per Revenue Mile (b) $4.36 $6.16 $7.03 $7.21 $5.91 Passenger per Revenue Hour (a) 6.1 6.9 6.9 6.5 4.8 Passenger per Revenue Mile (b) 0.29 0.34 0.32 0.31 0.18 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 011 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Palo Verde Valley Transit Agency -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Excluded Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 1 2 1 1 1 Financial Data Total Operating Expenses $133,442 $249,207 $89,000 $80,164 $591,342 Total Passenger Fare Revenue $5,195 $95,768 $31,285 $26,164 $126,676 Net Operating Expenses (Subsidies) $128,247 $153,439 $57,715 $54,000 $464,666 Operating Characteristics .1111 Unlinked Passenger Trips 478 8,543 781 385 20,897 Passenger Miles 6,692 119,602 203,150 5,390 292,557 Total Actual Vehicle Revenue Hours (a) 775.0 1,833.0 860.0 525.1 2,775.0 Total Actual Vehicle Revenue Miles (b) 33,669.0 65,237.0 36,589.0 20,057.0 39,465.0 Total Actual Vehicle Miles 37,476.0 88,597.0 39,258.0 21,472.0 39,954.0 Performance Characteristics Operating Cost per Revenue Hour $172.18 $135.96 $103.49 $152.68 $213.10 Farebox Recovery Ratio 3.89% 38.43% 35.15% 32.64% 21.42% Subsidy per Passenger $268.30 $17.96 $73.90 $140.26 $22.24 Subsidy per Passenger Mile $19.16 $1.28 $0.28 $10.02 $1.59 Subsidy per Revenue Hour (a) $165.48 $83.71 $67.11 $102.85 $167.45 Subsidy per Revenue Mile (b) $3.81 $2.35 $1.58 $2.69 $11.77 Passenger per Revenue Hour (a) 0.6 4.7 0.9 0.7 7.5 Passenger per Revenue Mile (b) 0.01 0.13 0.02 0.02 0.53 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 770 121Page Table 2.2A - Excluded Routes Route # Mode (FR/DR) Service Type (DO/CO) Route Description Date of Implementation Exemption End Date Blue Route 1 FR CO Provides riders access to many civic locations within the City of Blythe. Blue Route 1 operates a deviated service in a clockwise loop type of route providing a 60 minute frequency with one bus five days a week. 7/1/2020 6/30/2023 Note: Excluded routes are new routes or new service extensions that are eligible for exemption from the farebox recovery requirements. 771 13IPage 2.4 Service Performance Based on the statistics below, route 1 is the primary line within the system carrying the most passengers with the best performance based on revenue hours and miles. This route is the universal lifeline service that circulates riders around the area and onto other routes. Route 3 utilizes a large amount of non -revenue miles to perform service as an express. Based on the data both route 5 and the BWE have the most challenges. Consequently, both routes are much needed to those riders in low-income, disabled and elder in age. 1111 RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.3 - SRTP Route Statistics Palo Verde Valley Transit Agency -- 5 FY 202D/21 All Routes Data Elerrlents Route # Day Type Peak Vehicles Passengers Passenger Revenue Total Revenue Miles Hours Hours Miles Total Operating Passenger Het Miles Cost Revenue Subsidy PVVTA-1 Weekday PVVTA-2 Weekday PVVTA-3 Weekday PVVTA-4 Weekday PVVTA-5 Saturday PVVTA-BWE Weekday PVVTA-DAD Weekday 20,897 9,391 7,143 6,640 1,319 661 292,557 131,474 99,998 92,956 18,467 171,941 2.775.0 1,848.0 8049 1,164.0 295.0 1,086.0 2,822.0 1,945.0 1,287.0 1,975.0 309.0 1,487.0 39,965.0 41,961,0 23,515 0 32,919.0 6,836.0 35,208.0 39,954.0 5541,392 44,396.0 $590,303 41,9139 $146,692 34,831.0 7,333.0 37,817.0 $237,286 529,091 $137,958 $8,900 5126,676 5107,174 $3E,428 $50,832 $6,221 $31,615 $2,500 $464,666 $393,134 $115 264 $186,454 $22,820 $106,343 $6,400 Service Provider Totals 6 46,051 807,393 7.972.0 9,325.0 179,929,0 206,244.0 $1,651,527 5356,446 $1.295,081 Looking at the indicators below, the route 3 performs well as steps were taken in previous years to come in line with costs and negative trends. The BWE is the biggest potential burden to the Agency as a whole but as mentioned throughout this plan, is the most needed service with the changing needs of the community of the Palo Verde Valley. RIVERsIOf COUNTY 1RANSPORIArION COMMISSION Table 1.3 - SRTP Route Statistics Palo Verde Valley Transit Agency -- 5 FY 2020j 2 All Routes Performance Indicators Operating Operating Parebox Subsidy Per Subsidy Per Subsidy Per Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Revenue HOnr Revenue Mile Passenger Ratio Passenger Mlle HoWY Mile Per HOW Per Mile PVVTA-1 Weekday $213.10 514.98 $28.30 21.42% $22.24 $1.59 $167.45 $11.77 7.5 0.63 PVVTA-2 Weekday $270.73 $11.92 $53.26- 21.42% 941.06 $2.99 $212.73 99.37 5,1 0.22 PVVTA-3 Weekday $182.45 $6.23 $20.54 21.42% $16.14 $1.15 $143.36 94.90 8,9 0.30 PVVTA-4 Weekday $203.85 $7.21 $35.74 21.42% $20.08 $2.01 $160.16 55.66 5,7 0.20 PVVTA-5 Saturday $98.44 $4.25 $22.02 21.42% $17.30 $1.24 $77.36 53.34 9.5 0.19 PVVTA-BWE Weekday $127.03 $3.92 $208.71 22.91% $160.88 $0.62 $97.92 S3.02 0.6 0.02 PVVTA-DAD Weekday 28.08% Service Provider Totals $20717 $9.18 635.86 215855 924.12 71.60 916245 5720 5.0 0.26 Currently, the Agency is understanding the affect of COVID-19 a world pandemic on all aspects of the transit and the community especially financially. This document was created during such pandemic so it is anticipated that this plans and things all together will be dramatically different in the weeks, months and years to come. 772 14 2.5 Productivity Improvement Over the last few years, PVVTA has seen a decrease in ridership system -wide. Service performance is flat at best with increases seen in cost due to the State increase in minimum wage, changes in labor law and the cost of fuel. PVVTA has seen a steady growth in ridership from the Unincorporated Riverside County area of Ripley. This is specifically attributed to the utilization of subsidized housing for families relocating from western county. Trip generators such as the Palo Verde College have more vacation periods which directly impacts transit performance. When such designations are not operating service is reduced to maintain cost control but a baseline number of employees must be maintained. 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. Over the last few year, PVVTA has been working with both city and county planning departments to include conditions for transit usage on all major projects in the area. With those conditions PVVTA is also carefully planning the implementation or addition of 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 continues to be a vital program for residents of the Palo Verde Valley. Planning for the BWE includes expanding the scope of rides and marketing towards a larger population for civic and social service trips. For Blue Route 1 local service for the City of Blythe, plans are to expand service by five hours daily bringing 30-minute headways for riders during the peak periods of the day for this route. These efforts would allow riders to make trips to multiple trip generators for shopping and medical purposes fast throughout the day. 773 15'Page 2.6 Trip Generators This is a listing of the major trip generators throughout the PVVTA system: Albertsons Market Rite Aid Pharmacy Riverside County DPSS Casa Encinas Dollar Tree Blythe City Hall 2.7 Service Changes Smart & Final Market Burtons Trailer Park Blythe Post Acute EZ-Mart West Villa Monterey Roy Wilson Community Center Palo Verde College Desert Rose Apartments Palo Verde Hospital Blythe Post Office Union Bank PVVTA Blue Route 1 - will increase frequency to 30 minutes in core areas between the hours 9am and 3pm daily. PVVTA Gold Route 2 - will continue line service to 4:30pm Monday -Thursday, with an on -request service from 4:30pm to 6:45pm daily. PVVTA Red Route 3 - will continue to run the existing route and schedule with no changes in routing. PVVTA Green Route 4 - will continue to run the existing route and schedule with no changes in routing. PVVTA Silver Route 5 - will continue to run the existing route and schedule with no changes in routing. PVVTA will increase the Blythe Wellness Express; to three day a week to the Coachella Valley. PVVTA will continue to operate XTend-A-Ride service which is a demand responsive micro transit 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. 774 16'Page 3.1 Planned Service Changes FY21-23 PVVTA Blue Route 1 - will continue to run existing route between the hours 9am and 3pm daily. PVVTA Gold Route 2 - will continue line service to 4:30pm Monday -Thursday, with an on -request service from 4:30pm to 6:45pm daily. PVVTA Red Route 3 - will continue to run the existing route and schedule with no changes in routing. PVVTA Green Route 4 - will continue to run the existing route and schedule with no changes in routing. PVVTA Silver Route 5 - will continue to run the existing route and schedule with no changes in routing. PVVTA will continue to run the Blythe Wellness Express three days a week to the Coachella Valley. PVVTA will continue to operate XTend-A-Ride service which is a demand responsive micro transit 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. 775 17'Page 3.2 Marketing Plans, Studies, and Promotion The following community engagement activities as well as marketing efforts will be utilized to promote ridership growth in FY 2020/21. 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. 5. 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. 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. 8. Initiate a Comprehensive Operation Analysis in hopes of find better ways and strategizes to delivery service and plan for the future. 776 18'Page 3.3 Projected Ridership Growth Over the last few years, PVVTA has seen a cooling in increased ridership system -wide. Service performance is flat at best with dramatic 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 had a decline in service due to the expanded vanpool options and reduction in staff at the Prison facilities but due to recent changes those trend have turned around to positive and hopeful increases in ridership.. PVVTA continues to engage Prison staff to promote and market services to employees. Over the last two years, PVVTA has been working with both city and county planning departments to include conditions for transit usage on all major projects in the area. With those conditions PVVTA is also carefully planning the implementation or addition of 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 Palo Verde Valley. Planning for the BWE includes expanding the scope of rides back to 3-days a week and marketing towards a larger population for civic and social service trips. With the local services, PVVTA plans to add targeted increases in schedule frequency on the main line Blue Route 1. For the Green Route 4 service, local riders continue to asked for more service to Ripley. Using Xtend-A-Ride, Ripley is provided 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. 777 19'Page 3.4 Proposed Fare Structure Currently there are no proposed fare rate increases until passenger fares are analyzed in FY 2021. Upon analysis, the proposed fare structure will be presented to the board for adoption. 3.5 Capital Improvement Plan PVVTA plans to continue to replace rolling stock as buses reach their useful life of five years. The plan is to replace one bus in FY 2021, FY 2022, FY 2023, and two in 2024. The average cost of the buses PVVTA runs is about $120,000 and as long as funds are available, we will continue to replace once they have reached their useful life. This will allow PVVTA to continue to provide a reliable transit service with minimal to no down time at all. PVVTA will continue to purchase and install bus stops throughout the Palo Verde Valley at strategic locations that promote new ridership through target marketing and partnerships. In Fiscal Years 2022 and 2023, PVVTA plans to replace an administrative vehicle and a support truck as they will have reached their useful life. 3.6 Long Term Plans PVVTA is in need of a modern and all -encompassing maintenance facility which includes infrastructure for electric and alternative fueled vehicles. In a management goal to complete such a project by 2024; PVVTA is working with our funding partners to identify the best financial stream to pool funds together to bring such project to fruition. This facility would include state of the art work stations, LEED compliancy and an interactive public space to hold meeting and training. In 2024, PVVTA start down the path of having electric drive revenue vehicles. The plan is to start with a demo model then once a clear path emerges then ramp up procurements to bring in more EV buses online. Currently, PVVTA has applied for the VW Mitigation funds and has requested a E450 converted electric unit. Agency staff believes that factory supported equipment and standardized chassis is the best way to enter this technology. 778 20'Page 4.1 Operating and Capital Budget FY 21 Table 4, 4A & 4B Presented is the operating and capital budget based on the best estimates provided by RCTC, Caltrans and FTA. PVVTA utilizes Transit Development Act funding in both the; Local Transportation Fund (LTF) and State Transit Assistance (STA). Other State funding includes Low Carbon Transit Operations Program (LCTOP) funds and Caltrans State of Good Repair (SGR) funds. Rounding out the funds is FTA 5311 rural funds administered by Caltrans as well. The funding requests and planning are typical and normal as past fiscal years. 1111515111510ECOUNTY 111665NI9TATION COM 91 M Table 4.0 - Summary of Funding Requests - FY 2020121 Palo Verde Valley Transit Agency Operating P1o16F1 Total AnNX1d 61 F4360 65160R 6111 AB2766 FARE LCTOP 72099117 LCTOP P0799314 LTF OTNR LCL 60R PUC66217 SGR PUC99314 STAPSC99313 STA PUC99314 1 OPERATING ASSISTANCE 2 OPERATING ASSISTANCEi5311 FUNDS} 1 OPERATING ASSISTANCE (ME) 4 LCTOP FREE R IDE VOUCHERS 5 COMPREHENSIVE OPERATIONAL STUDY 51.166002 5202,146 5127.956 559,431 575.000 5202.146 520.000 573.020 511.515 $20,000 $57,756 51,975 $1,059007 ST6.345 575.000 643535 Subtotal Oparauq 51,651527 50 5202,146 520000 599635 677,756 51,975 51,215,650 543,665: SO 50 50 50 Capital PmNFt Tdal Anloud 6919 GR 6115 AR 2766 fARE LCTOP LCTOP LTF GTNR LCL SCR PIlC99119 SGR PVC99314 STA PUC94119 STA PUC56714 o1 Funds 11UC99313 PUC99314 SULK TRANSIT SUS TIRES, FILTERS, ETC. -FY 21. 610.000 52.353 57,937 5 COMPUTER SOFTWARE UPGRADE-FY 214 $35300 516.300 MINIVAN- 011E EXPANSION VEHICLE- FY 214 $55 000 555520 REPLACE SUPPORT VEHICLE- FY21.2 545 000 545000 REPLACEMENT OF FIXED ROUTE SUS(CN131 - FY 5145 000 5143.300 21.1 SGR MAINTENANCE SHOP EQUIPMENT (FY191201• 630955 535555 51,11. FY 21-5 506401e1 Capital 5329255 S56,000 50 50 .7 00 SO 50 SD 535,555 51,330 522 337 57,937 Td4100era6066 Ca put 51950702 555.000 5202.146 $20.000 ... '.15 577,756 51.675 $1215.650 $43,655 535,565 51.390 5226.353 57.937 FY205041 Projected Funding Detail. 5211 A8 2768 FARE LCTOPPUC99313 LCTOPPUC99514 LTF OTNR LCL Total Eslorate6 Operatel9 Fur0ln6 Request 5310 GS 6GR PUC9931S 60R PUC90314 STAPUC99313 STAPUC99314 Total 5-donated Caplal Funorq Requoal Tom Funding R6qu9t 5202 145 $20 000 b00.635 577.756 61675 51215,650 $43.565 51 A61 53T 556.000 535.565 61.360 0225.353 57.637 5025 255 51 900702 11 INN MI 11��991 P R RODIRBNHFR ID1 R" IMP prAa.cn ® ;i:2�SIIER ,s 779 21IPage WRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Palo Verde Valley Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-1 Project Name: REPLACEMENT OF FIXED ROUTE BUS (CNG) Category: Bus Sub -Category: Replacement Fuel Type: CNG FTIP No: Not Assigned - New Project Project Description: PVVTA is looking to purchase and replace one (1) CNG bus with seating capacity of 16 passengers/2 wheelchairs. Project Justification: PVVTA 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. Project Schedule: Start Date Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $145,000 Total $145,000 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 780 22 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Palo Verde Valley Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY 21-2 Project Name: REPLACE SUPPORT VEHICLE Category: Support Vehicles Sub -Category: Replacement Fuel Type: Gas Project Description: 2021 5 passenger Ford Explorer FTIP No: Not Assigned - New Project Proiect Justification: PVVTA is currently operating a support vehicle that will meet its useful life and will need to be replaced in FY2021. Proiect Schedule: Start Date July 2020 Completion Date June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $45,000 Total $45,000 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 781 23IPage RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Palo Verde Valley Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY 21-3 Project Name: BULK TRANSIT BUS TIRES, FILTERS, ETC. Category: Equipment Sub -Category: Parts Fuel Type: N/A Project Description: Purchase in bulk transit bus tires, filters, coolants, etc. FTIP No: Not Assigned - New Project 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: Start Date July 2020 Completion Date June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $2,063 STA PUC99314 FY 2020/21 $7,937 Total $10,000 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 782 24IPage PFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Palo Verde Valley Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY 21-4 Project Name: COMPUTER SOFTWARE UPGRADE Category: ITS Sub -Category: Systems Fuel Type: NIA Project Description: TransTrack Manager Upgrade FTIP No: Not Assigned - New Project Project Justification: PVVTA would like to upgrade TransTrack so that operational data can be entered daily and reports can be generated monthly. This will allow single data entry and updated operational reports on a daily and or monthly basis. Project Schedule: Start Date July 2020 Completion Date June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $36,300 Total $36,300 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 783 25 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Palo Verde Valley Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY 21-5 Project Name: SGR MAINTENANCE SHOP EQUIPMENT (FY19/20) Category: Equipment Sub -Category: Upgrade Fuel Type: N/A Project Description: Upgrade/update heavy duty maintenance equipment. FTIP No: Not Assigned - New Project 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: Start Date Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2020/21 $35,565 SGR PUC99314 FY 2020/21 $1,390 Total $36,955 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 784 26 1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Palo Verde Valley Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY 21-6 Project Name: MINIVAN - BWE EXPANSION VEHICLE Category: Support Vehicles Sub-Cateaorv: Expansion Fuel Type: Gas Project Description: Minivan - 5 ambulatory passengers with ramp Project Justification: Expansion vehicle for the BWE service. Project Schedule: Start Date July 2020 Completion Date June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5310 OB FY 2020/21 $56,000 Total $56,000 FTIP No: Not Assigned - New Project 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 785 27'Page Table 4B - Fare Revenue Calculation (consistent with Commission Farebox Recovery Policy) Revenue Sources included in Farebox Calculation Actual Amount from FY2018/19 Audit FY2019/20 (Estimate) FY 2020/21 (Plan) 1. Passenger Fares 82,448 79,000 90,635 2. Interest 50 70 65 3. General Fund Supplement - 4. Measure A - 5. Advertising Revenue - 6. Gain on Sale of Capital Assets - 7. CNG Revenue 26,981 27,000 30,635 8. Lease/ Other Revenue - 9. Federal Excise Tax Refund - 10. Investment Income - 11. CalPers CERBT - 12. Fare Revenues from Exempt Routes (79,609) 11,285 13. Other Revenues 66,333 274,200 314,542 TOTAL REVENUE 96,203 391,555 435,877 for Farebox Calculation (1-13) TOTAL OPERATING EXPENSES 922,582 1,526,160 1,651,527 for Farebox Calculation FAREBOX RECOVERY RATIO 10.43% 25.66%I 26.39% Other Revenues Include: T.R.I.P. Revenue RTAP Grant Special Services Misc. Revenues MDAQMD Operating Funds LCTOP 5311 Funds $ 1,000 $ 1,500 $ 10,000 $ 465 $ 20,000 $ 79,431 $ 202,146 $ 314,542 786 28 'Page 4.2 Funding Plan Table 4.1 & 4.2 The FY 2022 operating and capital budget is presented below. A modest increase of five percent is reflected in the operating budget for this fiscal year. PVVTA will look to purchase a fixed route bus and a support vehicle to replace those which have met their useful life. Table 4.1 - Summary of Funds Requested for FY 2021 22 Project Description Capital Project Number in Total Amount of Funds LTF STA 5311 funds Stale 01 Good Repair Low Carbon Transit Operations Program Fare Box Other Funds Operating Assistance $ 1,247,342 $ 1,117,522 $ 82,971 $ 46.848 Operating Assistance {5311 Funds) $ 292,146 $ 202,146 Blythe wellness Express Operating $ 127.864 $ 96.225 $ 11.639 $ 20.000 $ Subtotal: Operating $ 1,577,352 $ 1.213 748 1: 202.146 $ $ • 94.610A $ 66.848 Replacement of Fixed Route Bus (CNG) FY22-1 $ 145,000 $ 145,000 `$ Replace Support Vehicle FY22-2 45,000 $ 45.000 Bulk Transit Bus Tires. Fillers. etc. FY22-3 10.000 $ 10.000 Bus Stop Amenities Y22•4 10,000 $ 10.000 SCR! Maintenance Infrastructure FY20,21 Y22-5 $ 38.630 $ 38.630 Subtotal: Capital $ 248 ,1,• :110.07::• • 28.630 $ $ Total: Operating & Capital $ 1.025.s82 S i 213 743 S 216 000 5 202.1 i5 S 202,146 $ - $ 94.610 $ 66,848 (1) Number should he to Table 4A - Capital Project Jusliiicalion Other funds Include; CNG Fuel Sales T.R.I.P. Revenue RTAP Grant Special Services Misc Revenuesilnterest MDAOMD Operating Funds $ 30,635 $ 1.000 $ 1.500 $ 10.000 $ 530 $ 20,000 $ 66,848 787 291Page The FY 2023 operating and capital budget is presented below. A modest increase of five percent is reflected in the operating budget for this fiscal year. PVVTA will look to purchase a fixed route bus and a support vehicle to replace those which have met their useful life. Table 4.2 - Summary of Funds Requested for FY 2022/23 Project Description Capital Project Number ip Total Amount of Funds LTF STA 5311 Funds Stale Of Good Repair Low Carbon Transit Operations Program Fare Box Other Funds Operating Assistance $ 1.307,591 $ 1.170.738 $ 86,922 $ 50,032 Operating Assistance (5311 Funds) $ 202.146 202.146 Blythe Wellness Express Operating $ 133.001 $ 100.807 $ 12.194 $ 20.000 Subtotal: Operating $ 1.642,83B $ 1.271.545 $ $ 202.146 $ $ $ 99.116 $ 70.032 Replacement of Fixed Route Bus (CNG) FY23-1 $ 145.000 $ 145.000 Replace Support Vehicle FY23-2 45,000 $ 45.000 Bulk Transit Bus Tires. Filters. etc. FY23-3 10.000 $ 10000 Bus Stop Amenities FY23-4 10,000 $ 10,000 Subtotal: Capital $ 210.000 $ - $ 210.000 $ - $ - $ $ - $ Total: Operating & Capital $ 1,852,638 $ 1,271.545 $ 210,000 $ 202,146 $ 202,146 $ - $ 99,116 $ 70.032 (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 MDAQMO Operating Funds $ 30.635 $ 1,000 $ 1,500 $ 10.000 $ 530 $ 20,000 $ 74,632 788 301Page 4.3 Regulatory and Compliance Requirements. Table 4.3 PALO VERDE VALLEY TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY 2022/2023 TABLE 4.3—TDA TRIENNIAL Audit Recommendation (Covering FY2015/2016 — FY2017/2018) Action(s) Taken And Results Work with local elected officials and stakeholders to expand upon the Blythe Wellness Express (BWE) to serve veterans. PVVTA continues to work with key political stakeholders as well as local and regional Veteran advocates to strategically link services to identified needing segments of our community. Ensure that Board meeting agendas and minutes are posted on the PVVTA website. PVVTA fixed the link system in posting identified items. These can be found at pvvta.com/agencyfiles. Pursue further discussions with the City of Blythe about defining roles and responsibilities. PVVTA continues to engage in talks with the City of Blythe to define their roles in relation to the Agency. The hope is to have a living MOU by the end of FY 2020/21. 789 31IPage FY 2016-2018 , TDA Triennial Audit link: https://www.dropbox.com/sh/2miuyjmtb4hw6go/AAA-I-F6ZZ- nK31MJ6_aRxRea/PVVTA%20FY2016-18%20TDA%20Triennial%20Audit.pdf?d1=0 PVVTA link https://www.dropbox.com/sh/2miuyjmtb4hw6go/AAA- rP3a2fFBuaJezMx397nsa/PVVTA%20ADA%20PIan%20021617.pdf?d1=0 PVVTA link PVVTA link FY 2016-2018 , TDA Triennial Audit link: https://www.dropbox.com/sh/2miuyjmtb4hw6go/AAA-I-F6ZZ- nK31MJ6_aRxRea/PVVTA%20FY2016-18%20TDA%20Triennial%20Audit.pdf?d1=0 PVVTA Title VI link: https://www.dropbox.com/sh/2miuyjmtb4hw6go/AABD9skbHDzWF54Hchj1uw0fa/PVVTA%2 OTitle%20V1%20Program%202017.pdf?d1=0 Alternative Fueled Vehicles Utilization: PVVTA follows the RCTC policy in utilizing alternative fueled vehicles. The makeup of the fleet is at a 55% compliant gasoline utilization and a 45% Compressed Natural Gas (CNG) utilization. Such utilization is compliant also with the Mojave Desert Air Quality Management District (MDAQMD) policy and alternative fuel. 790 32IPage 4.4 Open Projects Listing Transit SuBSA Table 4.4 Open Projects Prior to FY2020/2021 ego nd - Project Timeline Bulk Transit Tires, Filters, Etc. 19-02 7 1 7/2018 - 6/2020 CNG Equipment Rehabilitation 19-03 4 1 7/2018 - 6/2020 Fixed Route Replacement Bus 20-01 1 1 7/2019 -6/2020 Purchase Shop/Maint. Truck 20-03 2 1 7/2019 -6/2020 Bulk Transit Tires, Filters, Etc. 20-04 7 1 7/2019 -6/2020 Bus Stop Amenities 20-05 3 1 7/2019 -6/2020 Solar Parking Light 20-06 4 1 7/2019 -6/2020 Maintenance Shop Equip. (SGR) 20-07 3 1 7/2019 -6/2020 Total Project Cost 6,* 15,000 0 54,000 0 120,000 0 45,000 0 15,000 0 10,000 0 10,000 0 35,758 0 8 304,758 0 791 33'Page ATTACHMENT 6 Riverside Transit Agency V j sHr RT TRANS IT4 PLAN FY2I-FY23 Short Range Transit Plan • FY21 — FY23 Riverside Transit Agency Table of Contents EXECUTIVE SUMMARY 1 CHAPTER 1: SYSTEM OVERVIEW 7 1.1 JURISDICTION 7 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS 8 Population Profile — Rider Characteristics 8 Population Profile 8 1.3 FIXED -ROUTE AND PARATRANSIT SERVICES 10 Fixed -route Services 10 Paratransit Services 10 1.4 EXISTING FIXED -ROUTE AND DIAL -A -RIDE SERVICE 10 1.5 CURRENT FARE STRUCTURE 11 Cooperative Fare and Subsidy Programs 12 1.6 REVENUE FLEET 13 1.7 EXISTING FACILITIES 13 Existing Facilities 13 Existing Passenger Transit Facilities 14 1.8 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES 17 Regional Coordination 17 Interregional Coordination and Transfer Agreements 18 1.9 RECENT STUDIES AND PLANS 19 CHAPTER 2: ROUTE PERFORMANCE AND EXISTING SERVICE 21 2.1 KEY PERFORMANCE INDICATORS 21 Service Standards and Warrants 21 Productivity vs. Coverage Target 22 2.2 SRTP PERFORMANCE REPORT 22 2.3 SRTP SERVICE SUMMARY 22 2.4 SERVICE PERFORMANCE 23 2.5 PRODUCTIVITY IMPROVEMENT EFFORTS 23 2.6 MAJOR TRIP GENERATORS 24 2.7 RECENT SERVICE CHANGES 25 CHAPTER 3: FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING 27 3.1 PLANNED SERVICE CHANGES 27 3.2 MODIFICATIONS TO PARATRANSIT SERVICE 29 3.3 FUTURE MARKETING PLANS, STUDIES AND PROMOTION 30 3.4 PROJECTED RIDERSHIP GROWTH (FY21-23) 32 3.5 PROPOSED FARE STRUCTURE CHANGES 32 3.6 CAPITAL IMPROVEMENT PLANNING 33 Revenue Vehicles 34 Non -Revenue Vehicles 34 Equipment and Passenger Amenities 34 3.7 CAPITAL PROJECTS BEYOND FY23 34 CHAPTER 4: FINANCIAL PLANNING 36 4.1 OPERATING AND CAPITAL BUDGET FOR FY21 36 4.2 FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS 39 793 Short Range Transit Plan • FY21 — FY23 Riverside Transit Agency 4.3 TUMF PROGRAM 41 4.4 REGULATORY AND COMPLIANCE REQUIREMENTS 42 4.5 OPEN PROJECTS 44 Planned Passenger Transit Facilities 44 Equipment and Passenger Amenities 46 794 Short Range Transit Plan • FY21— FY23 Riverside hansit Agency Comparative Statistics Table 1 Table 1.1 Table 2 Table 2.1 Table 2.2 Table 2.2A Table 2.3 Table 3 Table 4 Table 4A Table 4B Table 4.1 Table 4.2 Table 4.3 Table 4.4 Table 5 Appendix A Tables FY20/21 Individual Route Descriptions Fleet Inventory 1) Motor Bus / Directly Operated 2) Motor Bus / Purchased Transportation 3) Commuter Bus / Directly Operated 4) Demand Response / Purchased Transportation Service Provider Performance Targets Report FY20/21 SRTP Performance Report 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 Highlights of SRTP / Operating and Financial Data Summary of Funds Requested for FY20/21 Capital Project Justification for FY20/21 Farebox Recovery Ratio Summary of Funds Requested for FY21/22 Summary of Funds Requested for FY22/23 FY16-18 FTA and TDA Triennial Review — Summary of Findings Open Projects RTA FY21 — FY25 TUMF Transportation Improvement Program RTA System Map and Fixed -Route Maps iii 795 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 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 COVID-19 Coronavirus 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 GIS Geographic Information System Go -Pass Community College Pass HSR California High -Speed Rail ICT Innovative Clean Transit ITS Intelligent Transportation System 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 OCTA Orange County Transportation Authority OPEB Other Post -Employment Benefits PEPRA Public Employees' Pension Reform Act of 2012 iv 796 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 RPU Riverside Public Utilities § 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 v 797 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 for year one only. The FY21 — FY23 SRTP marks the sixth implementation year of the 10-Year Plan. During the five years, not counting the FY21 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 seven days a week during peak times, 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 (UCR), 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). The recent COVID-19 pandemic has greatly affected RTA's revenue stream and it is estimated that this revenue loss will worsen in FY21. After experiencing ridership increases in January and February 2020, the Agency saw a huge ridership decline. By the beginning of April, the Agency's ridership had dropped approximately 75 percent, further depleting revenues and making required farebox recovery percentages impossible to reach. To better manage the uncertain future, RTA plans to run seven-day Sunday service, plus additional peak CommuterLink service for all of FY21. Dial -a -Ride (DAR) service will remain consistent with last year as the Agency strives to serve the most vulnerable population. Chapter 3 of the SRTP details the Agency's FY21 service plan. It is important to note that there are current California transportation bills being reviewed that will make public transportation free for certain rider groups. Assembly Bill 1350 (AB 1350) is a California transportation bill that aims to make public transportation free for youth ages 18 and under. The bill passed through the Assembly on January 27, 2020 but has not been assigned to a Senate committee at this time. Additionally, Assembly Bill 2176 (AB 2176) is a transportation bill that aims to make public transportation free for all California Community Colleges, California State University and University of California students. Lastly, Assembly Bill 2012 (AB 2012) aims 1 798 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency to provide free transit passes to all seniors ages 65 and older in California. Both AB 2176 and AB 2012 have not yet passed through the Assembly. As of this writing, the California State Legislature has suspended legislative sessions due to the COVID-19 pandemic; however, these bills are expected to move forward once pandemic relief legislation is heard. When combined with already declining revenues due to the health pandemic, the Agency will struggle further without a revenue source to make up for lost farebox from these three groups, that together make up approximately 75 percent of the current ridership. RTA is making investments in key capital improvements and will continue to focus on key long- term investments during FY21. The following is a high-level summary of the most significant capital projects progressing in response to the recommendations of the 10-Year Plan: • Hemet Mobility Hub. The Hemet City Council approved the conceptual plan in January 2019 and the project will be delivered through a Public Private Partnership (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 85 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 FY21. • The Vine Street Mobility Hub. RTA is currently completing a conceptual plan and community outreach for this project. Upon completion, architectural, engineering and design work will commence. 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. 2 799 Short Range Transit Plan • FY21— FY23 Riverside hansit Agency 20% NEUTRAL 3% DISSATISFIED 2% VERY DISSATISFIED 96% OVERALL SATISFACTION 45% VERY SATISFIED 31% SATISFIED Since the current fiscal year (FY20) ends in June 2020, data from calendar years 2018 and 2019 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 loss of less than one percent (.78 percent) from calendar year 2018 to 2019, which is less of a drop than most other transit agencies have experienced, especially considering RTA increased fares in July 2019. Calendar Year (CY) to Calendar Year (CY) Fixed Route ComparEoo CY 2018 CY 2019 Net Agency Ridership Ridership Difference Percent Change Riverside Transit Agency (Rrveride County.::•• 8,287,164 8,222,689 -64.475 -0.785•6 North County Transit District (San Diego County, C4: 6,495,343 6,319,663 -175,680 -2.70G Omnitrans (s=n Bernardino County, Ca; 10,605,688 10,541,433 -64,255 -0.6B6 Fo othill Transit (Ban Gabriel Valley, Co* 12,452,677 11,751,793 -700,SS4 -5.635•G Source FIA Natiaial iranslt Database (Un ll nked Motor Bus & Can muter 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 3 800 Short Range Transit Plan • FY21- FY23 Riverside Transit Agency -•a the calendar year 2010 baseline, RTA shows a 9.31 percent ridership gain over the same period as noted in the graph and the supporting data tables below. 30% 20% 10% 0% -10% -20% -30% 2010 Percent Change in Fixed Route Ridership Relative to Calendar Year 2010 RTA fNCTD Omnitrans -XFFoothill -SunLine ♦National Total 2011 2012 2013 2014 2015 Source: FTA National Transit Database (Unlinked Motor Bus & Commuter Bus Passenger Trips) 2016 2017 2018 2019 I L Calendar ?agency 2010 2011 Year (CY) 2012 to Calendar 2013 Year (CY) Fixed 2014 Route Udmlred 2015 Passenger Trips 2016 2017 2018 2019 314 7,522,296 8,088,468 8,717,711 8,959,299 9,286,584 9,149,610 8,512,760 8,149,731 8,287,164 8,222,689 NCTD 7,626,585 7,814,669 8,060,890 8,363,039 8,147,895 7,821,113 7,144,265 6,557,310 6,495,343 6,319,663 Omnitrans 14,231,408 15,190,922 15,795,184 15,413,985 14,733,581 13,105,501 11.,620,694 11,043,721 10,605,688 10,541,433 SunLine 3,775,678 4,287,978 4,524,834 4,56,1,667 4,777,304 4,526,442 4,242,481 4,047,368 3,959,472 4,048,831 Foothill 12,861,767 14,052,742 13,902,047 14,257,099 14,766,378 14,170,727 13,584,934 12,887,639 12,452,677 11, 751,793 Nation al Total 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 4,525,563,097 4,434,010,149 4,417,456,351 Percentage ?agency 2010 2011 Change 2012 in Fixed Route 2013 Ridership Relative 2014 to Calendar 2015 Year (CY) 2010 2016 2017 2018 2019 RTA 0% 7.53% 15.89% 19.10% 23.45% 21.63% 13.17% 8.34% 10.17% 9.31% NCTD 0% 2.47% 5.69% 9.66% 6.84% 2.55% -6.32% -14.02% -14.83% -17.14% Omnitrans 0% 6.74% 10.99% 8.31% 3.53% -7.91% -18.34% -22.40% -25.48% -25.93% SunLine 0% 13.57% 19.84% 20.90% 26.53% 19.88% 12.36% 7.20% 4.87% 7.23% Foothill 0% 9.26% 8.09% 10.85% 14.81% 10.18% 5.62% 0.20% -3.18% -8.63% Nation al Total 0% 1.17% 1.28% 0.74% -0.27% -2.97% -6.90% -10.99% -12.79% -13.11% Source, FTA National Transit Data base {II nllnk,d Motor Bus & Commuter Bus pmsenger Trips' With the aggressive implementation of the recommendations of the 10-Year Plan and the pending completion of the Vine Street and Hemet mobility hubs, RTA is poised to fully implement a systemwide Timed Transfer System (TTS) and streamline the route network that would further 4 801 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 the California Air Resources Board (CARB) of incorporating zero -emission, 40-foot buses. This was not anticipated at the time of preparing the 10-Year Plan in 2015. Hence, moving forward beyond the FY21 — FY23 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 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 of how RTA delivers service. Considering this regulation and the already uncertain economic future due to the COVID-19 pandemic, RTA will face budget cuts and contraction through at least FY21. To meet the ICT mandate, each transit agency is required to submit a rollout plan (implementation plan) by July 1, 2020. The plan will demonstrate how the agency intends to comply with the mandate and when it plans to purchase 40-foot ZEBs and build the necessary support infrastructure to reach the 2040 ZEB target. On April 23, 2020, RTA received notification from CARB that extensions would be approved if agencies were experiencing delays due to the COVID-19 pandemic. RTA has submitted an extension request, asking to submit the plan by December 31, 2020. This extension will allow RTA staff to get key contract personnel here for the in -person Board meeting, something that is currently not an option due to travel bans between the United States and Canada. This extension will also allow the executive team the time to thoroughly review the documents, something that cannot be done right now as staff is busy keeping operations running while protecting employees and riders. Combining RTA's large service area with ZEB technology's current range issues will present an operational challenge to RTA. RTA will have to change the way it operates and make adjustments to afford the increased capital and operating costs. These adjustments will be reflected in future SRTPs as RTA begins programming funding for ZEB implementation. As a first step towards ZEB implementation, the Agency will conduct a route profile/Geographic Information System (GIS) update including some restructuring for ZEB implementation. 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 ZEBs 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 ZEBs 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. 5 802 Short Range Transit Plan • FY21— FY23 The FY21 — FY23 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 FY21. Chapter 4 covers the financial and capital plans. 6 803 Short Range Transit Plan • FY21— FY23 Riverside hanstt Agency 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. na alley Pomona Ontario Inut ,G !unti Bar Chino Hills Ills Fark 1ge North Tustin na Tustin Chino Glru A,�,R1.4:11CCUk Eastvale Jurupa Valley Riverside 71.1 Norco Corona 133 "u.tiiill Ranch Rancho Santa Lake Forest Marganta Mission Viejo Laguna Hills 24, Laguna Niguel Laguna Beach San Juan Capistrano Dana Point San Clemente Home Gardens Wooduest lake El Cerrito A9othews Santana Peak Reuaands . Linda Moreno Valley take Perris . State Recreation Area Lakeview Morongo LR BESumont,..._ ,Banning Cabam., Nuevo Perris San Jacinto Soboba LR HomelandHemet Valle Vista East Hemet Sun City Lake Elsinore Canyon Lake ,_:land N al Forest W4duirar Murrieta 7 Temecula i9 I Winchester Diunrond Valley Lek, idyll, 804 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency First < 6 Months Time Median Age 1.2 POPULATION PROFILE AND DEMOGRAPHIC PROJECTIONS Due to changing demographics in various communities RTA 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 in spring 2018 as part of the RTA Market Assessment Study. A demographic summary of RTA riders offered the following characteristics: WHO RIDES RTA? 71k r� Students Length of Time Using RTA Bus Service 47% Female Gender 53% Male Employed I 149E 5 Years or More 6 Months to 2 Years Source: RTA Market Assessment Study (2018). Population Profile 3 to 4 Years Have a Vehicle Available for Trip Jib. 0 0 8 Median Household Income 805 Short Range Transit Plan • FY21- FY23 Riverside Transit Agency 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 2019 based on California Department of Finance data as of May 2019. Between 2012 (once Eastvale and Jurupa Valley were incorporated as cities) and 2019, 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 Populations, with 2010Census Counts City 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Change 2012- 2019 Change Banning 29,603 29,903 30,283 30,300 30,346 30,456 30,497 30,914 30,950 31,044 761 2.51% Beaumont 36,877 38,317 39,423 40,715 41,492 42,937 44,746 45,167 46,545 48,401 8,978 22.77% Calimesa 7,879 7,935 8,007 8,050 8,261 8,421 8,487 8,805 9,080 9,159 1,152 14.39% Canyon Lake 10,561 10,661 10,771 10,807 10,873 10,953 11,021 11,138 11,213 11,285 514 4.77% Corona 152,374 153,987 156,151 158,659 160,505 161,299 162,819 165,427 167,013 168,101 11,950 7.65% Eastvale * 54,354 55,963 57,260 59,327 60,833 62,912 64,683 65,725 66,078 10,115 18.07% Hemet 78,657 79,597 80,296 80,556 81,406 82,161 82,503 83,802 84,423 84,754 4,458 5.55% Jurupa Valley * * 97,004 97,907 98,143 99,067 100,683 102,392 104,661 106,318 9,314 9.60% Lake Elsinore 51,821 52,544 53,529 56,072 57,165 58,768 60,760 61,433 62,241 62,949 9,420 17.60% Menifee 77,519 79,639 81,513 83,494 84,562 86,018 87,943 89,113 90,775 93,452 11,939 14.65% Moreno Valley 193,365 195,137 198,019 199,803 200,394 201,346 203,216 203,934 206,046 208,297 10,278 5.19% Murrieta 103,466 104,722 106,522 108,570 109,450 111,029 113,087 116,527 116,970 118,125 11,603 10.89% Norco 27,063 27,106 27,287 26,868 26,768 26,049 26,560 26,527 26,464 26,386 (901) -3.30% Perris 68,386 69,775 70,892 72,119 72,799 73,360 75,113 75,659 76,260 76,971 6,079 8.58% Riverside 303,871 308,124 311,622 314,701 316,400 318,914 321,723 323,934 326,270 328,101 16,479 5.29% San Jacinto 44,199 44,688 45,261 45,708 45,934 46,199 46,778 47,053 47,607 48,878 3,617 7.99% Temecula 100,097 101,835 103,920 105,251 106,764 109,393 110,474 112,170 113,248 113,826 9,906 9.53% Wildomar 32,176 32,609 33,096 33,689 34,069 34,416 34,948 35,261 35,635 36,066 2,970 8.97% Unincorporated** 378,294 340,551 269,340 269,243 273,497 276,910 279,214 285,765 290,320 295,650 26,310 9.77% Incorporated (City Total) 1,317,914 1,390,933 1,509,559 1,530,529 1,544,658 1,561,619 1,584,270 1,603,939 1,621,126 1,638,191 128,632 8.52% County Total 1,696,208 1,731,484 1,778,899 1,799,772 1,818,155 1,838,529 1,863,484 1,889,704 1,911,446 1,933,841 154,942 8.71% *Previously unincorporated area **Unincorporated estima e is based on 75% of all the County unincorporated, not just western Riverside County (as per WRCOG guidance . Source: Californa Department of Finance Riverside County Total Population 2010 2015 2020 2025 2,198,503 2,332,491 2,468,145 2,597,656 Change 6.09% 5.82% 5.25% 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 Countyi' and the highest concentration of jobs are in, around and between the cities of Riverside and Corona and in the Murrieta/Temecula area in western Riverside Countyi21. The population and employment densities of these cities make public transit a more viable option for travel. Most of the other cities and unincorporated areas consist of lower density suburban single-family homes or rural living. This condition often results in lower transit usage. Ill California Department of Finance, Demographic Research Unit (May 2019). 121 RCTC Long Range Transportation Study (December 2019). 9 806 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 1.3 FIXED -ROUTE AND PARATRANSIT SERVICES On April 5, 2020, RTA reduced service to a seven-day Sunday schedule with additional CommuterLink peak service on weekdays due to the COVID-19 pandemic. For FY21, RTA plans to continue operating at this service level. Fixed -route Services RTA fixed -route services fall within two categories: • 33 local routes • Five CommuterLink express routes See Table 1 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 active 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: To provide service to those who live in rural areas that do not have 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 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. 1.4 EXISTING FIXED -ROUTE AND DIAL -A -RIDE SERVICE 10 807 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency In FY20, RTA budgeted 916,704 revenue hours for the operation of 13,902,698 revenue miles system -wide: • 713,672 revenue hours and 10,484,779 revenue miles budgeted for operation of 47 fixed - routes • 203,032 revenue hours and 3,417,919 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 FY15 through FY18, ridership declined due to continued improvements in the economy coupled with continued low gas prices and record automobile purchases. In FY19, RTA had an increase in ridership, thus reversing the trend of the past four years. Contributing factors are the increased service RTA has deployed in FY18 and FY19 together with increasing gas prices. From July 2019 thru February 2020, ridership has kept pace with FY19 despite a projected decrease in ridership due to the fare increase that was implemented in July 2019. In March 2020, ridership across all forms of public transportation, including RTA, dropped dramatically due to the COVID-19 pandemic. 1.5 CURRENT FARE STRUCTURE In October 2018, the Board authorized a contract award to conduct a fare study. In April 2019, the Board approved a fare increase that was implemented in July 2019. In addition, the Board authorized a subsequent increase in fares effective July 2021. The table below shows the current fare structure. Prior to this increase, RTA had not increased fares for 10 years. 11 808 Short Range Transit Plan • FY21- FY23 Riverside Transit Agency 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 I 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 currently 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. It is important to note that the State of California is proposing to make public transit free for youth 18 and under and students of state funded colleges and universities. The Agency anticipates that college pass programs would be terminated should that legislation pass. 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 FY21, the following cooperative fare and subsidy programs are expected to continue: • City of Riverside - City Pass for Employees • County of Riverside - Route 50 Jury Trolley Additionally, the college pass programs will be placed on hold as RTA is receiving LCTOP funding to run a fare -free program for youth and college students. The program will be in effect for the FY21 school year. RTA staff is working with colleges to extend current agreements for another 12 809 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency year, considering this year will be free for those students whose schools have an active agreement with RTA. The regular college pass program, whereby students ride with an active school ID and fares are paid for by the school, would resume in Summer 2021. 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. These subsidized routes could be placed into service in FY21, should the ridership warrant their implementation. 1.6 REVENUE FLEET As of March 31, 2020, the Riverside Transit Agency (RTA) has a total active fleet of 333 buses: • One hundred forty-five 40-foot buses, which run on compressed natural gas (CNG), for high ridership fixed -route services directly operated by RTA drivers. These buses are, on average, six years old and have 322,029 miles. They are replaced when they reach their useful life of 12 years or 500,000 miles. On average, the Agency will purchase 35 of these vehicles every two years. • Seventy-eight 32-foot buses, which run on either gasoline or CNG, for lower ridership fixed -route services operated by contracted drivers. These buses are, on average, two years old and have 150,000 miles. They are replaced when they reach their useful of seven years or 200,000 miles. On average, the Agency will purchase 30 vehicles every year. • One hundred ten Dial -A -Ride buses, which run on gasoline, for paratransit services operated by contracted drivers. These buses are, on average, three years old and have 110,915 miles on them. They are replaced when they reach their useful life of five years or 150,000 miles. On average, the Agency will purchase 25 vehicles every other year. See Table 1.1 for a complete inventory of the RTA fleet. 1.7 EXISTING FACILITIES Existing Facilities RTA's primary facility is Division I in the City of Riverside. RTA's secondary facility is Division II 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 were relocated to the Hemet facility in summer 2018. After this move, the Riverside facility has 413 active employees on site and the Hemet facility has 107 active employees on site. 13 810 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency In FY21, RTA's contracted fixed -route service will continue to be provided by Empire Transportation, operating from a facility they lease in the City of Perris. DAR service is currently provided by Southland Transit, Inc. and operates from a facility they lease in the City 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. DAR Plus will also be provided by Southland. For FY21, DAR overflow is not anticipated, as ridership has seen a drastic decline due to the COVID-19 pandemic. Southland is prepared to handle all DAR needs for the coming fiscal year. Existing Passenger Transit Facilities In addition to improvements to service frequency and expanding service, the 10-Year Plan recommends the creation of a 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 - 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 nine RTA routes. The facility handles multi -modal transfers between Metrolink; RTA local, regional and express routes; RTA's Dial -A -Ride and park -and -ride patrons in the southwest region. 14 811 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency standards. Reinforced concrete bus • 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 1 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 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 March of 2020, RTA completed construction of a new turnout for the westbound routes on Magnolia Avenue to avoid blocking the travel lanes. bus pads were 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. Concrete also installed to preserve the roadway and increase the useful life of the stop. On 15 812 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency average, more than 1,500 boardings and alightings occur at this station every day. In January 2020, space for two bus bays were added to help ease bus congestion that resulted from RTA's frequency improvements on routes 16 and 19. 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 on 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. 16 813 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency and intermodal connectivity between connections 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 routes, one OCTA route, plus last -mile -first -mile solutions including bikeways and pedestrian walkways and market -rate housing. This station expansion project supports RTA's goal of implementing timed transfer rail and bus and includes six bus bays with passenger amenities as well as a coach operator restroom facility. Transit Enhancements: During FY20, 10 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. 1.8 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 coordinated with the city staff for construction of bus stops for the new RTA Route 4 between Eastvale, Norco and Corona. The Route 4 schedule was also created in coordination with Metrolink and Corona Cruiser schedules. In the City of Riverside, RTA coordinates with Riverside Special Services, which provides 17 814 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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. As a CTSA, RTA continues to assist other agencies throughout western Riverside County by helping them to apply for federal and state funds such as the FTA § 5310 program. The projects funded through the 5310 program improve mobility for seniors and individuals with disabilities by removing barriers to transportation services and expanding the available transportation options. In FY20, RTA also assisted the City of Corona with their Public Transportation Agency Safety Plan (PTASP), a new federal requirement. 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 this area. 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 the 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 Boulevard at Disneyland. 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 FY21, 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. 18 815 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 1.9 RECENT STUDIES AND PLANS RTA regularly conducts various studies in order to provide efficient, reliable, safe and accessible transportation that meets the needs of the community. These studies also lay out plans for RTA's future service, replacement and maintenance of capital equipment, financial projections and transition to ZEBs. Studies and plans are also completed in order to meet federal and local requirements to apply for grant funding. Listed below are the recent studies that have been completed and/or updated. Title Summary Calendar Year of Completion/ Update Location Comprehensive Operational Analysis (COA) A two-year study that reviewed RTA's network structure, route performance, market conditions and service performance. Findings from the study led to the development of phased recommendations that will help maximize ridership and improve the overall passenger experience while improving the system's financial sustainability. The COA is meant to guide RTA's service planning decisions over the next decade. 2015 RTA Website Market Assessment and Strategic Directions Study This study surveyed both riders and non- riders in RTA's service area to gain a better understanding of the factors that contribute to ridership and identify strategies that can be implemented immediately to encourage additional ridership. 2018 RTA Website Transit Asset Management (TAM) Plan The TAM Plan, which is reviewed every two years, includes an inventory and condition assessment of RTA's assets as well as a plan to maintain the assets in a state of good repair. The plan forecasts when assets will need to be repaired or replaced and outlines future financial capital needs. 2018 RTA Board of Directors Meeting Agenda September 2018 Zero Emission Bus Analysis and Rollout Plan This study analyzed RTA's current route profiles, service area, energy consumption needs and ridership to determine which 2020 Will be available on RTA's website 19 816 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency type(s) of ZEB technology would be operationally feasible and cost effective for the Agency. The Rollout Plan will provide a detailed timeline and estimated cost for a phased transition to ZEBs that meets CARB requirements. The study and Rollout Plan is a fluid document and requires Board of Director approval. once completed and approved by RTA Board of Directors Public Transportation Agency Safety Plan (PTASP) The PTASP is reviewed annually and summarizes RTA's safety plans and includes the process and procedures to implement Safety Management Systems (SMS). This ensures RTA is performing the necessary risk management activities, monitoring the results and making the necessary adjustments in order to maintain a safe system. 2020 RTA Board of Directors Meeting Agenda March 2020 Contagious Virus Response Plan This plan was developed in response to the COVID-19 pandemic. This plan details RTA's contingency plan if service reductions are needed due to increased staff absenteeism or as mandated by the Board of Directors or other governmental authority. The reduction of service is presented in increasing tiers with the final third tier being a complete suspension of service. 2020 RTA Board of Directors Meeting Agenda March 2020 20 817 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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, which are updated as needed. 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 1 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 I 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 five 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. 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. 21 818 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 Depending on the bus, the maximum number of passengers should not exceed 150 Vehicle Loads) 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, and • 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. Other key metrics monitored are operating cost per revenue hour, passenger per revenue hour and mile, and key subsidy measurements. These key metrics are noted in Table 2.0. 2.2 SRTP PERFORMANCE REPORT Due to the COVID-19 pandemic and the uncertain future, RTA plans to run seven-day Sunday service, plus additional peak CommuterLink service for all of FY21. DAR service will remain consistent with last year as the Agency strives to serve the most vulnerable population. For FY2020/21, RTA projects 537,914 revenue hours for the operation of 8,211,940 revenue miles systemwide. Ridership is projected to be 3,413,076, a significant decrease from FY20 ridership due to the pandemic. Table 2.1 shows detailed information on the FY21 Performance Report. 2.3 SRTP SERVICE SUMMARY For FY21, the projected systemwide revenue miles and hours are distributed as follows: • 325,781 revenue hours and 4,861,106 revenue miles budgeted for directly operated routes. 22 819 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency • 133,455 revenue hours and 2,125,585 revenue miles budgeted for contract operated routes. • 78,678 revenue hours and 1,225,249 revenue miles budgeted for operation of DAR and DAR Plus service. For FY21, of the projected systemwide revenue miles and hours, 94,049 revenue hours and 1,689,423 revenue miles are for excluded routes. Table 2.1 provides detailed information on RTA's FY21 projected service and Table 2.2 lists the excluded routes and dates they will expire. As noted previously, The FY21 projections consider the effects of the COVID-19 pandemic on ridership, service levels, operational capacity and revenue. 2.4 SERVICE PERFORMANCE On April 5, 2020 RTA reduced service to a seven-day Sunday schedule with additional CommuterLink peak service on weekdays. For FY21, RTA will continue to run this service which consists of 38 fixed routes and complementary DAR service. The total projected revenue miles and hours are provided in route level detail in Table 2.3. Estimated number of passengers, passenger miles, revenue hours and miles, operating costs and passenger revenue information are provided for each route including DAR which is summarized by UZAs. The FY21 projections take into account the effects of the COVID-19 pandemic on ridership, service levels, operational capacity and revenue. 2.5 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 FY20, 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 make the RTA network more financially sustainable. 23 820 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency In the last year, RTA invested in higher productivity local routes 1 (Corona — UCR), 16 (Moreno Valley Mall — UCR) and 19 (Perris — Moreno Valley) and CommuterLink routes 204, 206, 208 and 217. Under -performing trips were discontinued and LCTOP funding was used to minimize the increase in operational costs. This approach to service investment is intended to improve both ridership and productivity. Due to declining ridership triggered by the COVID-19 pandemic, many of the service improvements made in FY20 are currently suspended. Per the Board adopted Contagious Virus Response Plan, RTA is running Sunday service levels seven days a week as of April 5, 2020. 2.6 MAJOR TRIP GENERATORS 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 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 K-12 school bell schedules and boundaries. Ridership on our CommuterLink Express buses has seen in general decline due to low gas prices. This service type will continue to be monitored and service levels adjusted in line with demand. As service levels are adjusted, RTA will develop plans to effectively communicate these changes to customers. The 10-Year Plan and the Market Assessment Study 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. 24 821 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency RTA will continue to explore service changes that address these key service attributes to retain existing and attract new ridership. 2.7 RECENT SERVICE CHANGES Key service expansions implemented in FY20 are listed below: • Route 1 weekend frequency increased from every 30 to every 15 minutes during peak periods. • Route 12 was extended to Corona Hills (McKinley St.) retail area and weekday frequency was improved to every 55 minutes instead of every 70 minutes. • Route 13 daytime weekday service frequency was improved from every 65 minutes to every 50 minutes. • Route 14 daytime weekday service frequency was improved from every 70 minutes to every 50 minutes. • Added 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. • Route 22 daytime weekday service frequency was improved from every 60 minutes to every 45 minutes. • Routes 23, 24 and 61 were rerouted to terminate at the recently upgraded Promenade Mall bus stop. • Route 28 Saturday and Sunday frequencies were improved from 65-75 minutes to 45 minutes and implemented a weekend schedule. • Route 30 east loop was extended to travel along portions of Dunlap Drive, Nuevo and Evans Roads. Due to high ridership, a weekday trip was also added departing Orange Vista High School during school days only. • Route 31 weekday frequencies increased to every 60 minutes and weekend frequency increased to every 70 minutes between Moreno Valley, Beaumont/Banning, San Jacinto and Hemet. • Route 79 was extended from Hemet Valley Mall to MSJC San Jacinto providing a coordinated schedule with Route 74 thus maximizing frequency between Winchester, Hemet and San Jacinto. • Increased weekend frequency on routes 16 and 19 from every 30 to every 15 minutes. • Additional weekday trips were added through the midday period on CommuterLink routes 204, 206, 208 and 217 due to increasing demand for regional and intercounty trips, variable working hours of many riders and to connect with all weekday Metrolink trains. The FY20 service expansions listed above were implemented as scheduled but some of them are not currently in service due to the COVID-19 pandemic service reduction. The new Route 4 was scheduled to begin in May of 2020. However, due to the COVID-19 pandemic, Route 4 implementation has been postponed. In FY20, RTA also reviewed ridership on all fixed -route 25 822 Short Range Transit Plan • FY21— FY23 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. 26 823 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency CHAPTER 3: FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING 3.1 PLANNED SERVICE CHANGES The preparation of the FY21 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. Moreover, due to the COVID-19 pandemic, a Sunday schedule seven days a week is planned for FY21. It is unknown when COVID-19 pandemic related mandates to stay at home will be lifted and how long the social, economic and financial impacts will last. RTA is also currently completing a ZEB Analysis that will produce a rollout plan for the Agency's ZEB fleet transition as mandated by CARB. No new service is projected for FY21 until the financial and operational impacts of transitioning to ZEBs are finalized. To prepare for the ZEB transition, provide more efficient service and use taxpayer dollars wisely, trips with low ridership will be discontinued on several routes. Elimination of unproductive trips helps create a stronger, more efficient system and optimizes routes for future use of ZEB technology. See Table 3 for highlights on RTA's FY21 service changes, operating budget and capital budget. The following service changes listed below are planned for FY21. Implementation of these service changes may change depending on COVID-19 pandemic developments. • September 2020 service changes: o Route 20: The 7:50 p.m. (Saturday only) weekend westbound trip departing Iris and Lasselle will be discontinued. o Route 24: The 7:04 p.m. weekday northbound trip departing Temecula Valley Hospital and the 6:49 a.m. weekday southbound trip departing Promenade Mall will be discontinued. Also, proposed to be discontinued is the alternate routing that serves the Temecula Library. o Route 26: Due to low ridership, Route 26, which serves portions of Moreno Valley and Riverside, will be discontinued. o Route 27: The 9:02 p.m. weekday southbound and the 5:30 a.m. southbound weekend trips departing Galleria at Tyler will be discontinued. o Route 28: The 5:05 a.m. weekend westbound trip departing Hemet Valley Mall will be discontinued. o Route 30: The west loop will be discontinued while the east loop will remain. o Route 40: The 8:56 a.m., 11:26 a.m., 1:56 p.m. and 4:23 p.m. weekend eastbound trips departing Lake Elsinore Walmart, and the 7:36 a.m., 10:14 a.m., 12:41 p.m., 3:08 p.m. and 6:02 p.m. weekend westbound trips departing Cherry Hills and Bradley will be discontinued. 27 824 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency o Route 49: The 5:52 a.m. weekday westbound trip departing Riverside -Downtown Metrolink Station will be discontinued. o Route 61: The 4:35 a.m. weekday northbound trip departing Promenade Mall will be discontinued. o Route 210: The route will be discontinued due to low ridership. • January 2021 service changes: o Route 9: The 5:02 a.m. weekday northbound trip departing the Lake Elsinore Outlet Center and the 6:50 a.m. weekend southbound trip departing Perris Station Transit Center will be discontinued. o Route 11: The 6:04 a.m. weekday clockwise trip departing Moreno Valley Mall will be discontinued. o Route 12: The 7:13 p.m. weekday westbound trip departing La Cadena and Stephens will be discontinued. o Route 13: The 4:30 a.m. weekday eastbound trip departing Galleria at Tyler will be discontinued. o Route 23: The 7:24 p.m. weekday northbound trip and the 10:06 a.m. and 6:10 p.m. weekend northbound trips departing Promenade Mall will be discontinued. o Route 32: The 5:50 a.m. weekday southbound trip departing Mt. San Jacinto College and the alternate routing along Commonwealth and Villines Avenues, Las Rosas Road and 7th Street will be discontinued. In April 2020, 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. In response to the COVID-19 pandemic, Governor Newsom issued an executive order on March 19, 2020 for all individuals living in the State of California to stay home or at their place of residence except as needed to maintain continuity of operations of the federal critical infrastructure sectors. As a result, in -person community outreach for the FY21 proposed service changes was suspended. RTA's outreach was predominantly done online through the website, RTA Reader, Rider News, press releases and social media. Customers were invited to comment on the proposals by phone, email, traditional mail or by attending the May 2020 Board of Directors meeting. RTA will partner with the County of Riverside to provide the subsidized jury trolley (Route 50) through December 2020, at which time a new contract will be necessary to continue service. In partnership with Metrolink rail service, RTA usually operates the Route 54f shuttle service for Riverside's Mission Inn Festival of Lights on four Friday and Saturday evenings in November and December. This shuttle is well utilized and helps reduce traffic congestion at this popular event. If the event occurs this winter, RTA will work with Metrolink on an agreement to fund the 54 shuttle and update RCTC staff. There are two routes that are normally subsidized by agency partners that are not currently in the budget for FY21. Route 51, funded by UCR, and Route 55, funded by the City of Temecula, both need new funding agreements before services will be provided. RTA staff will keep RCTC 28 825 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency informed regarding the status of these subsidized routes and update the budget accordingly should the need to provide service arise in the coming fiscal year. 3.2 MODIFICATIONS TO PARATRANSIT SERVICE The provision of ADA services remains a challenge. It is costly both to RTA and to the passengers who use it. Efforts to mitigate the increasing expenses in DAR service included the launch of a senior, disabled and Veteran Travel Training 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 FY19, more than 450 trainees actively participated in travel training. Program participants took more than 98,500 trips on fixed -route buses. From July 1, 2019 to February 2020, more than 400 trainees actively participated in the program and have taken over 64,000 trips on fixed -route buses. Since the program's inception, travel training has served more than 2,400 seniors and persons with disabilities, resulting in more than 636,000 trips on fixed -route buses through February 2020. Based on FY19 actual performance, RTA can save an estimated $12,200 a year for every five -day - a -week rider who makes the switch from DAR to fixed -route service. During FY19, the program saved RTA over $900,000, and since the program's inception it has saved over $3.1 million. The recent COVID-19 pandemic and resulting social distancing standards have greatly reduced ridership demand on both fixed route and demand response service. In addition, these standards and lack of demand have rendered RTA's traditional Travel Training program delivery impractical and inefficient. For FY21, RTA will continue its mobility management assistance for seniors, disabled persons and veterans using our customer information center located in Hemet. Passengers will still be given step-by-step training on how to travel using RTA's fixed route system and will benefit from receiving instructions through phone calls and emails, limiting in -person contact. RTA staff confirmed with Caltrans, who administers the 5310 grant, that the funds awarded for the Travel Training program delivery can be used for this form of mobility management. 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 29 826 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 limit the amount the Agency will be able to bill for medically purposed trips taken on DAR. While the guidance received from the County of Riverside (LGA) is still evolving, it is estimated the reimbursement rate will be approximately 34.58 percent of 50 percent of total eligible trips which will lead to a reduction in Medi-Cal revenue. 3.3 FUTURE MARKETING PLANS, STUDIES AND PROMOTION The Marketing Department executes marketing and communication campaigns targeted at existing and potential riders, commuters, students, elected officials, members of the business community, the media and non-profit groups. With the Agency's vision, mission and core values in mind, the department's efforts address community, media and public relations; allocates resources to increase the awareness of RTA's services; promotes the increased use of those services as well as to develop a positive relationship between the Agency and the people we serve. More specifically, the Marketing Department seeks to address the following areas: • Increasing fixed -route ridership and awareness of RTA services • Encouraging trial and repeat use among residents who currently do not ride the bus • Enhancing a positive image among riders, potential riders, community leaders and elected officials • Ensuring public awareness and education for new and expanded bus service • Educating the public on the benefits of public transportation • Coordinating timely updates to RTA's website: RiversideTransit.com • Promoting our services on social media and presence at community events • Providing excellent customer service • Coordinating media and public relations • Enhancing government relations • Assisting with employee communication The department has identified objectives, target markets and strategies that can result in maximum impact both now and for years to come. The coming year provides a variety of opportunities for the department, including the promotion of new mobility hubs, and continued efforts to push mobile ticketing as well as popular free -ride programs for area college students. The department will also examine new ways to promote our service to our youngest and oldest riders, especially given the possibility of new legislation that would grant free rides to youth, college students and seniors. 30 827 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 promote RTA as an active community partner. Website and Social Media: RTA's website is used to publish up-to-date information about Agency services, policies and publications. RTA also utilizes social media, including Facebook, Twitter, YouTube, Instagram and iAlerts. Social media is a relatively inexpensive advertising format that allows RTA to provide information quickly and easily to users while raising RTA's profile and brand. Customer Information Center: The Customer Information Center provides phone information to customers seven days a week. As call volumes fluctuate, RTA maintains staffing levels to 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. 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 31 828 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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. Media and Public Relations: Media relations allow RTA to generate awareness and recognition as well as to reinforce marketing messages and activities, influence community or industry members and positively position the Agency in the public's eye. Press releases are sent throughout the year to alert the media and the general public of developments, route or schedule changes, holiday schedules or Agency events. The Agency also produces an annual report which is distributed by mail and on the Agency website. Free Fares for Youth and College Students Program: From August 17, 2020 — June 30, 2021, RTA will implement the Free Fares for Youth and College Students Program across all RTA fixed routes for youth ages 18 and under and college students. During this time, students will be able to ride any RTA fixed route for free by showing appropriate ID. Transportation is often a barrier for many students. Providing students with access to free, reliable transportation can help increase school attendance and improve grades. This program will provide RTA with a realistic estimate on the actual number of students that will ride and the potential cost of the program if it were to be implemented year-round, as is suggested in AB1350. The program will also increase awareness of RTA routes and help promote farebox recovery during the transition back to normalcy from the COVID-19 pandemic. The Free Fares for Youth and College Students Program is funded through the Low Carbon Transit Operations Program (LCTOP). 3.4 PROJECTED RIDERSHIP GROWTH (FY21-23) Due to the COVID-19 pandemic, the projected ridership for FY21 will be significantly lower than the previous year at 3,413,076, a decrease of 60 percent from FY20. The projected ridership is reflective of RTA's reduced operations to seven-day Sunday service, plus additional peak CommuterLink service for FY21. It is unknown when pandemic related mandates to stay at home will be lifted and what the social, economic and financial situations will be post the COVID-19 pandemic. As society begins to adapt to a new normal, it is anticipated that RTA will see an increase in ridership however the timing of that is unknown. 3.5 PROPOSED FARE STRUCTURE CHANGES In April 2019, the Board approved a two-phase fare increase, the first of which was implemented in July 2019. The second fare increase will be implemented in July 2021. The table below shows the current fare structure and the fare increase that will take place in July 2021. 32 829 Short Range Transit Plan • FY21 — FY23 Riverside Transit Agency FARE TYPE CURRENTFARE JULY2021 LOCAL FIXED ROUTE CASH General Senior/Disabled/ Medicare Card Holder Veteran Child (46" tall or under) DAY PASS General Senior/Disabled/ Medicare Card Holder Veteran 7-DAY PASS General 30-DAY PASS General Senior/Disabled/ Medicare Card Holder Veteran Youth (grades 1-12) $1.75 $2 75( $1 75( $1 50( 75( $5 $6 $2.50 $3 $2.50 $3 $20 $25 $60 565 $30 $35 530 535 $45 $50 COMMUTERLINN CASH General Senior/Disabled/ Medicare Card Holder Veteran Child (46" tall or under) DAY PASS General Senior/Disabled/ Medicare Card Holder Veteran 30-DAY PASS General Senior/Disabled/ Medicare Card Holder Veteran $3.50 $4 $2.75 $3 $2.75 $3 $2.75 $3 $10 $12 $7 $8 $7 $8 $95 $110 $70 $85 570 $85 DIAL -A -RIDE AND DIAL -A -RIDE PLUS SENIOR/DISABLED Cash 10-Ticket Book CHILD(46"TALL OR UNDER) Cash 3.6 CAPITAL IMPROVEMENT PLANNING $3.50 - $10.50 $4- $12 $35 $40 75t $1 Capital improvements to the transit system are necessary in order to maintain facilities and equipment in a state of good repair, reduce costly repairs and ensure the safety and security of the public. Moreover, capital projects such as improvements to stops and installation of passenger amenities can lead to an increase in ridership. Listed below are RTA's upcoming 33 830 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency projects pending available funding. These projects are estimated to begin within the next fiscal years. Revenue Vehicles RTA purchases revenue vehicles to replace older vehicles that have reached their minimum useful life in years or mileage as defined by the FTA. Projections on when vehicles will need to be replaced are based on service levels and are outlined in the Agency's TAM Plan. Future purchases of replacement revenue vehicles will follow the ZEB Rollout Plan and meet CARB's ICT mandate. Revenue vehicles projected to be purchased in FY21-23 are funded. Non -Revenue Vehicles Non -revenue vehicles are used for coach operator shift change, operations supervisors and administrative staff. Trucks are used for the stops and zones crew that service all of RTA's bus stop amenities. RTA purchases non -revenue vehicles to replace older vehicles that have reached their minimum useful life in years or mileage as defined by the FTA. RTA will be purchasing electric support cars to minimize greenhouse gas emissions. Non -revenue vehicles purchased in FY21-23 are funded. Equipment and Passenger Amenities 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. Electric Vehicle Charging Stations: RTA will be installing electric chargers at the administrative offices to charge the support vehicles. The proposed plan is to install six electric chargers in 2020 and another 10 will be installed in 2021. This project is fully funded and is estimated to cost $573,000. Moreno Valley Mall Bus Stop Improvements: In January 2020, space for two additional bus stops were added at the Moreno Valley Mall Transit Center to ease bus congestion. RTA staff is drafting a plan to add passenger amenities and bus pads to protect the roadway. This project is currently unfunded. RTA staff is currently working on design plans. The project will go out to bid in the winter of 2020 and completion is tentatively scheduled for May 2021. 3.7 CAPITAL PROJECTS BEYOND FY23 34 831 Short Range Transit Plan • FY21— FY23 Riverside hansI Agency In December 2018, CARB's ICT regulation was passed which requires RTA to transition to a ZEB fleet by the year 2040. RTA is currently in the middle of its ZEB Analysis and Rollout Plan. As previously mentioned, due to the COVID-19 pandemic RTA has requested an extension to December 31, 2020. This analysis will recommend — subject to board approval — the type(s) of ZEB technology RTA will use given RTA's service area, routes and ridership. The Rollout Plan will provide a detailed timeline and estimate the financial costs of transitioning to ZEB technology. Future capital purchases may include ZEBs, related recharging/refueling equipment, new facilities and on route charging. 35 832 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency CHAPTER 4: FINANCIAL PLANNING The FY21 Operating and Capital budgets reflect the Agency's plan to address the current and projected impacts of the COVID-19 pandemic. The proposed budgets are developed to support overall Agency goals of providing as much safe and reliable public bus transportation in western Riverside County during this pandemic as practical, providing excellent customer service and preserving as much ridership as possible — all within estimated fiscal constraints. It should be noted that significant adjustments — positive or negative — to the requested budgets are likely after the commencement of FY21. 4.1 OPERATING AND CAPITAL BUDGET FOR FY21 In the face of the COVID-19 pandemic, the Agency's FY21 budget reflects a plan to dramatically decrease the level of safe, reliable and effective fixed route public bus transportation service. This reduction is in line with the Agency's core values balanced with economic circumstances and fiscal reality. Compared to the current Board -approved FY20 budgeted service plan, fixed route revenue service is planned to decrease by 36 percent. With that in mind, the Agency is planning for a service level that balances forecasted fiscal constraints, safety of the public and our employees and the varied profile of the service area. Further, we are planning to deliver service aimed at preserving as much ridership as possible throughout the region while we await changes in conditions on many fronts. 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. With that in mind, the total proposed FY21 Budget for the Agency is $85,013,449. This includes $82,392,199 for operating expenses and $2,621,250 for capital projects. The $82,392,199 FY21 Operating budget reflects a decrease of $10,042,833, or 11 percent, from the FY20 budget. The operating budget covers planned revenue service provided on both directly operated and contracted fixed routes, as well as DAR trips including DAR Plus. The budget also covers administrative costs to support operations and maintenance. The $2,621,250 FY21 Capital budget is decreased by $39,462,780, or 94 percent, from the current FY20 Capital budget. Staff has prioritized the Agency's capital improvement needs with strong consideration toward maintenance of critical operations and vehicle procurements to maintain existing services while preparing for a post-COVID-19 pandemic future. The biggest driver in the decrease is not programming funding for the partial replacements of the heavy-duty CNG fleet, the contracted fixed route fleet and the DAR fleet. The capital budget includes the reprogramming of funds from the UCR Mobility Hub and the programming of additional SB 1 State of Good Repair funding. 36 833 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency Operating Budget Profile: Administration 22% Planning 1% Maintenance 15% Operations 62% The proposed operating budget totals $82,392,199. Operations, at 62 percent, constitutes the largest component of the proposed operating budget. Maintenance represents another 15 percent of the total. Together, Operations and Maintenance equate to 77 percent of the Agency Operating budget. Planning and Administration functions combine for the remaining 23 percent of the operating budget. The operating budget contains five major cost elements. The elements are: • Salaries and Benefits (55 percent), comprises employee wages/salaries and fringe benefits including, but not limited to, medical, pension, Worker's Compensation and OPEB • Purchased Transportation (27 percent), represents the resources required for contracted transportation services for certain fixed routes and DAR demand • Materials and Supplies (five percent), consists primarily of fuel, parts and lubricants for the operation, repair and maintenance of Agency vehicles • Services (four percent), includes external auditing, legal counsel, legislative support, marketing, outside maintenance, custodial, armored transport, actuarial services, insurance brokerage and towing • Other Expenses (nine percent), consists of insurance, utilities, printing and publications, advertising and promotion, dues and subscriptions and other miscellaneous expenses 37 834 Short Range Transit Plan • FY21 — FY23 Riverside Transit Agency 9% 4% 5% 27% Capital Budget Profile: ❑ Salaries & Benefits • Contracted Routes o Services ❑ Materials & Supplies ■ Other Expenses The proposed FY21 Capital budget totals $2,621,250. Capital funding will be used for the purchase of critical items to maintain existing operations and service levels. FY21 capital budget profile by project element is shown below: ❑Tire Lease • Non -revenue Vehicles ■ SB1SGR ❑ ICT /Post-COVID-19 Plan • Shelters & Stops Notable capital projects included in the proposed FY21 budget are: • Additional funds programming for 25 support vehicles to upgrade them from unleaded fuel to electric • Replacement of 12 non -revenue vehicles (two trucks, 10 cars) • Expansion of two non -revenue vehicles (two cars) • Tire lease • Associated Transit Improvements • SB 1 State of Good Repair funding • Programming of funds toward planning the impacts of the CARB ICT mandate to utilize ZEB vehicles in the future • Reprogramming UCR Mobility Hub funds to Bus Turnouts on Canyon Crest and vehicle procurements listed above 38 835 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 1- 7 FUNDING SOURCES FOR OPERATING AND CAPITAL PROGRAMS Funding for the operating and capital budgets are generated from federal, state, and local revenue sources. The table shown below summarizes the allocation of each revenue source for FY21. 39 836 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency Total Operating & Capital Revenues $85,013,449 Operating Revenues $82,392,199 Passenger Fares $1,052,078 LTF Operating Assistance $12,135,671 Federal Operating Assistance $64,524,031 FTA Section 5307 $62,763,937 FTA Section 5310 $150,000 FTA Section 5311 $1,407,094 FTA CMAQ $0 Low Carbon Transit Operations (LCTOP) $3,365,455 Measure A $0 SB 1 STA $0 Other Local Revenue $1,517,964 40 Capital Revenues $2,621,250 Federal $337,613 FTA Section 5307 $337,613 TUMF $250,000 STA $84,403 SB1 SGR $1,949,234 837 Short Range Transit Plan • FY21 — FY23 Riverside Transit Agency Funding for the FY22 and FY23 operating and capital budgets are also expected to be from federal, state and local revenue sources. Since we don't know what the circumstances will be when we get to those two fiscal years, Tables 4.1 and 4.2 are based on a few simple assumptions. With respect to the operating budgets, these amounts are based on delivering the same level of service with the same staffing levels and contract providers. For planning sake, a year -over -year inflation factor of three percent was used starting with FY21. Once the estimated budget was established under these assumptions, we reviewed the funding sources for viability and expectation. As necessary, revenue sources were adjusted. With respect to the capital budgets, these amounts are based on estimated needs over a longer time horizon based on today's expectation of the future. When the succeeding fiscal year's budgets are prepared in the future, the capital needs and plans will be re -addressed for current and expected circumstances. 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 Rapid Link Implementation BRT Service Capital $60,000 42 $2,520,000 $1,525,000 41 838 Short Range Transit Plan • FY21 — FY23 Riverside Transit Agency 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 COA Study $950,000 1 TOTALS: Source: TUMF Nexus Study — 2016 Program Update, Page 51. $950,000 $575,000 $153,120,000 $92,639,000 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 5 contains RTA's FY21 — FY25 TUMF Expenditure Plan effective July 1, 2020. 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. 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 4.3 for a summary of the recommendations and actions taken from the last Triennial in 2019. 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 21 areas and its oversight of sub -recipients, operations contractors or lessees funded by these programs. The last FTA Triennial Review was completed in November 2019 with no deficiencies found in any of the areas of review. 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. 42 839 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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 on 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 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 2019. 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 2019. 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. 43 840 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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. National Transit Database (NTD): The NTD is the primary source for information and statistics on U.S. transit systems. Congress requires agencies to report NTD data on an annual basis if they receive or benefit from §5307 or §5311 formula grants. NTD also requires monthly operating and safety statistics reports from agencies that file as a "Full Reporter". FTA submits annual NTD reports that summarize transit service and safety data to Congress for review and use. RTA submits monthly and annual NTD reports. The last annual report was submitted in October 2019. 4.5 OPEN PROJECTS Listed below are a few of RTA's current projects. Capital projects help to increase the safety, efficiency and reliability of the transit system and can lead to a growth in ridership. Detailed information on all open capital projects can be found in Table 4.4. Planned Passenger Transit Facilities Canyon Crest Bus Stops: 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 upgrades to the Canyon Crest Bus Stops will include approximately five bus bays with shelters, benches, trash cans and bus pads. Also included in the plan is a bidirectional bicycle track across the street, further enhancing safety by moving bicyclists out of bus traffic. The track is funded by the City of Riverside. The upgrades to the Canyon Crest Bus Stops were originally envisioned as a state of the art UCR Mobility Hub. However, due to funding constraints related to construction bids, the UCR Mobility Hub is no longer moving forward. The Canyon Crest upgrades will be completed in partnership with the City of Riverside and are scheduled to begin in June 2021 and is estimated to be completed by September 2021. 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 44 841 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency of 126,500 in 20401, a 58 percent increase from 80,070 in 20162. 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. 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. In May 2019, the Hemet City Council approved moving forward with an RFP to develop all 14.5 acres of city -owned property. The City of Hemet received funding for an SB2 grant which includes funding for a Market Assessment and a Project Manager for the TOD portion. An MOU between RTA and the City of Hemet will be completed once a Project Manager is hired in spring of 2020. 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 1 SCAG 2016-2040 RTP / SCS, Demographics and Growth Forecast 2 California Department of Finance, Report E-1 45 842 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency 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. RTA currently owns 4.5 acres on Vine Street and is currently working to acquire one additional parcel from Riverside Public Utilities (RPU), which currently has a vacated underground well. The well site, which is located in the center of RTA's land, was originally not available. In partnership with RPU, RTA will relocate the well site and obtain ownership of the center parcel. With the additional parcel, RTA will be able to construct a larger, more contiguous Mobility Hub. The Vine Street Mobility Hub is currently in the conceptual design phase. Extensive community outreach and feedback was completed in early 2020 and is being incorporated into the design. The design will be shared with the community in June 2020 for additional feedback and approval. Once the conceptual design is completed, RTA will go out to bid for the Architectural and Engineering and construction of the Vine Street Mobility Hub. RTA has secured additional funding for construction of the Vine Street Mobility Hub through the Affordable Housing and Sustainable Communities Grant (AHSC). In partnership with the Wakeland Housing and Development Corporation, RTA was awarded $1.79 million towards the construction of the Vine Street Mobility Hub. Operations and Maintenance Facility RTA's main facility, located in Riverside, was built in 1986 and a secondary facility, located in Hemet, was purchased in 1999. The Riverside facility is at max capacity and cannot accommodate any more vehicles. Similarly, the Hemet facility is nearing capacity and has limited space for expansion. With the CARB mandate to switch to ZEBs by 2040, additional space will be needed to house all the necessary recharging/refueling equipment needed to run service. With the limited amount of space available, RTA will need to examine alternative solutions. Moreover, with the switch to zero emission technology, an additional facility located in a key location may be necessary to minimize deadhead and/or provide options to recharge/refuel. Further movement on the Operations and Maintenance Facility is pending results from the ZEB Analysis and Rollout Plan. Equipment and Passenger Amenities 46 843 Short Range Transit Plan • FY21— FY23 Riverside Transit Agency Scheduling and Operations Software Project: RTA began procurement of the Transit Scheduling and Operations software in May 2019. On February 27, 2020, the RTA Board of Directors approved the purchase of the Giro scheduling software. Once implemented, 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 included a new customer comment database and the option of a new customer trip planner. It will also allow for 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 Hemet Mobility Hub and Vine Street Mobility Hub when these projects are constructed. 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. Additional open projects can be found in Table in 4.4. 47 844 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Comparative Statistics: FY2020 Budget vs. Proposed FY2021 SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2020 I FY2021 FY2020 I FY2021 FY2020 I FY2021 FY2020 I FY2021 FY2020 I FY2021 Direct Operated Routes 1 1,841,432 864,077 81,287 58,404 877,320 675,189 $ 2,073,821 $ - $ 8,926,770 $ 9,947,938 1 RL 148,311 - 17,737 - 242,278 - $ 119,078 $ - $ 1,947,798 $ - 3 133,111 - 11,667 - 142,326 - $ 126,083 $ - $ 1,281,303 $ - 10 156,905 38,398 13,350 8,635 147,432 98,141 $ 180,300 $ - $ 1,466,039 $ 1,470,731 11 107,232 34,770 10,067 6,759 115,956 79,674 $ 125,322 $ - $ 1,105,531 $ 1,151,194 12 204,309 97,005 19,244 14,174 226,948 170,010 $ 230,563 $ - $ 2,113,328 $ 2,414,295 13 219,056 122,133 18,934 11,510 215,412 142,897 $ 242,933 $ - $ 2,079,291 $ 1,960,500 14 201,011 77,625 17,092 10,330 211,782 144,590 $ 228,168 $ - $ 1,877,019 $ 1,759,553 15 456,003 157,899 31,737 18,139 362,517 231,554 $ 520,345 $ - $ 3,485,339 $ 3,089,597 16 484,422 264,044 27,871 22,636 312,071 263,917 $ 517,605 $ - $ 3,060,744 $ 3,855,525 18 120,676 28,787 10,328 8,707 131,766 118,481 $ 134,832 $ - $ 1,134,166 $ 1,483,066 19 720,557 359,143 50,171 38,748 623,393 522,671 $ 860,057 $ - $ 5,509,648 $ 6,599,938 20 286,639 88,571 23,469 13,809 327,278 213,733 $ 332,931 $ - $ 2,577,380 $ 2,352,125 21 111,690 53,240 9,805 7,930 141,128 118,167 $ 139,925 $ - $ 1,076,744 $ 1,350,665 22 294,543 121,740 21,541 15,278 326,523 249,299 $ 362,465 $ - $ 2,365,612 $ 2,602,391 27 193,268 69,574 19,831 11,730 385,040 236,827 $ 246,397 $ - $ 2,177,835 $ 1,998,043 28 396,395 204,967 30,441 21,795 521,820 379,100 $ 472,542 $ - $ 3,342,939 $ 3,712,287 29 136,953 80,791 15,422 10,498 217,403 155,479 $ 167,371 $ - $ 1,693,605 $ 1,788,120 41D 32,899 - 2,133 - 33,947 - $ 36,557 $ - $ 234,227 $ - 49 224,426 92,404 14,930 9,506 182,447 123,231 $ 269,670 $ - $ 1,639,541 $ 1,619,223 54F 8,197 - 455 - 2,275 - $ 78,053 $ - $ 49,967 $ - 200 172,740 63,073 25,932 14,588 608,025 374,162 $ 453,288 $ 181,807 $ 2,847,833 $ 2,484,755 202D 3,063 - 615 - 19,830 - $ 5,833 $ - $ 67,494 $ - 204 61,883 19,321 8,429 6,208 177,755 134,640 $ 132,553 $ 37,608 $ 925,623 $ 1,057,413 205 21,737 8,822 4,471 4,352 111,659 111,812 $ 66,721 $ 21,311 $ 491,049 $ 741,279 206 47,313 5,571 6,368 5,107 130,876 139,002 $ 161,201 $ 16,701 $ 699,356 $ 869,913 208D 21,518 12,861 3,912 6,938 84,247 178,530 $ 37,393 $ 17,878 $ 429,602 $ 1,181,686 210D 1,886 - 367 - 4,824 - $ 7,667 $ - $ 40,296 $ - 217D 6,039 - 1,165 - 30,080 - $ 16,024 $ - $ 127,917 $ - Total Directly Operated Routes 6,814,214 2,864,817 498,771 325,780 6,914,358 4,861,106 $ 8,345,698 $ 275,304 $ 54,773,996 $ 55,490,238 % Change - FY21 vs. FY20 -57.96% -34.68% -29.70% -96.7% 1.3% Contracted Fixed Routes 3 8,838 30,172 1,502 4,976 19,131 64,023 $ 11,600 $ - $ 138,273 $ 594,728 4 32,863 - 3,388 - 56,568 - $ 43,137 $ - $ 312,000 8 180,705 51,209 17,042 12,885 245,214 203,676 $ 233,308 $ - $ 1,569,375 $ 1,539,895 9 61,534 20,146 6,643 4,904 118,530 96,306 $ 79,858 $ - $ 611,750 $ 586,103 19 2,559 265 257 392 3,457 3,580 $ 2,494 $ - $ 23,712 $ 46,872 23 91,996 22,361 14,403 11,510 207,785 160,717 $ 114,121 $ - $ 1,326,330 $ 1,375,651 24 60,788 18,643 12,085 8,949 144,876 116,012 $ 75,487 $ - $ 1,112,890 $ 1,069,493 26 8,798 - 4,331 - 57,318 - $ 9,528 $ - $ 398,835 $ - 30 61,057 8,102 7,610 4,009 92,371 56,143 $ 69,904 $ - $ 700,763 $ 479,127 31 148,146 49,638 22,913 17,228 548,582 340,240 $ 197,552 $ - $ 2,110,078 $ 2,059,010 32 108,510 30,806 9,721 8,419 105,630 96,492 $ 137,276 $ - $ 895,222 $ 1,006,239 33 38,177 9,302 6,986 3,906 86,963 49,566 $ 45,552 $ - $ 643,324 $ 466,767 40 31,335 10,053 9,017 7,308 154,733 128,872 $ 46,022 $ - $ 830,376 $ 873,369 41C 39,565 10,914 5,193 4,392 85,319 82,769 $ 43,510 $ - $ 478,265 $ 524,931 42 45,811 5,357 5,775 3,766 85,501 51,857 $ 52,944 $ - $ 531,831 $ 450,045 50 2,213 1,773 2,352 2,231 15,794 14,734 $ 208,239 $ 110,000 $ 216,551 $ 266,641 51 28,260 - 1,898 - 19,367 - $ 158,101 $ - $ 174,823 $ - 52 49,107 - 3,210 - 22,420 - $ 48,763 $ - $ 295,576 $ - 54 1,384 - 1,741 - 6,918 - $ 449 $ - $ 160,310 $ - 55 9,011 - 794 - 9,339 - $ 13,812 $ - $ 73,099 $ - 61 103,910 35,450 19,400 12,343 327,452 214,620 $ 150,140 $ - $ 1,786,583 $ 1,475,187 74 183,478 57,019 21,443 13,316 369,588 233,333 $ 252,099 $ - $ 1,974,702 $ 1,591,515 79 103,797 39,792 18,644 12,921 281,298 212,645 $ 132,767 $ - $ 1,716,955 $ 1,544,257 202 11,286 - 3,698 - 88,071 - $ 28,960 $ - $ 340,573 $ - 208 31,074 - 6,123 - 170,100 - $ 82,638 $ - $ 563,848 $ - 210 2,155 - 550 - 16,248 - $ 6,946 $ - $ 50,647 $ - 212 - - - - - $ - $ - $ - $ - 217 45,439 - 8,182 - 231,848 - $ 126,717 $ - $ 753,512 $ - Total Contracted Fixed Routes 1,491,796 401,001 214,901 133,454 3,570,421 2,125,585 $ 2,371,924 $ 110,000 $ 19,790,203 $ 15,949,830 % Change - FY21 vs. FY20 -73.12% -37.90% -40.47% -95.4% -19.4% TOTAL FIXED ROUTES 8,306,010 3,265,819 713,672 459,234 10,484,779 6,986,691 $ 10,717,622 $ 385,304 $ 74,564,199 $ 71,440,069 % Change - FY21 vs. FY20 -60.68% -35.65% -33.36% -96.4% -4.2% 845 4:55 PM 5/12/2020 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Comparative Statistics: FY2020 Budget vs. Proposed FY2021 SRTP Unlinked Passengers Revenue Hours Revenue Miles Fare Revenue (1) Operating Expenses FY2020 FY2021 FY2020 FY2021 FY2020 FY2021 FY2020 FY2021 FY2020 FY2021 Dial -A -Ride Routes Riv-San UZA 250,957 93,422 123,744 49,914 2,037,861 776,886 $ 1,041,846 $ 422,477 $ 10,855,166 $ 6,927,904 Murr-Tem-Men UZA 82,994 30,235 40,923 16,154 673,938 244,575 $ 344,548 $ 137,521 $ 3,589,898 $ 2,322,027 Hemet UZA 58,293 21,114 28,744 11,281 473,361 179,283 $ 242,004 $ 95,448 $ 2,521,475 $ 1,515,301 Non-UZA 2,964 2,487 1,462 1,329 24,069 24,505 $ 12,305 $ 11,327 $ 128,211 $ 186,899 Total Dial -A -Ride Routes 395,208 147,258 194,873 78,679 3,209,229 1,225,249 $ 1,640,703 666,774 $ 17,094,750 10,952,130 % Change - FY21 vs. FY20 -62.74% -59.63% -61.82% -59.4% -35.9% Taxi Service Riv-San UZA 8,633 - 5,024 - 128,979 - $ 40,303 $ - $ 479,435 $ - Murr-Tem-Men UZA 3,046 - 1,551 - 38,662 - $ 14,034 $ - $ 144,231 $ - Hemet UZA 2,246 - 1,509 - 39,838 - $ 10,657 $ - $ 147,594 $ - Non-UZA 159 - 75 - 1,211 - $ 728 $ - $ 4,823 $ - Total Taxi Routes 14,084 - 8,159 - 208,690 - $ 65,722 - $ 776,083 - % Change - FY21 vs. FY20 -100.00% -100.00% -100.00% -100.0% -100.0% TOTAL DAR and TAXI SERVICE 409,292 147,258 203,032 78,679 3,417,919 1,225,249 $ 1,706,425 $ 666,774 $ 17,870,833 $ 10,952,130 % Change - FY21 vs. FY20 -64.02% -61.25% -64.15% -60.9% -38.7% GRAND TOTAL 8,715,302 3,413,077 916,704 537,913 13,902,698 8,211,940 $ 12,424,047 $ 1,052,078 $ 92,435,032 $ 82,392,199 % Change - FY21 vs. FY20 -60.84% -41.32% -40.93% -91.5% -10.9% (1) Total Passenger Fare Revenue consists of cash fares, tickets, passes and subsidy agreements. It does not include othe local revenues. 846 4:55 PM 5/12/2020 Route # Route Class Directly Operated Fixed Routes Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 1: FY2020/21 Individual Route Descriptions as of July 1, 2020 'This route has selected trips that are/will be both directly operated and contract operated. Route Description Cities/Communities Served Connections ' 1 ■r Regional From UCR and downtown Riverside to Galleria at Tyler and Corona primarily via University Ave. and Magnolia Ave. 31 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 Ave. to Amazon Eastvale ' 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. 11 Local Riverside, Home Gardens, Corona Corona, Riverside, Eastvale, Jurupa Valley Riverside Circulator between Moreno Valley Mall and March Air Reserve Base primarily via Frederick St., Ironwood Ave., Heacock St. and JFK Dr. Moreno Valley, March Joint Powers Authority Metrolink, Corona Cruiser, Omnitrans, SunLine Metrolink, Corona Cruiser Omnitrans 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. 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. 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. 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. 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. 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 Riverside Riverside Riverside, Highgrove, Loma Linda Riverside Moreno Valley, Riverside Moreno Valley Omnitrans Metrolink, Omnitrans Omnitrans Metrolink, Omnitrans, SunLine, OCTA SunLine SunLine 191 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. 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 Moreno Valley, Perris Riverside, Moreno Valley Metrolink, SunLine 21 Local From Galleria at Tyler in Riverside to Fontana via Van Buren Blvd., Mission Blvd. and Country Village 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. 27 Regional From Perris Station Transit Center to Galleria at Tyler in Riverside via 1-215 Fwy and Van Buren Blvd. 28 Regional From Florida Ave. and Lincoln Ave. in East Hemet to Perris Station Transit Center 29 Regional From downtown Riverside to Amazon Eastvale via Rubidoux Blvd. and Limonite Ave. Selected trips deviate via Jurupa Valley/Pedley station weekdays. Jurupa Valley, Fontana, Riverside Riverside, Woodcrest, Mead Valley, Perris Riverside, Woodcrest, March Joint Powers Authority, Perris Perris, Romoland, Homeland, Hemet, East Hemet, Valle Vista Eastvale, Jurupa Valley, Riverside Omnitrans Metrolink, Omnitrans Metrolink Metrolink Metrolink, Omnitrans, SunLine 41 Regional From the Mead Valley Community Center to Moreno Valley with stops at Moreno Valley College and Riverside University Medical Center 49 Regional From downtown Riverside to Country Village and Fontana via Mission Blvd. 200 Express From San Bernardino Transit Center to Anaheim via SR-91 and SR -SS Freeways with stops at downtown Riverside and La Sierra Metrolink Stations, Village at Orange and Anaheim Resort district 204 Express From UCR to Montclair TransCenter via downtown Riverside, Country Village and Ontario Mills Mall Moreno Valley, Perris, Mead Valley Jurupa Valley, Riverside, Fontana Riverside, Corona, Orange, Anaheim Riverside, Jurupa Valley, Ontario, Montclair Omnitrans, SunLine Omnitrans, Metrolink, OCTA, SunLine Metrolink, Omnitrans, Foothill Transit 205 Express From the Promenade Mall in Temecula to Village at Orange vial-15 and SR-91 Fwys with stops in Murrieta, Lake Elsinore, Temescal Valley, Dos Lagos and Corona Transit Center 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 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, Lake Elsinore, Temescal Valley, Corona, Orange Temecula, Murrieta, Lake Elsinore, Temescal Valley, Corona Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Corona Cruiser, OCTA Metrolink, Corona Cruiser Metrolink, Omnitrans, SunLine 847 Route 9 Route Class Contracted Fixed Routes Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 1: FY2020/21 Individual Route Descriptions as of July 1, 2020 'This route has selected trips that are/will be both directly operated and contract operated. Route Description Cities/Communities Served Connections loth St. and Belle Ave. in Corona via Main St. and Grand Ave. to the Corona 3 Local Transit Center, Norco College, Jurupa Valley and Eastvale via Hamner Ave. and Limonite Ave. to Amazon Eastvale TrI Local Serving Lake Elsinore Outlet Center, Walmart on Railroad Canyon Rd. and Lakeland Village via Lakeshore Dr., Mission Trail, Grand Ave. and Riverside Dr. Corona, Riverside, Eastvale, Jurupa Valley Metrolink, Corona Cruiser Lake Elsinore, Lakeland Village, Wildomar 9 19 23 Local Regional Local From Lake Elsinore OutLet Center to Perris Station Transit Center via Hwy 74, Theda St., Ellis Ave. From Perris Station Transit Center to Exceed Facility on Trumble Rd. From Central & Palomar St. in Wildomar through Murrieta to County Center Dr. in Temecula Perris, Good Hope, Meadowbrook, Lake Elsinore Metrolink Perris Metrolink Wildomar, Murrieta, Temecula 24 Local Temecula service with stops at County Center Dr., Old Town, Pechanga Resort and Temecula Valley Hospital 30 Local Perris local circulator serving the Perris Transit Center, Walmart, May Ranch and Weston Rd. & Carter Dr. 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 Temecula Perris Moreno Valley, Banning, Beaumont, San Jacinto, Hemet Metrolink Pass Transit, SunLine 32 Local From Hemet Valley Mall to Mt. San Jacinto College via downtown San Jacinto and San Jacinto Ave. 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 40 Regional From Walmart in Lake Elsinore to Cherry Hills Blvd. in Menifee with stops in Canyon Lake, Quail Valley, MSJC Menifee Campus and Heritage Lake 41 Regional From the Mead Valley Community Center to Moreno Valley with stops at Moreno Valley College and Riverside University Medical Center San Jacinto, Hemet Hemet, East Hemet, Valle Vista Menifee, Canyon Lake, Lake Elsinore Moreno Valley, Perris, Mead Valley 42 Local From the Hemet Valley Mall to Soboba Casino in San Jacinto via Kirby St., Hemet, San Jacinto Cottonwood Ave., Santa Fe Ave. and East Main St. 50 Trolley Riverside downtown Jury Trolley service Riverside From the Perris Station Transit Center to Cherry Hills Blvd. and Bradley Rd. in 61 Regional Menifee and Temecula with stops at MSJC Menifee campus, Loma Linda Perris, Menifee, Murrieta, Temecula Metrolink University Medical Center - Murrieta and County Center Dr. From San Jacinto and Hemet to Menifee and Perris, serving MSJC San Jacinto 74 Regional campus, Hemet Valley Mall, Winchester, MSJC Menifee campus and Perris Station San Jacinto, Hemet, Winchester, Menifee, Perris Transit Center Metrolink From the Hemet Valley Mall to Old Town Temecula via Winchester Rd. (State Hwy 79 Regional 79). Also serves County Center Dr., Promenade Mall, Temecula City Hall, French Valley and Southwest Justice Center 208 Express From Promenade Mall Temecula to Riverside Downtown Metrolink Station via I- 215 with stops in Murrieta, Perris, Moreno Valley and downtown Riverside Hemet, Winchester, French Valley, Murrieta, Temecula Temecula, Murrieta, Menifee, Perris, Riverside, Moreno Valley Metrolink, Omnitrans, SunLine 848 Route 1 Route Class Contracted Paratransit Routes Riverside -San Bernadino UZA Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 1: FY2020/21 Individual Route Descriptions as of July 1, 2020 'This route has selected trips that are/will be both directly operated and contract operated. Route Description Origin -to -Destination Cities/Communities Served Banning, Beaumont, Corona, Eastvale, Good Hope, Highgrove, Jurupa Valley, Loma Linda, Mead Valley, Meadowbrook, Moreno Valley, Norco, Perris, Quail Valley, Riverside, Woodcrest Connections 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 849 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Directly Operated Table 1,1 - Fleet Inventory FY 2020/21 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 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2013 2014 2016 GIL GIL GIL G27D102N4 G27D102N4 G27D102N4 38 38 38 82 9 30 42 42 42 CN CN CN 82 9 30 27,023,330 2,307,614 3,300,986 30,985,356 2,707,899 4,208,698 377,870 300,877 140,289 Totals: 114 121 121 32,631,930 37,901,953 313,239 5/12/2020 TransTrack Manager'"' 850 Page 1 of 5 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Purchased Transportation Table 1,1 - Fleet Inventory FY 2020/21 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 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2016 2016 2018 2019 2018 2018 EDN EDN GLV GLV SPC ZZZ AerElit320 AerElit320 Entourage Entourage Senator II Villager 26 26 28 28 12 28 9 23 3 27 4 5 33 33 33 33 32 32 GA GA CN CN CN CN 9 23 3 27 4 5 2,112, 577 5,705,275 185,183 397,339 238,717 111,281 2,308,908 6,342,620 211,655 1,710,167 431,231 181,859 256,545 275,766 70,551 63,339 107,807 36,371 Totals: 148 71 71 8,750,372 11,186,440 157,555 5/12/2020 TransTrack Manager'"' 851 Page 2 of 5 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Commuter Bus / Directly Operated Table 1,1 - Fleet Inventory FY 2020/21 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 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2013 2014 2016 GIL GIL GIL G27D102N4 G27D102N4 G27D102N4 38 38 38 15 2 7 42 42 42 CN CN CN 15 2 7 4,527,464 402,517 759,749 4,959,186 466,900 1,105,936 330,612 233,450 157,990 Totals: 114 24 24 5,689,730 6,532,022 272,168 TransTrack Manager'"' 5/12/2020 852 Page 3 of 5 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Commuter Rail / Purchased Transportation Table 1.1 - Fleet Inventory FY 2020/21 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 # of Vehicles Contingency FY 2019/ Vehicles 20 FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2018 GLV Entourage 28 7 33 CN 7 463,459 66,208 Totals: 28 7 7 463,459 66,208 5/12/2020 TransTrack Manager'"' 853 53 Page 4 of 5 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Demand Response / Purchased Transportation Table 1,1 - Fleet Inventory FY 2020/21 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 2019/ 20 # of Contingency Vehicles FY 2019/20 Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year -To -Date (e.g., March) FY 2019/20 2016 2013 2017 2018 EDN GCC GLV SPC AeroTch220 GCII Universal Senator II 12 12 12 12 36 5 30 39 23 22 24 22 GA GA GA GA 36 5 30 39 4,687,910 9,182,095 2,650,196 1,145,953 5,814,354 1,171,889 3,105,231 2,108,454 161,509 234,377 103,507 54,062 Totals: 48 110 110 17,666,154 12,199,928 110,908 5/12/2020 TransTrack Manager'"' 854 Page 5 of 5 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review Riverside Transit Agency Data Elements FY 2019/20 Plan FY 2019/20 Target FY 2019/20 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 8,715,302 Passenger Miles 74,865,016 Total Actual Vehicle Revenue Hours 916,704.0 Total Actual Vehicle Revenue Miles 13,902,698.0 Total Actual Vehicle Miles 17,233,789.0 Total Operating Expenses $92,435,032 Total Passenger Fare Revenue $14,645,321 Net Operating Expenses $77,789,711 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 21.16% I >= 16.81% I 21.33% I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $100.83 <= $99.45 $98.48 Meets Target 2. Subsidy Per Passenger $8.93 >= $6.23 and <= $8.43 $8.24 Meets Target 3. Subsidy Per Passenger Mile $1.04 >= $0.88 and <= $1.20 $0.96 Meets Target 4. Subsidy Per Hour $84.86 >= $61.57 and <= $83.29 $77.47 Meets Target 5. Subsidy Per Mile $5.60 >= $4.05 and <= $5.47 $5.13 Meets Target 6. Passengers Per Revenue Hour 9.51 >= 8.42 and <= 11.39 9.40 Meets Target 7. Passengers Per Revenue Mile 0.63 >= 0.55 and <= 0.75 0.62 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: TransTrack Manager'"' 5/12/2020 855 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 - Table 2.1 -- SRTP Performance Report Service Provider: Riverside Transit Agency All Routes Performance Indicators FY 2018/19 End of Year Actual FY 2019/20 3rd Quarter Year -to -Date FY 2020/21 Plan FY 2020/21 Target Plan Performance Scorecard (a) Passengers 8,697,652 6,244,521 3,413,076 None Passenger Miles 60,974,297 53,795,212 23,753,074 None Revenue Hours 880,029.4 664,041.2 537,914.0 None Total Hours 1,005,385.6 753,264.7 620,363.0 None Revenue Miles 13,376,948.5 10,023,015.7 8,211,940.0 None Total Miles 16,559,181.1 12,344,505.7 10,345,926.0 None Operating Costs $73,902,008 $65,396,958 $82,392,199 None Passenger Revenue $18,302,160 $13,952,115 $2,570,042 None Measure -A Revenue None LCTOP Revenue $3,365,455 None Operating Subsidy $55,599,848 $51,444,843 $79,822,157 None Operating Costs Per Revenue Hour $83.98 $98.48 $153.17 <= $98.01 Fails to Meet Target Operating Cost Per Revenue Mile $5.52 $6.52 $10.03 None Operating Costs Per Passenger $8.50 $10.47 $24.14 None Farebox Recovery Ratio 24.77% 21.33% 7.20% >= 0.2 Fails to Meet Target Subsidy Per Passenger $6.39 $8.24 $23.39 >= $7.23 and <= $9.79 Better Than Target Subsidy Per Passenger Mile $0.91 $0.96 $3.36 >= $0.82 and <= $1.12 Better Than Target Subsidy Per Revenue Hour $63.18 $77.47 $148.39 >= $63.04 and <= $85.28 Better Than Target Subsidy Per Revenue Mile $4.16 $5.13 $9.72 >= $4.14 and <= $5.60 Better Than Target Passengers Per Revenue Hour 9.88 9.40 6.35 >= 7.41 and <= 10.03 Fails to Meet Target Passengers Per Revenue Mile 0.65 0.62 0.42 >= 0.48 and <= 0.66 Fails to Meet Target a) The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. TransTrack Manager"' 5/13/2020 856 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Riverside Transit Agency -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 61 63 184 63 142 Financial Data Total Operating Expenses $76,320,585 $73,902,008 $92,435,032 $65,396,958 $82,392,199 Total Passenger Fare Revenue $16,551,836 $18,302,160 $14,645,321 $13,952,115 $2,570,042 Net Operating Expenses (Subsidies) $59,768,749 $55,599,848 $77,789,711 $51,444,843 $79,822,157 Operating Characteristics Unlinked Passenger Trips 8,583,410 8,697,652 8,715,302 6,244,521 3,413,076 Passenger Miles 61,095,376 60,974,297 74,865,016 53,795,212 23,753,074 Total Actual Vehicle Revenue Hours (a) 871,285.7 880,029.4 916,704.0 664,041.2 537,914.0 Total Actual Vehicle Revenue Miles (b) 13,314,621.9 13,376,948.5 13,902,698.0 10,023,015.7 8,211,940.0 Total Actual Vehicle Miles 16,636,856.2 16,559,181.1 17,233,789.0 12,344,505.7 10,345,926.0 Performance Characteristics Operating Cost per Revenue Hour $87.60 $83.98 $100.83 $98.48 $153.17 Farebox Recovery Ratio 21.69% 24.77% 21.16% 21.33% 7.20% Subsidy per Passenger $6.96 $6.39 $8.93 $8.24 $23.39 Subsidy per Passenger Mile $0.98 $0.91 $1.04 $0.96 $3.36 Subsidy per Revenue Hour (a) $68.60 $63.18 $84.86 $77.47 $148.39 Subsidy per Revenue Mile (b) $4.49 $4.16 $5.60 $5.13 $9.72 Passenger per Revenue Hour (a) 9.9 9.9 9.5 9.4 6.4 Passenger per Revenue Mile (b) 0.64 0.65 0.63 0.62 0.42 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/12/2020 857 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Riverside Transit Agency -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Excluded Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 9 21 73 12 31 Financial Data Total Operating Expenses $14,458,642 $17,341,511 $25,224,674 $13,124,210 $15,368,025 Total Passenger Fare Revenue $1,505,152 $2,919,347 $3,490,631 $1,819,518 $72,187 Net Operating Expenses (Subsidies) $12,953,490 $14,422,164 $21,734,043 $11,304,692 $15,295,838 Operating Characteristics Unlinked Passenger Trips 535,732 2,411,134 2,459,523 1,340,234 568,589 Passenger Miles 5,764,439 19,261,465 34,144,615 13,694,362 6,069,244 Total Actual Vehicle Revenue Hours (a) 226,289.6 251,382.6 233,578.0 123,924.0 94,049.0 Total Actual Vehicle Revenue Miles (b) 3,667,202.1 4,179,317.8 4,045,690.0 2,051,501.9 1,689,423.0 Total Actual Vehicle Miles 4,635,167.2 5,211,672.7 4,970,649.0 2,481,928.9 2,232,587.0 Performance Characteristics Operating Cost per Revenue Hour $63.89 $68.98 $107.99 $105.91 $163.40 Farebox Recovery Ratio 10.41% 16.83% 28.76% 13.86% 5.28% Subsidy per Passenger $24.18 $5.98 $8.84 $8.43 $26.90 Subsidy per Passenger Mile $2.25 $0.75 $0.64 $0.83 $2.52 Subsidy per Revenue Hour (a) $57.24 $57.37 $93.05 $91.22 $162.64 Subsidy per Revenue Mile (b) $3.53 $3.45 $5.37 $5.51 $9.05 Passenger per Revenue Hour (a) 2.4 9.6 10.5 10.8 6.1 Passenger per Revenue Mile (b) 0.15 0.58 0.61 0.65 0.34 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/12/2020 858 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- Riverside Transit Agency -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Non -Excluded Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 52 52 111 57 111 Financial Data Total Operating Expenses $61,861,943 $56,560,497 $67,210,358 $52,272,748 $67,024,174 Total Passenger Fare Revenue $15,046,684 $15,382,813 $11,154,690 $12,132,597 $2,497,855 Net Operating Expenses (Subsidies) $46,815,259 $41,177,684 $56,055,668 $40,140,151 $64,526,319 Operating Characteristics Unlinked Passenger Trips 8,047,678 6,286,518 6,255,779 4,904,287 2,844,487 Passenger Miles 55,330,937 41,712,832 40,720,401 40,100,850 17,683,830 Total Actual Vehicle Revenue Hours (a) 644,996.1 628,646.7 683,126.0 540,117.2 443,865.0 Total Actual Vehicle Revenue Miles (b) 9,647,419.8 9,197,630.7 9,857,008.0 7,971,513.7 6,522,517.0 Total Actual Vehicle Miles 12,001,689.0 11,347,508.3 12,263,140.0 9,862,576.8 8,113,339.0 Performance Characteristics Operating Cost per Revenue Hour $95.91 $89.97 $98.39 $96.78 $151.00 Farebox Recovery Ratio 24.32% 27.20% 18.31% 23.21% 7.64% Subsidy per Passenger $5.82 $6.55 $8.96 $8.18 $22.68 Subsidy per Passenger Mile $0.85 $0.99 $1.38 $1.00 $3.65 Subsidy per Revenue Hour (a) $72.58 $65.50 $82.06 $74.32 $145.37 Subsidy per Revenue Mile (b) $4.85 $4.48 $5.69 $5.04 $9.89 Passenger per Revenue Hour (a) 12.5 10.0 9.2 9.1 6.4 Passenger per Revenue Mile (b) 0.83 0.68 0.63 0.62 0.44 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/12/2020 859 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- RTA-BUS -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 27 29 121 29 104 Financial Data Total Operating Expenses $45,344,067 $43,633,672 $54,790,401 $39,790,737 $55,490,238 Total Passenger Fare Revenue $12,196,667 $14,126,671 $10,566,973 $11,172,911 $1,793,268 Net Operating Expenses (Subsidies) $33,147,400 $29,507,001 $44,223,428 $28,617,826 $53,696,970 Operating Characteristics Unlinked Passenger Trips 6,733,159 6,825,680 6,814,214 4,894,513 2,864,816 Passenger Miles 45,420,633 45,497,976 55,325,782 38,725,794 19,588,964 Total Actual Vehicle Revenue Hours (a) 454,083.8 477,158.4 498,771.0 370,325.3 325,781.0 Total Actual Vehicle Revenue Miles (b) 6,414,366.3 6,634,855.0 6,914,358.0 5,141,865.9 4,861,106.0 Total Actual Vehicle Miles 7,439,877.6 7,755,931.7 8,022,582.0 5,968,920.4 6,116,386.0 Performance Characteristics Operating Cost per Revenue Hour $99.86 $91.44 $109.85 $107.45 $170.33 Farebox Recovery Ratio 26.90% 32.38% 24.92% 28.08% 9.29% Subsidy per Passenger $4.92 $4.32 $6.49 $5.85 $18.74 Subsidy per Passenger Mile $0.73 $0.65 $0.80 $0.74 $2.74 Subsidy per Revenue Hour (a) $73.00 $61.84 $88.66 $77.28 $164.83 Subsidy per Revenue Mile (b) $5.17 $4.45 $6.40 $5.57 $11.05 Passenger per Revenue Hour (a) 14.8 14.3 13.7 13.2 8.8 Passenger per Revenue Mile (b) 1.05 1.03 0.99 0.95 0.59 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/12/2020 860 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- RTA Bus (Contract) -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 26 27 63 26 38 Financial Data Total Operating Expenses $16,517,876 $15,278,960 $19,773,798 $13,937,072 $15,949,830 Total Passenger Fare Revenue $2,850,017 $2,696,440 $2,371,923 $1,587,148 $110,000 Net Operating Expenses (Subsidies) $13,667,859 $12,582,520 $17,401,875 $12,349,924 $15,839,830 Operating Characteristics Unlinked Passenger Trips 1,434,349 1,465,889 1,491,796 1,083,105 401,002 Passenger Miles 10,554,990 10,477,439 16,089,468 11,783,841 2,351,365 Total Actual Vehicle Revenue Hours (a) 206,028.0 209,163.3 214,901.0 159,378.0 133,455.0 Total Actual Vehicle Revenue Miles (b) 3,437,415.0 3,424,493.8 3,570,421.0 2,578,701.1 2,125,585.0 Total Actual Vehicle Miles 4,844,391.0 4,725,227.7 4,918,739.0 3,528,573.3 2,707,607.0 Performance Characteristics Operating Cost per Revenue Hour $80.17 $73.05 $92.01 $87.45 $119.51 Farebox Recovery Ratio 17.25% 17.65% 16.93% 11.39% 0.68% Subsidy per Passenger $9.53 $8.58 $11.67 $11.40 $39.50 Subsidy per Passenger Mile $1.29 $1.20 $1.08 $1.05 $6.74 Subsidy per Revenue Hour (a) $66.34 $60.16 $80.98 $77.49 $118.69 Subsidy per Revenue Mile (b) $3.98 $3.67 $4.87 $4.79 $7.45 Passenger per Revenue Hour (a) 7.0 7.0 6.9 6.8 3.0 Passenger per Revenue Mile (b) 0.42 0.43 0.42 0.42 0.19 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/12/2020 861 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- RTA-DAR -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 4 4 4 Financial Data Total Operating Expenses $13,847,982 $14,365,383 $17,094,750 $11,326,234 $10,952,130 Total Passenger Fare Revenue $1,451,606 $1,428,510 $1,640,703 $1,151,631 $666,774 Net Operating Expenses (Subsidies) $12,396,376 $12,936,873 $15,454,047 $10,174,603 $10,285,357 Operating Characteristics Unlinked Passenger Trips 403,099 393,713 395,208 259,100 147,258 Passenger Miles 4,962,149 4,846,607 3,230,031 3,189,521 1,812,745 Total Actual Vehicle Revenue Hours (a) 204,026.7 186,938.4 194,873.0 130,477.6 78,678.0 Total Actual Vehicle Revenue Miles (b) 3,265,002.9 3,140,400.5 3,209,229.0 2,207,920.8 1,225,249.0 Total Actual Vehicle Miles 4,154,750.0 3,900,822.5 4,083,778.0 2,752,484.3 1,521,933.0 Performance Characteristics Operating Cost per Revenue Hour $67.87 $76.85 $87.72 $86.81 $139.20 Farebox Recovery Ratio 10.48% 9.94% 14.60% 10.17% 6.08% Subsidy per Passenger $30.75 $32.86 $39.10 $39.27 $69.85 Subsidy per Passenger Mile $2.50 $2.67 $4.78 $3.19 $5.67 Subsidy per Revenue Hour (a) $60.76 $69.20 $79.30 $77.98 $130.73 Subsidy per Revenue Mile (b) $3.80 $4.12 $4.82 $4.61 $8.39 Passenger per Revenue Hour (a) 2.0 2.1 2.0 2.0 1.9 Passenger per Revenue Mile (b) 0.12 0.13 0.12 0.12 0.12 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/12/2020 862 Page 1 of 1 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- RTA Taxi -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics . Peak -Hour Fleet 4 4 4 Financial Data Total Operating Expenses $610,660 $623,993 $776,083 $342,915 $0 Total Passenger Fare Revenue $53,546 $50,539 $65,722 $40,425 $0 Net Operating Expenses (Subsidies) $557,114 $573,454 $710,361 $302,490 $0 Operating Characteristics Unlinked Passenger Trips 12,803 12,370 14,084 7,803 0 Passenger Miles 157,605 152,275 219,735 96,055 0 Total Actual Vehicle Revenue Hours (a) 7,147.3 6,769.4 8,159.0 3,860.2 0.0 Total Actual Vehicle Revenue Miles (b) 197,837.7 177,199.3 208,690.0 94,527.8 0.0 Total Actual Vehicle Miles 197,837.7 177,199.3 208,690.0 94,527.8 0.0 Performance Characteristics Operating Cost per Revenue Hour $85.44 $92.18 $95.12 $88.83 Farebox Recovery Ratio 8.77% 8.10% 8.46% 11.79% Subsidy per Passenger $43.51 $46.36 $50.44 $38.77 Subsidy per Passenger Mile $3.53 $3.77 $3.23 $3.15 Subsidy per Revenue Hour (a) $77.95 $84.71 $87.06 $78.36 Subsidy per Revenue Mile (b) $2.82 $3.24 $3.40 $3.20 Passenger per Revenue Hour (a) 1.8 1.8 1.7 2.0 Passenger per Revenue Mile (b) 0.06 0.07 0.07 0.08 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager'"' 5/12/2020 863 Page 1 of 1 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 2.2A Excluded Routes Excluded routes are new routes or new service extentions that are eligible for exemption from the farebox recovery requirements. Route # 41 Mode (FR/DAR) FR Service Type (DO/CO) CO 9 FR CO 12 FR DO Route Description New route from Amazon Eastvale to Corona Transit Center via Archibald Ave. and River Rd. through Eastvale, Norco and Corona From the Lake Elsinore Outlet Mall to Perris Station Transit Center via Hwy 74 Riverside (La Cadena & Stephens) to downtown Riverside, Galleria at Tyler Mall and Corona Hills Plaza Date of Implementation Exemption End Date 9/9/2018 6/30/2021 9/8/2019 6/30/2022 From Perris Station Transit Center to downtown 22 FR DO Riverside via Hwy 74, Old Elsinore Rd. and 9/9/2018 6/30/2021 Alessandro Blvd. 27 FR DO 28 FR DO 30 FR CO From Perris Station Transit Center to Galleria at Tyler in Riverside via Florida Ave., 215 Fwy and Van Buren Blvd. New route from Florida Ave. and Lincoln Ave. in east Hemet to Perris Station Transit Center Perris local circulator serving the Perris Transit Center, Walmart, May Ranch and Weston Rd. & Carter Dr. 1/13/2019 6/30/2021 1/13/2019 6/30/2021 4/5/2020 6/30/2022 From Super-Walmart on Sanderson Ave. and the Hemet 33 FR CO Valley Mall in west Hemet to Stanford St. and Thornton 4/5/2020 6/30/2022 Ave. in east Hemet 204 2 FR DO From UCR, downtown Riverside and Jurupa Valley to Ontario Mills Mall and Montclair Transit Center 1/12/2020 6/30/2022 From the Promenade Mall in Temecula to Corona 206 2 FR DO Transit Center via 15 Fwy with stops at Murrieta, 1/12/2020 6/30/2022 Lake Elsinore Outlet Center and Temescal Valley 208 2 FR CO/DO Serves the Promenade Mall in Temecula to the Riverside Downtown Metrolink Station and downtown area via 1-215 with stops in Murrieta, Menifee, Perris and Moreno Valley 1/12/2020 6/30/2022 Serves Hemet and San Jacinto to Temecula and 2173 FR CO/DO Escondido 1/12/2020 6/30/2022 1 Route 4 implementation has been postponed due to the COVID-19 pandemic. 2 Additional mid -day service was suspended as of 4/5/20 due to the COVID-19 pandemic. 3 As of 4/5/20, Route 217 is no longer running due to the COVID-19 pandemic. 864 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements Table 2,3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2020/21 All Routes Peak Passenger Revenue Total Revenue Total Operating Passenger Measure -A LCTOP Route # Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Revenue Revenue RTA-0 All Days $1,517,964 RTA-1 All Days 18 864,077 4,650,598 58,404 63,755 675,189 824,475 $9,947,938 $0 $1,536,000 RTA-10 All Days 3 38,398 206,608 8,635 9,171 98,141 111,836 $1,470,731 $0 RTA-101 All Days 0 0 0 0 0 0 0 $0 $0 RTA-11 All Days 3 34,770 187,300 6,759 7,440 79,674 100,163 $1,151,194 $0 RTA-12 All Days 4 97,005 521,803 14,174 15,449 170,010 201,719 $2,414,295 $0 RTA-13 All Days 3 122,133 657,187 11,510 12,782 142,897 171,371 $1,960,500 $0 RTA-14 All Days 4 77,625 418,012 10,330 11,687 144,590 181,260 $1,759,553 $0 RTA-15 All Days 5 157,899 849,828 18,139 19,895 231,554 273,876 $3,089,597 $0 RTA-16/16E All Days 7 264,044 1,422,004 22,636 24,439 263,917 300,509 $3,855,525 $0 $500,000 RTA-18 All Days 3 28,787 154,863 8,707 9,495 118,481 142,907 $1,483,066 $0 RTA-19 All Days 8 359,143 1,932,565 38,748 43,392 522,671 678,731 $6,599,938 $0 $589,270 RTA-19C All Days 0 265 1,805 392 587 3,580 10,208 $46,872 $0 RTA-20 All Days 6 88,571 476,836 13,809 15,050 213,733 243,435 $2,352,125 $0 RTA-200 All Days 6 63,073 1,307,664 14,588 16,778 374,162 442,161 $2,484,755 $181,807 RTA-202 All Days 0 0 0 0 0 0 0 $0 $0 RTA-202D All Days 0 0 0 0 0 0 0 $0 $0 RTA-204D All Days 2 19,321 363,807 6,208 6,810 134,640 145,487 $1,057,413 $37,608 $289,900 RTA-205 All Days 3 8,822 166,121 4,352 6,810 111,812 192,613 $741,279 $21,311 RTA-206D All Days 3 5,571 104,901 5,107 8,474 139,002 239,546 $869,913 $16,701 $185,727 RTA-208 All Days 0 0 0 0 0 0 0 $0 $0 RTA-208D All Days 2 12,861 242,178 6,938 10,679 178,530 300,425 $1,181,686 $17,878 $264,558 RTA-21 All Days 2 53,240 286,333 7,930 9,086 118,167 150,394 $1,350,665 $0 RTA-210 All Days 0 0 0 0 0 0 0 $0 $0 RTA-210D All Days 0 0 0 0 0 0 0 $0 $0 RTA-217 All Days 0 0 0 0 0 0 0 $0 $0 RTA-217D All Days 0 0 0 0 0 0 0 $0 $0 RTA-22 All Days 6 121,740 1,443,842 15,278 17,962 249,299 330,874 $2,602,391 $0 RTA-23 All Days 3 22,361 153,306 11,510 13,255 160,717 213,548 $1,375,651 $0 RTA-24 All Days 3 18,643 127,328 8,949 10,396 116,012 161,308 $1,069,493 $0 RTA-26 All Days 0 0 0 0 0 0 0 $0 $0 RTA-27 All Days 4 69,574 825,870 11,730 13,137 236,827 283,703 $1,998,043 $0 RTA-28 All Days 6 204,967 2,438,927 21,795 25,455 379,100 476,947 $3,712,287 $0 RTA-29 All Days 3 80,791 434,793 10,498 11,495 155,479 174,865 $1,788,120 $0 RTA-3 All Days 1 30,172 188,795 4,976 6,619 64,023 110,415 $594,728 $0 RTA-30 All Days 1 8,102 56,119 4,009 4,374 56,143 59,282 $479,127 $0 TransTrack Manager'"' 5/12/2020 865 Page 1 of 4 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements Table 2,3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2020/21 All Routes Peak Passenger Revenue Total Revenue Total Operating Passenger Measure -A LCTOP Route # Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Revenue Revenue RTA-31 RTA-32 RTA-33 RTA-3D RTA-40 RTA-41C RTA-41D RTA-42 RTA-49 RTA-50 RTA-51 RTA-52 RTA-54 RTA-55 RTA-61 RTA-74 RTA-79 RTA-8 RTA-9 RTA-HEMDAR RTA-HemTax RTA-MTMDAR RTA-MTMTax RTA-NonDAR RTA-NonTax RTA-RSBDAR RTA-RSBTax 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 5 49,638 341,980 17,228 21,243 340,240 436,491 $2,059,010 $0 2 30,806 211,240 8,419 9,733 96,492 128,649 $1,006,239 $0 2 9,302 64,381 3,906 4,514 49,566 64,860 $466,767 $0 0 0 0 0 0 0 0 $0 $0 1 10,053 69,716 7,308 8,530 128,872 158,392 $873,369 $0 1 10,914 75,193 4,392 5,122 82,769 95,909 $524,931 $0 0 0 0 0 0 0 0 $0 $0 1 5,357 36,781 3,766 4,337 51,857 64,304 $450,045 $0 3 92,404 496,924 9,506 10,535 123,231 149,089 $1,619,223 $0 2 1,773 3,245 2,231 3,055 14,734 34,733 $266,641 $110,000 0 0 0 0 0 0 0 $0 $0 0 0 0 0 0 0 0 $0 $0 0 0 0 0 0 0 0 $0 $0 0 0 0 0 0 0 0 $0 $0 4 35,450 245,016 12,343 13,621 214,620 247,068 $1,475,187 $0 4 57,019 394,186 13,316 15,732 233,333 292,937 $1,591,516 $0 4 39,792 274,692 12,921 14,983 212,645 268,891 $1,544,257 $0 3 51,209 100,166 12,885 13,827 203,676 230,868 $1,539,895 $0 1 20,146 7,416 4,904 6,295 96,306 129,744 $586,103 $0 21,114 259,916 11,281 13,231 179,283 217,222 $1,515,301 $95,448 0 0 0 0 0 0 $0 $0 30,235 372,191 16,154 19,919 244,575 317,729 $2,322,027 $137,521 0 0 0 0 0 0 $0 $0 2,487 30,619 1,329 1,362 24,505 24,888 $186,899 $11,327 0 0 0 0 0 0 $0 $0 93,422 1,150,019 49,914 59,852 776,886 962,094 $6,927,904 $422,477 0 0 0 0 0 0 $0 $0 142 3,413,076 23,753,074 537,914 620,363 8,211,940 10,345,926 $82,392,199 $2,570,042 $3,365,455 TransTrack Manager'"' 5/12/2020 866 Page 2 of 4 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Performance Indicators Table 2,3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2020/21 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Net Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Subsidy Revenue Mile 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 RTA-23 RTA-24 RTA-26 RTA-27 RTA-28 RTA-29 RTA-3 RTA-30 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 All Days All Days All Days All Days All Days All Days All Days All Days ($1,517,964) $9,947,938 $170.33 $14.73 $11.51 15.44% $11.51 $2.14 $170.33 $14.73 14.79 $1,470,731 $170.32 $14.99 $38.30 0.00% $38.30 $7.12 $170.32 $14.99 4.45 $0 $1,151,194 $170.32 $14.45 $33.11 0.00% $33.11 $6.15 $170.32 $14.45 5.14 $2,414,295 $170.33 $14.20 $24.89 0.00% $24.89 $4.63 $170.33 $14.20 6.84 $1,960,500 $170.33 $13.72 $16.05 0.00% $16.05 $2.98 $170.33 $13.72 10.61 $1,759,553 $170.33 $12.17 $22.67 0.00% $22.67 $4.21 $170.33 $12.17 7.51 $3,089,597 $170.33 $13.34 $19.57 0.00% $19.57 $3.64 $170.33 $13.34 8.70 $3,855,525 $170.33 $14.61 $14.60 12.96% $14.60 $2.71 $170.33 $14.61 11.66 $1,483,066 $170.33 $12.52 $51.52 0.00% $51.52 $9.58 $170.33 $12.52 3.31 $6,599,938 $170.33 $12.63 $18.38 8.92% $18.38 $3.42 $170.33 $12.63 9.27 $46,872 $119.57 $13.09 $176.88 0.00% $176.88 $25.97 $119.57 $13.09 0.68 $2,352,125 $170.33 $11.00 $26.56 0.00% $26.56 $4.93 $170.33 $11.00 6.41 $2,302,949 $170.33 $6.64 $39.39 7.31% $36.51 $1.76 $157.87 $6.15 4.32 $0 $0 $1,019,805 $170.33 $7.85 $54.73 30.97% $52.78 $2.80 $164.27 $7.57 3.11 $719,968 $170.33 $6.63 $84.03 2.87% $81.61 $4.33 $165.43 $6.44 2.03 $853,212 $170.34 $6.26 $156.15 23.26% $153.15 $8.13 $167.07 $6.14 1.09 $0 $1,163,808 $170.32 $6.62 $91.88 23.90% $90.49 $4.81 $167.74 $6.52 1.85 $1,350,665 $170.32 $11.43 $25.37 0.00% $25.37 $4.72 $170.32 $11.43 6.71 $0 $0 $0 so $2,602,391 $170.34 $10.44 $21.38 0.00% $21.38 $1.80 $170.34 $10.44 7.97 $1,375,651 $119.52 $8.56 $61.52 0.00% $61.52 $8.97 $119.52 $8.56 1.94 $1,069,493 $119.51 $9.22 $57.37 0.00% $57.37 $8.40 $119.51 $9.22 2.08 $0 $1,998,043 $170.34 $8.44 $28.72 0.00% $28.72 $2.42 $170.34 $8.44 5.93 $3,712,287 $170.33 $9.79 $18.11 0.00% $18.11 $1.52 $170.33 $9.79 9.40 $1,788,120 $170.33 $11.50 $22.13 0.00% $22.13 $4.11 $170.33 $11.50 7.70 $594,728 $119.52 $9.29 $19.71 0.00% $19.71 $3.15 $119.52 $9.29 6.06 $479,127 $119.51 $8.53 $59.14 0.00% $59.14 $8.54 $119.51 $8.53 2.02 1.28 0.39 0.44 0.57 0.85 0.54 0.68 1.00 0.24 0.69 0.07 0.41 0.17 0.14 0.08 0.04 0.07 0.45 0.49 0.14 0.16 0.29 0.54 0.52 0.47 0.14 TransTrack Manager'"' 5/12/2020 867 Page 3 of 4 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Performance Indicators Table 2,3 - SRTP Route Statistics Riverside Transit Agency -- 7 FY 2020/21 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Net Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Subsidy Revenue Mile Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile RTA-31 RTA-32 RTA-33 RTA-3D RTA-40 RTA-41C RTA-41D RTA-42 RTA-49 RTA-50 RTA-51 RTA-52 RTA-54 RTA-55 RTA-61 RTA-74 RTA-79 RTA-8 RTA-9 RTA-HEMDAR RTA-HemTax RTA-MTMDAR RTA-MTMTax RTA-NonDAR RTA-NonTax RTA-RSBDAR RTA-RSBTax 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 $2,059,010 $119.52 $6.05 $41.48 0.00% $41.48 $6.02 $119.52 $6.05 2.88 0.15 $1,006,239 $119.52 $10.43 $32.66 0.00% $32.66 $4.76 $119.52 $10.43 3.66 0.32 $466,767 $119.50 $9.42 $50.18 0.00% $50.18 $7.25 $119.50 $9.42 2.38 0.19 $0 $873,369 $119.51 $6.78 $86.88 0.00% $86.88 $12.53 $119.51 $6.78 1.38 0.08 $524,931 $119.52 $6.34 $48.10 0.00% $48.10 $6.98 $119.52 $6.34 2.48 0.13 $0 $450,045 $119.50 $8.68 $84.01 0.00% $84.01 $12.24 $119.50 $8.68 1.42 0.10 $1,619,223 $170.34 $13.14 $17.52 0.00% $17.52 $3.26 $170.34 $13.14 9.72 0.75 $156,641 $119.52 $18.10 $150.39 41.25% $88.35 $48.27 $70.21 $10.63 0.79 0.12 so $0 $0 $0 $1,475,187 $119.52 $6.87 $41.61 0.00% $41.61 $6.02 $119.52 $6.87 2.87 0.17 $1,591,516 $119.52 $6.82 $27.91 0.00% $27.91 $4.04 $119.52 $6.82 4.28 0.24 $1,544,257 $119.52 $7.26 $38.81 0.00% $38.81 $5.62 $119.52 $7.26 3.08 0.19 $1,539,895 $119.51 $7.56 $30.07 0.00% $30.07 $15.37 $119.51 $7.56 3.97 0.25 $586,103 $119.52 $6.09 $29.09 0.00% $29.09 $79.03 $119.52 $6.09 4.11 0.21 $1,419,853 $134.32 $8.45 $71.77 6.29% $67.25 $5.46 $125.86 $7.92 1.87 0.12 $0 $2,184,506 $143.74 $9.49 $76.80 5.92% $72.25 $5.87 $135.23 $8.93 1.87 0.12 $0 $175,572 $140.63 $7.63 $75.15 6.06% $70.60 $5.73 $132.11 $7.16 1.87 0.10 $0 $6,505,426 $138.80 $8.92 $74.16 6.09% $69.63 $5.66 $130.33 $8.37 1.87 0.12 so $79,822,157 $153.17 $10.03 $24.14 7.20% $23.39 $3.36 $148.39 $9.72 6.35 0.42 TransTrack Manager'"' 5/12/2020 868 Page 4 of 4 R Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 3 Highlights 11111 FY2016/2017 Audited FY2017/2018 Audited FY2018/2019 Audited FY2019/20 Estimated (Based on 3rd Qtr actuals and annualized) FY2020/21 Planned System -Wide Ridership Operating cost per revenue hours 8,741,975 $88.98 8,583,410 $90.94 8,702,284 $97.25 6,845,252 $115.45 3,413,077 $153.17 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. From July 2019 thru February 2020, ridership has kept pace with FY19 despite a projected decrease in ridership due to the fare increase that was implemented in July 2019. In March 2020, ridership across all forms of public transportation, including RTA, dropped dramatically due to the Coronavirus (COVID-19) pandemic. The new Route 4 was scheduled to begin in May of 2020; however, due to the COVID-19 pandemic, Route 4 implementation has been postponed. Routes 51 and 55 are also suspended until schools re -open and funding is secured. FY20 saw the following service improvements: • Route 1 weekend frequency increased from every 30 to every 15 minutes during peak periods. • Route 12 was extended to Corona Hills (McKinley St.) retail area and weekday frequency was improved to every 55 minutes instead of every 70-minutes. • Route 79 was extended from Hemet Valley Mall to MSJC San Jacinto providing a coordinated schedule with Route 74 thus maximizing frequency between Winchester, Hemet and San Jacinto. • Increased weekend frequency on routes 16 and 19 from every 30 to every 15 minutes. • CommuterLink Expansion: Additional weekday trips were added through the midday period on CommuterLink routes 204, 206, 208 and 217 due to increasing demand for regional and intercounty trips, variable working hours of many riders and to connect with all weekday Metrolink trains: Proposed Service Changes for FY 2021: RTA is currently completing a Zero Emission Bus Analysis that will produce a rollout plan for the Agency's ZEB fleet transition as mandated by CARB. No new service is projected for FY21 until the financial and operational impacts of transitioning to ZEBs is finalized. In an effort to prepare for the ZEB transition, provide more efficient service and use taxpayer dollars wisely, trips with low ridership will be discontinued on several routes. Elimination of unproductive trips helps create a stronger, more efficient system. The following service changes listed below are planned for FY21. Implementation of these service changes may change depending on COVID- 19 pandemic developments. September 2020 service changes: o Route 20: The 7:50 p.m. (Saturday only) weekend westbound trip departing Iris and Lasselle will be discontinued. o Route 24: The 7:04 p.m. weekday northbound trip departing Temecula Valley Hospital and the 6:49 a.m. weekday southbound trip departing Promenade Mall will be discontinued. Also, proposed to be discontinued is the alternate routing that serves the Temecula Library. o Route 26: Due to low ridership, Route 26, which serves portions of Moreno Valley and Riverside, will be discontinued. o Route 27: The 9:02 p.m. weekday southbound and the 5:30 a.m. southbound weekend trips departing Galleria at Tyler will be discontinued. o Route 28: The 5:05 a.m. weekend westbound trip departing Hemet Valley Mall will be discontinued. o Route 30: The west loop will be discontinued while the east loop will remain. o Route 40: The 8:56 a.m., 11:26 a.m., 1:56 p.m. and 4:23 p.m. weekend eastbound trips departing Lake Elsinore Walmart, and the 7:36 a.m., 10:14 a.m., 12:41 p.m., 3:08 p.m. and 6:02 p.m. weekend westbound trips departing Cherry Hills and Bradley will be discontinued. o Route 49: The 5:52 a.m. weekday westbound trip departing Riverside -Downtown Metrolink Station will be discontinued. o Route 61: The 4:35 a.m. weekday northbound trip departing Promenade Mall will be discontinued. o Route 210: The route will be discontinued due to low ridership. 869 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 3 Highlights • January 2021 service changes: o Route 9: The 5:02 a.m. weekday northbound trip departing the Lake Elsinore Outlet Center and the 6:50 a.m. weekend southbound trip departing Perris Station Transit Center will be discontinued. o Route 11: The 6:04 a.m. weekday clockwise trip departing Moreno Valley Mall will be discontinued. o Route 12: The 7:13 p.m. weekday westbound trip departing La Cadena and Stephens will be discontinued. o Route 13: The 4:30 a.m. weekday eastbound trip departing Galleria at Tyler will be discontinued. o Route 23: The 7:24 p.m. weekday northbound trip and the 10:06 a.m. and 6:10 p.m. weekend northbound trips departing Promenade Mall will be discontinued. o Route 32: The 5:50 a.m. weekday southbound trip departing Mt. San Jacinto College and the alternate routing along Commonwealth and Villines Avenues, Las Rosas Road and 7th Street will be discontinued. Operating Budget ($82,392,199): • Decrease of 11% over FY20 budget. Variance analysis by cost element is provided below: o Salaries — 5% decrease due to elimination of 17 administrative positions and an administrative employee wage freeze. o Benefits — 4% increase due to increased health benefits and OPEB. o Purchased Transportation —33%decrease due to reductions in service and expected DAR demand. o Services — 9% increase due to increased security and insurance related services. o Materials & Supplies — esentially flat; fuel and parts reduction offset by COVID-19 supplies. Capital Budget ($2,621,250): • 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. Decrease of 94% over FY20 budget. FY21 CIP projects are funded with Federal Sections 5307 and 5339, State Transit Assistance (STA), SB1 SGR funds and TUMF. A summary by project element for FY21 is shown below: o UCR Mobility Hub and Bus & Bus Facilities re -programming to Canyon Crest Turnout Project, Associated Transit Improvements and Non -Revenue Vehicles - $0.0 million o Tire Lease - $0.4 million o Facility Maintenance - $1.9 million for operations and facilities maintenance projects o Route Reconstruction Study - $0.3 million 870 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Operating Project Total Amount of Funds 5307 HS 5307 HS CARES 5307 LALB CARES 5307 MTM 5307 MTM CARES 5307 RS 5307 RS CARES 5307 RS OB 5310 OB 5311 5311 CARES 5339 LALB OB 5339 MTM OB 5339 RS OB FARE ADA Complementary Paratransit Service Advertising Revenue Capital Cost of Contracting Capitalized Preventive Maintenance CNG Sales CommuterLink General Farebox Revenue Investment Income LCFS Credits Mobile Ticketing Operating Assistance RINs Credits Wentworth Lease Youth Fare Promotion $2,250,000 $10,000 $19,727,569 $13,242,194 $100,000 $4,871,401 $776,774 $470,000 $500,000 $36,000 $37,200,297 $380,000 $57,964 $2,770,000 $1,738,821 $247,471 $1,925,484 $7,916,389 $312,970 $1,889,417 $4,320,000 $1,617,458 $3,486,039 $1,800,000 $2,006,277 $8,932,004 $2,077,190 $24,494,417 $150,000 $505,365 $901,729 $275,304 $776,774 Sub -total Operating $82,392,199 $1,986,292 $9,841,873 $312,970 $1,889,417 $9,423,497 $12,738,281 $26,571,607 $0 $150,000 $505,365 $901,729 $0 $0 $0 $1,052,078 Capital Project Total Amount 5307 HS 5307 HS CARES 5307 LALB 5307 MTM 5307 MTM 5307 RS 5307 RS CARES 5307 RS OB 5310 OB 5311 5311 CARES 5339 LALB OB 5339 MTM OB 5339 RS OB FARE of Funds CARES CARES FY16-10 Bus and Bus Facilities - 16-10 $-1,898,499 $-348,070 $-1,144,462 FY19-3 (8) Replace. Support Vehicles (electric plus -up) - FY19-3 $80,500 $3,870 $60,530 FY20-4 (15) Replace. Support Vehicles (electric plus -up) - FY20-4 $187,575 $150,060 FY20-4 (2) Expansion Support Vehicles (electric plus -up) - FY20-4 $18,525 $14,820 FY20-7 UCR Mobility Hub - FY20-7 $-1,920,006 $-3,870 $-455,896 $-1,076,239 FY21-1 (2) Replacement S&Z Trucks - FY21-1 $161,864 $129,491 FY21-2 (10) Replacement Support Vehicles (electri c) - FY21-2 $406,915 $100,995 $224,537 FY21-3 (2) Expansion Support Vehicles (electric) $95,976 $76,781 FY21-4 Associated Transit Improvements - FY21-4 $968,651 $774,921 FY21-5 Capitalized Tire Lease - FY21-5 $422,016 $337,613 FY21-7 Canyon Crest Bus Turnouts - FY21-7 $1,898,499 $348,070 $1,144,462 Fy21-8 Facility, Fuel Stn, Vehicle Enhance/Upgrade s - FY21-8 $1,949,234 FY21-9 Route Reconstruction Study - FY21-9 $250,000 Sub -total Capital $2,621,250 $0 $0 $0 $0 $0 $337,613 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Operating & Capital $85,013,449 $1,986,292 $9,841,873 $312,970 $1,889,417 $9,423,497 $13,075,894 $26,571,607 $0 $150,000 $505,365 $901,729 $0 $0 $0 $1,052,078 Trans Track Manager TM 5/12/2020 20:06:02 ET 871 Page 1 of 3 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency Operating Project Total Amount of Funds INT LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF MA CTSA OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313 ADA Complementary Paratransit Service Advertising Revenue Capital Cost of Contracting Capitalized Preventive Maintenance CNG Sales CommuterLink General Farebox Revenue Investment Income LCFS Credits Mobile Ticketing Operating Assistance RINs Credits Wentworth Lease Youth Fare Promotion $2,250,000 $10,000 $19,727,569 $13,242,194 $100,000 $4,871,401 $776,774 $470,000 $500,000 $36,000 $37,200,297 $380,000 $57,964 $2,770,000 $470,000 $740,185 $36,000 $2,349,969 $239,301 $450,000 $9,267,689 $2,233,000 $4,252 $180,730 $10,000 $100,000 $500,000 $380,000 $57,964 Sub -total Operating $82,392,199 $470,000 $776,185 $2,349,969 $239,301 $12,135,671 $0 $1,047,964 $0 $0 $0 $0 Capital Project Total Amount INT LCTOP OB LCTOP LCTOP LTF MA CTSA OTHR LCL SGR PUC99313 SGR PUC99314 STA - OB STA PUC99313 of Funds PUC99313 PUC99314 FY16-10 Bus and Bus Facilities - 16-10 $-1,898,499 $-405,967 FY19-3 (8) Replace. Support Vehicles (electric plus -up) - FY19-3 $80,500 $16,100 FY20-4 (15) Replace. Support Vehicles (electric plus -up) - FY20-4 $187,575 $37,515 FY20-4 (2) Expansion Support Vehicles (electric plus -up) - FY20-4 $18,525 $3,705 FY20-7 UCR Mobility Hub - FY20-7 $-1,920,006 $-384,001 FY21-1 (2) Replacement S&Z Trucks - FY21-1 $161,864 $32,373 FY21-2 (10) Replacement Support Vehicles (electri c) - FY21-2 $406,915 $81,383 FY21-3 (2) Expansion Support Vehicles (electric) $95,976 $19,195 FY21-4 Associated Transit Improvements - FY21-4 $968,651 $193,730 FY21-5 Capitalized Tire Lease - FY21-5 $422,016 $84,403 FY21-7 Canyon Crest Bus Turnouts - FY21-7 $1,898,499 $405,967 Fy21-8 Facility, Fuel Stn, Vehicle Enhance/Upgrade s - FY21-8 $1,949,234 $1,778,722 $170,512 FY21-9 Route Reconstruction Study - FY21-9 $250,000 $250,000 Sub -total Capital $2,621,250 $0 $0 $0 $0 $0 $0 $250,000 $1,778,722 $170,512 $0 $84,403 Total Operating & Capital $85,013,449 $470,000 $776,185 $2,349,969 $239,301 $12,135,671 $0 $1,297,964 $1,778,722 $170,512 $0 $84,403 Trans Track Manager."' 5/12/2020 20:06:02 ET 872 Page 2 of 3 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020/21 Riverside Transit Agency FY 2020/21 Projected Funding Details 5307 HS 5307 HS CARES 5307 LALB CARES 5307 MTM 5307 MTM CARES 5307 RS 5307 RS CARES 5310 OB 5311 5311 CARES FARE INT LCTOP OB LCTOP PUC99313 LCTOP PUC99314 LTF OTHR LCL Total Estimated Operating Funding Request 5307 RS 5339 LALB OB 5339 MTM OB 5339 RS OB OTHR LCL SGR PUC99313 SGR PUC99314 STA- OB STA PUC99313 Total Estimated Capital Funding Request $1,986,292 $9,841,873 $312,970 $1,889,417 $9,423,497 $12,738,281 $26,571,607 $150,000 $505,365 $901,729 $1,052,078 $470,000 $776,185 $2,349,969 $239,301 $12,135,671 $1,047,964 $82,392,199 $337,613 $0 $0 $0 $250,000 $1,778,722 $170,512 $0 $84,403 $2,621,250 Total Funding Request $85,013,449 Trans Track ManagerTM 5/12/2020 20:06:02 ET 873 Page 3 of 3 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: 16-10 FTIP No: RIV140838 Project Name: FY16-10 Bus and Bus Facilities Category: Bus Stop Sub -Category: Modification Project Description: This is to reprogram funding associated with project FY16-10. Project Justification: Funding is being reprogrammed to specifically identified projects needed by RTA. Project Schedule: Start Date Completion Date July 2015 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 MTM OB FY 2020/21 -$348,070 5339 RS OB FY 2020/21 -$1,144,462 STA - OB FY 2020/21 -$405,967 Total -$1,898,499 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 TransTrack ManagerTM Page 1 of 12 5/12/2020 13:46:34 ET 874 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY19-3 FTIP No: 19-01 Project Name: FY19-3 (8) Replace. Support Vehicles (electric plus -up) Category: Support Vehicles Sub -Category: Replacement Fuel Type: Electric Project Description: To add funding to project FY19-3 for the replacement of 8 support vehicles. The additional funding is necessary as the fuel type for these vehicles was changed from unleaded gasoline to electric. Project Justification: Funding is necessary to replace support vehicles that have exceeded their useful life. Project Schedule: Start Date Completion Date July 2018 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 LALB OB FY 2020/21 $3,870 5339 MTM OB FY 2020/21 $60,530 STA- OB FY 2020/21 $16,100 Total $80,500 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 TransTrack ManagerTM Page 2 of 12 5/12/2020 13:46:34 ET 875 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY20-4 FTIP No: 19-01 Project Name: FY20-4 (15) Replace. Support Vehicles (electric plus -up) Category: Support Vehicles Sub -Category: Replacement Fuel Type: Electric Project Description: To add funding to project FY20-4 for the replacement of 15 support vehicles. The additional funding is necessary as the fuel type for these vehicles was changed from unleaded gasoline to electric. Project Justification: Funding is necessary to replace support vehicles that have exceeded their useful life. Project Schedule: Start Date Completion Date July 2019 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 MTM OB FY 2020/21 $150,060 STA - OB FY 2020/21 $37,515 Total $187,575 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 TransTrack ManagerTM Page 3 of 12 5/12/2020 13:46:34 ET 876 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY20-4 FTIP No: 19-01 Project Name: FY20-4 (2) Expansion Support Vehicles (electric plus -up) Category: Support Vehicles Sub -Category: Expansion Fuel Type: Electric Project Description: To add funding to project FY20-4 for the expansion of 2 support vehicles. The additional funding is necessary as the fuel type for these vehicles was changed from unleaded gasoline to electric. Project Justification: Additional support vehicles have become necessary due to both the lower mileage range of electric vehicles as well as the new COVID service plan, which is less efficient for safety purposes (1 driver=1 bus). Project Schedule: Start Date Completion Date July 2019 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 MTM OB FY 2020/21 $14,820 STA - OB FY 2020/21 $3,705 Total $18,525 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 TransTrack ManagerTM Page 4 of 12 5/12/2020 13:46:34 ET 877 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY20-7 FTIP No: RIV140835 Project Name: FY20-7 UCR Mobility Hub Category: Bus Stop Sub -Category: Modification Project Description: This is to reprogram funding associated with the UCR Mobility Hub. Project Justification: Funding is no longer needed for this project, as the UCR Mobility Hub is not moving forward. Project Schedule: Start Date Completion Date July 2019 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 LALB OB FY 2020/21 -$3,870 5339 MTM OB FY 2020/21 -$455,896 5339 RS OB FY 2020/21 -$1,076,239 STA - OB FY 2020/21 -$384,001 Total -$1, 920, 006 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 TransTrack ManagerTM Page 5 of 12 5/12/2020 13:46:34 ET 878 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-1 FTIP No: 19-01 Project Name: FY21-1 (2) Replacement S&Z Trucks Category: Support Vehicles Sub -Category: Replacement Fuel Type: Gas Project Description: Replacement of 2 Stops and Zones Trucks. Project Justification: Funding is necessary to replace support vehicles that have exceeded their useful life. Project Schedule: Start Date July 2020 Completion Date June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 MTM OB FY 2020/21 $129,491 STA - OB FY 2020/21 $32,373 Total $161,864 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 TransTrack ManagerTM Page 6 of 12 5/12/2020 13:46:34 ET 879 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-2 FTIP No: 19-01 Project Name: FY21-2 (10) Replacement Support Vehicles (electric) Category: Support Vehicles Sub -Category: Replacement Fuel Type: Electric Project Description: Replacement of current support vehicles that use unleaded fuel to new electric vehicles. Project Justification: Funding is necessary to replace support vehicles that have exceeded their useful life. Project Schedule: Start Date July 2020 Completion Date June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 MTM OB FY 2020/21 $100,995 5339 RS OB FY 2020/21 $224,537 STA - OB FY 2020/21 $81,383 Total $406,915 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 TransTrack ManagerTM Page 7 of 12 5/12/2020 13:46:34 ET 880 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-4 FTIP No: 19-01 Project Name: FY21-4 Associated Transit Improvements Category: Bus Stop Sub -Category: Rehabilitation/Improvement Project Description: Funding is to primarily fund bus stop improvements, such as concrete pads, benches, trash cans, etc Project Justification: Funding is necessary to ensure RTA bus stops are maintained and equipped with appropriate amenities to ensure a high-level of customer service. Project Schedule: Start Date Completion Date July 2020 June 2024 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 RS OB FY 2020/21 $774,921 STA - OB FY 2020/21 $193,730 Total $968,651 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 TransTrack ManagerTM Page 8 of 12 5/12/2020 13:46:34 ET 881 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-5 FTIP No: Not Assigned - New Project Project Name: FY21-5 Capitalized Tire Lease Category: Bus Sub -Category: Parts Fuel Type: CNG Project Description: Funds for bus tire lease. Project Justification: Funding of the tire lease is necessary to ensure buses are equipped with safe working tires. Project Schedule: Start Date Completion Date July 2020 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 RS FY 2020/21 $337,613 STA PUC99313 FY 2020/21 $84,403 Total $422,016 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 TransTrack ManagerTM Page 9 of 12 5/12/2020 13:46:34 ET 882 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-7 FTIP No: RIV140838 Project Name: FY21-7 Canyon Crest Bus Turnouts Category: Bus Stop Sub -Category: Rehabilitation/Improvement Project Description: Funding is to improve bus turnouts in the Canyon Crest near UCR. Project Justification: Improved bus turnouts near UCR will assist in making transportation to and from the University more efficient for both RTA and students. Project Schedule: Start Date Completion Date July 2020 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5339 MTM OB FY 2020/21 $348,070 5339 RS OB FY 2020/21 $1,144,462 STA - OB FY 2020/21 $405,967 Total $1,898,499 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 TransTrack ManagerTM Page 10 of 12 5/12/2020 13:46:34 ET 883 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-8 FTIP No: Not Assigned - New Project Project Name: Fy21-8 Facility, Fuel Stn, Vehicle Enhance/Upgrades Category: Facilities Sub -Category: Rehabilitation/Improvement Project Description: Funds to be used for replacement/enhancements of facilities and/or equipment. Project Justification: Funds are necessary to ensure RTA facilities and equipment are kept in good working order. Project Schedule: Start Date Completion Date July 2020 June 2023 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2020/21 $1,778,722 SGR PUC99314 FY 2020/21 $170,512 Total $1, 949, 234 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 TransTrack ManagerTM Page 11 of 12 5/12/2020 13:46:34 ET 884 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP Riverside Transit Agency Table 4.0 A - Capital Project Justification Project Number: FY21-9 FTIP No: Not Assigned - New Project Project Name: FY21-9 Route Reconstruction Study Category: Bus Sub -Category: Study Fuel Type: Other Project Description: RTA will undergo a study to reconfigure its service in a way that aligns the post-COVID landscape, ZEB requirements, and the new funding environment. Project Justification: RTA's service model must change to react to the post-COVID landscape, ZEB requirements, and the new funding environment. A study is needed to determine what specific steps should be taken. Project Schedule: Start Date Completion Date July 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount OTHR LCL FY 2020/21 $250,000 Total $250,000 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 TransTrack ManagerTM Page 12 of 12 5/12/2020 13:46:34 ET 885 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 4B Fare Revenue Calculation (consistent with RCTC Commission Farebox Recovery Policy 03/12/2008) 1 Revenue Sources included in Farebox Calculation Actuals from FY2018/19 Audit FY2019/20 Estimated FY2020/21 Plan 1 Passenger Fares Mks, 2 Measure A 11,003,883 4,033,457 8,800,000 3,263,300 1,052,078 3 LCTOP milM 4 Sale of CNG 5 RINs/LCFS Revenue 6 Shelter Advertising Rev 1,263,392 100,357 1,669,068 14,608 1,500,000 100,000 1,135,000 15,000 3,365,455 100,000 880,000 10,000 7 Gain/(Loss) on Assets 8 Investment Income 9 Lease Revenue 10 Bridge Service, Other 981,148 65,892 147,969 3,000 675,000 65,000 25,000 470,000 57,964 11 Exempt Routes 12 13 14 (972,177) 15 Total Revenue (1-15) $18,302,160 $15,581,300 $5,935,497 Total Operating Expense $73,902,008 $92,000,000 $82,392,199 Farebox Recovery Ratio 24.77% 16.94% 7.20% 886 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 4.1 Fiscal Year 2021/2022 Operating Purpose Operating Assistance -General Total Amount 35,298,424 4,823,556 150,000 Bus & Bus 5311 & Facilities 5311(f) 27,324,868 STA • easure Operating SGR Assistance Other Funding Farebox Other Revenue 3,000,000 Capitalized Preventive Maintenance Capital Cost of Contracting ADA Complementary Paratransit Service 13,639,460 21,263,778 2,313,866 10,229,595 4,717,841 1,854,000 520,526 3,409,865 10,025,411 459,866 6,000,000 CommuterLink Routes 5,000,000 4,362,437 354,000 283,563 Mobile Ticketing 36,000 36,000 LCTOP Project 1,382,700 1,382,700 Farebox (Cash, Coin, Tickets, Passes) 4,716,437 4,716,437 Interest Income 400,000 400,000 Advertising Revenue 10,300 10,300 CNG Sales 103,000 103,000 LCFS Credits 400,000 400,000 RINs Credits 300,000 300,000 Wentworth Lease 0 Total Operating Request $ 84,863,965 $ 21,624,992 $ 150,000 $ - $ 520,526 $ 45,582,447 $ 1,772,700 $ 6,000,000 $ - $ 3,000,000 $ - $ 5,000,000 $ 1,213,300 •ital Purpose 5307 5310 5339 Bus & Bus 5311 & Facilities 5311(f) LTF LCTOP STA measure A Operating SGR Assistance Other Funding Farebox Other Revenue Replace (35) DO Vehicles - CNG ($818.8k ea) Replace (2) Stops & Zones Truck 15,000,000 171,660 137,328 15,000,000 34,332 Replace (1) Transport Vehicle 33,287 26,630 6,657 Replace (1) Tvl Train/Admin Pool Vehicle 49,600 39,680 9,920 Fareboxes for both DO & CO fleet 3,265,000 3,265,000 Associated Transit Improvements 513,438 410,750 102,688 Capitalized Tire Lease 500,348 400,278 100,070 Maintenance Equipment 50,000 40,000 10,000 IT Equipment 100,000 80,000 20,000 Facility, Fuel Stn, Vehicle Enhance/Upgrades 1,950,000 1,950,000 Total Capital Request $21,633,333 $1,134,666 $0 $0 $0 $0 $0 $18,548,667 $1,950,000 $0 $0 $0 $0 Grand Total Operating & Capital $106,497,298 $22,759,658 $150,000 $0 $520,526 $45,582,447 $1,772,700 $24,548,667 $1,950,000 $3,000,000 $0 $5,000,000 $1,213,300 887 RRRRRRR� Riverside 'Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 4.2 Fiscal Year 2022/2023 O.eratinPur.ose Total Amount S3 9 Bus & Bus 5311 & 5307 i 5310 Facilities 5311(f) LTF Measure A Operating Other SGR Assistance Funding Farebox Other Revenue Operating Assistance - General Capitalized Preventive Maintenance Capital Cost of Contracting ADA Complementary Paratransit Service CommuterLink Routes Mobile Ticketing LCTOP Project Farebox (Cash, Coin, Tickets, Passes) Interest Income Advertising Revenue CNG Sales LCFS Credits 43,276,977 13,170,604 16,239,278 2,387,025 5,150,000 36,000 1,000,000 4,700,000 486,700 10,300 103,000 450,000 RINs Credits 400,000 2,695,909 10,536,483 4,859,376 1,909,620 150,000 37,431,068 2,634,121 520,526 4,859,376 477,405 4,850,000 36,000 1,000,000 6,000,000 3,000,000 300,000 4,700,000 486,700 10,300 103,000 450,000 400,000 Total Operating Request $ 87,409,883 $ 20,001,388 $ 150,000 $ $ 520,526 $ 50,251,970 $ 1,036,000 $ 6,000,000 $ 5307 5339 Bus & Bus 5310 Facilities $ 3,000,000 $ $ 5,000,000 Measure A 5311 & Operating Other 5311(f) LTF LCTOP STA SGR Assistance Funding Farebox 0 1,450,000 her Revenue Replace (40) COFR vehicles Replace (50) DAR Vehicles Associated Transit Improvements Capitalized Tire Lease Maintenance Equipment IT Equipment Facility, Fuel Stn, Vehicle Enhance/Upgrades 6,000,000 3,000,000 775,000 556,887 50,000 250,000 1,950,000 620,000 445,510 40,000 200,000 6,000,000 3,000,000 155,000 111,377 10,000 50,000 1,950,000 Total Capital Request $12,581,887 Grand Total Operating & Capital $99,991,770 $1,305,510 $0 $0 $0 $3,000,000 $0 $326,377 $1,950,000 $0 $0 $0 $21,306,897 $150,000 $0 $520,526 $59,251,970 $1,036,000 $6,326,377 $1,950,000 $3,000,000 $0 $5,000,000 $0 $1,450,000 888 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 4.3 FY16-18 FTA Triennial Review and TDA Triennial Audit A_enc '111!TIMITMTWIRI, Action Taken and Results FTA TDA RTA was found compliant across the 21 sections of review. No deficiencies were found in any of the areas of review. Focus efforts on evaluating the commuter ridership market. N/A -In October 2018, the Agency completed a Market Assessment and Strategic Directions Study that evaluated ridership and identified strategies that can be implemented to encourage additional ridership, including an evaluation of CommuterLink service. -In January 2020, the Agency secured grant funding to add off peak CommuterLink service in response to new residential developments, increasing nontraditional work hours and high travel demand on the main corridors linking south and north of western Riverside County. -The Agency will continue to market the additional service on billboards, Rider Alerts, Rider News, RTA Reader, Ride Guide, RTA website and via social media. TDA Evaluate plans for RTA facility growth that align with -Facility and service growth will be evaluated pending results from increased transit services in the southern section of the the Zero Emission Bus (ZEB) Analysis and Rollout Plan which is service area. estimated to be completed by July 2020. -The ZEB Analysis and Rollout Plan will alter the way RTA delivers service. -All service increases will be dependent on the financial implications of the ZEB implementation plan. 889 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 4.4 Open Projects Prior to FY2020/2021 Project Name SRTP Capital Project No's it c V y E E d - uu b0 c o cu Y u U Beg to End - Project Timeline Total Project Cost Unfunded Balance Vine St. Mobility Hub Hemet Mobility Hub Ops&Maint Facility 12-9, 15-11, 16-12 4 16-11, 18-9, 19-8 4 1 01/2017-12/2030 7,774,612 16-15, 17-9, 19-9 4 2 05/2019 - 09/2025 25,947,696 0 1 08/2019 - 05/2023 6,825,327 0 0 Maint Spare Components 12-7, 13-4, 17-4 7 2 06/2012- 06/2022 1,971,075 0 Scheduling Software 13-4, 19-7 5 1 05/2020 - 12/2021 1,800,000 0 14-5, 16-11, 17-3, 18- Associated Transit Improvements 4,19-5, 20-5, 20-7 8 2 09/2018 - 09/2021 3,683,981 2,834,316 ITS Enhancement/Expansion 14-7 5 1 10/2014 - 06/2020 25,914 0 Fareboxes 15-5, 19-10, 20-8 3 2 03/2019 - 07/2022 5,809,422 3,265,000 Facility Improvements 16-8, 17-7, 18-7, 19-6 4 2 04/2019 - 06/2022 3,126,954 0 Information System 16-9, 17-8, 18-8, 19-7 5 2 02/2019 - 06/2021 1,432,233 0 Misc Support Equipment 16-7, 17-6, 18-6 7 2 07/2019 - 06/2021 77,500 0 Tire Lease 19-4, 20-6 7 2 07/2019 - 06/2023 1,006,588 422,016 DAR Vehicles 17-2, 18-2, 19-2, 20-3 1 2 08/2019 - 12/2023 4,870,908 0 COFR Vehicles 16-1, 18-1, 19-1, 20-2 1 2 08/2019 - 12/2023 9,156,608 0 DO Revenue Vehicles 40ft Bus 19-11, 20-1 1 2 10/2019 - 06/2022 37,192,680 0 Support Vehicles 18-3, 19-3, 20-4 2 2 01/2020 - 12/2021 1,866,127 951,355 SGR 19-10, 20-8 4 2 Unknown 5,660,824 1,949,234 ICT Impacts 1, 4 2 01/2020 - 06/2021 250,000 250,000 18 118,478,450 9,671,921 Legend Project Elements: 1 Revenue Vehicle Purchase - FY 2 Non -Revenue Vehicle Purchase - FY 3 Vehicle Systems and Equipment - FY 4 Building, Land and Facilities - FY 5 Communication and Information Technology Systems - FY 6 Debt Service - FY 7 Maintenance - FY 8 Associated Transit Improvements - FY Funding Category: 1 Fully Funded 2 Partially Funded 890 Riverside Transit Agency RIVERSIDE TRANSIT AGENCY SHORT RANGE TRANSIT PLAN FY2020/2021 - FY2022/2023 Table 5 Riverside Transit Agency FY 2021- 2025 TUMF Expenditure Plan Fiscal Year FY 19-20 Prior Years Expenditures Expenditures through 6/30 (estimate) FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY24-25 Current Programmed Total Programmed Payments/Exp Phase Balance Original Programmed Phase Cost Forecast Revenuesi Estimated Carryover (as of 6/30) $ 2,070,629 $ 16,852,147 $ 975,000 $ 1,500,000 $ 19,219,195 $ 17,112,727 $ 1,500,000 $ 9,937,727 $ 1,500,000 $ 4,684,274 $ 1,500,000 $ 184,274 $ 25,897,777 $ 3,373,796 $ 59,799,222 Available Revenues Phase $ 18,922,776 $ 20,194,195 $ 18,612,727 $ 11,437,727 $ 6,184,274 1 $ 1,684,274 • Funded Expenditures Project RTA-0001 Hemet Mobility Hub ALL $4,275,988 $184,955 $ - $ 1,500,000 $ 1,500,000 $ 591,033 $ 500,000 $ - $ 4,091,033 $ (184,955) $ 4,275,988 RTA-0002 UCR Mobility Hubs'' ALL $5,445,000 $442,226 $ (442,226) $ - $ - $ - $ - $ - $ - $ - $ - RTA-0003 Promenade Mobility Hub ALL $1,692,797 $1,392,494 $ 145,807 $ - $ - $ - $ - $ - $ - $ (1,538,302) $ 1,538,302 RTA-0004 Associated Transit Enhancements Program ENH $1,940,437 $172,654 $ - $ 150,000 $ 175,000 $ 200,000 $ 300,000 $ 384,586 $ 1,209,586 $ (172,654) $ 1,382,240 RTA-0005 Long Range Planning ENH $600,000 $468,532 $ - $ 31,468 $ - $ - $ - $ 100,000 $ 131,468 $ (468,532) $ 600,000 RTA-0007 Vine Street Mobility Hub' ALL $3,630,000 $0 $ - $ 500,000 $ 2,000,000 $ 1,130,000 $ - $ - $ 3,630,000 $ - $ 3,630,000 RTA-0009 HQTC Improvements (former RapidLink Blue Line) ENH $1,500,000 $0 $ - $ - $ - $ 500,000 $ 1,000,000 $ - $ 1,500,000 $ - $ 1,500,000 RTA-0010 Regional Operations & Maintenance Facility ALL $30,251,000 $0 $ - $ 500,000 $ 5,000,000 $ 4,332,420 $ 1,200,000 $ - $ 11,032,420 $ - $ 11,032,420 RTA-0011 San Jacinto Mobility Hub ALL $200,000 $0 $ - $ 200,000 $ - $ - $ - $ - $ 200,000 $ - $ 200,000 RTA-0012 Revenue Vehicle Purchase - ZEBss ALL $10,264,000 $0 $ - $ 200,000 $ - $ - $ 3,000,000 $ 1,199,688 $ 4,399,688 $ - $ 4,399,688 Total Programmed Capital Improvements $ 26,194,195 $ (3,373,796) $ 29,567,991 Annual Capital Funded Expenditure $59,799,222 $3,670,215 $ (296,418) $ 3,081,468 $ 8,675,000 $ 6,753,453 $ 6,000,000 $ 1,684,274 Projected Funded Balance carryover $ 19,219,195 $ 17,112,727 $ 9,937,727 $ 4,684,274 $ 184,274 $ (0) FY 19-20 FY 20-21 FY 21-22 Summary Table FY 22-23 FY 23-24 FY 24-25 Available Revenue $ 18,922,776 $ 20,194,195 $ 18,612,727 $ 11,437,727 $ 6,184,274 $ 1,684,274 5-Year Avail Forecast/Cash 5-Year Programmed 5-Year Balance Programmed Phrases $ (296,418) $ 3,081,468 $ 8,675,000 $ 6,753,453 $ 6,000,000 $ 1,684,274 $25,897,776 $25,897,777 $0 Carryover Balance $ 19,219,195 $ 17,112,727 $ 9,937,727 $ 4,684,274 $ 184,274 $ (0) Notes: 1) Revenue increase to 3% for RTA due to Nexus Study, assumes 35% decrease in FY21 revenues due to the COVID-19 pandemic and flat revenues for FV22 through FY25. 2) Project is not moving forward. Removing from TUMF TIP and deprogramming funds. 3) $442,226 refunded by UCR for TUMF funds spent on A&E. 4) TUMF amount adjusted to reflect max allowed amount. 5) Project added from approved 2016 TUMF Nexus Study. 891 Appendix A: RTA SYSTEM MAP AND FIXED -ROUTE MAPS 892 ONTARIO L Route 204 continues to Montclair Transit Center. JURUPA ®" m MARLAY CHERRY Route 200 to San Bernardino Transit Center 14 200 Loma Linda University Medical Center + t PROSPECT O Loma Linda VA 4BARTON m Hospital LOMA LINDA SYSTEM MAP MAP NOT TO SCALE «Route 200 to Anaheim «R. ute205to Village at Orange RISW 1794 to South Coast Metro 0 0 METROUNK cc z CO POMONA 3 a /aNgl`o Country '49 • cc o > GRANITE HILLS 21 000 111 MISSION BLVD CANTO-GALLEANORANCH Amazon csEastvale �n MIRA LOMA GOODMAN ` LIMONITE 68TH ST EASTVACE CITRUS 15 3 Norco City Hall MARKET Norco Senior Center LAMPTON Norco College 3RD • •1 90 « COMMERCE Corona ' City Hall GRAND —_=91 111 6TH ST CORONA LOTH Corona Regional Medical Center 79y 3 6th 9 0 21 LIMONITE 49 204 JURUPA VALLEY The Pedley Metrolink Station O METROLINK \000 ARLINGTON NORCn CORONA TRANSIT CENTER GOLD LINE•1.3.205.206 CORONA CRUISER BLUE, RED METROLINK Boarding diagram pg 27 HIDDEN VALLEY Corona Transit Center . 200 205 6 1 6TH ST MDR Vintage Terrace Senior Community Y�O Canyon Community Church Park and Ride DOWNTOWN RIVERSIDE DETAIL 3265 THIRD ST FOURTH ST FIFTH ST I SIXTH ST 0 z 0 -1499 3824 1606 MARKET ST 3504- Fox Performing Arts Center 3258 CHESTNUT S 3506 1830 1190 1791 1 Q z 0 0 V in NINTH ST I TENTH ST 1- uJ cc 2 White Park ELEVENTH ST I- 0 z J TWELFTH ST THIRTEENTH ST 10 FOURTEENTH ST Riverside Community Hospital { 1141= 4609 Convention Center -1448 -3515 349111 Main St Mall SantognoRiver 15 F 9 9G La Sierra ? •Q\EQC• University 112 12 CA \tS��O, O.\ " CoronaHill�F� 0P 794' Mission Inn 205 206 91 1. y � GG ARLINGTON GOULD» F t.„ 15 21 15 Ea 13 13 County COUNTY Mental FARM ealth Galleria at Tyler HOLE FF9 ley 2 Kaiser Hospi HOME GARDENS CAJALCO T Fyjl, -*Dos Lagos DOS LAGOS 205 206 TEMESCAL CANYON 205 206 Tom's Farms ORANGE ST Main Library MISSION INN AV Omnitrans 215 — -3503 " 3502 GOLD LINE ury Hall 1148 = =1082 I119 I _ 4608 ®I 1081= + 2 uJ 2 731109 3501 . H1002, ki ___( 29 , i 1II11I1 Iwo ■m1� 00 \�°\PAP La Sierra Metrolink Station METROLINK 137 ®41) galCourt- house Detention ® Center 1— z 2 GIDLD LINE ®in Hall of Justice 1150 1446 11) MULBERRY ST 29 /`D 44, 1il T/(T O�y 49 60 QJ� 29 so" P�O���e\ eo CENTRAL 12 15 91 14 GALLERIA AT TYLER GOLD LINE• 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 18 Lake Mathews 12 13 JURUPA $J} 24TH 204 49 oo ARLINGTON WINE 200 10 14 2 SEE DOWNTOWN RIVERSIDE DETAIL Fj 30� 13 15 20 10 Broc 12 2 12 c0/D'JrR/4 Sse 2 STi SPRU RD ¢' ? : RTA 0 4 c uuEE 14 BOROUG MAS 3RD 204 fill UNIVERSITY MLK 13 Q 0 C TRAL 0 10 20 nArcade ARLINGTON RIVERSIDE TEMESCAL CANYON 205 206 Omnitrans 215 Omnitrans 215 County Administration Center CD =1445 1498 CD V) LLJ z 3494 B 3493 C 3511 D 3498 OMNI 3496 CD CD Omnitrans 215 1 CD 1 --1 91 CENTER E GRAND TERRACE HIGHGROVE Hunter Park Metrolink Station METROLINK HUNTERPARK/UCR METROLINK STATION 13.52•METPOLINK .0 2 BLAINE 16 'T .L <a UCR z, z m6, BIG SPRINGS ML KING 52 208 210 22 x 22 20 >- ® 60 16 208 CENTRAL � �09 CANYON CREST 27 MLK High VAN BUREN School WOODCREST CAJALCO gcr LAKE ELSINORE OUTLET . CENTER PARK & RIDE 8.9.205.206 210/SunLine 2 GO' 0 UNIVERSITY AV CEO 1 1085 I —1085 II —1085 IIKED 210/SunLine 220 u i SunLine 220 in Outlet Center BUS STOP NUMBER ® Brockton & 14th 0 z �22 210 LOCHM00 26 UCR & BANNOCKBURN GOLD LINE•1 •16.51 52.204 MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 30 0 w MANZANITA OLD LAKE RD a\P\R\SCE BOX SPRINGS 16 208 0 m z ALESSANDRO «MISSION METROUNK GROVE Moreno Valley March Field Social Metrolink Station Security Office 210 0 ostIol 16 • 0 • Moreno : Valle • Mall' 26 LYPTUS TOWNGATE 208 T MARCH JPA ORANGETERRACE MARIPOSA 21 ti/g9� Citrus Hills yq'y High School MEAD VALLEY 26 20 11 MORENO IRONWOOD m VALLEY HEMLOCK 1 o CENTERPOINT SUNNYMEAD TOWNGATE o "' FIR 18 City . Hall 6 VPN$\9‘c6k27 OLEANDER 41 RIDER — Mead Varey Community Center MEADOWBROOK Ike CACTUS MEYE March MORENO VALLEY/ MARCH FIELD METROLINK STATION COTTONWOOD 11 JFK 208 27 41 CAJALCO LAKE ELSINORE ROUTES SERVED & DIRECTION 14EB 1791 14WB 49EB 1790 3506 Brockton & University 1830 University & Brockton 3250 3265 Mission Inn & Brockton Mission Inn & Brockton 1081 1080 1149 1WB, 13WB, 15WB 1002 1EB, 13EB, 15EB 4600 Gold Line EB 4609 Gold Line WB gm Market & 10th 1WB, 13WB, 15WB 3503 13EB, 15EB 3504 1440 1606 1449 Market & 6th 12WB, 29EB Market & 3rd 12EB, 29WB PE University & Market Mead Valley Library SAN JACINTO Canyon Lake RAILROAD Imart ELLIS CC CO 210 3 • EUCALYPTUS 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 0 Point of Interest 0 Medical Facility Transfer Point Metrolink Station Interstate e State Highway Main Road Water 0 2020 Riverside Transit Agency. Effective Date: January 12, 2020 210 ALESSANDRO 19 CZ vn cC 19 CC 18 Riverside Med JFK GENTIAN IRIS -2 niversity 41 4 CACTUS 20 Moreno Colleg • 31 <, EUCALYPTUS Walmart RIVERSIDE UNIVERSITY MEDICAL CENTER 20.31.41 Kaiser Permanente Medical Center IRIS MORENO VALLEY COLLEGE PERRIS FAIRGROUND Star- CreSt MORGAN 208 SAN JACINT 41 RIDER ST O. CC CC 111 ORANGE CC MAY RANCH 30 WALNUT 19 Eki NUEVO 19 208 4TH ST o 74 00 PERRIS STATION TRANSIT CENTER • • 9.19.22.27.28.30.61 Boarding diagram pg 31 74 BONNIE DR 208 • South Perris Metrolink Station METROLINK SOUTH PERRIS METROLINK STATION CHERRY HILLS & BRADLEY 40.61.74 QUAIL VALLEY Fire Station 40 LAKE 40 74 CHAMBERS AV MCCALL 61 111 210 31 60 ROUTE 51 Crest Cruiser Trolley 51 • • UNIVERSITY VILLAGE 1.14.16.51.52 51 IOWA AT UNIVERSITY. 52.204 Post Office RIVERSIDE CHICAGO 22.51 Legend I Map not to scale (31 Transfer Point and Information 0 Trolley Stops • • • • • • Ce • 1.10.14.51.52 University Village Blaine UCR AT BANNOCKBURN GOLD LINE•1•16.51 52.204 411(.8411 • • 51 • • • UCR • CANYON CREST TOWNE CENTRE UCR EXCEED 4 208 10104 NEWPORT RD NEWPORT RD 40 RAILROAD CYN RD Canyon Lake City Hall <97 qfr Wildomar g Inland Valley = Medical Center 205 206 WILDOMAR MATTHEWS SUN CITY Menifee Valley Medical Center 28 74 LA PIEDRA RD 208 Menifee City Hall ROHRABACHER MURRIETA CLINTON KEITH 23 City Hall - & Senior FUN CENTER 23.202.205.206 3501 University & Lemon Gold Line WB, 1WB 1085 Inside Metrolink Station Board at Bay G 1085 3491 University & Market 1WB, 13WB, 14WB, 15WB, Inside Metrolink Station Board at Bay H 3490 1150 Vine & Metrolink Station Board at Bay D 29EB/WB, 49EB/WB 1140 3490 3207 1446 Orange & University 14th & Orange Grove In Vine & Metrolink Station Board at Bay C 3496 Vine & Metrolink Station Board at Bay F 200EB/WB OMNI Vine & Metrolink Station Board at Bay E Omnitrans 215 3494 Vine & Metrolink Station Board at Bay A 3493 Vine & Metrolink Station Board at Bay B 1EB/WB 205 20 SIMPSON 40 Mt. Co 61 208 Vis MURRIETh OTSPRING Walmart EQUITY &YNEZ 55.79.217 CO HEMET VALLEY MALL 74 n Jacinto ge-Menifee Loma Linda University Medical Center LINNEL 20 206 COUNTY CENTER 55.79.217 Temecula City Hall ers OLD TOWN 74 WINCHESTER 79 23 217 79 74 THOMPSON 79 SIMPSON DOMENIGONIPKWT 217 79 BENTON 217 79 79 MAGDAS COLORADOS CO French Valley Airport TECHNOLOGY 217 79 Promenade Mall PROMENADE MALL 23.24.55.61.79.202 205.206.208.217 31 28 Z' STAGECOACH City Hall PLAZA 210 Walmar 2ND CC 54,0 31 COMMERCE WAY» SAN JACINTO 42 EATON • COTTONWOOD FRUITVALE 33 42 MENLO OAKLAND 217 T 1 74 Hemet 31 Valley c, 79 Mall LA 33 217 THORNTO MUSTANG 217 FRENCH VP' SKY VIEW ALGRAVE AULD Southwest Justice Center TEMECULA Roo ovs 24 Community Center 24 Temecula Valley Hospital 32 HIGHLAND SPRINGS» 21 ENTEVR • —41 4414 3 42 33 217 79 AM STETSON ESP MM 32 CENTRAL ‘7. 32 ANADE WEALT MENLO OAKLAND THORNTON HEMET MT. SAN JACINTO COLLEGE 31.32.74.79.217 Mt. San Jacinto College,p City all MAIN 74 LATHO 32 32 42 EVANS 32 Walmart FLORIDA 33 cC CC 33 0,9 Soboba Casino 28 VALLE VISTA THORNTON EAST HEMET Avp PALM 74 Sunline 220 continues to Palm Desert ROUTE 55 Temecula Trolley • • • Ysabel • • HARVESTON • • EQUITY &YNEZ EQUITY DR 55.79.217 cc CctO COUNTY CENTER 55.79.217 55 • The Promenade at Temecula Palm Plaza Shopping Center Extended Stay America Best Abbott Western Legend I Map not to scale 0 Transfer Point and Information 0 Trolley Stops 41 Chaparral 55 041/ PROMENADE MALL 23.24.55.61.79.202 205-206.208.217 Temecula Walmart 0401. 24 24 REDHAWK FIFTEENTH ST LEGEND Stop Location Number (0 Route Numbers CW=Clockwise 10 01 University & Lemon Omnitrans 215 3824 Market & 4th 29EB 1002 University & Lemon 22NB, 29WB, 49WB, 204NB 3502 3409 Lemon & University 1085 Inside Metrolink Station Board at Bay I SunLine 220EB/W6 Mel 14th & Lime IA/ NJ,GIall Pechanga Resort • PEPPERCORN >> -Great Oak HS \E)Rt 217 continues to Escondido Transit Center RIDE GUIDE EFFECTIVE APRIL 5, 2020 UNTIL FURTHER NOTICE I EFECTIVO A PARTIR ABRIL 5, 2020 HASTA NUEVO AVISO SPECIAL EDITION i Riverside Transit Agency EFFECTIVE APRI 5, 2020 UNTIL FURTHER NOTICE EFECTIVOA PARTIR ABRIL 5, 2020 HASTA NUEVO AVISO (951) 565-5002 I RiversideTransit.com All buses are accessible to persons with disabilities. Todos los autobuses son accesibles a las personas incapacitadas. WELCOME ABOARD! BIENVENIDOS ABORDO! NEW SERVICE LEVELS HAVE BEGUN Due to the coronavirus pandemic, the Riverside Transit Agency has adjusted all routes and schedules until further notice. The service change scheduled for May 10 has been cancelled. We currently offer reduced service on 35 local fixed routes, five CommuterLink express routes and Dial -A -Ride service. Get details at RiversideTransit.com. • SUNDAY-LEVEL SERVICE 7 DAYS A WEEK: 1,3, 8, 9,10, 11,12, 13,14, 15,16, 18,19,20, 21, 22, 23, 24, 26, 27, 28, 29, 30, 31, 32, 33, 40, 41, 42, 49, 52, 61, 74, 79, 200. • TEMPORARILY DISCONTINUED ROUTES: GOLD LINE, 19A, 26, 50, 51, 55, 202, 210, 217. • REDUCED -SCHEDULE ROUTES: 204, 205, 206, 208. STAY INFORMED RiversideTransit.com - We recommend checking our website daily for service updates as your travel plans could be affected by temporary route and trip suspensions. iAlerts - Get email rider alerts and news delivered directly to your mobile device or computer. Signup free under the Newsroom section on our website. BusWatch & Transit App -Track your bus and get real- time bus information by downloading the BusWatch or Transit apps or by visiting RTABus.com. Facebook, Twitter, Instagram -Join us on social media. Customer Information Center - (951) 565-5002. The information center is open from 6 a.m. to 10 p.m. weekdays, and 8 a.m. to 10 p.m. weekends and holidays NUEVOS NIVELES DE SERVICIO HAN COMENZADO Debido a la pandemia de coronavirus, la Agencia de Transito de Riverside ha ajustado todas las rutas y horarios hasta nuevo aviso. El cambio de servicio programado para el 10 de mayo ha sido cancelado. Actualmente ofrecemos un servicio reducido en 35 rutas fijas locales, cinco rutas express CommuterLink y el servicio Dial -A -Ride. Obtenga detalles en RiversideTransit.com. • SERVICIO DE NIVEL DOMINGO 7 DIAS A LA SEMANA:1, 3, 8, 9,10,11,12,13,14,15,16,18,19, 20, 21, 22, 23, 24, 26, 27, 28, 29, 30, 31, 32, 33, 40, 41, 42,49,52,61,74,79,200. • RUTAS TEMPORALMENTE DISCONTINUADAS: GOLD LINE, 19A, 26, 50, 51, 55, 202, 210, 217. • RUTAS DE HORARIO REDUCIDO: 204, 205, 206, 208. MANTENTE INFORMADO RiversideTransit.com - Recomendamos que visite nuestro sitio web diariamente para obtener actualizaciones del servicio, ya que sus planes de viaje podrian verse afectados por la suspension temporal de rutas y viajes. iAlerts - Reciba alertas y noticias por correo electronico directamente en su dispositivo movil o computadora. Registrese gratis en la seccion de Noticias en nuestro sitio web. Aplicacion BusWatch & Transit - Rastrea to autobds y obten informacion en tiempo real descargando las aplicaciones BusWatch o Transit o visitando RTABus.com. Facebook, Twitter, Instagram - Unete a nosotros en las redes sociales. Centro de informacion al cliente - (951) 565-5002. El centro de informacion esta abierto de 6 a.m. a 10 p.m. de lunes a viernes y de 8 a.m. a 10 p.m. fines de semana y festivos. 895 RTA RIDE GUIDE - April 5, 2020 v04 11 TABLE OF CONTENTS Route information available in large print upon request. Phone Number Index RTA Services 4 Other Fixed -Route Services 4 RTA Information Customer Information Center 5 RTA Business Office 5 Lost and Found 5 How to Use Your Ride Guide Getting Started Service Animals and Pets Safety and Travel Tips Wheelchairs Transportation NOW Scooters and Bikes Surfboards/Boogie Boards Jury Duty Metrolink Passes Wi-Fi Service Reasonable Modification Policy Title VI of Civil Rights Act of 1964 ROUTE MAPS AND SCHEDULES RapidLink Gold Line I NO SERVICE I UCR, Downtown Riverside, Galleria at Tyler, Corona Transit Center 29 Route 11 UCR, Downtown Riverside, Riverside - Downtown Metrolink Station, Smith & 6th, W. Corona Metrolink 30 Route 31 Eastvale, Norco, Corona Transit Center, 10th & 6 Belle 33 6 6 7 7 7 8 8 8 8 8 8 Fares, Fare Categories, Passes, Tickets & ID Cards Definitions of Fare Categories 8 Types of Passes 9 Buying and Activating Your Pass 10 Mobile Ticketing: Bus Pass 0n Your Phone 10 Fixed -Route Fares 11 CommuterLink Fares 11 U-Pass, Go -Pass and City Pass Fares 11 Dial -A -Ride Fares 11 City Listing of Pass Outlets 12,13 Seccion en Espanol (Spanish Section) 14-20 Reduced Fare Identification 21 Boarding Diagrams Corona Transit Center 22 Galleria at Tyler Mall 23 La Sierra Metrolink Station 24 Moreno Valley Mall 25 Perris Station Transit Center 26 Riverside -Downtown Metrolink Station 27 Service Guide Route 8 I Lake Elsinore,Wildomar 35 Route 9 I Perris Station Transit Center, Lake Elsinore Outlet Center 37 Route 10 I Big Springs & Watkins, Downtown Riverside, Galleria at Tyler 39 Route 11 'Moreno Valley Mall, March ARB, Alessandro & Frederick 41 Route 12 I La Cadena & Stephens, Downtown Riverside, Corona Hills Plaza 43 Route 13 I Hunter Park/UCR Metrolink Station, Downtown Riverside, Galleria at Tyler 45 Route 14 1 Galleria at Tyler, Downtown Riverside, Loma Linda VA Hospital 47 Route 15 I Riverside -Downtown Metrolink Station, Downtown Riverside, Merced & Magnolia 49 Route 161 UCR, Moreno Valley Mall 51 Route 181 Sunnymead Ranch, Moreno Valley Mall, Moreno Valley College 54 Route 19 I Moreno Valley Mall, Perris Station Transit Center 56 Route 19A I NO SERVICE I Perris Station Transit Center, Trumble Rd 59 Route 20 'Magnolia & Elizabeth, Social Security Office, 28 Moreno Valley/March Field Metrolink Station, RUMC, Kaiser Permanente, Moreno Valley College 60 2 I RIVERSIDETRANSITAGENCY 896 Route 21 I Galleria at Tyler, Country Village via Jurupa Valley 62 Route 221 Downtown Riverside, Perris Station Transit Center 64 Route 23 I Temecula, Murrieta, Wildomar 66 Route 24 1 Temecula, Pechanga Resort 68 Route 261 NO SERVICE I Orangecrest, Moreno Valley/ March Field Metrolink Station, Moreno Valley Mall 70 Route 27 I Galleria at Tyler, Orangecrest, Perris Station Transit Center 71 Route 28 I Perris Station Transit Center, Hemet Valley Mall, Florida & Lincoln 73 Route 29 I Riverside -Downtown Metrolink Station, Downtown Riverside, Jurupa Valley, Eastvale 75 Route 30 I Weston & Strohm, Perris Station Transit Center, May Ranch 77 Route 311 Moreno Valley Mall, Beaumont, Banning, San Jacinto, Hemet Valley Mall 79 Route 321 Hemet Valley Mall, Mt. San Jacinto College - San Jacinto 81 Route 33 I Hemet -Sanderson, East Hemet 83 Route 40 I Lake Elsinore, Canyon Lake, Quail Valley, Menifee, Sun City 85 Route 41 I Mead Valley Comm. Center, RUMC 87 Route 421 Hemet Valley Mall, San Jacinto, Soboba Casino 89 Route 49 I Riverside -Downtown Metrolink Station, Downtown Riverside, Country Village, Fontana 91 Route 50 Jury Trolley I SUSPENDED UNTIL JURY TRIALS RESUME I Eden Lutheran Church, Riverside County Courthouse, Riverside 93 Route 51 Crest Cruiser I SUSPENDED UNTIL UCR CLASSES RESUME I UCR, Canyon Crest, Riverside 94 Route 52 I NO SERVICE I UCR, Hunter Park/UCR Metrolink Station. 95 Route 55 Temecula Trolley I SUSPENDED UNTIL TEMECULA SCHOOLS RESUME I Harveston, Promenade Mall, County Center Dr 96 Route 61 I Perris Station Transit Center, South Perris Metrolink Station, Sun City, Menifee, Murrieta, Temecula 97 Route 74I San Jacinto, Hemet, Winchester, Menifee, Sun City, South Perris Metrolink Station, Perris 99 Route 79 I San Jacinto, Hemet, Winchester, Temecula 101 Route 200 I San Bernardino Downtown Transit Center, Downtown Riverside, Riverside -Downtown Metrolink Station, Galleria at Tyler, La Sierra Metrolink Station, Village at Orange, Anaheim, Disneyland 103 Route 202 I NO SERVICE I Murrieta, Temecula, Oceanside Transit Center 105 Route 204 1 REDUCED SERVICE I UCR, Downtown Riverside, Country Village, Ontario Mills, Montclair Transcenter 106 Route 205/2061 REDUCED SERVICE I Temecula, Murrieta, Lake Elsinore Outlet Center Park and Ride, Tom's Farms, Dos Lagos, Corona Transit Center, Village at Orange 108 Route 208 1 REDUCED SERVICE I Temecula, Murrieta, South Perris Metrolink Station, Perris Station Transit Center, Moreno Valley Mall, UCR, Riverside -Downtown Metrolink Station, Downtown Riverside 111 Route 210 / SunLine Route 2201 NO SERVICE I Palm Desert, Thousand Palms, Beaumont Walmart, Moreno Valley, UCR, Riverside -Downtown Metrolink Station113 Route 2171 NO SERVICE I San Jacinto, Hemet, Temecula, Escondido 114 897 RTA RIDE GUIDE - Apri15, 2020 v04 13 PHONE NUMBER INDEX CUSTOMER INFORMATION CENTER (951) 565-5002 Information about bus routes, schedules, fares and to make a comment. Hours: weekdays 6 a.m. -10 p.m., weekends and holidays 8 a.m. -10 p.m. Deaf and Hard of Hearing TTY Bus Information 1-800-800-7825 California Relay 1-800-735-2929 LOST AND FOUND: RTA Lost and Found/Business Office, 1825 Third St., Riverside 92507 (951) 565-5000 RTA DIAL -A -RIDE SERVICES 1-800-795-7887 Type of Dial -A -Ride service varies by city. Please call or visit our website at RiversideTransit.com for availability of service in your city. Hours: weekdays 7 a.m. - 6 p.m., weekends 8 a.m. - 5 p.m. Deaf and Hard of Hearing TTY Dial -A -Ride 1-800-369-3610 California Relay 1-800-735-2929 Travel Training (951) 565-5002 Trip Cancellations (866) 543-4782 After Hours ETA Hotline (Toll free) (866) 543-4782 Cancel by e-mail cancel@RiversideTransit.com OTHER DIAL -A -RIDE SERVICES Banning Dial -A -Ride (951) 922-3252 Beaumont Dial -A -Ride (951) 769-8532 Care -A -Van (Hemet, San Jacinto) (951) 791-3572 Corona Dial -A -Ride (Seniors & the disabled only) (951) 734-7220 MoVan (Seniors & the disabled only) (800) 351-6571 Norco Senior Bus (951) 270-5647 Riverside Special Transportation (Seniors & the disabled only) (951) 687-8080 OTHER FIXED -ROUTE SERVICES Amtrak (Nationwide Rail Passenger Service) 1-800-872-7245 Coaster (Rail service in San Diego County) 1-800-COASTER or (619) 233-3004 Corona Cruiser (City of Corona bus service) (951) 734-9418 Foothill Transit (Service throughout San Gabriel Valley) 1-800-743-3463 Greyhound (Nationwide service) 1-800-231-2222 Metrolink (Rail Passenger Service) 1-800-371-5465 Los Angeles Metro (Red Line, Blue Line, MTA, etc.) (323) GO METRO Moreno Valley free neighborhood shuttle (877) 665-4623 MTS (San Diego County bus service) (619) 557-4555 North County Transit District (Service in North San Diego County) (760) 966-6500 OCTA (Service throughout Orange County) 1-800-636-7433 Omnitrans (Service throughout western San Bernardino County) 1-800-966-6428 Palo Verde Valley Transit (Service in the city of Blythe) (760) 922-1140 Beaumont Pass Transit (Service in Beaumont, Cherry Valley, Calimesa and part of Banning) (951) 769-8530 Banning Pass Transit (Service in Banning, Cabazon and small portions of Beaumont) (951) 922-3243 SunLine Transit (Service throughout Palm Springs and Coachella Valley) (800) 347-8628 NOTE: RTA operators can only provide RTA information. Please call the appropriate services with questions regarding other transportation services. RTA cannot be responsible for changed phone numbers. 898 4 RIVERSIDETRANSITAGENCY RTA INFORMATION CUSTOMER INFORMATION CENTER RTA's Customer Information Center is staffed with friendly clerks ready to assist you with information about bus schedules, routes, fares and pass outlet locations. The center also takes reports of bus stops that need cleaning or repairs and they document customer complaints and commendations. Please note that some complaints may need to be submitted in writing by postal mail, e-mail or via RTA's website, RiversideTransit.com. The center is open 6 a.m. to 10 p.m. weekdays and 8 a.m. to 10 p.m. weekends and most holidays. Call the Customer Information Center at (951) 565-5002. If you need help planning a trip, please be prepared to provide the following information to the customer information clerk: 1. The nearest street and main cross street of your starting point and destination, or address, not business name. 2. The time of day (a.m. or p.m.) you need to arrive. 3. Specify weekday or weekend schedule. The RTA Customer Information Center can only assist you with RTA information. For information on other transportation services, please refer to the phone number index on Page 4. RTA BUSINESS OFFICE RTA's business office is located at 1825 Third Street in Riverside and is accessible by using routes 10 and 13. Office hours are 8 a.m. to 5 p.m. Monday through Friday, and closed Saturdays, Sundays and holidays. Passes may be obtained from our Riverside office during business hours. You may pay using cash, check, MasterCard, Visa, Discover, or ATM card with a Visa or MasterCard logo. There is a $25 fee charged for all returned checks. You can also order passes securely on our website at RiversideTransit.com or through the Token Transit app. LOST AND FOUND RTA's Lost and Found is located at the RTA business office at 1825 Third Street, Riverside, or call (951) 565-5000 Monday to Friday between 8 a.m. to 5 p.m. Lost and Found items wit be held for five business days. 899 RTA RIDE GUIDE - Apri15, 2020 v04 15 HOW TO USE YOUR RIDE GUIDE The RTA Ride Guide contains route maps and timetables for all its fixed routes. Understanding how to use the route maps and timetables will allow you to use the Ride Guide to plan your trip. GETTING STARTED The first steps in planning your trip is to decide the starting point, where you want to go, and what day and time you want to travel. The RTA system map will help you determine which route or routes you will take. Once you have determined the route(s) you need, follow these simple steps to plan your trip using the Ride Guide: 1. On the route map, locate the beginning and ending point of your bus trip. 2. Locate the time point closest to your beginning and ending bus trip location. Time points are indicated on the route maps by a number inside a circle. NOTE: Each time point on the route map has a corresponding column on the timetable. Not all bus stops are indicated on the map and there are many bus stops between each time point. 3. Find the column on the correct timetable that corresponds with your selected time point. Be sure you are using the timetable for the correct day of the week and direction of travel. Read down the column below the time point to find the time closest to your desired departure. Time for stops between time points can be estimated by adding the amount of time it will take the bus to get from the previous time point to your stop. SERVICE ANIMALS AND PETS Service Animals The ADA defines a service animal as any guide dog, signal dog, or other animal individually trained to provide assistance to an individual with a disability. Service animals perform some of the functions and tasks that the individual with a disability cannot perform for him or herself. Some examples include: • Service animals can be guide dogs for the blind or visually impaired, signal dogs for the hearing impaired, or other types of animals that can be individually trained to work or perform tasks for an individual with a disability. • Service animals perform some of the functions and tasks that the individual with a disability cannot perform in their day-to-day activities. • A service animal must always be under the control of the owner or handler. • Service animals require no special tag, identification, certification, papers, harness, vest, cape, or pass. What is not a service animal? • Pets are not service animals. • Emotional support, therapy, comfort, and companion animals are not service animals, as they have not been trained to perform a specific job or task. These animals would not be afforded access rights under the ADA. Pets Small pets and non -service or guide animals are allowed only if owners comply with the following rules: 1. Small animals such as birds and cats must be secured in a commercially made pet carrier or cage that can be safely placed on the passenger's lap and does not require a separate seat. 2. Glass, breakable or homemade carriers are not permitted. 3. The animal must be completely enclosed within the pet carrier or cage at all times. 4. The pet carrier or cage must completely prevent the animal from escaping or physically contacting another passenger or of escape. 5. The pet carrier or cage must be constructed so that no bedding material or pet waste can exit. The animal must not interfere with, disrupt or disturb any service or guide animals on the vehicle. SAFETY TIPS • For safety reasons, RTA buses cannot stop at locations under construction or non -designated bus stops. • When exiting the bus, use sidewalks and crosswalks whenever possible. Never cross the street directly in front of the bus. TRAVEL TIPS • Arrive to your bus stop at least 10 minutes early. • No eating, drinking, smoking (including e-cigarettes), loud music or changing of clothes or diapers. • If you use a paper pass that has been activated, swipe it in the farebox rather than dipping it to prevent it from jamming in the farebox. 900 6 RIVERSIDETRANSITAGENCY " C a r r y - o n b a g s l i m i t e d t o t h r e e , m u s t f i t i n l a p n o t i n a i s l e . " P l e a s e r e f r a i n f r o m s h o u t i n g , u s i n g p r o f a n i t y , o f f e n s i v e l a n g u a g e o r t a l k i n g t o t h e o p e r a t o r w h i l e t h e b u s i s i n m o t i o n . " N o g r a f f i t i , a l c o h o l , d r u g s o r w e a p o n s o f a n y k i n d p e r m i t t e d o n t h e b u s . " P u s h t h e y e l l o w s t r i p b e t w e e n t h e w i n d o w s o r p u l l t h e c o r d t o s i g n a l y o u r s t o p p r i o r t o a r r i v a l . " A l l c u s t o m e r s s h o u l d r e m a i n s e a t e d u n t i l t h e b u s c o m e s t o a c o m p l e t e s t o p . " P l e a s e e x i t t h r o u g h t h e r e a r d o o r s , i f p o s s i b l e , t o s p e e d b o a r d i n g o f c u s t o m e r s . " F o l d - u p s e a t s a n d s e a t s d i r e c t l y b e h i n d t h e o p e r a t o r a r e i n t e n d e d f o r s e n i o r s a n d c u s t o m e r s w i t h d i s a b i l i t i e s . " K e e p y o u r b u s e s a n d b u s s t o p s c l e a n b y u s i n g t r a s h r e c e p t a c l e s . " P l e a s e k e e p y o u r f e e t o f f t h e s e a t s . " S h i r t s a n d s h o e s m u s t b e w o r n a t a l l t i m e s . " S h o p p i n g c a r t s a n d s t r o l l e r s s h o u l d b e f o l d e d p r i o r t o b o a r d i n g t h e b u s . W a l k e r s s h o u l d b e f o l d e d p r i o r t o t a k i n g y o u r s e a t . C u s t o m e r s s e a t e d i n t h e f r o n t o f t h e b u s w h o a r e u n a b l e t o c o l l a p s e t h e i r f o l d a b l e s h o p p i n g c a r t s m a y b e a s k e d t o m o v e t o a n o t h e r a r e a o f t h e b u s t o k e e p a i s l e s , d o o r s a n d s t e p s d e a r t o f a c i l i t a t e s a f e b o a r d i n g s a n d w h e e l c h a i r t i e - d o w n s . W H E E L C H A I R S T o e n s u r e p r o p e r f a s t e n i n g o f t h e c h a i r d u r i n g t r a v e l , p l e a s e l i m i t t h e n u m b e r o f c a r r y - o n b a g s s t o w e d i n t h e b a c k o f t h e c h a i r . T o a v o i d i n j u r y t o y o u r s e l f a n d o t h e r c u s t o m e r s , p l e a s e r e m o v e a n y p r o t r u d i n g o b j e c t s s u c h a s f l a g p o l e s a n d r e f l e c t o r s w i t h s h a r p p o i n t s . B e a w a r e t h a t R T A b u s e s d e p l o y a w h e e l c h a i r r a m p / l i f t f o r e a s y b o a r d i n g a n d a l i g h t i n g . W h e n t h e r a m p / l i f t i s d e p l o y e d , t h e b u s w i l l e m i t a b e e p i n g s o u n d . W h e n e x i t i n g t h e r e a r d o o r s , l i s t e n f o r t h e b e e p i n g s o u n d a n d b e o b s e r v a n t o f t h e r a m p t o a v o i d i n j u r i e s . W h e e l c h a i r s a n d e l e c t r i c m o b i l i t y s c o o t e r s a r e a l l o w e d o n t h e b u s a s l o n g a s t h e y d o n o t e x c e e d 3 0 i n c h e s w i d e a n d 5 1 i n c h e s l o n g a n d t h e c o m b i n e d w e i g h t d o e s n o t e x c e e d 8 0 0 p o u n d s . F o r y o u r s a f e t y , p l e a s e t u r n o f f t h e p o w e r t o y o u r m o b i l i t y d e v i c e w h i l e t h e d r i v e r f a s t e n s t h e s a f e t y h a r n e s s a n d d u r i n g t h e e n t i r e t r i p . R e f r a i n f r o m r e m o v i n g w h e e l c h a i r o r s c o o t e r s e c u r e m e n t u n t i l y o u r e a c h y o u r d e s t i n a t i o n a n d t h e b u s c o m e s t o a c o m p l e t e s t o p . P l e a s e u s e t h e b u s s e a t s w h e n e v e r p o s s i b l e . R T A i s p l e a s e d t o o f f e r t e t h e r s t r a p s f o r w h e e l c h a i r s a n d s c o o t e r s . C a l l ( 9 5 1 ) 5 6 5 - 5 0 0 2 t o s c h e d u l e a n a p p o i n t m e n t . T R A N S P O R T A T I O N N O W S i n c e i t s i n c e p t i o n i n 1 9 9 2 , T r a n s p o r t a t i o n N O W h a s b e e n a p r o u d a d v o c a t e a n d e n t h u s i a s t i c a l l y o f p u b l i c t r a n s p o r t a t i o n i n R i v e r s i d e C o u n t y . M e m b e r s o f t h e p u b l i c a r e i n v i t e d t o a t t e n d a n y o f t h e g r o u p ' s s i x c h a p t e r s : G r e a t e r R i v e r s i d e , H e m e t / S a n J a c i n t o A r e a , M o r e n o V a l l e y / P e r r i s , N o r t h w e s t , S a n G o r g o n i o P a s s a n d S o u t h w e s t . F o r m o r e i n f o r m a t i o n o r t o j o i n a c h a p t e r , c a l l E r i c U s t a t i o n a t ( 9 5 1 ) 5 6 5 - 5 2 5 0 o r e m a i l a t e u s t a t i o n @ r i v e r s i d e t r a n s i t . c o m . B I K E A N D R I D E E v e r y R T A b u s h a s a b i c y c l e r a c k c a p a b l e o f h a n d l i n g a t l e a s t t w o b i k e s w i t h s t a n d a r d b i k e t i r e s . B i k e s a r e a c c e p t e d o n a f i r s t - c o m e , f i r s t - s e r v e d b a s i s . P a s s e n g e r s w i s h i n g t o t r a n s p o r t b i k e s s h o u l d f i r s t n o t i f y t h e c o a c h o p e r a t o r t h a t t h e y a r e l o a d i n g o r u n l o a d i n g a b i k e b e f o r e a p p r o a c h i n g t h e b i k e r a c k . W h e n l o a d i n g y o u r b i c y c l e i n t h e b i k e r a c k : N O T E : F o r y o u r s a f e t y , l o a d i n g a n d u n l o a d i n g o f b i c y c l e s s h o u l d b e d o n e f r o m t h e c u r b s i d e o f t h e b u s . " W a i t f o r t h e b u s t o c o m e t o a c o m p l e t e s t o p b e f o r e l o a d i n g y o u r b i c y c l e . " B i c y c l e s m u s t n o t e x c e e d 5 5 1 b s . " L o o s e a r t i c l e s m u s t b e r e m o v e d f r o m b i c y c l e b e f o r e b e i n g p l a c e d o n t h e b i k e r a c k . " B i c y c l e h a n d l e b a r s o r b a s k e t s m u s t n o t o b s t r u c t d r i v e r ' s v i e w . " F o l d a b l e b i c y c l e s ( n o n - m o t o r i z e d ) n o l a r g e r t h a n 2 8 " X 2 0 " X 1 1 " a r e a l l o w e d o n b o a r d ( u n d e r t h e s e a t ) . " T h e c o a c h o p e r a t o r h a s t h e d i s c r e t i o n t o d e n y f o l d a b l e b i c y c l e s a n d i t e m s w h i c h c a n n o t b e r e a s o n a b l y a n d s a f e l y s t o r e d u n d e r t h e s e a t o r s a f e l y o n t h e e x t e r i o r b i k e r a c k . " T a n d e m a n d t r i - c y c l e b i k e s a r e n o t a l l o w e d . " P l e a s e r e m e m b e r , y o u a r e r e s p o n s i b l e f o r t h e l o a d i n g a n d u n l o a d i n g o f y o u r b i c y c l e . " W h e n d e p a r t i n g t h e b u s , e x i t t h r o u g h t h e f r o n t d o o r , a n d l e t t h e c o a c h o p e r a t o r k n o w y o u ' r e r e m o v i n g y o u r b i c y c l e f r o m t h e r a c k . " R T A i s n o t r e s p o n s i b l e f o r T o s s o r d a m a g e t o b i c y c l e s . B a t t e r y - p o w e r e d b i c y c l e s a n d s c o o t e r s a r e a l l o w e d o n R T A b u s e s : " C u s t o m e r s a r e a l l o w e d t o p l a c e e l e c t r i c b i c y c l e s w i t h s e a l e d g e l , l i t h i u m I o n o r N i C a d b a t t e r i e s i n t h e b i k e r a c k a s l o n g a s t h e y f i t s a f e l y i n t h e b i k e r a c k a n d h a v e s t a n d a r d t i r e s . ( M u s t a l s o m e e t t h e b i c y c l e r e q u i r e m e n t s l i s t e d a b o v e . ) 9 0 1 R T A R I D E G U I D E - A p r i 1 5 , 2 0 2 0 v 0 4 1 7 " C u s t o m e r s a r e a l l o w e d t o c a r r y o n t h e b u s e l e c t r i c s c o o t e r s w i t h s e a l e d g e l , l i t h i u m I o n o r N i C a d b a t t e r i e s a s l o n g a s t h e y c a n b e f o l d e d a n d f i t u n d e r y o u r s e a t o r o n y o u r l a p . T h e f o l l o w i n g i t e m s a r e n o t a l l o w e d o n R T A b u s e s : " C u s t o m e r s a r e n o t a l l o w e d t o b r i n g o n b o a r d t h e b u s i t e m s s u c h a s u s e d g a s o l i n e c a n s , c a r b a t t e r i e s , h o v e r b o a r d s , g a s - p o w e r e d v e h i c l e s , o r o b j e c t s t o o l a r g e t o f i t u n d e r p a s s e n g e r s e a t s . " E l e c t r i c b i k e s w i t h l i q u i d l e a d a c i d b a t t e r i e s a r e n o t p e r m i t t e d i n t h e b i k e r a c k n o r a r e g a s - p o w e r e d b i k e s . S U R F B O A R D S / B O O G I E B O A R D S S u r f b o a r d s a n d b o o g i e b o a r d s n o l o n g e r t h a n s i x f e e t a n d w i t h a m a x i m u m 4 " s k e g a r e p e r m i t t e d o n b u s e s , p r o v i d e d t h e y a r e e n c l o s e d i n a b a g , c a n b e p o s i t i o n e d i n f r o n t o f t h e c u s t o m e r w h i l e t h e b u s i s i n m o t i o n a n d d o n o t t a k e u p a n a d d i t i o n a l s e a t . J U R Y / G R A N D J U R O R S D U T Y A l l j u r o r s s u m m o n e d t o s e r v e i n R i v e r s i d e C o u n t y c o u r t h o u s e s a r e a b l e t o r i d e f o r f r e e o n a l l R T A b u s e s w h i l e o n a c t i v e j u r y d u t y b y s h o w i n g t h e i r c u r r e n t a n d v a l i d j u r o r s u m m o n s b a d g e t o t h e c o a c h o p e r a t o r . M E T R O L I N K P A S S E S R T A w i l l a c c e p t v a l i d M e t r o l i n k p a s s e s o r t i c k e t s f o r t h e f u l l f a r e o n r o u t e s t h a t s e r v e M e t r o l i n k s t a t i o n s d u r i n g t h e p e r i o d f r o m o n e h o u r b e f o r e t o o n e h o u r a f t e r M e t r o l i n k ' s s e r v i c e h o u r s . T h e M e t r o l i n k p a s s o r t i c k e t s m u s t b e v a l i d o n t h e d a y o f t r a v e l a n d p a s s - h o l d e r s m u s t d i s e m b a r k a t t h e M e t r o l i n k S t a t i o n . W I - F I S E R V I C E F r e e w i r e l e s s I n t e r n e t a c c e s s ( W i F i ) i s a v a i l a b l e t o R T A c u s t o m e r s o n a l l b u s e s . T h e a v a i l a b i l i t y , r e l i a b i l i t y , u p t i m e a n d s p e e d o f t h e s e r v i c e s a r e n o t g u a r a n t e e d b y R T A . N O S M O K I N G O F A N Y K I N D A B O A R D R T A B U S E S A l l R i v e r s i d e T r a n s i t A g e n c y b u s e s a n d s t a t i o n s a r e e n t i r e l y n o n - s m o k i n g . T h i s i n c l u d e s c i g a r e t t e s , c i g a r s a n d e l e c t r o n i c s m o k i n g d e v i c e s s u c h a s e l e c t r o n i c c i g a r e t t e s . T h e s m o k i n g o f m a r i j u a n a o r i n g e s t i o n o f c a n n a b i s p r o d u c t s f o r a n y p u r p o s e i s a l s o p r o h i b i t e d , a n d s e a l e d c o n t a i n e r s a r e r e q u i r e d f o r t h e t r a n s p o r t a t i o n o f a n y c a n n a b i s - r e l a t e d p r o d u c t . R E A S O N A B L E M O D I F I C A T I O N P O L I C Y T h e R i v e r s i d e T r a n s i t A g e n c y i s c o m m i t t e d t o p r o v i d i n g s a f e , r e l i a b l e , c o u r t e o u s , a c c e s s i b l e a n d u s e r - f r i e n d l y s e r v i c e s t o i t s c u s t o m e r s . T o e n s u r e e q u a l i t y a n d f a i r n e s s , R T A i s c o m m i t t e d t o m a k i n g r e a s o n a b l e m o d i f i c a t i o n s t o i t s p o l i c i e s , p r a c t i c e s a n d p r o c e d u r e s t o a v o i d d i s c r i m i n a t i o n a n d e n s u r e p r o g r a m s a n d s e r v i c e s a r e a c c e s s i b l e t o i n d i v i d u a l s w i t h d i s a b i l i t i e s . R e q u e s t s f o r m o d i f i c a t i o n s c a n b e m a d e b y c a l l i n g R T A a t ( 9 5 1 ) 5 6 5 - 5 0 0 2 o r e m a i l i n g c o m m e n t s @ r i v e r s i d e t r a n s i t . c o m . N O T I F I C A T I O N O F P U B L I C R I G H T S U N D E R T I T L E V I O F T H E C I V I L R I G H T S A C T O F 1 9 6 4 T h e R i v e r s i d e T r a n s i t A g e n c y o p e r a t e s i t s p r o g r a m s a n d s e r v i c e s w i t h o u t r e g a r d t o r a c e , c o l o r a n d n a t i o n a l o r i g i n i n a c c o r d a n c e w i t h T i t l e V I o f t h e C i v i l R i g h t s A c t o f 1 9 6 4 . A n y p e r s o n w h o b e l i e v e s s h e o r h e h a s b e e n a g g r i e v e d b y a n y u n l a w f u l d i s c r i m i n a t o r y p r a c t i c e u n d e r t h e T i t l e V I m a y f i l e a c o m p l a i n t . F o r m o r e i n f o r m a t i o n o n t h e R i v e r s i d e T r a n s i t A g e n c y ' s c i v i l r i g h t s p r o g r a m a n d t h e p r o c e d u r e s t o f i l e a c o m p l a i n t , c o n t a c t ( 9 5 1 ) 5 6 5 - 5 0 0 2 , e m a i l c o m m e n t s @ r i v e r s i d e t r a n s i t . c o m , o r v i s i t o u r a d m i n i s t r a t i v e o f f i c e a t 1 8 2 5 T h i r d S t r e e t , R i v e r s i d e , C A 9 2 5 0 7 . I f i n f o r m a t i o n i s n e e d e d i n a n o t h e r l a n g u a g e , c o n t a c t ( 9 5 1 ) 5 6 5 - 5 0 0 2 . F A R E S , F A R E C A T E G O R I E S , P A S S E S a n d T I C K E T S a n d I D C A R D S D E F I N I T I O N S O F F A R E C A T E G O R I E S A N D I D E N T I F I C A T I O N G e n e r a l A l l c u s t o m e r s e x c e p t t h o s e w h o m e e t t h e q u a l i f i c a t i o n s f o r y o u t h , s e n i o r , d i s a b l e d o r c h i l d f a r e c a t e g o r i e s . N o i d e n t i f i c a t i o n i s r e q u i r e d f o r G e n e r a l f a r e s . Y o u t h F i r s t g r a d e t h r o u g h 1 2 t h g r a d e o n l y . C o l l e g e s t u d e n t s p a y G e n e r a l f a r e . Y o u t h f a r e s a r e i n e f f e c t a t a l l t i m e s . A p p r o p r i a t e I D m u s t b e s h o w n e a c h t i m e y o u b o a r d a b u s t o r e c e i v e t h e Y o u t h f a r e . S c h o o l - i s s u e d p i c t u r e I D c a r d s a r e a p p r o p r i a t e i d e n t i f i c a t i o n . R T A a l s o o f f e r s Y o u t h i d e n t i f i c a t i o n c a r d s t o a n y o n e i n g r a d e s 1 9 0 2 8 R I V E R S I D E T R A N S I T A G E N C Y through 12. AYouth ID card costs $2. Call (951) 565-5002 for more information on how to obtain one. Senior / Disabled / Medicare Any person who meets RTA disability requirements, presents a valid Medicare card, Veteran ID or seniors age 60 or above are eligible for a discounted fare on all RTA fixed -route services. Medi-Cal cards will not be accepted. Customers must show appropriate ID each time they board a bus to receive the discounted fare. RTA issued photo ID cards are available for senior and disabled customers. To receive a Disabled ID card, individuals must present a disabled application form completed by a doctor or licensed health care professional or one of the following as proof of disability: Medicare Identification Card, Department of Motor Vehicles Disabled Person Placard Identification Card receipt, Braille Institute Identification Card, Disabled Veteran Service -Connected Identification Card, or a Social Security Disability Income Award Letter with proof of disability. Please bring the proper documentation and a photo ID to the Family Services Association, 8172 Magnolia Ave., on the second Tuesday of each month between 9 a.m. and 11 a.m. to receive your identification card. There will be a cost of $2 for the card. If you have any questions, please call (951) 565-5002. Applications are available at the RTA business office, on ourwebsite at RiversideTransit.com or by calling our Customer Information Center at (951) 565-5002. Veteran Any person who meets RTA Veteran requirements, presents a valid U.S. Department of Veterans Affairs issued ID card or a U.S. Uniformed Services ID card indicating retired status. Customers must show appropriate ID each time they board a bus to receive the discounted fare. RTA-issued photo ID cards are available for veteran customers. Please call (951) 565-5002 for the location and time to obtain your ID card. There is a $2 fee for the ID card. To receive a Veteran ID card, individuals must present a Department of Defense Form 214 and a picture ID. RTA also recognizes the Omnitrans Military Veteran Identification (issued by County of San Bernardino Department of Veteran Affairs). Active Duty Military, Police and Fire Personnel Any person who meets RTA active duty military, police or fire personnel requirements rides free on RTA fixed - route buses. Active duty military personnel must wear the appropriate uniform at the time of boarding or present to the driver a valid U.S. Uniformed Services ID card indicating active service or a Common Access card indicating uniformed services or active duty. Police and fire personnel must be in full uniform at the time of boarding. Customers must wear the appropriate uniform or show appropriate ID each time they board a bus to receive the discounted fare. Child Height -based: 46"tall or under. Must be accompanied by a full -fare paying customer. ADA The RTA Americans with Disabilities Act (ADA) ID card is for persons who have been specially certified through the RTA ADA Certification process. This ID may qualify you for priority service on any RTA Dial -A -Ride, Corona Dial -A -Ride, Riverside Special Transportation and Beaumont Dial -A -Ride. If your ADA card indicates that you require the assistance of a personal care attendant, the attendant may ride for free. To become ADA certified, you are required to complete an application and provide a Healthcare Professional Verification form. This ID must be renewed every four years. For more information, call (951) 565-5002. Commuter Routes Routes 200, 202, 204, 205, 206, 208, 210 and 217 are commuter routes with fares of $3.50 for general and youth and $2.75 for senior/disabled. Persons may also buy a Plus+Pass which may be used on both local fixed routes and CommuterLink express routes. TYPES OF PASSES RTA uses electronic fareboxes in all buses and standard fareboxes in Dial -A -Ride buses. The electronic fareboxes accept coins, cash and paper tickets and passes, as well as mobile tickets and passes. Passes are the size of a credit card, printed on sturdy paper with a magnetic stripe on the back. Rather than showing your pass to the driver, you will swipe your pass in thefarebox similar to using an ATM card. For cash fares, please use exact fare only. No change will be issued from either the fareboxes or the drivers. To avoid delays, use quarters instead of smaller coins. 1-Day, 7-Day and 30-Day passes are available through the mail, at RTA headquarters, at some pass outlets or at RiversideTransit.com. 1-Day passes may also be purchased on the bus. 903 RTA RIDE GUIDE - ApriI5, 2020 v04 19 1-Day Pass 1-Day passes are designed for the occasional rider who needs to transfer often. Customers may purchase a Local 1-Day Pass, valid on local fixed routes and RapidLink only, or a Local+CommuterLink 1-Day Pass valid on all local, RapidLink and commuter routes. The 1-Day Pass is good for unlimited travel on the day the pass is first used. Your 1-Day Pass will be validated by the farebox and the effective date will be printed on the back of the pass. Please verify that the correct date has been printed. 1-Day passes are not transferable to another day and there are no refunds or exchanges for lost or stolen passes. Use of a Senior/Disabled/Medicare or Veteran 1-Day Pass requires proper identification each time you board a bus. 1-Day Passes are not accepted on Dial -A -Ride. 7-Day Pass The 7-Day Pass is designed to provide an affordable alternative to RTA's monthly pass. Customers may purchase a Local 7-Day Pass, valid on local fixed routes and RapidLink only. The 7-Day Pass must be used over a consecutive seven-day period beginning after first use. The 7-Day Pass is not sold on the bus and is only available by presale. 7-Day passes are not valid on Dial - A -Ride or CommuterLink services. 30-Day Pass 30-Day passes are ideal for customers who travel often on the RTA bus system. Customers may purchase a Local 30-Day Pass, valid on local fixed routes and RapidLink, or a Local+CommuterLink 30-Day Pass valid on all local, RapidLink and commuter routes. The 30-Day Pass must be used overa consecutive 30-day period beginning after first use. The 30-Day Pass is not sold on the bus and is only available by presale. Dial -A -Ride Tickets Dial -A -Ride tickets are sold in books often. You will be required to present a ticket each time you board a Dial -A -Ride bus. Some trips may require more than one ticket. Dial -A -Ride tickets are only valid on RTA Dial -A -Ride buses and not valid on local fixed route, CommuterLink or other transit agency buses. BUYING AND ACTIVATING YOUR PASS 7-Day and 30-Day passes are not sold on the bus. They may be purchased at a number of outlets throughout the county, through the mail or securely on our website at RiversideTransit.com. For the location of a pass sales outlet near you call (951) 565-5002 or see pages 12 and 13. Remember, passes are not refundable and are not accepted on Dial -A -Ride. When you purchase your 1-Day, 7-Day or 30-Day Pass, it will not be activated. You must activate the pass on the bus the first time you use it. To activate, insert the pass (printed side facing you with the arrow pointing down) in the activation slot on the top left side of the farebox. The farebox will print the effective dates on the back of the pass. Then, all you have to do is swipe your pass on all other buses you board and ride. MOBILE TICKETING: BUS PASS ON YOUR PHONE Riding RTA just got easier. Now you can buy RTA passes on your smartphone. The Token Transit app makes paying your fare a breeze! There's no need to carry cash. No need to wait in line to buy a pass. And no need to search for your bus pass buried in your wallet. Simply board the bus, tap your phone and go! Customers can purchase RTA 1-Ride, 1-Day, 7-Day and 30-Day passes from anywhere! Passes can be purchased for immediate use, or if you're planning ahead, they can be stored on Token Transit app for future trips on all RTA fixed - route buses. Three simple steps to paying with your smartphone. 1. Get the Token Transit app at TokenTransit.com/app. 2. Buy your RTA bus pass. 3. When you board the bus, make sure the app is open and the pass is visible, place the phone over the validator and wait for the beep. 10 I RIVERSIDETRANSITAGENCY 904 LOCAL FIXED -ROUTE FARES Fare Categories (includes RapidLink) Base Fares Day Pass* 7-Day Pass* 30-Day Pass* General $1.75 $5 $20 $60 Youth (grades 1-12)** $1.75 $5 $20 $45 Senior/Disabled— 75( $2.50 $20 $30 Medicare Card Holder** 75( $2.50 $20 $30 Veteran** 75C $2.50 $20 $30 Child (46"tall or under) COMMUTERLINK FARES Fare Categories 50( N/A + LOCAL N/A (includes N/A RapidLink) 30-Day Pass Base Fares COMMUTERLINK Day Passes General $3.50 $10 $95 Youth (grades 1-12)** $3.50 $10 $95 Senior/Disabled— $2.75 $7 $70 Medicare Card Holder* $2.75 $7 $70 Veteran** $2.75 $7 $70 Child (46^tall or under) $2.75 U-Pass, Go -Pass, Active Jurors, Active Duty Military, N/A Police, Fire Personnel and N/A City Pass I RIDE FREE U-Pass: UC Riverside, Cal Baptist University, La Sierra University Go -Pass: Riverside City College, Moreno Valley College, Mt. San Jacinto College, Norco College City Pass: All City of Riverside employees DIAL -A -RIDE FARES I Not accepted on Fare Categories fixed -route buses Base Fares 10-Ticket Books Senior/Disabled $3.50 - $10.50 $35 Medicare Card Holder $3.50 - $10.50 $35 Child (46^tallorunder) 75C N/A * Accepted as base fare. CommuterLink trips require an additional $2 (senior/disabled) or $1.75 (general) per trip. ** If you plan to use a senior, disabled, Medicare, veteran or youth discounted fare, you must show proper ID each time you board the bus. You must also show proper ID to purchase discounted passes at retail outlets. For a list of accepted forms of identification, see Page 22. 905 RTA RIDE GUIDE - April 5,2020 v04 I11 PASS OUTLETS RTA's passes are good for base fare on all fixed -route buses. Passes are not accepted on Dial -A -Ride. WE RECOMMEND THATYOU (ALL THE PASS OUTLET TO DETERMINE TYPES OF AVAILABLE PASSES. BEAUMONT Beaumont City Hall 550 E. 6th St. Beaumont, CA 92223 (951) 769-8520 CORONA Circle K 13120 Magnolia Ave. Corona, CA 91720 (951) 737-8476 Corona Public Library 650 S. Main St. Corona, CA 92882 (951) 736-2381 GLEN AVON Tony K Market 6104 Mission Blvd. Riverside, CA 92509 (951) 369-0108 HEMET Chip's Liquor 1207 W. Florida Ave. Hemet, CA 92543 (951) 658-5136 Hemet Public Library 300 E Latham Ave. Hemet, CA 92543 (951) 765-2440 X-Press Cash'til Payday 1799 E. Florida Ave. Hemet, CA 92544 (951) 925-6166 HOMELAND Highway 74 Market 31190 Hwy. 74 Homeland, CA 92548 (951) 926-4233 JURUPA VALLEY City Hall 8304 Limonite Ave. Ste. M. Jurupa Valley, CA 92509 (951) 332-6464 LAKE ELSINORE City of Lake Elsinore 130 S. Main Street Lake Elsinore, CA 92530 (951) 674-3124 Lake Elsinore Senior Activity Center 420 E. Lakeshore Dr. Lake Elsinore, CA 92530 (951) 674-2526 MENIFEE Menifee City Hall 29714 Haun Road Menifee, CA 92586 (951) 672-6777 MORENO VALLEY Fastrip Food Store 23991 Sunnymead Blvd. Moreno Valley, CA 92553 (951)243-5104 Liquor + Food Mart 23080 Alessandro Blvd., Ste. 208 Moreno Valley, CA 92553 (951) 697-4888 Mel's Liquor 14051 Indian St., Ste. 0 Moreno Valley, CA 92553 (951) 924-5534 Moneytree (Inside Food 4 Less) 24440 Alessandro Blvd. Moreno Valley, CA 92553 (951) 243-3876 Moreno Valley Chamber of Commerce 12625 Frederick St., Ste. E3 Moreno Valley, CA 92553 (951) 697-4404 MURRIETA City of Murrieta 1 Town Square Murrieta, CA 92562 (951) 304-2489 PERRIS La Favorita Supermarket 546 lndian Hills Circle, Ste. B Perris, CA 92570 (951)443-4379 One Stop Store 406 S. D St. Perris, CA 92570 (951) 940-5177 City of Perris 101 North D St. Perris, CA 92570 (951) 943-4610 RIVERSIDE AK Market 6411 Brockton Ave Riverside, CA 92506 (951) 276-8333 Angel Eyes Smoke Shop Plus 4024 Mission Inn Ave. Riverside, CA, 92501 (951) 686-2159 City of Riverside Utilities Plaza 3901 Orange St. Riverside, CA 92501 (951)826-5311 Discounted passes for City of Riverside residents only. City of Riverside Customer Resource Center 3025 Madison St. Riverside, CA 92504 (951) 826-5311 Discounted passes for City of Riverside residents only. Community Access Cntr. 6848 Magnolia Ave., Ste. 150 Riverside, CA 92506 (951) 274-0358 TTY (951) 274-0834 Continental Currency Services Inc. 1788 University Ave., Ste. 116 Riverside, CA 92507 (951) 686-3223 12I RIVERSIDE TRANSIT AGENCY 906 Friendly Liquor 3962 University Ave. Riverside, CA 92501 (951) 787-9224 Jimenez Ranch Market 5600 Mission Blvd. Riverside, CA 92509 (951) 782-8037 Moneytree (Inside Food 4 Less) 4250Van Buren Blvd. Riverside, CA 92503 (951) 343-9680 Riverside Transit Agency 1825 Third St. Riverside, CA 92507 (951) 565-5000 RUBIDOUX Smart Buy Cigarette Shop 5675 Mission Blvd. Rubidoux, CA 92509 (951)369-1143 SAN BERNARDINO Omnitrans — San Bernardino Transit Center 599 W. Rialto Ave. San Bernardino, CA 92411 (800) 966-6428 SAN JACINTO Fastrip Food Store 692 S. San Jacinto Avenue San Jacinto, CA, 92583 (951) 654-4809 TEMECULA The Customer Service Experts The Promenade Mall 40820 Winchester Rd. Temecula, CA 92591 (951) 296-0975 Temecula Valley Chamber of Commerce 26790 Ynez Ct. Temecula, CA 92591 (951) 676-5090 Temecula Valley Convention and Visitors Bureau 28690 Mercedes Street Temecula, CA 92590 (951) 491-6085 WILDOMAR City Hall 23873 Clinton Keith Rd., Suite 201 Wildomar, CA 92595 (951) 677-7751 SCHOOLS / COLLEGES Students may purchase bus passes at their school offices at the following schools. Citrus Hill High School ASB Office 18150 Wood Rd. Perris, CA 92570 (951) 490-0400 John North High School 1550 Third St. Riverside, CA 92507 (951) 788-7314 Orange Vista High School 1400 Orange Ave. Perris, CA 92571 (951) 490-4660 Ortega High School 520 Chaney St. Lake Elsinore, CA 92530 (951) 253-7065 Perris Union High School 1151 N. A Street Perris, CA 92570 (951) 943-6369 Ramona High School 7675 Magnolia Ave. Riverside, CA 92504 (951) 352-8429 San Jacinto Unified School District 2045 S. San Jacinto Avenue San Jacinto, CA 92583 (951) 929-7700 Val Verde High School 972W. Morgan St. Perris, CA 92571 (951) 940-6155 WE RECOMMEND THAT YOU CALL THE PASS OUTLET TO DETERMINE TYPES OF AVAILABLE PASSES. 907 RTA RIDE GUIDE - April 5,2020 v04 113 INFORMACION SOBRE RTA CENTRO DE INFORMACION AL CLIENTE El Centro de Informacion al Cliente de RTA cuenta con personal amables y listos para ayudarle con informacion sobre los horarios, rutas, tarifas de autobuses y ubicaciones de centros de distribucion de pases. El centro tambien recibe reportes sobre las paradas de autobus que necesitan limpieza o reparaciones y documentan las quejas y elogios de los clientes. Tenga en cuenta que algunas quejas tienen que ser sometidas por escrito y mandadas por correo postal, correo electronico o por el sitio web de RTA, RiversideTransit.com. El Centro de Informacion esta abierto de 6 a.m. a 10 p.m. entre semana y de 8 a.m. a 10 p.m. los fines de semana y la mayorra de los dias de fiesta. Llame al Centro de Informacion al Cliente al (951) 565-5002 0 511. Si necesita asistencia para planear su viaje, por favor este listo para proveer la siguiente informacion al personal del Centro de Informacion al Cliente: 1. La calle mas cercana e interseccion principal de su punto de partida y destino o su domicilio. No necesitamos el nombre del negocio. 2. La hora del dra que usted necesita Ilegar a su destino. 3. Especifique si desea el horario de entre semana o fin de semana. El Centro de Informacion al Cliente le puede ayudar unicamente con informacion relacionada con RTA. Para obtener informacion sobre otros servicios de transportacion, por favor mire la lista telefonica que empieza en la pagina 4. OFICINAADMINISTRATIVA DE RTA La oficina administrativa de RTA esta ubicada en 1825 Third Street en Riverside y es accesible usando las rutas 10 y 13. Las horas de oficina son de 8 a.m. a 5 p.m., de lunes a viernes, cerrada los sabados, domingos, y dias festivos. Los pases se pueden obtener en nuestra oficina en Riverside durante las horas laborales. Usted puede pagar con dinero en efectivo, cheques, tarjetas de credito MasterCard, Visa, Discover o tarjeta de debito con logo de Visa o MasterCard. Habra un cargo de $25 por todos los cheques devuelto por el banco. Los pases tambien se pueden ordenar de forma segura en nuestro sitio web en RiversideTransit.com. OBJETOS PERDIDOS/ENCONTRADOS El Departamento de 0bjetos Perdidos/Encontrados esta ubicado en la oficina administrativa de RTA en 1825 Third Street, en Riverside, o Ilame al (951) 565-5000 de lunes a viernes de 8 a.m. a 5 p.m. Los objetos perdidos/ encontrados se guardaran por cinco dias laborales. COMO USAR SU GUTA DE VIAJE La Guia de Viajes de RTA contiene mapas y horarios de todas las rutas fijas. Entender cow usar los mapas de las rutas y los horarios le permitiro usar la Guia de Viajes para planar su viaje. COMO COMENZAR NOTA: Cada punto de horario en el mapa de ruta El primer paso en planear su viaje es decidir el punto tiene una columna correspondiente en la tabla de de partida, adonde quiere ir, y que dra y hora desea horarios. No todas las paradas de autobus estan viajar. El mapa del sistema de RTA le ayudara a indicadas en el mapa y hay varias paradas entre cada determinar que ruta o rutas necesitara tomar. punto de tiempo. Una vez que haya determinado la(s) ruta(s) que necesita, siga estos simples pasos para planear su viaje usando la Guia de Viajes: 1. En el mapa de rutas, localice el punto de partida y de Ilegada de su viaje en autobus. 2. Localice el punto de tiempo con horario mas cercano a su ubicacion de partida y Ilegada de su viaje en autobus. Los puntos de tiempo se indican en los mapas de rutas con un numero dentro de un crrculo. 3. En la tabla de horarios, encuentre la columna que corresponda con su punto de tiempo seleccionado. Asegurese de usar la tabla de horarios que corresponda al dra de la semana correcto y a la direccion de su viaje. Lea la columna debajo del punto de tiempo para encontrar la hora mas cercana que usted desea pa air. Las horas de las paradas entre los puntos de tiempo se pueden calcular sumando el tiempo que tardara el autobus en Ilegar desde el punto de tiempo anterior hasta su parada. 14I RIVERSIDE TRANSIT AGENCY 908 ANIMALES DE SERVICIOYMASCOTAS Animales de servicio ADA define un animal de servicio como cualquier perro gura, perro de senal u otro animal entrenado individualmente para brindar asistencia a una persona con discapacidad. Los animales de servicio realizan algunas de las funciones y tareas que el individuo con discapacidad no puede realizar por si mismo. Algunos ejemplos incluyen: • Los animales de servicio pueden ser perros gura para personas ciegas o con discapacidad visual, perros de senalizacion para personas con discapacidad auditiva u otros tipos de animales que pueden ser entrenados individualmente para trabajar o realizar tareas para una persona con discapacidad. • Los animales de servicio realizan algunas de las funciones y tareas que la persona con discapacidad no puede realizar en sus actividades cotidianas. • Un animal de servicio siempre debe estar bajo el control del dueno o del manejador. • Los animales de servicio no requieren una etiqueta especial, identificacion, certificacion, papeles, arnes, chaleco, capa o pase. iQue no es un animal de servicio? • Las mascotas no son animales de servicio. • El apoyo emocional, la terapia, la comodidad y los animales de compait a no son animales de servicio, ya que no han sido entrenados para realizar un trabajo o tarea especrfica. Estos animales no tendrian derechos de acceso bajo la ADA. Mascotas Se admiten mascotas pequenas y animales que no son de servicio o gura solo si los propietarios cumplen con las siguientes reglas: 1. Los animales pequenos, como Maros y gatos, deben estar asegurados en una jaula o jaula para mascotas fabricada comercialmente que pueda colocarse de manera Segura en el regazo del pasajero y que no requiera un asiento separado. 2. No se permiten portadores de vidrio, fragiles o caseros. 3. El animal debe estar completamente encerrado dentro del transportador de mascotas o la jaula en todo momento. 4. El portador o la jaula de la mascota debe evitar por completo que el animal escape o contacte frsicamente con otro pasajero o que escape. 5. El porta mascotas o la jaula deben estar construidos de manera que no pueda salir material de cama o desechos de mascotas. El animal no debe interferir, interrumpir o perturbar ningun servicio o gura de animales en el vehrculo. CONSEJOS DE SEGURIDAD • Al salir del autobus, utilice la banqueta y el paso de peatones cuando es posible. Nunca cruce la calle justo enfrente del autobus. • Gracias por mantener el pasillo despejado. Los carritos de compras y las carriolas deben plegarse antes de subir al autobus, y los andadores deben doblarse antes de tomar asiento. • Por razones de seguridad, los autobuses de RTA no pueden detenerse en paradas bajo construction o paradas de autobus que no estan designadas. DATOS PARA SU VIAJE • Llegue a su parada de autobus al menos 10 minutos antes. • No coma, beba, fume (incluyendo e-cigarrillos), ni escuche milsica con volumen alto o cambie su ropa o panales. • Lrmite el numero de bolsas con sus compras a tres y deben caber en sus piernas y no en el pasillo. • Por favor abstengase de gritar, usar lenguaje ofensivo o hablar con el operador mientras el autobus esta en movimiento. • No se permite grafiti, alcohol, drogas o armas de cualquier tipo en el autobus. • Empuje la tira amarilla entre las ventanas o estire el cordon para senalar su parada antes de Ilegar a su parada de autobds. • Todos los clientes deben permanecer sentados hasta que el autobds pare completamente. • Por favor salga por la puerta trasera, si es posible, para acelerar el abordaje de los clientes. • Los asientos-plegables y los asientos directamente detras del operador estan destinados para personas de la tercera edad y clientes con discapacidades. • Mantenga sus autobuses y paradas de autobus limpios usando el recipiente de basura. • Por favor no suba los pies en los asientos. • Camisas y zapatos deben ser usados en todo momento. • Los carritos de compras y las carriolas deben doblarse 909 RTA RIDE GUIDE - April 5,2020 v04 115 antes de subir al autobus. Los andadores se deben doblar antes de tomar su asiento. Los clientes sentados en la parte de enfrente del autobus que no pueden doblar sus carritos plegables de compras se les puede pedir que se muevan a otra area del autobus para mantener los pasillos, puertas y los escalones despejados para facilitar los abordajes y los amarres de sillas de ruedas. • Si utiliza un pase de papel, que se ha activado, desl(celo en la caja de tarifas en lugar de sumergirlo para evitar que se atasque en la caja de tarifas. SILLAS DE RUEDAS Para garantizar la correcta fijaci6n de la silla de ruedas durante el viaje, por favor limite el numero de bolsas de equipaje detras de la silla. Para evitar lesiones a usted y a otros pasajeros, por favor quite cualquier objeto que sobresalga, tales como postes de banderas y reflectores con puntas afiladas. Tenga en cuenta que los autobuses de RTA despliegan una rampa/montacargas de silla de ruedas para facilitar el abordaje y apearse del autobus. Cuando se despliega la rampa/montacargas, el autobus emitira un sonido. Al salir de las puertas traseras, escuche el sonido y observe la rampa/montacargas para evitar lesiones. Las sillas de ruedas y scooters de movilidad electrica se permiten en el autobus siempre y cuando no excedan 30 pulgadas de ancho y 51 pulgadas de largo y el peso combinado no exceda 800 libras. Por su seguridad, apague el dispositivo movible mientras el operador abrocha el enganche de seguridad y durante todo el viaje. No quite la seguridad de la silla de ruedas o scooter hasta Ilegar a su destino y el autobus pare completamente. Use los asientos del autobus siempre que sea posible. RTA se complace en ofrecer correas de amarre para las sillas de ruedas y scooters. TABLAS DE"SURF"IBOOGIE" Tablas de surf y de boogie que no sean mas largas de seis pies y con un maximo de cuatro pulgadas son permitidas en los autobuses siempre y cuando se transporten adentro de una bolsa y que se pueda colocar en frente del cliente mientras el autobus este en movimiento y no puede ocupar un asiento adicional. SERVICIO DE JURADO Todos los miembros del jurado convocados para servir en los tribunales de Riverside pueden viajar gratis en todos los autobuses de RTA mientras estan en servicio del jurado activo, muestre su identificacien actual y valida del jurado al Operador del autobus. PASES DE METROLINK RTA acepta pases o boletos validos de Metrolink como pago de tarifa completa en las rutas que sirven las estaciones de Metrolink durante el periodo de una hora antes y una hora despues de las horas de operaci6n de Metrolink. Los pases o boletos de Metrolink tienen que estar vigentes con el dia del viaje y los pasajeros deben bajarse en la estaci6n de Metrolink. SERVICIO INALAMBRICO (WI-FI) Acceso gratuito a Internet Inalambrico(Wi-Fi) esta disponible para los clientes de RTA en los autobuses. La disponibilidad, confiabilidad, tiempo de funcionamiento y velocidad de los servicios no estan garantizados por RTA. BICICLETAY PASEO Cada autobus RTA tiene un rack de bicicletas capaz de manejar al menos dos motos con Ilantas de bicicleta estandar (maximo de 26"o 700 cm). Las bicis son aceptadas en una primera Ilegada, de primera. Los pasajeros que deseen transportar bicicletas deben notificar primero al operador del autocar que estan cargando o descargando una bicicleta antes de acercarse al bastidor de la bicicleta. Al cargar su bicicleta en el bastidor de la bici: • Espere a que el autobus Ilegue a una parada completa antes de cargar su bicicleta. • Las bicicletas no deben exceder 551bs. • Los articulos flojos deben ser removidos de la bicicleta antes de colocarlos en la rejilla de la bicicleta. • Los manillares o cestos de bicicletas no deben obstruir la vista del conductor. • Las bicicletas plegables (no motorizadas) no mayores de 28"x 20"x 11 "se permiten a bordo (debajo del asiento). • El operador tiene Ia discreci6n de negar bicicletas plegables y articulos que no pueden ser razonablemente y con seguridad almacenados bajo el asiento o con seguridad en el bastidor de bicicleta exterior. • No se permiten bicicletas tandem y bicicletas tricycle. • Por favor recuerde que usted es responsable de la carga y descarga de su bicicleta. • Al salir del autobus, salga por Ia puerta principal y deje que el operador del autocar sepa como guitar la bicicleta del rack. • Nota: RTA no es responsable de perdidas o Banos a las bicicletas. 16I RIVERSIDE TRANSIT AGENCY 910 Se permiten bicicletas y scooters con pilas en los autobuses RTA: • Se permite a los clientes colocar bicicletas electricas con gel sellado, ion de litio o baterras NiCad en el bastidor de la bicicleta, siempre y cuando quepan con seguridad en el bastidor de la bicicleta y tengan Ilantas estandar. (tambien debe cumplir con los requisitos de la bicicleta listados arriba.) • Se permite a los clientes Ilevar en las vespas electricas del autobus con el gel sellado, el ion del ltio, o las baterras de NiCad mientras que pueden ser dobladas y caben debajo de su asiento o en su regazo. NO FUMAR DE NINON TIPO A BORDO DE AUTOBUSES RTA Todos los autobuses y estaciones de RTA son totalmente para no fumadores. Esto incluye cigarrillos, cigarros y dispositivos electronicos para fumar, como cigarrillos electronicos. El tabaquismo de la marihuana o la ingestion de productos de cannabis para cualquier proposito tambien esta prohibido, y se requieren contenedores sellados para el transporte de cualquier producto relacionado con el cannabis. Tarifas, Categorias de Tarifas, Pases y Boletos y Tarjetas de Identificacion DEFINICION DE CATEGORIAS DE TARIFAS E IDENTIFICACIUN General Todos los clientes excepto aquellos que califican para las tarifas de jovenes, personas de la tercera edad, discapacitados o ninos. No se necesita identificacion para las tarifas Generales. Jdvenes Estudiantes del ler al 12avo grado solamente. Estudiantes de colegio pagan tarifa General. Las tarifas de jovenes estan vigentes todo el tiempo. Se requiere identificacion apropiada al abordar el autobus para recibir la tarifa de descuento. Identificaciones escolares con fotografia se consideran apropiadas. RTA tambien ofrece identificaciones a estudiantes del 1 er al 12avo grado. El costo de la identificacion es de $2. Llame al (951) 565-5002 para mas informacion de como obtener una identificacion. Personas de Tercera Edad/Discapacitadas/ Medicare Personas que cumplan con los requisitos de discapacidad de RTA, personas que presenten una tarjeta valida de Medicare, identificacion de Veteranos o personas mayores 60 anos, son elegibles para una tarifa con descuento en todos los servicios de rutas fijas de RTA. No se aceptan tarjetas de Medi-Cal. Para recibir la tarifa con descuentos, los clientes deben mostrar identificacion apropiada cada vez que aborden el autobus. RTA ofrece identificaciones con fotografia a personas de la tercera edad y discapacitadas. Para recibir una identificacion de discapacidad, los clientes deben presentar una aplicacion completada por su medico o profesional de salud autorizado o una de las siguientes pruebas de discapacidad: Tarjeta de Identificacion de Medicare, recibo del Departamento de Motores y Vehiculos comprobando la compra del cartel de discapacidad, tarjeta de identificacion del Institute Braille, identificacion de discapacidad de Veterano del ejercito, o carta de otorgacion de beneficios de la Oficina del Segura Social. Favor de traer la documentacion adecuada y una identificacion con fotografia a "Family Services Association", 8172 Magnolia Avenue, el segundo marten del mes entre las 9 a.m. y 11 a.m. para recibir su tarjeta de identificacion. Habra un costo de $2 por cada tarjeta. Si tiene alguna pregunta, por favor Ilame al (951) 565-5002. La tarjeta de Medical no se aceptara. Las aplicaciones estan disponibles en la oficina administrativas de RTA, en nuestro sitio web en RiversideTransit.com o Ilamando al Centro de Informacion al Cliente al (951) 565-5002. Veterano Cualquier persona que cumpla con los requisitos de RTA referente a los Veteranos Militares, presenta una tarjeta de identificacion valida del Departamento de Asuntos de Veteranos de EE.UU. o una tarjeta de identificacion de Servicios Uniformados de EE.UU. que indica el estado retirado. Clientes deben mostrar la identificacion apropiada cada vez que suben a un autobus para recibir la tarifa con descuento. 911 RTA RIDE GUIDE - April 5,2020 v04 117 Las tarjetas de identificacion con fotografra de RTA estan disponibles para clientes veteranos. Por favor Ilame al (951) 565-5002 para la ubicacion y el tiempo para obtener su tarjeta de identificacion. Hay un costo de $2 para la tarjeta de identificacion. Para recibir una tarjeta de identificacion de veterano, las personas deben presentar un Formulario 214 del Departamento de defensa y una identificacion con fotografra. RTA tambien reconoce la identificacion de Veterano Militar de 0mnitrans (emitido por el Departamento de Asuntos de Veteranos del Condado de San Bernardino). Personal en Servicio Militar Activo, Policia y Bomberos Cualquier persona en servicio militar activo, policial o bomberos que cumpla con los requisitos de RTA viaja gratis en los autobuses de ruta fija de RTA. El personal militar en servicio activo debe Ilevar puesto el uniforme adecuado en el momento de subir al autobus o presentar al Operador una tarjeta de identificacion valida de Servicios Uniformados de EE.UU. que indique servicio activo o una tarjeta de Acceso Comun que indique servicios uniformados o servicio activo. El personal de policra y bomberos deben estar en uniforme completo en el momento de subir al autobus. Los clientes deben Ilevar el uniforme apropiado o mostrar la identificacion apropiada cada vez que suban a un autob6s para recibir la tarifa con descuento. Ninos Basada en estatura: 46 pulgadas o menos. Deben de ser acompanados por un adulto que pague la tarifa completa. ADA La tarjeta de identificacion de RTA de La Ley de Americanos con Discapacidades (ADA) es para personas que han sido especialmente certificadas por el proceso de Certificacion de ADA de RTA. Esta identificacion puede calificarlo para servicio de prioridad en cualquier servicio Dial -A -Ride de RTA, servicio Dial -A -Ride de Corona, Servicios Especiales de Transportacion de Riverside y servicio Dial -A -Ride de Beaumont. Si su tarjeta de ADA indica que necesita la asistencia de un asistente de cuidado personal, el asistente puede viajar gratis. Para ser certificado bajo ADA, tiene que Ilenar una aplicacion y proveer una forma de verificacion de un profesional de salud. Esta identificacion debe renovarse cada cuatro albs. Para mas informacion, Ilame al (951) 565-5002. COMMUTERS"RUTAS EXPRES" Las rutas 200, 202, 204, 205, 206, 208, 210 y 217 son rutas expres con tarifas de $3.50 para general yjovenes y $2.75 para personas de la tercera edad/ discapacitados. Las personas tambien pueden comprar un "Plus+Pass"que puede usarse tanto en rutas fijas como en las rutas CommuterLink expres. TIPOS DE PASES RTA utiliza cajas de tarifas electronicas en todos los autobuses y cajas de tarifas estandar en los autobuses Dial -A -Ride. Las cajas de tarifas electronicas aceptan monedas, efectivo y boletos y pases de papel, asi Como boletos y pases moviles. Los pases son del tamano de una tarjeta de credito, impresos en papel firme con una banda magnetica al reverso. En lugar de ensenar su pase al Operador, pasara el pase en la caja de igual manera como to hace con su tarjeta ATM. Por favor use cambio exacto cuando pague en efectivo. El Operador o la caja electronica no tienen la capacidad de darle cambio. Para evitar demoras, use monedas de 25 centavos en lugar de monedas de menos denominacion. Pases de 1-dra, 7-dras y 30-dras estan disponibles por correo, en la oficina administrativa de RTA, en nuestro sitio web en RiversideTransit.com o en algunos centros de distribucion de pases. Pases de 1-dia tambien se pueden comprar en el autobus. Pases de 1-dia Los pases de 1-dra estan disenados para el cliente ocasional que necesita hater varias conexiones en un dra. Los clientes pueden comprar el pase Local de 1-Dra, valido unicamente en las rutas fijas locales y RapidLink o el pase Local+CommuterLink de 1-Dia valido en todas las rutas locales, RapidLink y rutas Expres. El pase de 1-Dia es valido para viajes ilimitado el dra que el pase se use por primera vez. Su pase de 1-Dia sera validado por la caja electronicas de coleccion de tarifas con la fecha actual impresa al dorso. Por favor verifique que la fecha este correcta. Los pases de 1-Dia no son transferibles a otro dra y no hay devoluciones o cambios por pases extraviados o robados. El use del pase de 1-Dra para personas de la tercera edad/discapacitados/Veteranos requiere identificacion apropiada cada vez que aborde el autob6s. Los pases de 1-Dra no se aceptan en Dial - A -Ride. 18I RIVERSIDE TRANSIT AGENCY 912 Pases de 7-Dias El pase de 7-Dias esta disenado para proveer una alternativa asequible al pase mensual de RTA. Los clientes pueden comprar un pase Local de 7-Dias, valido en rutas fijas locales y RapidLink solamente. El pase de 7-Dias se debe usar durante un periodo consecutivo de siete dias comenzando con el primer dia de uso. El pase de 7-Dias no se vende en el autobus y solo esta disponible por adelantado. Los pases de 7-Dias no son validos en Dial -A -Ride. Pase de 30-Dias Los pases de 30-Dias son ideales para clientes que usan el sistema de autobus de RTA con frecuencia. Los clientes pueden comprar un pase Local de 30-Dias, valido en rutas fijas locales y RapidLink, o un pase Local+CommuterLink de 30-Dias valido en todas las rutas locales, RapidLink y rutas Expres. El pase de 30-Dias debe usarse durante un periodo consecutivo de 30-dias comenzando con el primer dia de uso. El pase de 30-Dias no se vende en el autobus y solo esta disponible por adelantado. Boletos de Dial -A -Ride Los boletos de Dial -A -Ride solo se venden en libros de diez boletos. Debera presentar un boleto cada vez que aborde un autobus de Dial -A -Ride. Algunos viajes requieren de mas de un boleto. Los boletos de Dial -A -Ride solo son validos en autobuses de Dial - A -Ride de RTA y no son validos en rutas fijas locales, CommuterLink u otros autobuses de agencia de transito. PASE DE AUTOBUS EN SU TELEFONO Montar RTA ahora es mas facil. Ahora puede comprar pases RTA en su telefono inteligente. La aplicacion Token Transit hace que pagar su tarifa sea muy facil. No hay necesidad de Ilevar efectivo. No es necesario esperar en la fila para comprar un pase. Y no es necesario buscar su pase de autobus enterrado en su billetera. Simplemente suba al autobus, toque su telefono y listo. Los clientes pueden comprar pases RTA de 1 viaje, 1 dia, 7 dias y 30 dias desde cualquier lugar Los pases se pueden comprar para uso inmediato, o si esta planeando con anticipacion, se pueden almacenar en la aplicacion Token Transit para futuros viajes en todos los autobuses de ruta fija de RTA. Tres pasos simples para pagar con su telefono inteligente. 1. Obtenga la aplicacion Token Transit en Token transit.com/app. 2. Compre su pase de autobus RTA. 3. Cuando aborde el autobus, asegurese de que la aplicacion este abierta y que el pase sea visible, coloque el telefono sobre el validador y espere el pitido. TRANSPORTE NOW Desde su creacion en 1992, Transporte NOW ha sido un representante orgulloso y entusiasta aliado del transporte publico en el Condado de Riverside. Los miembros del publico estan invitados a asistir a cualquiera de los grupos de los seis capitulos: Gran Riverside, Hemet/San Jacinto Area, Moreno Valley/ Perris, Noroeste, San Gorgonio Pass y Suroeste. Para obtener mas informacion o para unirse a un caprtulo, Ilame a Eric Ustation al (951) 565-5250 o al correo electronico eustation@riversidetransit.com. COMPRAYACTIVACION DE SU PASE Los pases de 7-Dias y 30-Dias no se venden en el autobus. Se pueden comprar en varios centros de distribucion de pases a traves del condado, por correo o de forma seguro en nuestro sitio Web en RiversideTransit.com. Para la ubicacion del centro de distribucion de pases mas cercano a usted Ilame al (951) 565-5002 o vea la pagina 12 y 13. Recuerde, los pases no son reembolsables y no se aceptan en Dial -A -Ride. Cuando compre su pase de 1-Dia, 7-Dias o 30-Dias, no estaran activados. El pase se debe de activar a bordo del autobus cuando se use por primera vez. Para activar abordo, meta el pase (el lado impreso mirando hacia usted con la flecha apuntando hacia abajo) en la ranura de activacion en el lado izquierdo de la caja electronica de coleccion de tarifas. La caja de coleccion de tarifas imprimira las fechas de vigencias al dorso del pase. Despues, todo to que tiene que hacer es deslizar el pase abordo de todos los autobuses en que viaje. P6LIZA DE MODIFICACION RAZONABLE Riverside Transit Agency se compromete a proporcionar servicios seguros, confiables, amables, accesibles y faciles de usar para sus clientes. Para garantizar la igualdad y la equidad, RTA se compromete a hacer modificaciones razonables a sus polizas, practicas y procedimientos para evitar la discriminacion y asegurar que los programas y servicios sean accesibles para las personas con discapacidades. Las solicitudes para modificaciones se pueden hacer Ilamando a RTA al (951) 565-5002 o enviando un correo electronico a comments@riversidetransit.com. 913 RTA RIDE GUIDE - April 5,2020 v04 119 NOTIFICACION DE LOS DERECHOS PUBLICOS BAJO EL T(TULO VI DE LA LEY DE DERECHOS CIVILES DEL ACTO DE 1964 Riverside Transit Agency opera sus programas y servicios sin distincii n de raza, color, y origen nacional de acuerdo con el Titulo VI de la Ley de Derechos Civiles del Acto de 1964. Las personas que Green que han sido perjudicadas por una practica discriminatoria ilegal bajo el Titulo VI, pueden presentar una queja. Para mas informaci6n sobre el programa de derechos civiles de Riverside Transit Agency y los procedimientos para presentar una queja, (lame al (951) 565-5002, o mande un email a comments@riversidetransit.com o visite nuestra oficina administrativa en 1825 Third Street, Riverside, CA 92057. Si necesita la informaci6n en otro idioma, (lame al (951) 565-5002. TARIFAS DE RUTA FIJA y RapidLink Categorias de Tarifas Tarifa Basica Pase Diario* Pase de 7-dlias* Pase de 30-Dias* General $1.75 $5 $20 $60 Estudiante (grados del 1 al 12)** $1.75 $5 $20 $45 Personas de Tercera Edad** 75C $2.50 $20 $30 Personas Discapacitadas** 75( $2.50 $20 $30 Personas con Tarjeta de Medicare** 75( $2.50 $20 $30 Veterano** 75( $2.50 $20 $30 Nltos (46 pulgadas de altura o menos) 50( N/A N/A N/A TARIFAS DE COMMUTERLINK TARIFAS DE COMMUTERLINK + LOCAL y RapidLink Categorias de Tarifas Tarifa Basica Pase Diario Pase de 30-Dias General $3.50 $10 $95 Estudiante (grados del 1 al 12)** $3.50 $10 $95 Personas de Tercera Edad** $2.75 $7 $70 Personas Discapacitadas** $2.75 $7 $70 Personas con Tarjeta de Medicare** $2.75 $7 $70 Veterano** $2.75 $7 $70 NinoS (46 pulgadas de altura o menos) $2.75 N/A N/A Jurados activos, servicio militar activo, policia, bomberos y City Pass I VIAJEN GRATIS U-Pass: UC Riverside, Cal Baptist University, La Sierra University Go -Pass: Riverside City College, Moreno Valley College, Mt. San Jacinto College, Norco College City Pass:Todos los empleados de la Ciudad de Riverside TARIFAS DIAL -A -RIDE (DAR) I No se aceptan en los autobuses de ruta fija. Tarifa Basica Talonarios de Boletos se venden en libros de 10 boletos Categorias de Tarifas Personas de Tercera Edad $3.50 - $10.50 $35 Personas Discapacitadas $3.50 - $10.50 $35 Personas con Tarjeta de Medicare $3.50 - $10.50 $35 Niltas (46 pulgadas de altura o menos) 75( N/A *Se acepta como tarifa basica en servicio de rutasfijas. Para usar el servicio de CommuterLink, se requerire $2 adicional (Personas de Tercera Edad/ Discapacitadas) o $1.75 (general) porviaje. **Si planea usar lastarifas de descuento para personas de la tercera edad, discapacitadas, persona con tarjeta de Medicare, Veteranos ojdvenes, debe mostrar identificacidn adecuada cada vez que aborde el autobds. Tambien debe mostrar una identificacidn adecuada para comprar pases de descuentos en los centros de distribucidn de pases. Para obtener una lista de las (lases de identificacidn aceptables, vea la Pagina 22. 20 I RIVERSIDE TRANSIT AGENCY 914 Reduced Fare Identification Identificacion para tarifas reducidas Do you qualify for a Senior, Disabled, Medicare, Veteran or Youth discounted fare? If so, you must show proper ID each time you board the bus. You must also show proper ID to purchase discounted passes at all retail outlets, at RTA office, on our website, or through the mail. If you do not have proper ID with you, you will be required to pay the full general fare even if you have a discounted pass. Below are forms of ID accepted on the bus for discounted fares: Disabled: RTA issued disabled ID card, RTA ADA card, Medicare card, Veteran's Service connected ID card or Braille Institute ID card. Senior: RTA issued Senior ID card, CA Driver License or ID card or Medicare card. Veteran: Any person who meets RTA Veteran requirements, presents a valid U.S. Department of Veterans Affairs issued ID card or a U.S. Uniformed Services ID card indicating retired status. RTA issued photo ID cards are available for veteran customers. Medicare Card: Any person who displays their valid Medicare Card is eligible for a discounted fare on all RTA fixed -route services. Customers must show their Medicare Card each time they board a bus to receive the discounted fare. Youth: RTA issued Youth ID card or school issued (grades 1-12) picture ID with current school year validation. �Es usted elegible para la tarifa de descuentos para personas de la tercera edad, discapacitadas, Medicare, Veteranos o Jovenes? De ser asi, debera mostrar identificaci6n adecuada cada vez que aborde el autobus. Tambien debera mostrar identificacion adecuada para comprar boletos o pases de descuento en todos los centros de distribucibn de pases, en nuestra oficina en Riverside, en nuestro sitio Web o por correo. Si no tiene la identificaci6n adecuada, tendra que pagar la tarifa total general, aunque tenga un boleto o pase de descuento. A continuacidn se muestran las formas de identificacion que se aceptan en el autobus para las tarifas de descuento: Personas Discapacitadas: Tarjeta de identificaci6n para personas discapacitadas expedida por RTA, tarjeta ADA de RTA, tarjeta Medicare, tarjeta de identificaci6n del Servicio de Veteranos o tarjeta de identificacion del instituto Braille. Personas de la Tercera Edad: Tarjeta de identificacion para personas de la tercera edad expedida por RTA, licencia de conducir o identificacion de California o la tarjeta Medicare. Veterano: Cualquier persona que cumpla con los requisitos de RTA referente a Veteranos Militares, presenta una tarjeta de identificacion valida del Departamento de Asuntos de Veteranos de EE.UU. o una tarjeta de identificaci6n de Servicios Uniformados de EE.UU. que indica el estado retirado. Las tarjetas de identificaci6n con fotografia emitida por RTA estan disponibles para clientes veteranos. Personas con Tarjeta de Medicare: Cualquier persona que muestre tarjeta valida de Medicare es elegible para las tarifas de descuento en todas las rutas fijas de RTA. Para recibir las tarifas de descuento, los clientes deben mostrar su tarjeta de Medicare cada vez que aborden el autobus. Jdvenes: Tarjeta de identificaci6n de Jovenes con fotografia expedida por RTA o por las escuelas (grados 1 al 12) con validacion actual del afio escolar. SENIOR ID Rita Jones ID Number 100002 Expires: 5/21/21 MITA Rita Jones ID Number 100003 Expires: 5/21/26 DISABLED ID JOHN DOE ID Number 123456 Expires: 3/31/2020 ADA ID RITA JONES ID Number A00-12345 Expires: 9/30/2020 Mobility CANE Device: PCA: Yes (800)795-7887 VETERAN JOHN L SMITH ID Number 100256 Expires: 8/31/2022 MITA f MEDICARE HEALTH INSURANCE JOHN L SMITH k,,. 1 EG4-TE5-MK72 HOSPITAL (PART A) MEDICAL (PART B) 03-01-2016 u,••mpk�• 03.01-2016 Identification NOT accepted on the bus: Medi-Cal cards, Social Security Award letter, a note from a doctor, or other items not listed above will NOT be accepted as identification to purchase or use a reduced fare ticket or pass. Identificacidn NO aceptada en el autobus: La tarjeta Medi-Cal, carta de beneficios del Segura Social, una nota de su doctor, u otros documentos que no se hayan nombrado NO serail aceptados como medio de identificaci6n para comprar o usar un boleto o pase descontado. 915 RTA RIDE GUIDE - April 5, 2020 v04 121 Corona Transit Center BOARDING DIAGRAM LEGEND 0 Bays NB=Northbound I SB=Southbound EB=Eastbound I WB=Westbound CW=Clockwise E. GRAND BLVD. ROUTE 3 Corona Cruiser Blue Line Corona Cruiser Red Line ROUTES 205 & 206 N. MAIN ST. El B A III ROUTE 1 EB el ROUTE 1WB III RapidLink Gold Line Walkway to Metrolink station For route and schedule information call (951) 565-5002 or visit RiversideTransit.com 22 RIVERSIDE TRANSIT AGENCY 916 Galleria at Tyler Mall BOARDING DIAGRAM II 0 ROUTES 1 EB 12 EB RapidLink Gold Line EB ROUTES 1 WB,12WB RapidLink Gold Line WB MAGNOLIA AVE t D 1 LEGEND 0 Bays ►O N NB=North bound I SB=Southbound EB=Eastbound I WB=Westbound CW=Clockwise MALL ENTRANCE c B A ROUTE 27 ROUTE 15 ROUTES 200 EB 13 ROUTES ROUTE ROUTE 200 WB 21 10 14 For route and schedule information, call (951) 565-5002 or visit RiversideTransit.com GALLERIA AT TYLER 917 RTA RIDE GUIDE - April 5, 2020 v04 123 La Sierra Metrolink Station BOARDING DIAGRAM i D Hi iii in el il B rk- ROUTE 200EB ROUTE 200WB OCTA 794 ROUTE 15EB ROUTE 15WB DIAL -A -RIDE To Train Platforms .a BUS HOLDING AREA 11 A PARKING LOT 1 1 1 LEGEND CI Bays O N NB=Northbound I SB=Southbound EB=Eastbound I WB=Westbound CW=Clockwise For route and schedule information call (951) 565-5002 or visit RiversideTransit.com 24 RIVERSIDE TRANSIT AGENCY 918 Moreno Valley Mall Transit Center BOARDING DIAGRAM ROUTE ROUTE ROUTE ROUTE ROUTE ROUTES 19 19 18 11 31 26,208 210,220 NB=Northbound I SB=Southbound EB=Eastbound I WB=Westbound CW=Clockwise For route and schedule information call (951) 565-5002 or visit RiversideTransit.com 919 RTA RIDE GUIDE - April 5, 2020 v04 125 Perris Station Transit Center BOARDING DIAGRAM O FIRST STREET DIAL -A -RIDE ROUTE 19 ROUTES 19A, 27 ROUTE 28 PARKING ROUTES 61, 74 L1J LJJ t ROUTE 9 CC i- z V) 0 U V) ROUTE 22 m J ROUTE 208 Amtrak Thruway ROUTE 30 BUS ONLY ENTRANCE THIRD STREET 1 METROLINK For route and schedule information call (951) 565-5002 or visit RiversideTransit.com 26 RIVERSIDE TRANSIT AGENCY 920 Riverside -Downtown Metrolink Station BOARDING DIAGRAM ROUTES 208NB/SB 210EB/WB ROUTE 1 EB/WB A B ROUTE ra 15EB/WB IM ROUTES 29EB/WB 49EB/WB D ROUTE Fa Omnitrans 215NB ROUTE IM 200EB/WB MM LEGEND 0 Bays rO N NB=Northbound I SB=Southbound EB=Eastbound I WB=Westbound CW=Clockwise 4- PARKING AMTRAK MEGA BUS ROUTES 208 N B/S B 210/220EB/WB ROUTES EM 1EB/WB 15WB M ©ROUTES 29WB 49WB DIAL -A -RIDE 921 RTA RIDE GUIDE - April 5,2020 v04 Ili SERVICE GUIDE CITY/COMMUNITY RTA SERVICE & OTHER CONNECTING SERVICES Anaheim RTA 200, OCTA Banning RTA 31, Pass Transit, Greyhound Beaumont RTA 31, Pass Transit, AmtrakThruway Canyon Lake RTA 40 Corona RTA 1, 3,12, 205, 206, OCTA 794, Corona Cruiser, Metrolink Country Village RTA 21, 49, 204, Omnitrans Eastvale RTA 3, 29 French Valley RTA 79 Glen Avon RTA 21, 49 Hemet RTA 28, 31, 32, 33, 42, 74, 79, AmtrakThruway Highgrove RTA 12, 14, Omnitrans Homeland/Romoland RTA 28 Home Gardens RTA 1, Corona Cruiser Jurupa Valley RTA 3, 21, 29, 49, 204 Lake Elsinore RTA 8, 9, 40, 205, 206 Loma Linda RTA 14, Omnitrans Mead Valley RTA 22, 41 Menifee/Sun City RTA 40, 61, 74, AmtrakThruway Mira Loma RTA 21, 29 Moreno Valley RTA 11, 16, 18, 19, 20, 31, 41, 208, AmtrakThruway Montclair RTA 204, Metrolink, Omnitrans, Foothill Transit Murrieta RTA 23, 61, 202, 205, 206, 208 Norco RTA 3 Ontario RTA 204, Omnitrans, Metrolink Orange RTA 200, 205, OCTA Orange Crest RTA 27 Pedley RTA 21, 29, Metrolink MI Perris RTA 9, 19, 22, 27, 28, 30, 41, 61, 74, 208, AmtrakThruway, Greyhound Riverside RTA 1, 10, 12, 13, 14, 15, 16, 20, 21, 22, 27, 29, 49, 200, 204, 208, OCTA 794, Riverside Special Transportation, AmtrakThruway, Metrolink, Omnitrans, Amtrak Rubidoux RTA 29, 49 San Bernardino RTA 200, Omnitrans San Jacinto RTA 31, 32, 42, 74, 79 Temecula RTA 23, 24, 61, 79, 205, 206, 208, Greyhound Temescal Valley RTA 205, 206 Wildomar RTA 8, 23 Winchester RTA 74, 79 Woodcrest RTA 22, 27 28I RIVERSIDE TRANSIT AGENCY 922 RAPIDLINK GOLD LINE NO SERVICE 923 RTA RIDE GUIDE - April 5, 2020 v04 129 Routing and timetables subjecttodrange. Rotas y horarios son sujetos a cambios. UCR - DOWNTOWN RIVERSIDE - CORONA UNIVERSITY & LEMON GOLD LINE•1 •10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 IOWA & UNIVERSITY GOLD LINE•1.14.16.51 52.204 MISSION INNAVE UNIVERSITY gVE MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 204 Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing • Transfer Point Long-term Detour Routing RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.200.208 210.OMNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Riverside Boarding diagram pg 27 Community Hospital RIVERSIDE BROCKTON ARCADE 1.10.14.15 ADAms V ANBDRENB(VD CoPmmum y Hospital R No\�PVE 4 GALLERIA AT TYLER GOLD LINE•1 •10.12 13.14.15.21.27.200 Boarding diagram pg 23 CORONA TRANSIT CENTER GOLD LINE• 1.3.205.206 CORONA CRUISER BLUE, RED METROLINK Boarding diagram pg 22 _ GRANDBIVD WEST CORONA zbronapark- METROLINK STATION And -Ride Corona 0.0 SoiliAVp City Hall MAGNOLIA & 15TH Central M.S. 1.13.15.50 CENTRAL AVE Marcy ARLINGTON AVE Library 14TH ST 3RDSr.. Ramona H.S. Information Center (951) 565-5002 RiversideTransit.com RTABus.com IOWA & BLAINE 1.10..14.51.52 ''.. W B(AINEST 11-1 -t o Q' 03¢ ,off University Qi Village THCesarChavez Community Center • UCR AT BANNOCKBURN GOLD LINE • 1 •16.51 52.204 • Riverside CHICAGO & City College UNIVERSITY Riverside GOLD LINE•1 •13 Plaza 14.22 91 MAD/SONST California Baptist University ChemawaM.S. Sherman Indian H.S. Arlington Library tyiERST Kaiser Medical Center IA SIERRA AvE VllegasM.S. MCKINLEYST Home Gardens Library 6TH & MAIN GOLD LINE•1 •CORONA CRUISER 91 S BLUE, RED SMI▪ TH & 6TH 1 •CORONA CRUISER RED 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. 30I RIVERSIDE TRANSIT AGENCY 924 1 Eastbound to Downtown Riverside/UCR A.M. times are in PLAIN, P.M. times are in BOLD 'Times are approximate II West Corona Metrolink Station cn Smith & 6th • Corona Transit a Center P Magnolia & a McKinley Galleria at Tyler P.' Magnolia & A ' Adams oBrockton Arcade °' Riverside City cp College -IUniversity& Lemon Riverside - Downtown Metrolink Station • B at Bannockburn ckburn — 6:14 6:26 6:36 6:46 6:55 7:01 7:06 7:12 7:16 7:29 — 6:51 7:06 7:17 7:28 7:37 7:43 7:48 7:54 — 8:07 — 7:25 7:40 7:51 8:02 8:11 8:17 8:23 8:29 8:33 8:47 7:52 7:58 8:13 8:24 8:35 8:44 8:50 8:56 9:02 9:06 9:20 8:22 8:28 8:43 8:54 9:05 9:14 9:20 9:27 9:34 — 9:50 — 8:49 9:07 9:20 9:32 9:44 9:50 9:57 10:04 — 10:20 9:08 9:15 9:33 9:46 9:58 10:10 10:17 10:24 10:32 — 10:50 9:38 9:45 10:03 10:16 10:28 10:40 10:47 10:54 11:02 — 11:20 — 10:00 10:18 10:31 10:43 10:55 11:02 11:09 11:17 — 11:35 — 10:15 10:33 10:46 10:58 11:10 11:17 11:24 11:32 — 11:50 — 10:27 10:45 10:58 11:13 11:25 11:32 11:39 11:47 — 12:05 — 10:42 11:00 11:13 11:28 11:40 11:47 11:54 12:02 — 12:20 — 10:57 11:15 11:28 11:43 11:55 12:02 12:09 12:17 — 12:35 — 11:12 11:30 11:43 11:58 12:10 12:17 12:24 12:32 — 12:50 — 11:27 11:45 11:58 12:13 12:25 12:32 12:39 12:47 — 1:05 — 11:42 12:00 12:13 12:28 12:40 12:47 12:54 1:02 — 1:20 — 11:57 12:15 12:28 12:43 12:55 1:02 1:09 1:17 — 1:35 — 12:12 12:30 12:43 12:58 1:10 1:17 1:24 1:32 — 1:50 — 12:28 12:46 12:59 1:14 1:26 1:33 1:40 1:48 — 2:06 — 12:43 1:01 1:14 1:29 1:41 1:48 1:55 2:03 — 2:21 — 12:58 1:16 1:29 1:44 1:56 2:03 2:10 2:18 — 2:38 — 1:13 1:31 1:44 1:59 2:11 2:18 2:25 2:33 — 2:53 — 1:30 1:48 2:01 2:16 2:28 2:35 2:42 2:50 — 3:10 — 1:45 2:03 2:16 2:31 2:43 2:50 2:57 3:05 — 3:25 — 2:00 2:18 2:31 2:46 2:58 3:05 3:12 3:20 — 3:40 — 2:15 2:33 2:46 3:01 3:13 3:20 3:27 3:35 — 3:55 — 2:33 2:51 3:04 3:19 3:31 3:38 3:45 3:53 — 4:13 — 2:48 3:06 3:19 3:34 3:46 3:53 4:00 4:08 — 4:28 — 3:05 3:23 3:36 3:51 4:03 4:10 4:17 4:25 — 4:45 — 3:18 3:36 3:49 4:03 4:15 4:22 4:29 4:37 — 4:57 — 3:32 3:50 4:03 4:17 4:29 4:36 4:43 4:51 4:56 5:14 — 3:47 4:05 4:18 4:32 4:44 4:51 4:58 5:06 5:11 5:29 — 4:03 4:21 4:34 4:48 5:00 5:07 5:14 5:22 — 5:40 — 4:19 4:37 4:50 5:04 5:16 5:23 5:30 5:38 — 5:56 — 4:39 4:57 5:09 5:22 5:33 5:39 5:46 5:54 — 6:12 4:52 4:59 5:17 5:29 5:42 5:53 5:59 6:06 6:14 — 6:32 5:23 5:30 5:48 6:00 6:13 6:24 6:30 6:37 6:45 6:50 7:08 — 5:58 6:16 6:28 6:41 6:52 6:58 7:05 7:13 7:31 6:27 6:34 6:50 7:02 7:14 7:25 7:31 7:38 7:45 — 8:03 6:49 6:56 7:12 7:24 7:36 7:47 7:53 8:00 8:07 — 8:25 — 7:23 7:39 7:51 8:03 8:14 8:20 8:27 8:34 — 8:52 — 7:46 8:02 8:14 8:26 8:37 8:43 8:49 8:55 9:00 9:15 8:43 8:49 9:04 9:16 9:28 9:39 9:45 9:51 9:57 — 10:10 925 RTA RIDE GUIDE - April 5, 2020 v04 131 1 Westbound to Corona A.M. times are in PLAIN, P.M. times are in BOLD 'Times are approximate • UCR at co Bannockburn Riverside - 1 _ Downtown Metrolink Station 1University& a Lemon °' Riverside City o College Brockton Arcade co • Magnolia & Adams wGalleria at Tyler °' Magnolia & ccn McKinley °' Corona Transit cAn Center • Smith & 6th 111 West Corona Metrolink Station 6:18 — 6:26 6:33 6:39 6:45 6:54 7:06 7:16 7:27 7:36 6:43 6:55 6:59 7:06 7:12 7:18 7:27 7:39 7:50 8:01 8:10 7:20 7:34 7:38 7:45 7:51 7:58 8:10 8:25 8:36 8:47 8:56 7:54 — 8:07 8:14 8:20 8:27 8:39 8:54 9:06 9:17 9:26 8:22 8:36 8:40 8:47 8:54 9:02 9:14 9:29 9:41 9:52 — 8:45 8:59 9:03 9:10 9:17 9:25 9:37 9:52 10:04 10:17 — 9:07 — 9:20 9:28 9:35 9:43 9:55 10:10 10:22 10:35 — 9:37 — 9:50 9:58 10:05 10:13 10:27 10:42 10:54 11:07 — 10:02 — 10:15 10:23 10:30 10:39 10:53 11:09 11:23 11:36 — 10:17 — 10:30 10:38 10:45 10:54 11:08 11:24 11:38 11:51 — 10:32 — 10:45 10:53 11:00 11:09 11:25 11:41 11:55 12:08 — 10:47 — 11:00 11:08 11:15 11:24 11:40 11:56 12:10 12:23 — 11:02 — 11:15 11:23 11:30 11:39 11:55 12:11 12:25 12:38 — 11:17 — 11:30 11:38 11:45 11:54 12:10 12:26 12:40 12:53 — 11:32 — 11:47 11:55 12:02 12:11 12:27 12:43 12:57 1:10 — 11:47 — 12:02 12:10 12:17 12:26 12:42 12:58 1:12 1:25 — 12:02 — 12:17 12:25 12:32 12:41 12:57 1:13 1:27 1:40 — 12:17 — 12:32 12:40 12:47 12:56 1:12 1:28 1:42 1:55 — 12:32 — 12:47 12:55 1:03 1:12 1:28 1:46 2:00 2:13 — 12:47 — 1:02 1:10 1:18 1:27 1:43 2:01 2:15 2:28 — 1:02 — 1:17 1:25 1:33 1:42 1:58 2:16 2:30 2:43 — 1:17 — 1:32 1:40 1:48 1:57 2:13 2:31 2:45 2:58 — 1:32 — 1:47 1:55 2:03 2:12 2:27 2:45 2:59 3:12 — 1:47 — 2:02 2:10 2:18 2:27 2:42 3:00 3:14 3:27 — 2:02 — 2:17 2:26 2:34 2:43 2:58 3:16 3:30 3:43 — 2:18 — 2:33 2:42 2:50 2:59 3:14 3:32 3:46 3:59 — 2:33 — 2:48 2:57 3:05 3:14 3:29 3:47 4:01 4:14 — 2:50 — 3:05 3:14 3:22 3:31 3:46 4:04 4:18 4:31 4:39 3:05 — 3:20 3:29 3:37 3:46 4:01 4:19 4:33 4:46 — 3:22 — 3:37 3:46 3:54 4:03 4:18 4:36 4:50 5:03 5:11 3:37 — 3:52 4:01 4:09 4:18 4:33 4:51 5:05 5:18 — 3:52 — 4:07 4:16 4:24 4:33 4:48 5:06 5:20 5:33 — 4:07 — 4:22 4:31 4:39 4:48 5:03 5:21 5:35 5:48 — 4:25 — 4:40 4:49 4:57 5:06 5:21 5:39 5:53 6:06 6:14 4:40 4:56 5:00 5:09 5:17 5:26 5:40 5:57 6:09 6:21 6:30 5:09 5:25 5:29 5:38 5:46 5:55 6:09 6:25 6:37 6:49 — 5:26 — 5:41 5:49 5:56 6:04 6:18 6:34 6:46 6:58 — 5:52 — 6:05 6:13 6:20 6:28 6:41 6:56 7:07 7:19 — 6:15 — 6:28 6:36 6:43 6:50 7:03 7:18 7:29 7:41 — 6:51 7:05 7:09 7:17 7:24 7:31 7:44 7:59 8:10 8:22 8:31 7:43 — 7:56 8:04 8:11 8:18 8:30 8:45 8:56 9:08 — 8:25 — 8:38 8:46 8:53 9:00 9:12 9:27 9:38 9:50 — 9:04 9:18 9:22 9:30 9:37 9:44 9:56 10:11 10:22 10:34 — 32I RIVERSIDE TRANSIT AGENCY 926 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. EASTVALE - NORCO - CORONA O CANTU-GALLEANO RANCH AMAZON ¢I A� .EASTVALE 1 5 3.29 Z JA OODMANWAY EASTVALE Eastvale Gateway LIMONITE & HAMNER• • • 3.29 Harada Heritage Park River Heightsl.S. Eleanor Roosevelt H.S. VernolaMarketplace 68TH ST CITRUS ST Norco Library 6TH ST 5TH ST DMV 'O 0 Post Office DPSS MARKET 4)" & CLARK NORCO 0 COLLEGE 3RDST W GRAND & 6TH 1.3 Corona Senior Center North Main Plaza .10TH ST MARKET ST «LIMONITE AVE NORCO «LAMPTON LN 3RD ST 2ND 5T MAIN & PARKRIDGE 3•CORONA CRUISER BLUE z CORONA TRANSIT CENTER GOLD LINE•1 •3.205.206 CORONA CRUISER BLUE, RED W. oGrand METROLINK Goa dark- Boarding diagram pg 12 And -Ride gT 15 Corona Mali 6TH ST MAIN & 6TH 1.3 Corona Regional Medical Center CORONA BELLE & 10TH 3•CORONA CRUISER BLUE, RED Information Center (951) 565-5002 RiversideTransit.com RTABus.com Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing • Transfer Point RTA and Corona Cruiser honor each other's Day and 30-Day passes at shared stops. 927 RTA RIDE GUIDE - April 5, 2020 v04 133 3 Northbound to Eastvale A.M. times are in PLAIN, P.M. times are in BOLD 'Times are approximate Corona Transit Center Main & Parkridge Market & Clark Limonite & Hamner Amazon Eastvale 1 3 5 6 7 7:28 7:32 7:40 8:04 8:12 9:25 9:30 9:39 10:02 10:10 11:21 11:26 11:35 12:02 12:10 1:29 1:33 1:42 2:09 2:17 3:27 3:31 3:40 4:07 4:15 5:42 5:46 5:54 6:21 6:29 7:39 7:43 7:51 8:15 8:23 3 southeillil6 _MI6_ A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Amazon Eastvale Limonite & Hamner Market &Clark Main & Parkridge Corona Transit Center 7 6 5 3 1 6:35 6:44 7:06 7:12 7:20 8:20 8:30 8:55 9:03 9:11 10:20 10:30 10:55 11:03 11:11 12:27 12:37 1:03 1:11 1:19 2:27 2:37 3:03 3:11 3:19 4:25 4:35 4:57 5:05 5:13 6:44 6:53 7:13 7:21 7:29 34I RIVERSIDE TRANSIT AGENCY 928 8 Routing and timetables subject to change. Rutas designadas y horarios son sujetos a cambios. Lakesid H.S. 74 ORTEGA HWY LAKE ELSINORE - WILDOMAR LOOP Information Center (951) 565-5002 RiversideTransit.com RTABus.com 2r12 S\O�QQ, Lakeside Library cy 9,0, 9 BALDWIN BLVD LAKE ELSINORE - LAKE ELSINORE OUTLET CENTER 8.9 coo Lakeland Village M.S. 9y MP�P�P�o C�A'0O ' Mission Trail Library ec h 9l O� qpF `rT sf Legend I Map not to scale 0 Time and/or Transfer Point Railroad Canyon Rd WALMART 8.40 Served first before Canyon Estate Dr loop Post Office WILDOMAR &CENTRAL 8.23 AQQ' DavidA (r Brown M.S. 929 RTA RIDE GUIDE - April 5,2020 v04 135 8 Counterclockwise Loop via Grand Ave A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Lake Elsinore o Outlet Center — °' Lakeshore & • Viscaya °' Lakeside High School °' Grand & N Baldwin 01 Palomar & Central I Mission Trail & Malaga 1ALake Elsinore Walmart ✓ ll 1 Graham & c Langstaff ALake Elsinore �, Outlet Center 7:52 8:00 8:08 8:15 8:31 8:41 8:47 8:59 9:12 9:00 9:08 9:16 9:23 9:39 9:49 9:55 10:08 10:21 10:03 10:11 10:21 10:29 10:45 10:55 11:04 11:18 11:31 11:06 11:15 1 1: 25 1 1: 33 11:49 11:59 12:08 12:22 12:36 12:20 12:29 12:38 12:46 1:02 1:12 1:21 1:35 1:49 1:31 1:40 1:49 1:57 2:14 2:24 2:33 2:47 3:01 2:46 2:55 3:04 3:12 3:29 3:39 3:47 4:01 4:15 4:01 4:10 4:18 4:26 4:43 4:53 5:01 5:15 5:29 5:03 5:12 5:20 5:28 5:45 5:55 6:02 6:15 6:29 6:18 6:27 6:35 6:43 7:00 - - - - 8 Clockwise Loop via Mission Ira' A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate °' Lake Elsinore No Outlet Center °' Graham & N Langstaff ° Lake Elsinore N Walmart ° Mission Trail & Malaga ▪ Palomar & a Central " Grand & �, Baldwin Lakeside A High School ILaore& Viscaya Lake Elsinore Outlet Center 7:18 7:31 7:42 7:50 8:07 8:18 8:25 8:35 8:43 8:23 8:38 8:51 9:00 9:17 9:28 9:35 9:45 9:53 9:27 9:42 9:55 10:04 10:20 10:31 10:38 10:48 10:56 10: 3 7 10: 5 2 11:05 11:16 1 1: 3 2 1 1:4 3 11:51 12:02 12:10 11:48 12:03 12:16 12:27 12:43 12:54 1:02 1:13 1:21 1:03 1:18 1:31 1:42 1:58 2:09 2:17 2:28 2:36 2:18 2:33 2:46 2:57 3:13 3:24 3:32 3:43 3:51 3:21 3:37 3:50 4:00 4:16 4:27 4:35 4:45 4:53 4:37 4:53 5:05 5:15 5:31 5:42 5:50 6:00 6:08 5:37 5:52 6:04 6:14 6:30 6:41 6:49 6:59 7:07 36I RIVERSIDE TRANSIT AGENCY 930 9 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ION PERRIS STATION TRANSIT CENTER - LAKE ELSINORE OUTLET CENTER Information Center (951) 565-5002 RiversideTransit.com RTABus.com Perris Senior City Hall Center PERRIS PERRIS STATION TRANSIT CENTER 9.19.19A•22.27.28.30 61 •74.208•METROLINK Boarding diagram pg 26 CST THEDA ST O O CC LM O LAKE ELSINORE Legend I Map not to scale 0 Time and/or Transfer Point GREENWALD AVE 7' 74. LAKE ELSINORE Target OUTLET CENTER 8.9 COLLIER AVE 931 RTA RIDE GUIDE - April 5, 2020 v04 137 9 Northbound to Perris Station Transit Center A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Lake Elsinore Outlet Center Hwy. 74 & Meadowbrook Perris Station Transit Center 1 2 3 6:38 6:48 7:03 7:50 8:00 8:15 9:26 9:37 9:52 10:36 10:47 11:02 11:45 11:56 12:13 12:46 12:59 1:16 1:59 2:12 2:29 3:11 3:24 3:41 4:21 4:34 4:51 5:36 5:48 6:05 6:37 6:49 7:04 9 Southbound to Lake Elsinore Outlet Center A.M. times are in PLAIN, P.M. times are in BOLD 1 Times are approximate Perris Station Transit Center Hwy. 74 & Meadowbrook Lake Elsinore Outlet Center 3 2 1 6:50 7:02 7:13 7:50 8:02 8:13 8:45 8:57 9:08 10:07 10:19 10:31 11:15 11:28 11:40 12:25 12:38 12:50 1:34 1:47 1:59 2:37 2:50 3:02 3:59 4:12 4:24 5:02 5:15 5:27 6:14 6:27 6:39 38I RIVERSIDE TRANSIT AGENCY 932 Routing and timetables subject to change. Rutasy horarios son sujetos a cambios. rcy h. BIG SPRINGS & WATKINS - DOWNTOWN RIVERSIDE - GALLERIA AT TYLER UNIVERSITY & LEMON GOLD LINE• 1 •10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 FG ® `.. CO) RT GJ Pox Theater F EB» UNIVER ITV PVE y 10TNS�..... 141N Am ORANGE �z & 10TH ,. 7verside 10.12.13 City 91 % College IOWA & BLAINE 1.10.14.51.52 RIVERSIDE Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing • Transfer Point 05� Information Center (951) 565-5002 RiversideTransit.com RTABus.com F�f GF9�o�'9G SQQ��S�O 9,9G 0 F John North tiqr H.S. 6- 09GF Riverside Sports OCR Complex COUNTY ADMINISTRATION CENTER 10.12.13.200.208.210 c, yCN10GE01 o PA<, • Poly v W,4'H.S. mRiversides, PGA , Plaza TARG *i9IIe AB Only BROCKTON ARCADE 1.10.14.15 Marcy Libypy fB p0 yCE Calif. Sch. for Deaf Notre Dame Casa H.S. Blanca Library MADISON ST Arlington H.S. JACKSONST Van Bure VqN Drive -In ▪ BORfNBlVD g GALLERIA AT TYLER GOLD LINE • 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 28 Gage M.S. 933 RTA RIDE GUIDE - April 5, 2020 v04 139 1 0 Eastbound to Big Springs & Watkins A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate to a b °o & A Jackson `" Lincoln & Madison _ Arlington 65 at Target c O a)a 2.FilE 03Q >V a+ c N -17 lnb I•�o Big Springs & Watkins 1 5 6 7E 8:03 8:34 8:44 8:52 9:34 9:47 9:54 10:02 10:08 10:20 10:28 10:38 10:51 10:56 1 1:1 1 11:18 11:26 11:32 11:44 11:52 12:02 12:15 12:29 12:44 12:51 12:59 1:05 1:17 1:25 1:35 1:48 1:55 2:10 2:17 2:24 2:30 2:42 2:50 3:00 3:13 3:26 3:41 3:48 3:55 4:01 4:13 4:21 4:31 4:44 4:51 5:06 5:13 5:20 5:26 5:38 5:46 5:56 6:09 6:26 6:39 6:46 6:53 6:59 7:11 7:19 7:28 7:41 1 0 Westbound to Galleria at Tyler A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Iao Big• b Springs & I Watkins a • RTA Offices w cD Orange & N 10th r0 «gyp >u` 6 8:32 00 caBrockt1on Arcade 00 Arlington o at Target °o Lincoln & qo Madison o ILincoln & o1 Jackson m ea a v �1- 1 9:19 9:28 9:37 9:46 9:56 10:08 10:15 10:24 10:31 10:46 11:01 11:10 11:19 11:29 11:41 11:48 11:57 12:04 12:19 12:25 12:34 12:43 12:53 1:05 1:12 1:21 1:28 1:43 1:58 2:07 2:16 2:26 2:38 2:45 2:54 3:01 3:16 3:23 3:32 3:41 3:51 4:03 4:10 4:19 4:26 4:41 4:54 5:03 5:12 5:22 5:34 5:41 5:50 5:56 6:11 6:24 6:33 6:42 6:52 7:02 7:08 7:16 7:22 7:36 DID YOU KNOW? Every $1 invested in public transportation generates approximately $4 in economic returns. 40I RIVERSIDE TRANSIT AGENCY 934 MORENO VALLEY MALL - MARCH ARB LOOP ROUTE Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 25 a-NERpoiN (c F IRONWOOD AVE Information Center (951) 565-5002 RiversideTransit.com RTABus.com «Counter -clockwise I Clockwise » TOWNGATE BLVD MORENO VALLEY FREDERICK & ALESSANDRO 11.20 City Hall March ARB Legend I Map not to scale O Time and/or Transfer Point OTransfer Point 0 a Kaiser Medical Offices Sunnymead M.S. Moreno Valley H.S. COTTONWOOD AVE ALESSANDRO BLVD CACTUS AVE 0 0 HEMLOCK AVE Post Office OHEACOCK & SUNNYMEAD 11.19 O SUNNYMEAD BLVD EUCALYPTUS AVE 0 HEACOCK & COTTONWOOD 11.18 Riverside County Superior Court ALESSANDRO & HEACOCK 11.20 MEYER DR JFK DR 4 «Clockwise I Counter -clockwise » 0 y Badger Springs M.S. 2 JO JO CO 935 RTA RIDE GUIDE - April 5,2020 v04 141 11 Clockwise Loop to March ARB via Ironwood A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate t = Saturdays only, trips do not operate on Sundays. Moreno Valley Mall Perris & Hemlock Alessandro & Heacock Meyer & 6th St Frederick & Alessandro Moreno Valley Mall 1 2 3 4 5 1 t 8:30 8:40 8:52 9:07 9:19 9:29 9:42 9:54 10:03 10:09 10:21 10:31 10:44 10:56 11:06 11:12 11:24 11:34 11:47 11:59 12:09 12:15 12:27 12:37 12:50 1:02 1:12 1:18 1:30 1:40 1:53 2:05 2:15 2:21 2:33 2:43 2:56 3:08 3:18 3:24 3:36 3:46 3:59 4:11 4:21 4:27 4:39 4:49 5:02 5:14 5:24 5:30 5:42 5:52 6:05 6:17 6:27 6:33 6:45 6:55 7:07 7:19 7:29 7:35 7:47 11 Counterdockwise Loop to March ARB via Frederick A.M. times are in PLAIN, P.M. times are in BOLD !Times are approximate t = Saturdays only, trip does not operate on Sundays. Moreno Valley Mall Frederick & Alessandro Meyer & 6th St Alessandro & Heacock Perris & Hemlock Moreno Valley Mall 1 5 4 3 2 1 t 9:00 9:09 9:14 •: A 9:37 9:50 10:00 10:09 10:15 10:27 10:40 10:55 11:05 11:14 11:20 11:32 11:45 12:00 12:10 12:19 12:25 12:37 12:50 1:05 1:15 1:24 1:30 1:42 1:55 2:10 2:20 2:29 2:35 2:47 3:00 3:15 3:25 3:34 3:40 3:52 4:05 4:20 4:30 4:39 4:45 4:57 5:10 5:25 5:35 5:44 5:50 6:02 6:15 6:30 6:40 6:49 6:55 7:07 7:20 7:35 42I RIVERSIDE TRANSIT AGENCY 936 Q*• LA CADENA & STEPHENS - DOWNTOWN RIVERSIDE - CORONA HILLS PLAZA Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Legend 1 Map not to scale O Time and/or Transfer Point ® Alternate Routing • Transfer Point RIVERSIDE County Mental Health La Sierra Js UniveZS� sicSQ HOLEAVE l9Ji - - 40 0<0%. "PROMENADE/COLLETT CORONA HILLS PLAZA rf 91 UNIVERSITY & LEMON GOLD LINE•1 •10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 Information Center (951) 565-5002 RiversideTransit.com RTABus.com Ruth Lewis Community Center/Reid Park CENTER ST -GARNER RD INTERCHANGE 1 n r-� 9 a tan MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 204 1- Foxl Theater 10TH ST z COUNTY ADMINISTRATION CENTER - Riverside 10.12.13.200.208.210 Hall of Justice RUSSELLST 0 z ti Salvation Army Riverside County Administrativ Center 14TH ST ARLINGTON AVE VAN BUREN & CALIFORNIA CASA 12.21 Riverside COUNTY FARM RD 2 Z Fp f Kaiser Hospital Juvenile AN,(.) Hall ORANGE UNIV. AVE & 10TH x 10.12.13 JURUPA AVE 0 Io RIVERSIDE O� CITY OCOLLEGE J o O MAGNOLIA 96F< A. STREETER & & ELIZABETH ,. a\tt,P ARLINGTON 2•012.13.14.15 12.15 GALLERIA ATTYLER GOLD LINE• 1.10.12 13.14.15.21.27.200 Boarding diagram pg 28 loner Goeske ar. 937 RTA RIDE GUIDE - April 5, 2020 v04 143 1 2 Eastbound to La Cadena & Stephens A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate *Trip will end service at Primer and Columbia bus stop. c' Promenade & McKinley aII Pierce & La A - Sierra m •�' N N WI— • Streeter & - Arlington Jurupa & p Magnolia 0 3 > V Oea 1 Market & a University — La Cadena & • 0 Stephens 3 7 6:48 7:14 7:24 7:38 7:45 7:58 8:07 8:11 8:21 8:36 8:22 8:36 8:43 8:57 9:07 9:11 9:21 9:36 9:21 9:35 9:42 9:56 10:06 10:10 10:20 10:35 10:20 10:35 10:43 10:57 11:07 11:11 11:21 11:38 11:20 11:35 11:43 11:57 12:07 12:11 12:21 12:38 12:22 12:37 12:46 1:02 1:13 1:17 1:27 1:44 1:25 1:40 1:49 2:05 2:16 2:20 2:30 2:47 2:25 2:40 2:49 3:05 3:16 3:20 3:30 3:47 3:29 3:44 3:53 4:09 4:20 4:24 4:34 4:51 4:32 4:47 4:56 5:12 5:23 5:27 5:37 5:54 5:33 5:48 5:56 6:12 6:23 6:27 6:37 6:54 6:37 6:52 7:00 7:16 7:25 7:29 7:39 7:56* 2 Westbound to Corona Hills Plaza A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate ILaCadena& j Stephens • Orange & 10th 00 vv oa3 4102 o °c 4i � 0 `w w a ,,,a' 10 2 Si- Pierce & La of Sierra °D Promenade N & McKinley 7 6 5 3 7:22 7:26 7:34 7:49 The 7:00 a.m. trip will start service at the first stop on Orange St north of Columbia Ave at approximately 6:55 a.m. 7:54 8:13 8:18 8:22 8:32 8:47 8:54 9:11 8:46 9:10 9:15 9:19 9:29 9:46 9:53 10:10 9:46 10:10 10:15 10:19 10:29 10:46 10:53 11:10 10:45 11:08 11:13 11:17 11:29 11:47 11:54 12:12 11:48 12:11 12:16 12:20 12:32 12:50 12:57 1:15 12:48 1:11 1:16 1:20 1:32 1:50 1:57 2:15 1:54 2:15 2:20 2:24 2:36 2:54 3:01 3:19 2:57 3:18 3:23 3:27 3:39 3:57 4:04 4:22 3:57 4:18 4:23 4:27 4:39 4:57 5:05 5:23 5:01 5:22 5:27 5:31 5:43 6:01 6:09 6:27 6:09 6:30 6:35 6:39 6:51 7:09 7:17 7:35 7:09 7:28 7:33 7:37 7:49 8:04 8:12 8:30 4 4 I RIVERSIDE TRANSIT AGENCY 938 HUNTER PARK/UCR METROLINK STATION - DOWNTOWN RIVERSIDE - GALLERIA AT TYLER Routing and timetables subject tochange. Rutas y horarios son sujetos a cambios. iO N Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing 0 Transfer Point Norte Vista H.S. P%\\ k t, ARLINGTON &TYLER 13.15 Information Center (951) 565-5002 RiversideTransit.com RTABus.com HUNTER PARK/UCR METROLINK STATION 13.52 • METROLINK (000 CHICAGO & ..:: ;,...._E�o�y •C ;•• Z, UNIVERSITY ?r'•_"'`.7ASS GOLD LINE•1 •13 99' �tl; v \_,A North H.S. ORANGE 3Q0 .,.,,. 6 Post & 10TH S.'..........vP re_y Office 10.12.13 .O�lF�O \�c�t�S�� Library 9C0 MARKET I& UNIVERSIT .. C• f 4� �����VO - 204 N w ,ZgS�1 Stratton Community Center RIVERSIDE MARKET 10TH ST 5w Riverside' Riverside & 10TH City Hall County 1 •13.15 11TH ST 5E Administrative MARKET ""Riverside Center & 11TH Community.: r RIVERSIDE 1 •13.15 Hospital d CITY COLLEGE Central M.S. MAGNOLIA y Riverside & 15TH Plaza 1.13.15.50 m ADO Riverside *GO" 3 9F Airport Ps' ARLINGTON & MONROE - 13.15 yFG nP FyG• `S)\ COLORADO &VAN BUREN 13.21 0 DPSS ';\ PJsc A90 GALLERIAATTYLER 'CV GOLD LINE• 1.10.12.13.14.15.21.27.200 Boarding diagram 11q 3 Sierra M.S. COUNTY ADMINISTRATION CENTER 10.12.13.200 208.210 RTA RIDE GUIDE - April 5, 2020 v04145 1 3 Eastbound to Hunter Park/UCR Metrolink Station A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate *If required, bus will take passengers to the bus stop on Market St far side University Ave. o• r GalleriaatTyler Colorado & • Van Buren Phoenix & Arlington Riverside City College o Market & 11th co N11Chicago & University IMassachusetts & Hulen • Chicago & Marlborough Hunter Park/UCR Metrolink Station 7:37 7:56 8:05 8:16 8:18 8:31 — 8:35 8:43 8:40 8:59 9:09 9:22 9:26 9:41 — 9:45 9:52 9:35 9:56 10:06 10:19 10:23 10:39 — 10:43 10:50 10:40 11:01 1 1:1 1 1 1: 25 1 1: 29 11:45 — 11:49 11:56 11:41 12:02 12:12 12:26 12:30 12:46 — 12:50 12:57 12:50 1:11 1:21 1:35 1:39 1:55 — 1:59 2:06 1:50 2:11 2:21 2:35 2:39 2:55 2:59 3:03 3:10 3:02 3:23 3:33 3:47 3:51 4:07 4:11 4:15 4:22 3:53 4:14 4:24 4:37 4:41 4:57 5:01 5:05 5:12 5:08 5:29 5:37 5:49 5:53 6:08 6:12 6:16 6:23 6:00 6:21 6:29 6:40 6:42* — — — — 1 3 Westbound to Galleria at Tyler A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Hunter Park/UCR o Metrolink Station - Spruce & Atlanta Massachusetts & o Hulen N Chicago & o University 5 Market & 10th A Riverside City O College Phoenix & o Arlington Colorado & co Van Buren w I. a to L d m w 1 8:18 7:58 8:04 8:11 8:18 8:30 8:33 8:43 8:52 9:13 9:02 9:08 — 9:15 9:30 9:33 9:47 9:56 10:18 10:02 10:08 — 10:15 10:30 10:34 10:48 10:57 11:21 11:03 11:09 — 11:16 11:31 11:35 11:49 11:58 12:22 12:06 12:12 — 12:19 12:34 12:38 12:52 1:01 1:25 1:07 1:13 — 1:20 1:35 1:38 1:52 2:01 2:25 2:16 2:22 — 2:29 2:44 2:47 3:01 3:11 3:35 3:20 3:25 — 3:32 3:47 3:50 4:03 4:13 4:37 4:32 4:37 — 4:44 4:59 5:02 5:15 5:24 5:47 5:22 5:27 — 5:34 5:48 5:51 6:04 6:13 6:36 461 RIVERSIDE TRANSIT AGENCY 940 14 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. O GALLERIA AT TYLER - DOWNTOWN RIVERSIDE - LOMA LINDA VA HOSPITAL Information Center (951) 565-5002 RiversideTransit.com RTABus.com 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 0 Time and/or Transfer Point OTransfer Point LOMA LINDA University�P�jpNQO LOMA LINDA VA HOSPITAL POCIA° 149•32SNSRX " ANS2 - PASS 125 -CO t�GRAND 44 Loma Linda y(k09* 2 TERRACE ��NPRO N . CENjCRS 6 CENTER & MICHIGAN 14.OMNITRANS 325 CHICAGO & UNIVERSITY GOLDLINE•1.13 v� 14.22 MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 204 UNIV ERSITYAvE W 3R• � HIGHGROVE University Village IOWA & BLAINE 1.10.14.51.52 IOWA & UNIVERSITY UNIVERSITY 4 Riverside Cesar Chavez GOLD LINE•1•14•16.51 & BROCKTON Q' Community Community Center 52.204 14.22 Hospital UNIVERSITY & LEMON • DMV GOLD2 Riverside 14.15.22.29.49 LINE•1.10.1 1�R3?l" Piaza 200.204.208.210 a OMNITRANS 215 BROCKTON ARCADE 3 S� 1.10.14.15 California School Riverside '�O` for the Deaf Medical 'f2oy Center . MADISON ST GALLERIA AT TYLER GOLD LINE•1 •10.12 13.14.15.21.27.200 Boarding diagram pg 23 «TYLER ST RIVERSIDE 941 RTA RIDE GUIDE - April 5, 2020 v04 147 14 Eastbound to VA Hospital A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate t = Saturdays only, trips do not operate on Sundays. * If required, bus will take passengers to the bus stop on Market St far side University Ave. Galleria at Tyler Indiana & Madison Brockton Arcade University Brockton Iowa & Blaine Center & Michigan Linda Loma VA Hospital 1 2 3 4E 5 6 7 t 7:31 7:44 7:49 7:58 8:11 8:21 8:39 t 8:25 8:38 8:43 8:54 9:11 9:21 9:39 9:24 9:39 9:44 9:55 10:12 10:22 10:40 10:26 10:41 10:46 10:57 11:14 11:24 11:42 11:26 11:42 11:47 11:58 12:15 12:25 12:43 12:29 12:45 12:50 1:01 1:18 1:28 1:46 1:31 1:48 1:53 2:04 2:21 2:31 2:49 2:36 2:53 2:58 3:09 3:26 3:36 3:54 3:40 3:57 4:02 4:13 4:30 4:40 4:58 4:43 4:58 5:03 5:14 5:31 5:41 5:59 5:46 6:01 6:06 6:17* — — — 14 Westbound to Galleria at Tyler A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate t = Saturdays only, trip does not operate from VA Hospital to downtown Riverside on Sundays. Loma Linda VA Hospital Center & Michigan Iowa & Blaine University & Market Brockton Arcade Indiana & Madison Galleria at Tyler 7 6 5 4W 3 2 1 7:59 8:17 8:30 8:41 8:53 8:59 9:14 8:58 9:16 9:29 9:40 9:53 9:59 10:16 9:56 10:14 10:27 10:40 10:53 10:59 11:16 10:59 11:17 11:30 11:43 11:56 12:02 12:19 12:01 12:19 12:32 12:45 12:58 1:04 1:21 1:06 1:24 1:37 1:50 2:03 2:09 2:26 2:10 2:28 2:41 2:54 3:07 3:13 3:30 3:13 3:31 3:44 3:57 4:10 4:16 4:33 4:16 4:34 4:47 5:00 5:13 5:19 5:36 5:11 5:29 5:42 5:55 6:08 6:14 6:31 48I RIVERSIDE TRANSIT AGENCY 942 15 Routing and timetables subjectto change. Rutasy horarios son sujetos a cambios. ►O N DOWNTOWN RIVERSIDE - MERCED & MAGNOLIA Information Center (951)565-5002 RiversideTransit.com RTABus.com Legend I Map not to scale 0 Time and/or Transfer Point Altemate Routing QTransfer Point 5 La Sierra University RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.200.208.210.OMNITRANS 215 METROLINK.AMTRAK.SUNLINE 220 Boarding diagram p927 ................ UNIVERSITY NIVER GOLD EITY• I&O LEMON 5.22.29.49 N1V 200.204.208.210.OMNITRANS 215 MARKET & UNIVEiRSITY 1.12.13.14.15.22.29.49 204 MAGNOLIA & 15TH 1.13.15.50 Riverside City Hall Riverside Community Hospital Central M.S. RIVERSIDE CITY COLLEGE i 9 9G F Riverside Marcy Plaza Library SUN�ySA°E RIVERSIDE sT BROCKTON % ARCADE 1.10.14.15 9G F '5' 0 & MO ROE Arlington o Spam y ARLINGTON Riverside 13.15 ARLINGTON Ji Airport A & STREETER 12-15 P� G�ON1°' Norte Vista �1N ARLINGTON H.S. & VAN BUREN 15.21 J� p94 `OQ�\PP , d4`0 @F O�Q Loma Vista M.S. La Sierra Senior Center HOLE AVE LA SIERRA & HOLE/PIERCE 12.15 41 .r�F999 La Sierra MAGNOLIA & LA SIERRA GOLD LINE• 1.15 0 4iFg`Ft?O Q� Kaiser Hospital Hillrrest Hs. l` JT 91 GALLERIA AT TYLER GOLD LINE• 1.10.12 13.14.15.21.27.200 Boarding diagram pg23 QQ Arizona M.S. LA SIERRA METROLINK STATION 15.200.00TA 794•METROLINK Boarding diagram pg 24 943 RTA RIDE GUIDE - April5, 2020 v04 I49 15 Eastbound to Downtown Riverside A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Merced & ccr, Magnolia La Sierra Metrolink Station La Sierra & • Hole/ Pierce Arlington & N La Sierra 1Arlin9ton & Van Buren Arlington & m Streeter 03 • Brockton Arcade w Riverside City College Riverside- °' Downtown 0.' Metrolink Station (Vine St Bay C) d I. I m .2 A t7 3 7:37 8:04 — 8:16 8:26 8:31 8:40 8:47 8:52 8:58 9:08 8:45 — 8:57 9:08 9:13 9:22 9:29 9:34 9:40 9:50 9:25 — 9:37 9:49 9:54 10:04 10:11 10:16 10:22 10:32 10:06 — 10:19 10:31 10:36 10:46 10:53 10:58 1 1 :04 1 1 :14 10:48 — 11:01 11:13 11:18 11:28 11:35 11:40 11:46 11:56 11:30 — 11:43 11:55 12:00 12:10 12:17 12:22 12:28 12:38 12:09 — 12:22 12:36 12:42 12:52 12:59 1:04 1:10 1:20 12:50 — 1:03 1:17 1:23 1:34 1:41 1:46 1:52 2:02 1:32 — 1:45 1:59 2:05 2:16 2:23 2:28 2:34 2:44 2:14 — 2:27 2:41 2:47 2:58 3:05 3:10 3:16 3:26 2:57 — 3:10 3:24 3:30 3:40 3:47 3:52 3:58 4:08 3:39 — 3:52 4:06 4:12 4:22 4:29 4:34 4:40 4:50 4:24 — 4:37 4:51 4:57 5:07 5:14 5:19 5:25 5:35 5:01 5:09 5:19 5:32 5:38 5:47 5:54 5:59 6:05 6:15 5:42 5:50 6:00 6:13 6:19 6:28 6:35 6:40 6:46 6:56 6:21 6:29 6:39 6:52 6:57 7:06 7:13 7:18 7:24 7:34 7:24 — 7:37 7:50 7:55 8:04 8:11 8:16 8:22 8:32 15 Westbound to Merced & Magnolia A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Riverside- °' Downtown o ' Metrolink Station (Vine St Bay C) 1_ Riverside City .moo College Brockton Arcade o' Arlington & .o Streeter 1°' Arlington & Van Buren Arlington & La Sierra La Sierra & 0 Hole/ Pierce Gal feria at Tyler 1La Sierra a Metrolink Station 1a1 Merced& Magnolia 7:12 7:22 7:28 7:32 7:41 7:48 7:55 8:04 — 8:16 7:54 8:04 8:10 8:14 8:23 8:31 8:38 8:49 8:58 9:08 8:36 8:46 8:52 8:56 9:05 9:13 9:20 9:31 — 9:46 9:18 9:29 9:35 9:39 9:48 9:56 10:03 10:15 — 10:30 10:00 10:11 10:17 10:21 10:30 10:38 10:46 10:58 — 11:13 10:42 10:53 10:59 11:04 11:13 11:21 11:29 11:41 — 11:56 1 1 : 24 11:35 11:42 1 1 :47 11:56 12:04 12:12 12:24 — 12:39 12:06 12:17 12:24 12:29 12:38 12:46 12:54 1:06 — 1:21 12:48 12:59 1:06 1:11 1:20 1:28 1:36 1:48 — 2:03 1:30 1:41 1:48 1:53 2:02 2:10 2:18 2:30 — 2:45 2:12 2:24 2:31 2:36 2:45 2:53 3:01 3:13 — 3:28 2:54 3:06 3:12 3:17 3:26 3:34 3:42 3:54 — 4:09 3:36 3:48 3:54 3:59 4:07 4:16 4:24 4:36 — 4:51 4:18 4:30 4:36 4:41 4:49 4:58 5:05 5:17 — 5:32 5:00 5:12 5:18 5:23 5:31 5:39 5:46 5:56 — 6:11 5:45 5:56 6:02 6:07 6:15 6:23 6:30 6:40 — 6:54 6:25 6:36 6:42 6:47 6:55 7:03 7:10 7:20 — 7:34 7:14 7:25 7:31 7:36 7:44 7:52 7:59 8:09 — 8:23 50I RIVERSIDE TRANSIT AGENCY 944 MORENO VALLEY MALL TO UCR Routing and timetables subject to change. Rutasy horarios son sujetos a cambios. / NO Legend I Map not to scale 0 Timeand/orTransferPoint OT Transfer Point UCR AT BANNOCKBURN GOLD LINE • 1 •16.51 52.204 UCR CANYON S CREST DR `P.QO IOWA AV Information Center (951) 565-5002 RiversideTransit.com RTABus.com MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 25 MORENO VALLEY CANYON CREST DR UNIVERSITYAVE AT UNIVERSITY VILLAGE GOLD LINE• 1.16.52 IOWA AT UNIVERSITY GOLD LINE•1.14.16.51 52.204 RIVERSIDE Canyon Crest Towne Center ® DAY ST WHERE TO TRANSFER BETWEEN ROUTES 1 & 16 1O CANYON CREST DR UCR AT BANNOCKBURN lEB•16E6 Bannockburn —45 Village aeon UNIVERSITY VILLAGE IOWA AVE L UNIVERSITYAVE AT UNIVERSITY VILLAGE 1 WB• 16WB 945 RTA RIDE GUIDE - April 5, 2020 v04 151 1 6 Eastbound to Moreno Valley Mall A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate UCR at Bannockburn Moreno Valley Mall 1 3 7:33 7:59 8:15 8:42 8:58 9:27 9:26 9:57 9:56 10:27 10:11 10:42 10:26 10:57 10:40 11:11 10:55 11:26 11:09 11:40 11:25 11:56 11:41 12:13 11:56 12:28 12:11 12:43 12:25 12:57 12:41 1:13 12:56 1:28 1:11 1:43 1:26 1:58 1:41 2:13 1:56 2:28 2:11 2:43 2:26 2:58 2:42 3:14 2:57 3:29 3:12 3:44 3:27 3:59 3:44 4:16 4:01 4:33 4:16 4:48 4:31 5:03 4:46 5:18 5:01 5:33 5:18 5:50 5:33 6:05 6:03 6:35 6:29 7:01 7:44 8:16 8:37 9:07 10:13 10:39 52I RIVERSIDE TRANSIT AGENCY 946 1 6 Westbound to UCR A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Moreno Valley Mall University Ave & University Village UCR at Bannockburn 3 2 1 7:11 7:36 7:44 7:55 8:20 8:28 8:38 9:06 9:14 9:07 9:35 9:43 9:36 10:04 10:12 10:04 10:32 10:40 10:19 10:47 10:55 10:34 11:02 11:10 10:49 11:17 11:25 11:04 11:32 11:40 11:19 11:47 11:55 11:34 12:02 12:10 11:48 12:17 12:25 12:02 12:32 12:40 12:17 12:47 12:55 12:32 1:02 1:10 12:47 1:17 1:25 1:02 1:32 1:40 1:17 1:47 1:55 1:32 2:02 2:10 1:47 2:17 2:25 2:02 2:32 2:40 2:17 2:47 2:55 2:32 3:02 3:10 2:50 3:20 3:28 3:05 3:35 3:43 3:20 3:50 3:58 3:35 4:05 4:13 3:52 4:22 4:30 4:07 4:37 4:45 4:22 4:52 5:00 4:37 5:07 5:15 4:52 5:22 5:30 5:07 5:37 5:45 5:22 5:52 6:00 5:37 6:07 6:15 5:53 6:22 6:30 6:09 6:37 6:45 6:39 7:07 7:15 7:11 7:39 7:47 7:39 8:07 8:15 8:25 8:53 9:01 9:19 9:47 9:55 947 RTA RIDE GUIDE - April 5, 2020 v04 153 Routing and timetables subject to change. Rutas y horados son sujetos a cambios. PIGEON PASS RD SUNNYMEAD RANCH - MORENO VALLEY MALL - MORENO VALLEY COLLEGE Vista Heights M.S. Canyon Springs H.S. SUNNYMEAD RANCH SUNNYMEAD RANCH PKWY NB ONLY z «NBONLY pp «CENTERPOINTDRMoreno a 1- yV" " Valley o COTTONWOOD �� TOWNGATE AVE H.S. w &HEACOCK v� 11.18 dC I COTTONWOOD & FREDERICK 11.18 MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 25 Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing • Transfer Point COTTONWOOD AVE MORENO VALLEY Information Center (951) 565-5002 RiversideTransit.com RTABus.com Badger PERRIS & Springs ALESSANDRO M.S. J 18.19.20 m Vista M JFK DR w Dellago '^ H.S. GENTIAN AVE IRIS AVE »� IO KRAMERIA» MORENO VALLEY Vista COLLEGE Verde 18.19.20.41 M.S. 54I RIVERSIDE TRANSIT AGENCY 948 1 8 Northbound to Sunnymead Ranch & Moreno Valley Mall # A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate o Iris & Lasselle Perris & rs) Alessandro \' Cottonwood & Frederick Moreno A Valley Mall Heacock & Manzanita co Moreno IS) Valley Mall ea a a VI my RI Li. J 1 2 7:14 8:08 8:15 8:23 8:31 8:42 9:04 9:21 9:12 9:19 9:27 9:35 9:46 10:08 10:26 10:14 10:22 10:31 10:39 10:50 11:12 11:30 11:19 11:27 11:36 11:44 11:55 12:17 12:35 12:25 12:33 12:42 12:50 1:01 1:23 1:41 1:30 1:38 1:47 1:56 2:07 2:29 2:47 2:36 2:44 2:53 3:02 3:13 3:35 3:53 3:43 3:51 4:00 4:09 4:20 4:42 5:00 4:49 4:56 5:05 5:14 5:25 5:47 6:05 5:56 6:03 6:11 6:19 6:30 6:52 7:10 7:00 7:07 7:15 7:23 7:34 7:56 8:13 1 8 Southbound to Moreno Valley College A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Moreno Valley Mall Cottonwood & Graham Perris & Alessandro Lasselle & JFK Iris & Lasselle 5 45 3 2 1A 8:30 8:38 8:45 8:51 9:02 9:31 9:39 9:46 9:53 10:04 10:36 10:44 10:51 10:58 11:09 11:40 11:49 11:57 12:04 12:15 12:45 12:54 1:02 1:09 1:20 1:51 2:00 2:08 2:15 2:26 2:57 3:06 3:14 3:21 3:33 4:03 4:12 4:20 4:27 4:39 5:10 5:19 5:27 5:34 5:46 6:15 6:23 6:31 6:38 6:50 949 RTA RIDE GUIDE - April 5, 2020 v04155 1919A Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. MORENO VALLEY MALL TO PERRIS STATION TRANSIT CENTER - TRUMBLE RD Center (951) 565-5002 RiversideTransit.com RTABus.com TOwNCIR t, MORENO VALLEY MALLCENTERPOINT DR 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 25 Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing OTransfer Point SUNNYMEAD ▪ & HEACOCK = 11.19 SUNNYMEAD BLVD MORENO VALLEY Val Verde H.S. MORGAN ST March Mountain H.S. PERRIS & ALESSANDRO0ALESSANDRO BLVD 18.19.20 ALESSANDRO0ALESSANDRO Badger Springs M.S. IRIS AVE ROSS/LOWE'S/ KRAMERIA AVE STARCREST 19.41 3 RAMONA EXPY G :fir PERRIS PERRIS STATION TRANSIT CENTER 9.19.19A•22.27.28.30 61.74.208•METROLINK Boarding diagram pg 26 Perris Valley Spectrum Walmart Perris 10 Theater NUEVO RD 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 O Perris H.S. z d JARVISST Perris City Hall E SAN JACINTO AVE W 4TH ST TRUMBLE RD AT EXCEED 56 RIVERSIDE TRANSIT AGENCY 950 1 9 Northbound to Moreno Valley Mall A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Perris Station Transit Center Perris & Ramona Expy Moreno Valle• y College Perris & Alessandro Sunnymead & Heacock Moreno Valley Mall 2 4 5 6 7 8 5:11 5:29 5:39 5:51 6:00 6:09 6:00 6:18 6:28 6:40 6:49 6:59 6:44 7:02 7:12 7:24 7:35 7:45 7:27 7:45 7:55 8:07 8:18 8:28 7:55 8:13 8:23 8:36 8:47 8:57 8:22 8:40 8:50 9:04 9:16 9:26 8:50 9:08 9:18 9:32 9:44 9:54 9:20 9:38 9:48 10:02 10:14 10:24 9:35 9:53 10:03 10:17 10:29 10:39 9:50 10:08 10:18 10:32 10:44 10:54 10:04 10:22 10:32 10:47 10:59 11:09 10:19 10:37 10:47 11:02 11:14 11:24 10:32 10:50 11:00 11:15 11:28 11:38 10:46 11:04 11:14 11:29 11:42 11:52 11:00 11:18 11:28 11:43 11:56 12:07 11:15 11:33 11:43 11:58 12:11 12:22 11:30 11:48 11:58 12:13 12:26 12:37 11:45 12:03 12:13 12:28 12:41 12:52 12:00 12:18 12:28 12:43 12:56 1:07 12:15 12:33 12:43 12:58 1:11 1:22 12:30 12:48 12:58 1:13 1:26 1:37 12:45 1:03 1:13 1:28 1:41 1:52 1:00 1:18 1:28 1:43 1:56 2:07 1:16 1:34 1:44 1:59 2:11 2:22 1:34 1:52 2:02 2:17 2:29 2:40 1:50 2:08 2:18 2:32 2:44 2:55 2:05 2:23 2:33 2:47 2:59 3:10 2:20 2:38 2:48 3:02 3:14 3:25 2:37 2:55 3:05 3:19 3:31 3:42 2:53 3:11 3:21 3:35 3:47 3:57 3:08 3:26 3:36 3:50 4:02 4:12 3:23 3:41 3:51 4:05 4:17 4:27 3:38 3:56 4:06 4:20 4:32 4:42 3:53 4:11 4:21 4:35 4:47 4:57 4:08 4:26 4:36 4:50 5:02 5:12 4:23 4:41 4:51 5:05 5:17 5:27 4:39 4:57 5:07 5:21 5:33 5:43 4:54 5:12 5:22 5:36 5:48 5:58 5:25 5:42 5:52 6:06 6:17 6:27 5:59 6:16 6:26 6:40 6:51 7:01 6:27 6:44 6:54 7:08 7:19 7:29 7:13 7:30 7:40 7:54 8:05 8:15 8:10 8:27 8:37 8:50 9:00 9:09 9:34 9:51 10:01 10:13 10:22 10:31 951 RTA RIDE GUIDE - April 5, 2020 v04 157 1 9 Southbound to Perris Station Transit Center A.M. times are in PLAIN, P.M. times are in BOLD 'Times are approximate Moreno Valley Mall Sunnymead & Heacock Perris & Alessandro Moreno Valley College Perris & Ramona Expy Perris Station Transit Center 8 7 6 5 4 2 6:19 6:25 6:33 6:42 6:52 7:08 6:46 6:53 7:03 7:13 7:23 7:40 7:17 7:24 7:34 7:44 7:54 8:11 8:09 8:16 8:26 8:36 8:46 9:03 8:57 9:04 9:15 9:26 9:36 9:54 9:37 9:45 9:56 10:07 10:17 10:35 9:52 10:00 10:11 10:22 10:32 10:50 10:07 10:15 10:26 10:37 10:47 11:05 10:22 10:30 10:41 10:52 11:02 11:20 10:37 10:45 10:56 11:07 11:17 11:35 10:52 11:00 11:11 11:22 11:32 11:50 11:07 11:15 11:26 11:37 11:47 12:05 11:21 11:29 11:40 11:52 12:02 12:20 11:36 11:44 11:55 12:07 12:17 12:35 11:50 11:58 12:09 12:21 12:32 12:50 12:06 12:14 12:25 12:37 12:48 1:06 12:23 12:32 12:43 12:55 1:06 1:24 12:38 12:47 12:58 1:10 1:21 1:39 12:53 1:02 1:14 1:26 1:37 1:55 1:07 1:16 1:29 1:41 1:52 2:10 1:23 1:32 1:45 1:57 2:08 2:26 1:38 1:47 2:00 2:12 2:23 2:41 1:53 2:02 2:15 2:27 2:38 2:56 2:08 2:17 2:30 2:42 2:53 3:11 2:23 2:32 2:45 2:57 3:08 3:26 2:38 2:47 3:00 3:12 3:23 3:41 2:53 3:02 3:15 3:27 3:38 3:56 3:08 3:17 3:30 3:42 3:53 4:11 3:24 3:33 3:46 3:58 4:09 4:27 3:39 3:48 4:01 4:13 4:24 4:42 3:54 4:03 4:16 4:28 4:40 4:58 4:09 4:18 4:31 4:43 4:55 5:13 4:26 4:35 4:48 5:00 5:12 5:30 4:43 4:52 5:05 5:17 5:29 5:47 4:58 5:07 5:20 5:32 5:44 6:02 5:13 5:22 5:34 5:46 5:58 6:16 5:28 5:37 5:49 6:01 6:13 6:31 5:43 5:52 6:04 6:16 6:28 6:46 6:00 6:09 6:21 6:33 6:45 7:03 6:15 6:24 6:36 6:48 7:00 7:17 6:45 6:54 7:06 7:17 7:28 7:44 7:11 7:19 7:30 7:41 7:52 8:08 8:26 8:34 8:45 8:56 9:07 9:23 9:19 9:25 9:33 9:42 9:52 10:07 10:41 10:47 10:55 11:04 11:14 11:27 58I RIVERSIDE TRANSIT AGENCY 952 ROUTE 19A NO SERVICE 953 RTA RIDE GUIDE - April 5, 2020 v04159 20 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. MAGNOLIA & ELIZABETH - METROLINK - RUMC - KAISER PERMANENTS - MOVAL COLLEGE Information Center (951) 565-5002 RiversideTransit.com RTABus.com RIVERSIDE UNIVERSITY MEDICAL CENTER 20.31.41 Poly CENTRAL H.S. & VICTORIA 10.20 Riverside Plaza Moreno Valley School District Moreno Valley Library ALESSANDRO © PERRIS BLVD & PERRIS 18.19.20 Post Ofhre 0A19 OaONVSS3ltl INDIAN ST ALESSANDRO O FREDERICK ST & FREDERICK 11.20 Moreno Valley DAY ST city Hall MISSION GROVE PKWY SP MORENO BEACH DR KAISER PERMANENTE HOSPITAL LASSELLEST PENINSULA CT E. MORENO VALLEY COLLEGE 18.19.20.41 z KITCHING ST MORENO VALLEY MORENO VALLEY/MARCH FIELD METROLINK STATION 20.26 • METROLIN K Mission Grove Plaza TRAUTWEIN RD RIVERSIDE VICTORIA AVE n MAGNOLIA - & ELIZABETH 1.12.13.14.15.20 a MAGNOLIA AVE ��DMV « BROCKTON AVE MISSION GROVE AT SOCIAL SECURITY 20.22.26 Legend 1 Map not to scale 0 Time and/or Transfer Point ® Alternate Routing TO Transfer Point 60 RIVERSIDE TRANSIT AGENCY 954 20 Eastbound to Moreno Valley College A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate t = Saturdays only. °' Magnolia & Elizabeth III Mission Grove at a Social Security Ill Moreno Valley March Field °' Metrolink Station N _ Alessandro & A Frederick Alessandro & N Perris IRiverside University Medical Center Iris at Kaiser Permanente 'O Hospital aballop .. AalleAouaaoW IIIris & Lasselle 7:40 7:57 8:07 8:15 8:23 8:31 8:41 8:46 8:55 8:28 8:45 - 8:57 9:07 9:15 9:25 9:30 9:39 9:31 9:48 - 10:01 10:11 10:19 10:29 10:34 10:43 10:31 10:50 - 11:03 11:13 11:21 11:31 11:36 11:45 11:31 11:50 - 12:03 12:13 12:21 12:31 12:36 12:45 12:31 12:50 - 1:03 1:13 1:21 1:31 1:36 1:45 1:34 1:53 - 2:06 2:16 2:24 2:34 2:39 2:48 2:36 2:55 - 3:08 3:18 3:26 3:36 3:41 3:50 3:36 3:55 - 4:08 4:18 4:26 4:36 4:41 4:50 4:31 4:50 - 5:03 5:13 5:21 5:31 5:36 5:45 5:22 5:41 5:51 5:59 6:09 6:17 6:27 6:32 6:41 6:28 6:47 6:59 7:07 7:15 7:25 7:30 7:39 t 7:26 7:44 - 7:56 8:04 8:11 8:21 8:26 8:35 8:26 8:43 - - 8:54 9:02 9:09 9:19 9:24 9:33 20 Westbound to Magnolia & Elizabeth A.M. times are in PLAIN, P M. times are in BOLD Times are approximate t = Saturdays only. b Iris & Lasselle o, Iris at Kaiser o Permanente 'O Hospital Riverside • University o Medical Center Alessandro & Perris w_ Alessandro & ▪ Frederick V111Moreno Valley March Field • Metrolink Station • Mission Grove in at Social Security °o Magnolia & O Elizabeth 8:16 8:20 8:30 8:41 8:48 - 9:00 9:21 9:05 9:09 9:20 9:32 9:40 - 9:54 10:17 9:49 9:53 10:04 10:16 10:24 - 10:38 11:01 10:53 10:57 11:08 11:20 11:28 - 11:42 12:05 11:55 11:59 12:10 12:22 12:30 - 12:44 1:07 12:55 12:59 1:10 1:22 1:30 - 1:44 2:07 1:55 1:59 2:10 2:22 2:30 - 2:44 3:07 2:58 3:02 3:13 3:25 3:33 - 3:47 4:10 4:00 4:04 4:15 4:27 4:35 - 4:49 5:12 5:00 5:04 5:15 5:27 5:35 5:45 5:55 6:18 6:05 6:09 6:20 6:32 6:39 - 6:53 7:16 7:00 7:04 7:15 7:27 7:34 - 7:45 8:06 t _ 7:50 7:54 8:05 8:15 8:2 8:33 8:51 955 RTA RIDE GUIDE - April 5, 2020 v04 161 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. GALLERIA AT TYLER TO COUNTRY VILLAGE/ FONTANA MARLAYAVE CC o j „ BANANA # m & CHERRY 21.49 CHERRY AVE ONIMTRANS82 FONTANA Information Center (951) 565-5002 RiversideTransit.com RTABus.com Legend 1 Map not to scale 0 Time and/or Transfer Point pT Transfer Point SAN BERNARDINO COUNTY SAN SEVAINEW JURUPA VALLEY COUNTRY VILLAGE 21.49.204 BEN NEVIS BLVD ETIWANDA & LIMONITE 21.29 MISSION BLVD RIVERSIDE COUNTY GLEN AVON Glen Avon Library lurupa Valley R.S. Mira Loma LIMONITE & ARCHER/COLLINS JURUPA RD M.S. PEDLEY LIMONITE AVE 21.29 x CC Riverside County Animal Control ARLINGTON AVE Pedley Metrolink Station ARLINGTON & VAN BUREN z 15.21 RIVERSIDE Walmart GALLERIA AT TYLER GOLD LINE• 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 13 CALIFORNIA & VAN BUREN 12.21 PVF Arlington Library 62 RIVERSIDE TRANSIT AGENCY 956 21 Northbound to Country Village/Fontana A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Galleria at Tyler Van Buren & Arlington Limonite & Collins Felspar & Jurupa Banana & Cherry 1 2 3N 4 5 7:41 7:53 8:01 8:19 8:32 8:46 9:00 9:10 9:28 9:42 9:55 10:10 10:20 10:38 10:53 11:03 11:21 11:31 11:49 12:04 12:14 12:33 12:43 1:01 1:16 1:27 1:46 1:56 2:14 2:29 2:39 2:58 3:08 3:26 3:41 3:53 4:12 4:22 4:40 4:55 5:05 5:22 5:32 5:50 6:05 6:16 6:32 6:42 6:58 7:13 21 Southhnund to Galleria at Tyler A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Banana & Cherry Felspar & Jurupa Limonite & Archer Van Buren & Arlington Galleria at Tyler 5 4 35 2 1 7:37 7:51 8:09 8:19 8:31 8:47 9:02 9:20 9:30 9:45 9:52 10:07 10:26 10:36 10:53 11:03 11:18 11:37 11:47 12:04 12:14 12:29 12:48 12:59 1:17 1:26 1:41 2:00 2:11 2:29 2:39 2:55 3:14 3:25 3:43 3:51 4:07 4:26 4:37 4:55 5:05 5:19 5:38 5:49 6:06 957 RTA RIDE GUIDE - April 5,2020 v04 163 22 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. UNIVERSITY & BROCKTON 14.22 DOWNTOWN RIVERSIDE - PERRIS STATION TRANSIT CENTER Information Center (951) 565-5002 RiversideTransit.com RTABus.com MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 204 UNIVERSITY & LEMON GOLD LINE • 1 •10.12 MISSION INN 14.15.22.29.49 • r`, 200.204.208.210 UNIV. AVE • •> ^ 7 OMNITRANS 215 . o � 511 l7 a CHICAGO & CENTRAL 22.51 Post CHICAGO & Office UNIVERSITY GOLD LINE• 1 •13 14.22 lG Mission 13., Grove Plaza Social Security TRAUTWEIN RD rya Office & VAN BUREN AVE... 22.27 VAN BUREN» Martin a MARIPOSA Luther o N1 N K ng 1 1 H.S. or'9ps'r42 Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point RIVERSIDE MISSION GROVE AT SOCIAL SECURITY 20.22.26 x OLEANDER AVE Citrus Hill H.S. Markham St RIDERST W O O D C R E S T CAJALCO & CLARK 22.41 MEAD VALLEY CAJALCO RD Mead Valley Library PERRIS PERRIS STATION TRANSIT CENTER 9.19.19A•22.27.28.30 61.74.208•METROLINK Perris Boarding diagram pg 26 City Hall SAN Senior JACINTO AVE (enter 4TH ST 64I RIVERSIDE TRANSIT AGENCY 958 22 Northbound to Downtown Riverside A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate °i Perris Station o. Transit Center San Jacinto & N "'INavajo °' Clark & Cajalco • Parsons & • Markham Trautwein & Van Buren oo Mission Grove o\ at Social Security A Chicago & • University °: University & 0,,, Brockton 6:50 6:56 7:07 7:19 7:25 7:31 7:45 7:57 7:31 7:37 7:48 8:00 8:06 8:12 8:28 8:40 8:38 8:44 8:55 9:07 9:13 9:19 9:35 9:47 9:42 9:48 9:59 10:11 10:17 10:23 10:39 10:51 10:12 10:18 10:29 10:41 10:47 10:53 11:09 11:21 10:42 10:48 10:59 11:11 11:17 1 1: 23 11:39 11:51 11:24 1 1: 30 11:41 11:53 11:59 12:05 12:21 12:34 12:32 12:38 12:49 1:01 1:07 1:13 1:29 1:42 1:34 1:40 1:51 2:03 2:09 2:15 2:31 2:44 2:48 2:54 3:05 3:17 3:23 3:29 3:45 3:58 3:58 4:04 4:15 4:27 4:33 4:39 4:55 5:08 5:07 5:13 5:24 5:36 5:42 5:48 6:03 6:16 6:11 6:17 6:28 6:40 6:46 6:52 7:06 7:19 7:11 7:17 7:28 7:40 7:46 7:52 8:06 8:18 22 Southbound to Perris Station Transit Center A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate o University& G, Brockton Chicago & University Mission Grove N at Social Security Trautwein & Van Buren Markham & o• 44. Parsons Clark & N Cajalco °D San Jacinto & Navajo Perris Station o.) Transit Center 8:12 8:22 8:36 8:42 8:49 9:01 9:12 9:22 8:50 9:00 9:15 9:21 9:28 9:40 9:51 10:01 9:57 10:07 10:22 10:29 10:36 10:48 10:59 11:09 11:03 11:13 11:28 11:35 11:42 11:54 12:05 12:15 12:12 12:22 12:37 12:44 12:51 1:03 1:14 1:24 1:11 1:21 1:36 1:43 1:50 2:02 2:13 2:23 2:01 2:11 2:27 2:34 2:41 2:53 3:04 3:14 2:29 2:39 2:55 3:02 3:09 3:21 3:32 3:42 2:56 3:06 3:22 3:29 3:36 3:48 3:59 4:09 3:31 3:41 3:57 4:04 4:11 4:23 4:34 4:44 4:16 4:26 4:42 4:49 4:56 5:08 5:18 5:28 4:49 4:59 5:15 5:22 5:29 5:41 5:51 6:01 5:37 5:47 6:02 6:08 6:15 6:27 6:37 6:47 6:40 6:50 7:05 7:11 7:18 7:30 7:40 7:50 959 RTA RIDE GUIDE - April 5,2020 v04165 WILDOMAR 15 p P' HIGH SCHOOL LEY 7.1 KpEM\PSZ VOIst sr 1. Murrieta ?- 6j. City Hall 90 ,w �j &Senior o RANCHO SPRINGS &enter F� c<& MEDICAL CENTER Fj F 5 Q urrieta \P 'r0 Town CenterP�'�P MULLIGAN FAMILY ti WALMART ��` FUN CENTER "el- WALMART �J 23.202.205.206 23 Routing and timetables subject to change. Rutas designadasy horarios son sujetos a cambios. GRUWELLPALOMAR & CENTRAL P. II 8.23 L 10 «CENTRAL Ire Wildomar o City Hall @ ¢ a Z Inland Valley -\ a ▪ MedicalCenter z JQ ��P4p �o 4oMURRIETA 9p EGSS NUSM CLINTON KEITH RD TEMECULA - MURRIETA - WILDOMAR Information Center (951) 565-5002 RiversideTransit.com RTABus.com Legend 1 Map not to scale 0 Time and/or Transfer Point ® Alternate Routing OT Transfer Point VISTA MURRIETA HIGH SCHOOL a� 9 �9!l 4 ��' I �if'9n iy 42) '] «NGENERAL KEARNYRD OVERLAND DR PROMENADE MALL 23.24.55.61.79.202 205.206.208.217 LOS ALAMOS & WHITEWOOD 23.61.208 TEMECULA A O Chaparral High School GraceMellman Comma ilyLibrary HES- WINCHESTER & NICOLAS 23.55.79 A Rancho Temecula Town Center 66I RIVERSIDETRANSIT AGENCY 960 23 Northbound to Wildomar A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate R G7 R w O £ O a N G!N i fa O V §Z N y C ate. M C �� Oro L V_ c'O y act Murrieta Walmart Kalmia & Jefferson °o Skyview Ridge c Amanda Apts • Inland Valley Medical Center • Palomar & • Central 1 2 4 7:56 8:05 8:27 8:56 9:05 9:27 9:33 9:43 9:50 10:00 10:15 10:06 10:17 10:39 10:45 10:55 11:02 11:12 11:27 11:11 11:23 11:49 11:55 12:05 12:12 12:22 12:37 12:25 12:37 1:05 1:11 1:21 1:28 1:38 1:55 1:39 1:51 2:19 2:25 2:35 2:42 2:51 3:08 2:44 2:56 3:24 3:30 3:40 3:47 3:56 4:13 3:56 4:08 4:36 4:42 4:52 4:59 5:09 5:26 5:06 5:18 5:46 5:52 6:02 6:09 6:19 6:34 6:10 6:22 6:50 6:56 7:04 7:11 7:26 — 23 Southbound to Temecula (Promenade Mall) A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate • Palomar & ,o ' Central IWInland Valley Medical Center 1Skyview Ridge Amanda Apts Kalmia & A Jefferson 4o Murrieta Walmart co Rancho o Springs ^� Medical Center fnchester& colas `I°D Promenade Mall 8:33 8:45 8:55 9:04 9:12 9:17 9:37 9:46 9:42 9:54 10:04 10:13 10:23 10:28 10:48 10:57 10:48 11:00 11:10 11:19 11:29 11:35 11:55 12:04 11:52 12:05 12:15 12:24 12:34 12:40 1:00 1:09 1:05 1:18 1:28 1:37 1:47 1:53 2:13 2:22 2:17 2:29 2:39 2:48 2:58 3:04 3:24 3:33 3:32 3:44 3:54 4:03 4:13 4:19 4:39 4:48 4:46 4:58 5:08 5:17 5:27 5:33 5:53 6:02 5:46 5:58 6:08 6:16 6:26 6:32 6:52 7:01 961 RTA RIDE GUIDE - April 5, 2020 v04 167 24 Routing and timetables subject to change. Rutasy horarios son sujetos a cambios. w\HCHESTERRD PROMENADE MALL - PECHANGA RESORT - TEMECULA VALLEY HOSPITAL Information Center (951) 565-5002 RiversideTransit.com RTABus.com Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing Or Transfer Point is SOLANA WY Temecula 1-7 E.S. Tower z Plaza TownCtr. Target a RANCHO CALIFORNIA RD TEMECULA STAGE STOP Post Office 24.79 ¢?iF Old Town � 6TH ST `:)FJ MAIN ST o .1) o h emewr rs Temecula o « LIBRARY Valley H.S. Gy 90Y 1 N GENERAL KEARNY RD se OVERLAND DR'. PROMENADE MALL 23.24.55.61.79.202 205.206.208.217 Margarita M.S. Palomar Village TEMECULA Temecula j z City Hall " pgUg A Ro 1st Temecula Valley Hospital DEPORTOLA y9 TEMECULAPKWY‘% \. Wa ,..TEMECULA RANCH PKWY AF�y94/G 9 Aye` REDHAWKPKWY Birdsall PECHANGA 2 Sports Park <PEPPERCORNDR RESORT \q\\AGreat oakH.s. 68 RIVERSIDE TRANSIT AGENCY 962 24 Northbound to Promenade Mall A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Temecula Valley Hospital P Resort Pujol & Main Techangaemecula Stage Stop 6th & Front Margarita & Rancho California Promenade Mall 1 2 3 4 6 7 7:40 8:06 8:18 8:24 8:33 8:46 8:48 9:14 9:28 9:34 9:43 9:56 9:52 10:18 10:31 10:37 10:46 11:01 11:05 11:34 11:47 11:52 12:02 12:17 12:19 12:48 1:01 1:06 1:16 1:31 1:23 1:52 2:05 2:10 2:21 2:36 2:33 3:02 3:15 3:20 3:31 3:46 3:45 4:14 4:27 4:32 4:43 4:56 4:55 5:24 5:37 5:42 5:49 6:00 6:10 6:39 6:52 6:57 7:04 7:13 24 Southbound to Temecula Valley Hospital A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Promenade Mall Margarita & Rancho California Temecula Stage Stop 6th&Front Pujol & Main Pechanga Resort Temecula Valley Hospital 7 6 4 3 2 1 7:49 8:00 8:09 8:11 8:21 8:38 8:41 8:56 9:08 9:11 9:24 9:42 9:54 10:09 10:21 10:26 10:39 10:57 11:05 11:21 11:35 11:40 11:53 12:11 12:12 12:28 12:39 12:44 12:57 1:15 1:19 1:36 1:47 1:52 2:05 2:23 2:32 2:49 3:00 3:04 3:17 3:35 3:43 4:00 4:11 4:15 4:28 4:45 4:58 5:15 5:26 5:30 5:43 6:00 6:12 6:29 6:40 6:44 6:57 7:14 963 RTA RIDE GUIDE - April 5, 2020 v04169 ROUTE 26 NO SERVICE 70I RIVERSIDE TRANSIT AGENCY 964 GALLERIA AT TYLER - PERRIS STATION TRANSIT CENTER Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing QTransfer Point PERRIS STATION TRANSIT CENTER 9.19.19A•22.27.28.30 61.74.208•METROLINK Boarding diagram pg 26 1,1 = C ST PERRIS & NUEVO PERRIS BLVDr.erris 19.27.30 High School Information Center (951) 565-5002 R iversideTra nsit.com RTABus.com GALLERIA AT TYLER GOLD LINE • 1 •10.12 13.14.15.21.27.200 a Boarding diagram pg 23 A\�o-5 Van Buren Drive -In Theater California Citrus State Historic Park MOCKINGBIRD CANYON RD WASHINGTON ST MLKHIGH SCHOOL• • WOOD RD x .... TRAUTWEIN RD 0 TRAUTWEIN RD & VAN BUREN AVE m Orange Terrace Community Center 22.27 ORANGE TERRACE & VAN BUREN AVE 26.27 Riverside National Cemetery 965 RTA RIDE GUIDE - April 5,2020 v04 I71 27 Northbound to Galleria at Tyler A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Perris Station Transit Center Trautwein & Van Buren Van Buren & Washington Galleria at Tyler 1 2 4 5 5:45 6:11 6:15 6:30 6:40 7:06 7:12 7:27 7:41 8:07 8:13 8:30 8:35 9:01 9:07 9:25 9:34 10:02 10:08 10:26 10:35 11:05 11:12 11:31 11:42 12:12 12:19 12:40 12:41 1:11 1:17 1:38 1:55 2:25 2:31 2:52 2:46 3:16 3:22 3:43 4:01 4:31 4:37 4:58 4:56 5:26 5:32 5:50 6:09 6:39 6:44 7:02 7:08 7:34 7:39 7:56 7:51 8:17 8:22 8:39 27 Southbound to Perris Station Transit Center i_ A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Galleria at Tyler Van Buren & Washington Trautwein & Van Buren Perris Station Transit Center 5 4 2 1 5:30 5:43 5:47 6:15 6:43 6:58 7:03 7:31 7:34 7:50 7:55 8:25 8:28 8:46 8:51 9:21 9:23 9:45 9:51 10:23 10:28 10:50 10:56 11:28 11:31 11:53 11:59 12:31 12:36 12:58 1:04 1:36 1:36 1:58 2:04 2:36 2:45 3:07 3:13 3:45 3:45 4:07 4:14 4:46 4:57 5:19 5:26 5:58 5:57 6:17 6:22 6:54 6:46 7:06 7:11 7:41 8:06 8:24 8:29 8:57 72I RIVERSIDE TRANSIT AGENCY 966 is Routing and timetables subject to change. Rutasy horarios son sujetos a cambios. OF PERRIS STATION - HEMET - LINCOLN & FLORIDA Information Center (951) 565-5002 RiversideTransit.com RTABus.com Legend I Map not to scale 0 Time and/or Transfer Point PERRIS STATION TRANSIT CENTER 9.19.19A•22.27.28.30 61 •74.208•METROLINK Boarding diagram pg26 SHERMAN RD .<9 «PALOMAR �Q MENIFEE RD Heritage High School BRIGGS RD LEON WINCHESTER RD EB To Hemet WE City Hall SAN JACINTO ST FLORIDA & SAN JACINTO 28.32.33 Valle Vista Library GRANT AVE» C ST PERRIS BLVD PERRIS ROMOLAND HOMELAND HEMET HEMET VALLEY MALL 28.31.32.33.42.74.79.217 KIRBY ST EBGILMORE ST «LYON AVE 0 0 FAIRVIEW AVE « LINCOLN AVE j< PALM AVE VALLE VISTA 967 RTA RIDE GUIDE - April 5,2020 v04 I73 28 Eastbound to Hemet - Lincoln & Florida A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate *Trip will end at Florida Ave & State St bus stop at 12:13 a.m. Perris Station Transit Center 1 6:25 Hwy 74 & Leon 2 6:43 Kirby & Latham 3E 6:57 Lincoln & Florida 4 7:21 6:59 7:17 7:33 7:57 7:43 8:01 8:17 J 8:41 8:30 8:50 9:07 9:34 9:05 9:25 9:42 10:12 9:43 10:03 10:22 10:52 10:28 10:50 11:09 11:39 11:11 11:33 11:52 12:22 11:49 12:12 12:32 1:02 12:34 12:57 1:17 1:47 1:16 1:39 1:59 2:29 2:01 2:24 2:44 3:14 2:44 3:07 3:27 3:57 3:29 3:52 4:12 4:42 4:14 4:37 4:57 5:27 5:01 5:24 5:44 6:14 5:39 6:01 6:20 6:47 6:20 6:42 7:01 7:28 7:05 7:26 7:44 8:11 7:57 8:18 8:36 9:03 9:00 9:21 9:38 10:03 9:34 9:55 10:12 10:35 11:37 11:53 12:05* — 28 Westbound to Perris Station Transit Center A.M. times are in PLAIN, P.M. times are in BOLD 'Times are approximate Lincoln & Florida 4 — Hemet Valley Mall 3W 4:30 Hwy 74 & Leon Perris Station Transit Center 1 5:01 2 4:44 — 5:05 5:19 5:36 5:26 5:55 6:11 6:28 6:11 6:41 6:57 7:14 7:00 7:32 7:50 8:07 7:43 8:15 8:33 8:51 8:18 8:50 9:08 9:27 8:56 9:31 9:49 10:08 9:44 10:19 10:38 10:57 10:22 10:57 11:18 11:38 11:05 11:41 12:02 12:22 11:49 12:25 12:46 1:06 12:32 1:08 1:29 1:49 1:15 1:51 2:12 2:32 1:57 2:31 2:52 3:12 2:39 3:13 3:34 3:54 3:29 4:02 4:23 4:43 4:09 4:42 5:02 5:22 4:52 5:25 5:45 6:05 5:45 6:17 6:36 6:54 6:25 6:55 7:14 7:31 7:38 8:08 8:27 8:44 8:21 8:50 9:07 9:24 74I RIVERSIDE TRANSIT AGENCY 968 29 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. DOWNTOWN RIVERSIDE - JURUPA VALLEY - EASTVALE Information Center (951) 565-5002 RiversideTransit.com RTABus.com LIMONITE & HAMNER EastvaleGateway 3.29 EASTVALE HAMNER AVE Vernola © ETIWANDA Marketplace & LIMONITE 21.29 ETIWANDA AVE ARCHER Si LIMONITE & , 4 1 ST ARCHER/COLLINS 21•29 vPNgMRENgw� JURUPA PEDLEYRP PEDLEY METROLINK lurupa 14 STATION Cinemas 1— z 0 PEDLEY CAMINO REAL Legend 1 Map not to scale • Time and/orTransfer Point ® Alternate Routing • Transfer Point DeAnzaPlaza GOODMANWAY ^ 9G AMAZON EASTVALE • 3.29 JURUPA VALLEY Pet 1G "'/i Rubidoux `r��\F_ Il.s. RUBIDOUX OS\ '°g 1 RUBIDOUX 9MISSIION RIVERSIDECP UNIVERSITY & LEMON GOLD LINE• 1.10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 Y VINE ST 60 Fairmount Fox Park Theater MARKET ST RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.200.208 210.OMNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Boarding diagram pg 27 9G 969 RTA RIDE GUIDE - April 5, 2020 v04175 29 Eastbound to Downtown Riverside A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Amazon Eastvale Limonite & Hamner Limonite & Archer Rubidoux & Mission Riverside - Downtown Metrolink Station (Vine St Bay D) 1 2 3E 6 7 5:57 6:06 6:17 6:31 6:50 6:56 7:05 7:16 7:30 7:49 8:04 8:13 8:25 8:39 9:00 9:09 9:19 9:31 9:47 10:10 10:21 10:31 10:43 10:59 11:22 11:33 11:43 11:55 12:11 12:34 12:46 12:56 1:10 1:26 1:49 2:04 2:14 2:30 2:46 3:09 3:13 3:23 3:39 3:55 4:18 4:33 4:43 4:59 5:15 5:38 5:41 5:51 6:05 6:21 6:42 7:00 7:10 7:24 7:40 8:01 A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Riverside - Downtown Metrolink Station (Vine St Bay D) Rubidoux & Mission Limonite & Collins Limonite & Hamner Amazon Eastvale 7 6 3W 2 1 5:55 6:16 6:28 6:38 6:46 7:00 7:21 7:35 7:46 7:54 7:59 8:24 8:40 8:51 8:59 9:10 9:35 9:51 10:03 10:11 10:20 10:45 11:01 11:15 11:23 11:32 11:58 12:14 12:28 12:36 12:44 1:10 1:26 1:40 1:48 1:59 2:25 2:41 2:55 3:03 3:19 3:45 4:01 4:15 4:23 4:28 4:54 5:10 5:23 5:31 5:48 6:13 6:29 6:42 6:50 6:52 7:17 7:30 7:43 7:51 8:11 8:36 8:49 9:01 9:09 761 RIVERSIDETRANSIT AGENCY 970 30 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. PERRIS STATION - WESTON & CARTER (WEST LOOP) - MAY RANCH (EAST LOOP) Information Center (951) 565-5002 RiversideTransit.com RTABus.com Legend I Map not to scale 0 Time and/or Transfer Point OTransfer Point RAMONA EXPY MAY RANCH MORGAN S EVANS & RIDER 30.41 MA Y .RANCH CC CC Walmart PERRIS & NUEVO 19.27.30 WEST LOOP Perris Senior WESTON RD PERRIS STATION Center Perris City Hall `4) 0 TRANSIT CENTER 0 w z 9.19.19A•22.27.28.30 ,n„ 61 •74.208•METROLINK ^ Library »�2 Boarding diagram pg 26 SAN JACINTO * 0 4TH ST Metrolink ORANGE AVE NUEVO RD Perris w ¢ H.S. uJ 0 CC 0 ¢ 42!)0. 4TH ST 7TH ST EB Post PERRIS Office 11THST rqf PERRIS BLVD & CASE RD / 11 TH ST 30.74 ELLIS AVE RIDER AN JACINTO AVE ro n 971 RTA RIDE GUIDE - April 5, 2020 v04 177 A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate 1.1APerris Station Transit Center V A .. 4th & Perris • Nuevo & Ruby 00 Orange Vista High School 100 , Sherman & o Walnut 1100 • Morgan & A Bradley 1WO0 Orange Vista High School a A• Nuevo & Ruby c 0 N V cal sr 4113 Ico Perris Station U' Transit Center 5A 8:52 9:04 9:08 9:16 9:26 9:31 9:35 9:44 10:06 10:14 10:21 10:31 10:35 10:43 10:53 10:58 11:02 11:11 1 1: 33 1 1: 41 11:48 12:13 12:17 12:25 12:35 12:40 12:44 12:53 1:15 1:23 1:30 1:40 1:44 1:52 2:02 2:07 2:11 2:20 2:42 2:50 2:57 3:05 3:09 3:17 3:27 3:32 3:36 3:45 4:07 4:15 4:22 4:29 4:33 4:41 4:51 4:56 5:00 5:09 5:30 5:38 5:45 5:53 5:57 6:05 6:15 6:20 6:24 6:33 6:54 7:02 7:09 78I RIVERSIDE TRANSIT AGENCY 972 HEMET VALLEY MALL - SAN JACINTO - BEAUMONT - BANNING - MORENO VALLEY Routing and timetables subjecttodiange. Rutas y horarios son sujetos a cambios. SUN LAKES AT VILLAGE HIGHLAND b 31 •PASS TRANSIT SPRINGS AVE a�.r2 N z Z —'« COMMERCE WAY O— Z BEAUMONT WALMART Q Q 31.210 in m SUNLINE 220 m m PASS TRANSIT 410 84 Re* AUTO MALL PKWY Super Walmart Stoneridge Towne Centre NASON ST g RIVERSIDE UNIVERSITY MEDICAL CENTER 20.31.41 MT. SAN JACINTO COLLEGE 31.32.74.79.217 d w ▪ w z ▪ z so o SAN �� JACINTO HEMETLYONAVE a Information Center (951) 565-5002 RiversideTransit.com RTABus.com ION BUENA VISTA & DEVONSHIRE 31.33 KITCHING ST MORENO VALLEY SENIOR CENTER LL, 19.31 PERRIS ▪ BLVD MORENO VALLEY FREDERICK ST MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 25 GILMOREST» BUENA VISTA ST g a v City Hall _ R GILBERT o 0- . AVE K Hemet Unified School District HEMET VALLEY MALL 28.31.32.33.42.74 79.217 Legend 1 Map not to scale 0 Time and/or Transfer Point 0 Transfer Point 973 RTA RIDE GUIDE - April 5,2020 v04 179 31 Northbound to Moreno Valley Mall A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Ic.,State & Acacia (Post Office) d Mt. San Jacinto W College San Jacinto u, Beaumont Walmart 1ASun Lakes at Village oo Super Walmart N at Moreno ^' Beach Dr -IIIRiverside A University Medical Center Moreno Valley Senior Center 'O —1 Moreno Valley 0 0 Mall a to L il LL ea N d 1> of 1 3 7:04 7:22 8:12 8:21 8:30 8:41 8:59 9:02 9:32 9:44 9:56 10:16 9:25 9:34 9:43 9:54 10:12 10:15 10:45 10:57 11:09 11:29 10:35 10:44 10:53 11:04 11:22 11:25 11:55 12:07 12:19 12:39 11:46 11:55 12:04 12:15 12:33 12:36 1:06 1:18 1:30 1:50 12:50 12:59 1:08 1:19 1:37 1:40 2:10 2:22 2:34 2:54 2:06 2:15 2:24 2:35 2:53 2:56 3:26 3:38 3:50 4:10 3:13 3:22 3:31 3:42 4:00 4:03 4:33 4:45 4:57 5:17 4:24 4:33 4:42 4:53 5:11 5:14 5:44 5:56 6:08 6:28 5:26 5:35 5:44 5:54 6:11 6:14 6:44 6:56 7:08 7:28 31 Southbound to Hemet Valley Mall A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Moreno Valley Mall pldMoreno Valley Senior Center Riverside University Medical Center Super Walmart a at Moreno G' Beach Dr 00 Sun Lakes at a` Village 111 Beaumont o. Walmart co Mt. San Jacinto a College San Jacinto d m > LL Of GI Y fa M vo 1°'State & Acacia (Post Office) ° Hemet Valley Mall 3 8:48 8:15 8:27 8:39 8:48 9:16 9:21 9:41 9:53 10:03 10:13 9:29 9:41 9:53 10:02 10:31 10:36 10:56 11:09 11:19 11:29 10:33 10:45 10:57 11:06 11:35 11:40 12:00 12:13 12:23 12:33 11:46 11:58 12:10 12:19 12:48 12:53 1:13 1:26 1:36 1:46 12:56 1:08 1:20 1:29 1:58 2:03 2:23 2:36 2:46 2:56 2:07 2:19 2:31 2:40 3:09 3:14 3:34 3:47 3:57 4:07 3:11 3:23 3:35 3:44 4:13 4:18 4:38 4:50 4:59 5:09 4:24 4:36 4:48 4:57 5:26 5:31 5:51 6:02 6:10 6:20 5:34 5:46 5:58 6:07 6:35 6:39 6:58 7:09 7:17 7:27 6:52 7:04 7:16 7:25 7:53 7:57 8:16 8:27 8:35 8:45 80I RIVERSIDE TRANSIT AGENCY 974 32 Routing and timetables subjedto diange. Rutasy horarios son sujetos a cambios. HEMET VALLEY MALL - MT. SAN JACINTO COLLEGE Information Center (951) 565-5002 RiversideTransit.com RTABus.com SAGECREST DR Legend I Map not to scale O Time and/orTransfer Point ® Alternate Routing • Transfer Point SAN 044,g0 JACINTO 9Sanlacinta Senior Center ESPLANADE & SAN JACINTO 32.42.74 DEVONSHIRE AVE HEMET VALLEY MALL 28.31.32.33.42.74 79.217 74 MT. SAN JACINTO COLLEGE 31.32.74.79.217 RAMONA EXPY San Jacinto City Hall MAIN ST 0 ESPLANADE AVE MAIN ST North Mountain M.S. 7TH ST Regal San ,.,., Jacinto Metro 12 Hemet Q City Hall Acacia z Acacia Ave M.S. Hemet Unified School MAYBERRY AVE District STETSON THORNTON AVE Super Walmart SAN JACINTO & LATHAM 32.33 FLORIDA AVE 14 SN EVANS ST COMMONWEALTH AVE HEMET 975 RTA RIDE GUIDE - April 5, 2020 v04 181 32 Northbound to Mt. San Jacinto College A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate 1 Hemet State & Valley Mall Stetson San Jacinto & Mayberry Esplanade & San Jacinto Main & Mistletoe Mt. San Jacinto College San Jacinto 1 2 3 5 7 9 7:15 7:28 7:34 7:47 7:52 8:04 8:22 8:36 8:42 8:55 9:00 9:13 9:19 9:33 9:39 9:53 9:58 10:11 10:27 10:41 10:47 11:01 11:06 11:19 11:28 11:42 11:48 12:02 12:08 12:21 12:37 12:51 12:57 1:11 1:17 1:29 1:38 1:52 1:58 2:14 2:20 2:32 2:49 3:03 3:09 3:25 3:31 3:43 3:44 3:58 4:04 4:20 4:26 4:38 5:02 5:14 5:19 5:33 5:38 5:50 5:56 6:08 6:13 6:27 6:32 6:44 32 Southbound to Hemet Valley Mall A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Mt. San Jacinto College San Jacinto Main & Mistletoe Esplanade & San Jacinto San Jacinto & Mayberry State & Stetson Hemet Valley Mall 9 7 5 3 2 1 7:17 7:30 7:34 7:46 7:53 8:07 8:16 8:29 8:34 8:47 8:55 9:09 9:21 9:34 9:39 9:54 10:02 10:16 10:25 10:38 10:43 10:58 11:06 11:20 11:27 11:40 11:45 12:00 12:08 12:22 12:33 12:46 12:51 1:06 1:14 1:28 1:37 1:49 1:54 2:08 2:16 2:30 2:42 2:54 2:58 3:12 3:20 3:34 3:48 4:00 4:04 4:18 4:26 4:40 4:54 5:06 5:10 5:24 5:32 5:46 6:00 6:12 6:16 6:28 6:36 6:50 82I RIVERSIDE TRANSIT AGENCY 976 33 Routing and timetables subject to change. Rutasy horarios son sujetos a cambios. HEMET VALLEY MALL - SANDERSON & THORNTON - STANFORD & STETSON Information Center (951) 565-5002 RiversideTransit.com RTABus.com CD FLORIDA & STANFORD STANFORD ST 28.33 CC SAN JACINTO & OAKLAND 32.33.74.79 FLORIDA & SAN JACINTO 28.32.33 DPSS 1 w Hemet Valley Medica!Center WESTON O Simpson Senior ante LYON AVE STATE ST PALM AVE DEVONSHIRE AV « BUENA VISTA ST 0 v 0 DARTMOUTH ST HEMET • Gilmore St HEMET VALLEY MALL o 28.31.32.33.42 t74.79.217 CAWSTON AVE Tahquitz High School Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing Social = Security Office 0 SANDERSON AVE EAST HEMET SANDERSON ÞTON 33.74.79 Target Super ^Watmart; CAWSTON AVE ^' 977 RTA RIDE GUIDE - April 5,2020 v04 I83 33 Eastbound to Stanford & Stetson A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Hemet Valley Mall Devonshire & Carmalita Stanford & Stetson 1 4E 5 9:12 9:24 9:39 11:16 11:28 11:44 1:02 1:14 1:30 2:56 3:08 3:23 4:37 4:49 5:04 6:25 6:37 6:52 33 Westbound to Hemet Valley Mall and Sanderson & Thornton A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Stanford & Stetson Devonshire & Juanita Hemet Valley Mall Thornton & Sanderson Hemet Valley Mall 5 4W 1 2 1 8:10 8:26 8:39 8:51 9:05 9:44 10:02 10:15 10:29 10:46 11:50 12:08 12:21 12:35 12:52 1:48 2:06 2:19 2:33 2:48 3:28 3:46 3:59 4:12 4:27 5:09 5:26 5:39 5:52 6:07 84I RIVERSIDE TRANSIT AGENCY 978 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. i O Menifee Valley Medical Center LAKE ELSINORE - CANYON LAKE - QUAIL VALLEY - MENIFEE - SUN CITY HERITAGE LAKE DR LINDENBERGER RD SUN CITY BLVD. c 2 2 CHERRY HILLS & BRADLEY 40.61.74 Sun City Library BRADLEY RD CHERRY HILLS BLVD SUN CITY QUAIL VALLEY FIRE STATION Legend I Map not to scale 0 Time and/or Transfer Point ANTELOPE RD» d Menifee City Hall z Information Center (951) 565-5002 RiversideTransit.com RTABus.com MENIFEE HAUN RD MT. SAN JACINTO COLLEGE MENIFEE 40.61.74 La Piedra Rd ER/Antelope Rd WB EVENS RD ¢_ KayCeniceros NEWPORT & Senior Center MURRIETA .40.61 MURRIETA RD QUAIL VALLEY GOETZ RD ION CANYON LAKE MAIN GATE Canyon Lake c 0 City Hall JOB *4? LAKE ELSINORE WALMART 8.40 979 RTA RIDE GUIDE - April 5,2020 v04 185 40 Eastbound to Menifee-Sun City A.M. times are in PLAIN, P.M. times are in BOLD Times are approximate *La Piedra Rd at College Lake Elsinore Elsima WMenifee* Canyon Lake Main Gate Quail Valley Fire Station Newport & Murrieta Mt. San Jacinto College Cherry Hills & Bradley 1 2 3 4 5E 6 7:45 7:52 8:02 8:10 8:22 8:50 8:56 9:03 9:13 9:21 9:33 10:01 10:13 10:20 10:30 10:38 10:50 11:18 11:26 11:33 11:43 11:51 12:03 12:31 12:38 12:45 12:55 1:03 1:15 1:43 1:56 2:03 2:13 2:21 2:33 3:01 3:20 3:27 3:37 3:45 3:57 4:25 4:23 4:30 4:40 4:48 5:00 5:28 6:08 6:15 6:25 6:33 6:45 7:13 40 Wes d to Lake Elsin A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate **Antelope Rd at La Piedra Rd Cherry Hills & Bradley Mt. San Jacinto College Menifee** Newport & Murrieta Quail Valley Fire Station Canyon Lake Main Gate Lake Elsinore Walmart 6 5W 4 3 2 1 7:36 7:59 8:14 8:25 8:33 8:41 9:00 9:23 9:38 9:49 9:57 10:05 10:14 10:37 10:52 11:03 11:11 11:19 11:26 11:49 12:04 12:15 12:23 12:31 12:41 1:04 1:19 1:30 1:38 1:46 2:05 2:28 2:43 2:54 3:02 3:10 3:08 3:31 3:46 3:57 4:05 4:13 4:38 5:01 5:16 5:27 5:35 5:43 6:02 6:25 6:40 6:51 6:59 7:07 861 RIVERSIDETRANSITAGENCY 980 MEAD VALLEY COMMUNITY CENTER - MORENO VALLEY COLLEGE - RUMC Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. Legend 1 Map not to scale 0 Time and/or Transfer Point Os Transfer Point MEAD VALLEY CAJALCO & CLARK 22.41 CAJALCO RD RIDER ST MEAD VALLEY COMMUNITY CENTER Information Center (951) 565-5002 RiversideTransit.com RTABus.com ALESSANDRO BLVD RIVERSIDE UNIVERSITY A vl MEDICAL CENTER 20.31.41 „ J= MORENO VALLEY MORGAN ST ROSS/LOWE'S/ Ross STARCREST 19.41 JFK DR GENTIAN AVE IRIS AVE MORENO VALLEY COLLEGE 18.19.20.41 ti KRAMERIAAVE Q VIA DE ANZA PERRIS & RAMONA EXPY 19.41 RAMONA EXPY PERRIS RIDER ST Vista Del Logo H.S. Rancho Verde H.S. EVANS & RIDER 30.41 981 RTA RIDE GUIDE - April 5, 2020 v04 187 41 Eastbound to Riverside University Medical Center A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Mead vallCommuniy Center Ross / Lowe's / Starcrest Perris & Ramona Expy Lasselle & Via De Anza Moreno Valley College Riverside iversUniverdty Medical Center 1 2 3 4 5 6 6:55 7:08 7:13 7:23 7:27 7:38 8:41 8:54 8:59 9:09 9:13 9:24 10:27 10:40 10:45 10:55 10:59 11:10 12:13 12:26 12:31 12:41 12:45 12:56 1:59 2:12 2:17 2:27 2:31 2:42 3:45 3:58 4:03 4:13 4:17 4:28 5:31 5:44 5:49 5:59 6:03 6:14 41 Westbound to Mead Valley Community Cent. A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Riverside University Medical Center Moreno Valley College Lasselle &Via De Anza Perris & Ramona Expy Ross / Lowe's / Starcrest Mead Valley Community Center 6 5 4 3 2 1 7:48 7:57 8:02 8:15 8:18 8:31 9:34 9:43 9:48 10:01 10:04 10:17 11:20 11:29 11:34 11:47 11:50 12:03 1:06 1:15 1:20 1:33 1:36 1:49 2:52 3:01 3:06 3:19 3:22 3:35 4:38 4:47 4:52 5:05 5:08 5:21 6:24 6:33 6:38 6:51 6:54 7:07 88I RIVERSIDE TRANSIT AGENCY 982 HEMET VALLEY MALL - SAN JACINTO - SOBOBA CASINO Routing and timetables subject to change. Rutasy horarios son sujetos a cambios. rO Legend I Map not to scale 0 Time and/or Transfer Point SOBOBA RD SOBOBA CASINO P 1fjJeei, �� Jqy tip ✓9`/yrO9/e San Jacinto 410? %%J SAN JACINTO City\Hall A COMMUNITY FB 1.t�s' CENTER SAN JACINTO SAN �9j Itse <i- 0 & ESPLANADE fp 2°j 32.42.74 JACINTO `��� s9ti9FF° 0Q Z .1T9TFST 4' P • 5 Q K� Q,QO • EXCEED Riverside County 64� `A.1- O 4' ,o Child Support Services 4�`v 1,41, Information Center (951) 565-5002 RiversideTransit.com RTABus.com SobobaSprings Mobile Home Estates R4M04/40), 4' sT f9 Super ✓,��y Walmart 140 HEMET +O , 0' r,• �o..4 QOP79.217 Q- 2H8ME3VA3L42MALL ya ��o 983 RTA RIDE GUIDE - April 5, 2020 v04 189 42 Eastbound to Soboba Casino A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Hemet Valley Mall Palm & Cottonwood San Jacinto & Esplanade San Jacinto Community Center Soboba Casino 1 2E 3 4 5 8:25 8:37 8:50 8:55 9:07 10:04 10:17 10:31 10:37 10:49 12:01 12:14 12:28 12:34 12:47 1:40 1:53 2:08 2:13 2:25 3:33 3:46 3:59 4:04 4:16 5:16 5:28 5:41 5:46 5:58 42 Westbound to Hemet Valley M A.M. times are in PLAIN, P.M. times are in BOLD Times are approximate Soboba Casino San Jacinto Community Center San Jacinto & Esplanade Palm & Birch Hemet Valley Mall 5 4 3 2W 1 9:17 9:25 9:35 9:43 9:56 10:56 11:04 11:14 11:22 11:35 12:53 1:01 1:11 1:19 1:32 2:31 2:39 2:49 2:57 3:10 4:26 4:34 4:44 4:52 5:06 6:08 6:16 6:26 6:34 6:48 90I RIVERSIDE TRANSIT AGENCY 984 Routing and timetables subject to change. Rutasy horarios son sujetos a cambios. rip BERNARDINO BANANA AVE Fai Lv MULBERRY AVE 0 DOWNTOWN RIVERSIDE - COUNTRY VILLAGE - FONTANA RUBIDOUX 11AlIEY141Y Glen Avon Heritage Park m z BANANA & CHERRY 21.49 ONIMTRANS 82 2 PEDLEYRD Tf[SP419 ST GLEN AVON Information Center (951) 565-5002 RiversideTransit.com RTABus.com RIVERSIDE - DOWNTOWN METROLINK STATION 1 •15.29.49.200.208.210.OMNITRANS 215 METROLINK•AMTRAK•SUNLINE 220 Boarding diagram pg 27 RIVERSIDE "PG, MISSION & GyOIG RUBIDOUX 29.49 DPSS J r4 The Cove 9'92 Waterpark CAMINO REAL Patriot H.S. PYRITES). L�J�p��O J a ti h COUNTRY VILLAGE 21.49.204 Eddie Smith Louis Senior Robidoux Center Library PJ� Fox 99� cc - Theater *P, F�J), UNIVERSITY & LEMON GOLD LINE • 1 •10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 JURUPA VALLEY Legend 1 Map not to scale 0 Time and/or Transfer Point s1 Transfer Point 985 RTA RIDE GUIDE - April 5, 2020 v04 191 49 Eastbound to Downtown Riverside A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Banana & Cherry Mission & Pedley Mission & Valley Mission & Rubidoux Riverside - Downtown Metrolink Station (Vine St Bay D) 1 2 3 4 5 6:22 6:33 6:40 6:48 7:00 7:09 7:21 7:28 7:36 7:48 7:57 8:09 8:17 8:27 8:40 8:47 8:59 9:07 9:17 9:30 9:41 9:53 10:01 10:11 10:24 10:32 10:45 10:53 11:04 11:19 11:27 11:40 11:48 11:59 12:14 12:22 12:35 12:43 12:54 1:09 1:17 1:30 1:38 1:49 2:04 2:13 2:26 2:34 2:45 3:00 3:09 3:22 3:30 3:41 3:56 4:05 4:18 4:26 4:36 4:51 5:01 5:14 5:22 5:32 5:47 5:56 6:09 6:17 6:25 6:40 6:53 7:06 7:14 7:21 7:34 49 Westbound to Country Village/Fontana A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Riverside - Downtown Metrolink Station (Vine St Bay D) Mission & Rubidoux Mission & Valley Mission & Pedley Banana & Cherry 5 4 3 2 1 7:10 7:23 7:30 7:35 7:47 7:58 8:13 8:20 8:25 8:37 8:50 9:05 9:13 9:18 9:31 9:40 9:55 10:03 10:09 10:22 10:34 10:50 10:58 11:04 11:17 11:29 11:45 11:54 11:59 12:12 12:24 12:40 12:49 12:54 1:07 1:19 1:35 1:44 1:49 2:03 2:14 2:32 2:40 2:45 2:59 3:10 3:28 3:36 3:41 3:55 4:06 4:24 4:32 4:37 4:51 5:01 5:19 5:27 5:32 5:46 5:57 6:15 6:23 6:29 6:42 6:50 7:07 7:15 7:21 7:34 7:44 8:00 8:07 8:13 8:26 92I RIVERSIDE TRANSIT AGENCY 986 ROUTE 50 SUSPENDED UNTIL JURY TRIALS RESUME 987 RTA RIDE GUIDE - April 5, 2020 v04 193 ROUTE 51 SUSPENDED UNTIL UCR CLASSES RESUME 94I RIVERSIDE TRANSIT AGENCY 988 ROUTE 52 NO SERVICE 989 RTA RIDE GUIDE - April 5, 2020 v04195 ROUTE 55 SUSPENDED UNTIL TEMECULA SCHOOLS RESUME 96I RIVERSIDE TRANSIT AGENCY 990 61 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. PERRIS PERRIS STATION TRANSIT CENTER - SUN CITY - MENIFEE - MURRIETA - TEMECULA Information Center (951) 565-5002 RiversideTransit.com RTABus.com ELLIS > PERRIS STATION NB TRANSIT CENTER 9.19.19A•22.27.28.30 61.74.208•METROLINK Boarding diagram pg 26 SAN JACINTO SOUTH PERRIS METROLINK STATION 61.74.208•METROLINK Fi ETHANAC Pa MCCALLBLVD SUN CITYo w .. CHERRY HILLS & BRADLEY aENCANTODR 40.61.74 Countryside LA PIEDRA RD Marketplace « N GENERAL KEARNY RD PROMENADE MALL 23.24.55.61.79.202 205.206.208.217 i MAPLETON ST» KELLER RD» Legend I Map not to scale O Time and/or Transfer Point ® Alternate Routing O Transfer Point MENIFEE NEWPORT RD PIEDRA RD MT. SAN JACINTO COLLEGE MENIFEE 61.74 'OOP 9sT «GLADIOLUS AVE B41Loma Linda "417,9, University Target LINNELLN !MedicalCenter LINTON KEITH RD 8 W VistaMurrieta O H.S. Q 00 MURRIETA HANCOCK& • Rancho LOS ALAMOS Springs 23.61 • Medical Center MURRIETA HOT 2, SPRINGS RD 99a, 79 W H TEMECULA 991 RTA RIDE GUIDE - April 5,2020 v04197 61 Northbound to Perris Station Transit Center A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Promenade Mall Hancock & coLos Alamos IIMcElwain at Super Target riMt. San Jacinto College Menifee ill Cherry Hills o & Bradley co Encanto & co McCall I0Perris °' Station c) Transit Center 8:11 8:28 8:37 8:57 9:22 9:29 9:52 9:28 9:45 9:55 10:15 10:40 10:47 11:10 10:52 11:14 11:24 11:44 12:09 12:16 12:39 12:05 12:27 12:37 12:57 1:22 1:29 1:51 1:21 1:45 1:56 2:18 2:43 2:50 3:12 2:50 3:14 3:25 3:47 4:12 4:19 4:41 4:06 4:30 4:41 5:02 5:27 5:34 5:56 5:39 6:02 6:13 6:34 6:59 7:05 7:26 61 Southbound to Temecula (Promenade Mall) A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Perris • Station 4,, Transit A Center • Encanto & cri ro McCall 1°D Cherry Hills o & Bradley Mt. San • Jacinto cp College Menifee R 0-1;W RI2 oj 0 Y E v rt. R =J rio.Promenade Mall 3 2 8:47 8:58 8:52 9:11 9:19 9:45 10:07 10:19 10:40 10:07 10:26 10:34 11:00 11:22 11:34 11:55 1 1: 24 11:43 11:51 12:17 12:39 12:50 1:11 12:49 1:08 1:16 1:42 2:04 2:15 2:36 2:03 2:22 2:30 2:56 3:18 3:29 3:50 3:23 3:42 3:50 4:16 4:37 4:48 5:09 5:07 5:26 5:34 6:00 6:21 6:32 6:53 98I RIVERSIDE TRANSIT AGENCY 992 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. MT. SAN JACINTO COLLEGE 31.32.74.79.217 San Jacinto H.S. STATE ST SAN JACINTO - HEMET - MENIFEE - SUN CITY- PERRIS Super Walman SAN JACINTO AVE.................. SAN JACINTO & ESPLANADE A San 32.42.74.79 ,re Jacinto ..,4^ Senior Center DPSS QQHEMET SAN JACINTO LYON AVE» a z �( 0 0 KIRBY ST Information Center (951) 565-5002 RiversideTransit.com RTABus.com ION Legend 1 Map not to scale 0 Time and/orTransfer Point ® Alternate Routing Transfer Point « GILMORE ST HEMET VALLEY MALL 28.31.32.33.42.74 79.217 SANDERSON SANDERSONAVE & THORNTON ..33.74.79 West Valley H.S. WARREN RD WINCHESTER WINCHESTER RD PERRIS STATION TRANSIT CENTER 9.19.19A•22.27.28.30 SOUTH PERRIS 61.74.208•METROLINK METROLINKSTATION Boarding diagram pg 26 61.74.208•METROLINK o <"zCST �PS`s.c'' «GOETZ SIMPSON & WINCHESTER Post Office 74.79 0 0 MENIFEE Try, p MT. SAN a JACINTO ,refly COLLEGE MENIFEE 61.74 Meni fee Community Menifee Valley Center and Park Medical Center ANTELOPERD» CHERRY HILLS & BRADLEY MENIFEE RD» 40.61.74 V Q V LID/DIy - m MURRIETARD SUN CITY BLVD = O PERRISBLVDv' PERRIS SUN CITY Menifee BRADLEY RD Countryside Marketplace z 993 RTA RIDE GUIDE - April 5,2020 v04199 74 Eastbound to Hemet Valley Mall and MSJC San Jadnt A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Perris Station Transit Center Cherry Hills & Bradley Mt. San Jacinto College Menifee Simpson & Winchester Hemet Valley Mall Mt. San Jacinto College San Jacinto 1 3 4 5 6 7 6:56 7:19 7:31 7:45 8:07 8:31 8:03 8:26 8:40 8:56 9:18 9:44 9:26 9:49 10:03 10:19 10:41 11:09 10:41 11:04 11:18 11:34 11:59 12:27 12:00 12:23 12:38 12:54 1:21 1:49 1:30 1:53 2:08 2:24 2:51 3:19 2:58 3:21 3:36 3:51 4:19 4:47 4:30 4:53 5:08 5:23 5:49 6:17 5:34 5:57 6:11 6:26 6:52 7:16 74 Westbound to Perris Station Transit Center f A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Mt. San Jacinto College San Jacinto Hemet Valley Mall Simpson & Winchester Mt. San Jacinto College Menifee Cherry Hills & Bradley Perris Station Transit Center 7 6 5 4 3 1 6:08 6:31 6:49 7:02 7:14 7:38 7:30 7:56 8:14 8:27 8:41 9:08 8:50 9:16 9:36 9:49 10:04 10:31 10:02 10:30 10:53 11:07 11:23 11:50 11:29 11:57 12:20 12:34 12:50 1:18 12:39 1:07 1:30 1:44 2:00 2:28 1:59 2:27 2:50 3:04 3:20 3:48 3:29 3:57 4:20 4:34 4:50 5:18 5:02 5:30 5:53 6:07 6:23 6:50 6:27 6:52 7:15 7:29 7:44 8:08 100 I RIVERSIDETRANSITAGENCY 994 79 SAN JACINTO - HEMET - WINCHESTER - TEMECULA Information Center (951) 565-5002 RiversideTransit.com RTABus.com Legend I Map not to scale O Time and/or Transfer Point • TransferPoint HEMET SIMPSON & Tag WINCHESTER THORNTONST» 74.79 post office MUSTANG WAY • West Valley H▪ .S. WINCHESTER SIMPSON POURROY RD MT. SAN JACINTO COLLEGE 31.32.74.79.217 San Jacinto SAN 4)1' H.S. 9 a JACINTO 9 an HEMET VALLEY MALL 28.31.32.33.42.74 79.217 SANDERSON ÞTON 33.74.79 ALGRAVE AVE a 913501 • THOMPSON RD BENTON RD TEMEKU ST MAGDAS COLORADAS ST FLORIDA AVE 2, FRENCH VALLEY MURRI E T A r F/rRBRIGGSRDn AULDRD SOUTHWEST `0( Q JUSTICE �V49„ French Valley CENTER 'S'O�U'➢9y • Airport Sheriff SP9i k,. ,��� Station COUNTY CENTER R T$ 55.79.217 ' NICOLAS RD Chaparral EQUITY&YNEZ H.S. oe 55.79.217 � COUNTY CENTER DR. GraceMellman • Community library °� T , T t$ WINCHESTER ▪ & NICOLAS 23.55.79 SEE INSET TEMECULA TEMECULA MORENO9O STOP STAGE STAGE STOP 3 24.79 6016TH &FRONT C 6ZH"•,� 5 0 �T jr‘S OSi+N 0 a N GENERAL KEARNY RD PROMENADE MALL 23.24.55.61.79.202 205.206.208.217 Jacinto SeniorCente oK Super Walma DPSS a DEVONSHIREaWBONLY OAKLAND AVE ge° alATHAM EB ONLY. & ESPLANADE 32.42.74.79 995 RTA RIDE GUIDE - April 5, 2020 v04 I'I 01 79 Northbound to Hemet Valley Mall and MSJC San Jacinto A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate 1G,w County Center Promenade ��, Mall Winchester o & Nicolas °o Southwest b Justice Center °D Winchester & Pourroy °D Simpson & N Winchester °D Hemet Valley Mall Mt. San • Jacinto • College San Jacinto 8:49 8:59 9:06 9:17 9:28 9:38 10:00 10:28 10:06 10:16 10:23 10:34 10:45 10:55 11:20 11:48 11:18 11:32 11:41 11:52 12:04 12:14 12:41 1:09 12:41 12:55 1:04 1:15 1:27 1:37 2:04 2:32 2:08 2:22 2:31 2:43 2:55 3:05 3:33 4:01 3:37 3:51 4:00 4:12 4:24 4:34 5:02 5:30 4:49 5:03 5:13 5:25 5:37 5:47 6:13 6:37 6:08 6:20 6:30 6:42 6:54 7:04 7:30 7:54 79 Southbound to Temecula (County Center) A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate a Mt. San Jacinto • College San Jacinto 11 Hemet c„, Valley Mall V Simpson & — Winchester A Pourroy & Winchester Southwest ii, Justice c'' Center °o Winchester a & Nicolas colPromenade Mall co County Center 8:14 8:40 9:00 9:10 9:23 9:36 9:43 9:51 9:22 9:50 10:13 10:25 10:38 10:51 11:00 11:08 10:45 11:13 11:36 11:46 11:59 12:14 12:23 12:31 12:07 12:35 12:58 1:08 1:21 1:36 1:45 1:53 1:19 1:47 2:10 2:20 2:33 2:48 2:57 3:05 2:42 3:10 3:33 3:43 3:56 4:11 4:20 4:28 4:11 4:39 5:02 5:13 5:27 5:41 5:50 5:58 5:40 6:08 6:31 6:42 6:56 7:10 7:19 7:27 102 I RIVERSIDE TRANSIT AGENCY 996 200 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. ION SAN BERNARDINO - RIVERSIDE - ANAHEIM Information Center (951) 565-5002 RiversideTransit.com RTABus.com SAN BERNARDINO DOWNTOWN TRANSIT CENTER 200.OMNITRANS • WTA• PASS TRANSIT MOUNTAIN TRANSIT-METROLINK SAN BERNARDINO Downtown Riverside UNIVERSITY & LEMON GOLD LINE •1.10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 c GALLERIA AT TYLER GOLD LINE • 1 •10.12 13.14.15.21.27.200 Boarding diagram pg 23 Legend I Map not to scale 0 Time and/or Transfer Point 0 stop RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.200.208 210.OMNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Boarding diagram pg 27 (Across from Riverside -Downtown MetrolinkStation) VINE STREET (Bay F) RIVERSIDE 9y 9 F LA SIERRA METROLINK STATION 15.200.00TA 794•METROLINK Boarding diagram pg 24 ORANGE (241) 2 Z z MEATS&TUSTIN VILLAGE AT ORANGE 200.205.00TA 24.42 ? 46.50.71.167.213 0 - m Angel Stadium J ®© ANAHEIMAnaheim cal oa COMMUTERLINK 997 RTA RIDE GUIDE - April 5, 2020 v04 I103 200 Westbound to Anaheim A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate. c San Bernardino b Downtown Transit p Center a Lemon & University iv (Downtown ^D Riverside) Riverside- ' Downtown cr,Metrolink Station (Vine St Bay F) 1WLa Sierra U' Metrolink Station V 11-1V Meats&Tustin V A Disneyland V 4 6:45 7:36 7:58 8:01 8:21 8:29 9:04 9:26 9:11 9:33 9:36 9:56 10:04 10:39 11:01 10:40 11:02 11:06 1 1: 26 11:34 12:12 12:36 12:20 12:42 12:46 1:06 1:14 1:52 2:16 2:15 2:37 2:41 3:01 3:09 3:47 4:11 3:30 3:52 3:55 4:15 4:23 4:59 5:23 5:30 5:52 5:55 6:15 6:23 6:57 7:21 7:30 7:52 7:55 8:13 8:21 8:53 9:15 200 Eastbound to San Bernardino A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate. co i\i Disneyland co Village at Orange La Sierra N Metrolink Station 1 ca Galleria at Tyler •o Lemon & University ii1 (Downtown Riverside) Riverside- Downtown Metrolink Station N (Vine St Bay F) San Bernardino N — Downtown Transit Center 10:07 10:35 11:11 11:19 11:39 11:42 12:00 11:42 12:10 12:46 12:55 1:15 1:18 1:36 1:12 1:40 2:18 2:27 2:47 2:50 3:08 2:53 3:21 3:59 4:08 4:28 4:31 4:49 4:48 5:16 5:54 6:02 6:22 6:25 6:43 6:04 6:29 7:07 7:15 7:35 7:38 7:56 8:15 8:40 9:14 9:21 9:41 9:44 10:02 10:15 10:40 11:13 11:19 11:35 11:38 11:56 104I RIVERSIDE TRANSIT AGENCY 998 ROUTE 202 NO SERVICE 999 RTA RIDE GUIDE - April 5, 2020 v04 1105 204 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. OE UCR - DOWNTOWN RIVERSIDE - ONTARIO 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 1 Map not to scale O Time and/or Transfer Point O Stop • Transfer Point UNIVERSITY & LEMON GOLD LINE• 1 •10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 MARKET & UNIVERSITY 1.12.13.14.15.22.29.49 204 MISSION BLVD- PEDLEY RD» MARKET ST A c Country Village Park -And -Ride UCR RIVERSIDE CANYON CREST DR UCR AT BANNOCKBURN 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.OMNITRANS 66.85 88.209• FOOTHILL TRANSIT METROLINK MONTCLAIR MILLIKEN AVE NB ONLY, • r ,SB ONLY 0 ONTARIO ONTARIO MILLS MALL 204.OMNITRANS 61.81 82.209 • MULBERRY AVE COUNTRY VILLAGE 21.49.204 Route may be deviated due to traffic conditions. COMMUTEFLINK 106 I RIVERSIDETRANSITAGENCY 1000 204 Weekdays I Northbound to Ontario Mills Mall & Montclair Transcenter A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate *Trip starts two minutes earlier from University & Lemon UCR at Bannockburn Market & University Country Village Ontario Mills Mall Montclair Transcenter 1 2N 3 4 5 — 4:20* 4:34 4:51 5:09 — 5:15* 5:29 5:46 6:08 — 5:55* — 6:12 6:29 6:51 6:45 6:58 7:12 7:29 7:51 2:00 2:17 2:31 2:50 3:12 2:55 3:12 3:26 3:45 4:07 3:45 4:02 4:16 4:35 4:57 5:08 5:25 5:42 6:01 6:23 6:13 6:28 6:42 6:59 7:17 204 Weekdays I Southbound to Downtown Riverside & UCR A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Montclair Transcenter Ontario Mills Country Village Mall University & Lemon UCR at Bannockburn 5 4 3 25 1 5:25 5:44 6:03 6:20 6:35 6:23 6:42 7:01 7:18 7:33 7:04 7:23 7:45 8:03 8:18 8:01 8:20 8:42 9:00 9:15 3:27 3:52 4:17 4:40 4:58 4:17 4:42 5:07 5:36 5:54 5:12 5:40 6:00 6:23 6:43 6:33 6:55 7:15 7:33 7:48 7:36 7:58 8:17 8:35 8:48 For Metrolink information, go to metrolinktrains.com or call 800-371-5465. 1001 RTA RIDE GUIDE - April 5, 2020 v04 1107 Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. TEMECULA - MURRIETA - LAKE 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 23.24.55.61.79.202 v 205.206.208.217 9cy 9 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 22 Dos Lagos TEMESCAL yt CANYON MAIN to GRAND SEE INSET 5. C 4.0 <TEMESCAL CANYON Tom's Farms ORANGE TEMECULA MURRIETA '' SEE INSET MULLIGAN FAMILY FUN CENTER 23.202.205.206 LAKE ELSINORE 14) Legend I Map not to scale O Time and/or Transfer Point • Stop CANAL ST VILLAGE AT ORANGE 200.205.00TA 24.42 46.50.71.167.213 COMMUTERLINK 108I RIVERSIDE TRANSIT AGENCY 1002 2051206 Weekdays I Northbound to Corona Transit Center and Village at Orange A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate 1jir jMuIIi9an s Murrieta AIILake Elsinore iv Outlet Center Park -And -Ride A i Tom's Farm a 1IIDos Lagos Corona Transit Center Canal & Meats 205 206 4:17 4:27 4:45 5:00 — 5:20 — 206 4:36 4:47 5:07 5:23 — 5:45 — 205 — — 5:35 5:47 6:00 6:23 7:18 206 5:09 5:20 5:40 — — 6:15 — 205 6:10 6:23 6:38 7:04 7:59 206 5:48 6:00 6:20 — — 7:02 — 205 — — — — — 3:10 3:48 205 — — — — — 4:27 5:05 206 3:17 3:32 3:57 4:11 4:20 4:40 — 206 4:41 4:56 5:21 5:35 5:44 6:04 — 205 — — — — — 6:14 6:49 206 6:30 6:45 7:07 7:20 7:28 7:46 — 1003 RTA RIDE GUIDE - April 5, 2020 v04 1109 2051206 Weekdays I Southbound to Temecula A.M. times are in PLAIN, P.M. times are in BOLD I Times are approximate Canal & Meats Village at Orange 1Corona Transit Center a Dos Lagos co 1o• A Tom's Farm w Lake Elsinore b Outlet Center (I' Park -And -Ride Mulliyans ca Murneta Promenade cA» Mall 206 The 6:25 a.m. trip wil wait for the 6:10 a.m. westbound train, but no later than 6:25 a.m. before departing the Metrolink Station. 205 5:55 5:59 6:34 — — — — — 206 — — 7:12 7:25 7:35 7:50 8:05 a.m. westbouncl Station. 8:18 The 7:12 a.m. trip will wait for the 6:50 a.m. eastbound and 6:50 trains, but no later than 7:20 a.m. before departing the Metrolink 205 7:30 7:34 8:11 205 8:15 8:19 8:56 — 206 — — 4:31 — 5:03 5:18 5:38 5:55 The 4:31 p.m. trip wil wait for the 4:27 p.m. train, but no later than 4:41 p.m. before departin• the Metrolink Station. 205 4:00 4:04 5:08 5:33 5:43 5:58 — — The 5:08 p.m. trip will wait for the 4:41 p.m. and 4:58 p.m. trains, but no later than 5:15 p.m. before departing the Metrolink Station. 206 — — 5:09 — — 5:51 6:11 6:26 The 5:09 p.m. trip will wait for the 4:41 p.m. and 4:58 p.m. trains, but no later than 5:15 p.m. before departing the Metrolink Station. 206 — — 5:30 — 6:02 6:17 6:37 6:52 The 5:30 p.m. trip will wait for the 5:25 p.m. train, but no later than 5:40 p.m. before departing the Metrolink Station. 206 — — 5:50 — 6:22 6:37 6:57 7:12 The 5:50 p.m. trip will wait for the 5:45 p.m. train, but no later than 6:05 p.m. before departing the Metrolink Station. 205 5:17 5:21 6:25 6:50 7:00 7:15 7:30 7:48 The 6:25 p.m. trip will wait for the 6:05 p.m. and 6:17 p.m. trains, but no later than 6:35 p.m. before departing the Metrolink Station. 206 — — 6:40 — 7:05 7:20 7:40 7:55 The 6:40 p.m. trip will wait for the 6:35 p.m. train, but no later than 6:50 p.m. before departing the Metrolink Station. 205 6:59 7:03 8:01 — 8:19 8:34 8:49 9:05 The 8:01 p.m. trip will hold for the 7:36 p.m. and 7:55 p.m. trains to arrive. If your train is delayed, please call RTA Customer Information Center at 951-565-5002 to ensure the bus waits. 1004 110 RIVERSIDETRANSITAGENCY 208 RIVERSIDE UCR LOT 30 UNIVERSITY & LEMON GOLD LINE• 1 •10.12 14.15.22.29.49 200.204.208.210 OMNITRANS 215 z 0 MISSION INN AVE VineSt Layover 14TH ST MLK BLVD TEMECULA - MURRIETA - PERRIS - MORENO 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 N Routing and timetables subject to change. Rutas y horarios son sujetos a cambios. MORENO VALLEY COUNTY ADMINISTRATION CENTER 10.12.13.200.208.210 RIVERSIDE - DOWNTOWN METROLINK STATION 1.15.29.49.200.208 210.OMNITRANS 215 METROLINK•AMTRAK SUNLINE 220 Boarding diagram pg 27 COMMUTERLINK 60 0 MORENO VALLEY MALL 11.16.18.19.26.31.208 210•SUNLINE 220 Boarding diagram pg 25 SAN JACINTO AVE PERRIS STATION TRANSIT CENTER 9.19.19A•22.27.28.30 0.61.74.208•METROLINK Boarding diagram pg 26 Legend I Map not to scale 0 Time and/or Transfer Point ® Alternate Routing O Stop OTransfer Point q SOUTH PERRIS METROLINK STATION O 61.74.208•METROLINK BpN//F PERRIS MURRIETA PROMENADE MALL 23.24.55.61.79.202 205.206.208.217 O N GENERAL KEARNY RD OVERLAND DR Route may be deviated due to traffic conditions. LOS ALAMOS & WHITEWOOD 40, 23.61.208 1005 RTA RIDE GUIDE - April 5, 2020 v041111 208 Weekdays I Northbound to Downtown Riverside A.M. times are in PLAIN, P.M. times are in BOLD Times are approximate IibPromenade Mall Icow Los i� Alamos & Whitewood A South Perris w Metrolink co Station A _ Perris 61173 Station o Transit 1Center IMoreno Valley Mall ASycamore I I Canyon & Eastridge IIUCR Lot 30 I0Riverside- Downtown o Metrolink Station Vine St ‘0 Layover (Bay A) 4:15 4:25 4:45 4:57 — — 5:27 5:39 4:55 5:05 5:25 5:40 6:08 6:20 6:32 5:32 5:44 6:04 6:19 6:56 7:08 7:20 6:14 6:26 6:46 7:02 7:46 7:58 8:13 2:51 3:06 3:31 3:49 4:14 4:23 — 4:45 4:57 3:38 3:53 4:18 4:36 5:01 5:10 — 5:30 5:42 208 Weekdays I Southbound to Temecula A.M. times are in PLAIN, P.M. times are in BOLD Times are approximate II Vine St Layover (Bay A) Riverside- Downtown11 Metrolink o Station UCR Lot 30 1cn Sycamore N Canyon & Sierra Ridge Moreno Valley Mall 1Stal Perris 6 _ Station A Transit Center o South Perris o Metrolink °i ation IAo1 Los N Alamos & Whitewood a' Promenade Mall 6:16 6:26 — 6:41 6:53 7:15 7:26 7:51 8:13 5:10 5:22 5:37 — — 6:07 6:19 6:41 6:56 The 5:22 p.m. trip departing Riverside -Downtown Metrolink will wait for the 4:57 p.m., 5:03 p.m. and 5:17 p.m. trains to arrive, but no later than 5 27 p.m. before departing the station. 6:02 6:14 6:27 — — 6:55 7:07 7:27 7:42 The 6:14 p.m. trip departing Riverside -Downtown Metrolink will wait for the 5:48 p.m. and 6:06 p.m. trains to arrive, but no later than 6:22 p.m. before departing the station. 6:33 6:45 6:58 — — 7:26 7:38 7:58 8:13 The 6:45 p.m. trip departing Riverside -Downtown Metrolink will wait for the 6:27 p.m., 6:28 p.m. and the 6:37p.m. trains to arrive, but no later than 6:45 p.m. before departing the station. 6:53 7:05 7:18 — — 7:46 7:58 8:18 8:33 The 7:05 p.m. trip departing Riverside -Downtown Metrolink will wait for the two 6:58 p.m. trains to arrive, but no later than 7:10 p.m. before departing the station. 7:30 7:42 7:54 — — 8:12 8:24 8:44 8:57 The 7:42 p.m. trip departing Riverside -Downtown Metrolink will wait for the 7:25 p.m. train to arrive before departing the station. 8:31 8:41 8:51 — — 9:09 9:21 9:41 9:54 The 8:41 p.m. trip departing Riverside -Downtown Metrolink will wait for the 8:05 p.m. and 8:25 p.m. trains to arrive before departing the station. If your train is delayed, please call RTA Customer Information Center at 951-565-5002 to ensure the bus waits. 112 I RIVERSIDE TRANSIT AGENCY 1006 ROUTE 210 NO SERVICE 1007 RTA RIDE GUIDE - April 5, 2020 v04 1113 ROUTE 217 NO SERVICE 114I RIVERSIDE TRANSIT AGENCY 1008 ATTACHMENT 7 r Board of Directors SunLine was established under a Joint Powers Agreement (JPA) on July 1, 1977, between Riverside County and the communities of the Coachella Valley, which at the time included the Cities of Coachella, Desert Hot Springs, Indio, Palm Desert, and 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 consists of one elected official from each member entity and one county supervisor. SunLine is headquartered in Thousand Palms, California. Cathedral City: Coachella: Desert Hot Springs: Indian Wells: Indio: La Quinta: Palm Desert: Palm Springs: Rancho Mirage: Riverside County: Raymond Gregory Megan Beaman Jacinto Russell Betts Ty Peabody Glenn Miller Robert Radi, Vice Chair Kathleen Kelly, Chair Lisa Middleton G. Dana Hobart V. Manuel Perez SunLine Organizational Structure Lauren Skiver Luis Garcia Tommy Edwards Peter Gregor Tamara Miles Todd McDaniel Brittney B. Sowell Tony Cohen Chief Executive Officer/General Manager Chief Financial Officer Chief Performance Officer Chief Safety Officer Chief Human Relations Officer Chief Transportation Officer Chief of Public Affairs/Clerk of the Board Chief Maintenance Officer Skiver Garcia Edwards A Gregor Miles McDaniel Sowell Cohen Refueled FY2021-2023 Short Range Transit Plan 1010 Contents Executive Summary ES-1 Chapter 1 System Overview and Service Profile 1 1.1 Description of Service Area 1 1.2 Population Profile and Demographics 3 1.3 Description of Fixed Route and Paratransit Services 6 1.4 Description of Ridership, Revenue Miles, and Revenue Hours by Mode/ Route Classification 11 1.5 Current Fare Structure 12 1.6 Revenue Fleet 14 1.7 Existing Transit Facilities and Bus Stop Amenities 15 1.8 Existing Coordination between Transit Agencies and Private Providers 15 1.9 Review of Previous Studies and Plans 18 Chapter 2 Existing Service and Route Performance 19 2.1 Description of Key Performance Indicators 19 2.2 Service Performance 24 2.3 Productivity Improvement Efforts Underway 31 2.4 Major Trip Generators 32 Chapter 3 Future Service Plans, Fare Changes, Capital Planning, and Marketing 35 3.1 Planned Service Changes FY2021-2023 37 3.2 Future Marketing Plans, Studies, and Promotions 37 3.3 Projected Ridership Growth FY2021-2023 40 3.4 Proposed Fare Structure Changes 40 3.5 Capital Improvement Planning 42 3.6 SunLine Refueled — Long-term Vision 46 Chapter 4 Financial Planning 49 4.1 Operating and Capital Budget 49 4.2 Funding Plans to Support Proposed Operating and Capital Program 50 4.3 Regulatory and Compliance Requirements 53 SRTP Tables Appendix A - SunLine Existing Route Profiles Appendix B - Refueled Route Profiles Appendix C - Zero -emission Bus Implementation Plan SunLine UUIYIMU /M! UM" U! IMMMSII wy o c c CD CD c o U 1011 Figures Figure ES.1 Figure ES.2 Figure ES.3 Figure ES.4 Figure 1.1 Figure 1.2 Figure 1.3 Figure 1.4 Figure 1.5 Figure 1.6 Figure 1.7 Figure 1.8 Figure 1.9 Figure 1.10 Figure 1.11 Figure 1.12 Figure 2.1 Figure 2.2 Figure 2.3 Figure 2.4 Figure 2.5 Figure 2.6 Figure 2.7 Figure 2.8 Figure 2.9 Figure 2.10 Figure 2.11 Figure 3.1 Figure 3.2 Figure 3.3 Figure 4.1 Figure 4.2 Figure 4.3 SunLine Fixed Route Average Weekday Ridership 2020 (January -April) ES-1 SunLine Fixed Route Average Weekday Ridership 2020 (January -April) Percent Change ES-2 Percent Change Fixed Route Ridership Relative to 2010 ES-3 Financially Unconstrained Transit Redesign ES-6 SunLine Service Area 2 Riverside County Population Growth Projections 5 Coachella Valley Population Growth Projections 5 Growth Projections for Jurisdictions in the SunLine Service Area 6 SB535 Disadvantaged Communities 7 SunLine System Map 9 College of the Desert Microtransit Pilot Service Area 10 Transit System Performance, FY2018-2019 12 Existing SunLine Fare Structure 13 SunLine Support Vehicle Summary 15 Weekday Service: Top 10 Stops Served 16 Weekend Service: Top 10 Stops Served 16 Load Standards 21 Bus Deployment 21 System Ridership Comparison - 5 years 25 SunBus Ridership Change 25 Fixed Route Ridership Comparison - 5 years 26 Fixed Route Performance, FY2020-2021 26 Paratransit System Performance, FY2018-2019 27 SunDial Ridership Comparison - 5 years 27 Taxi Businesses 28 Home -based Work Trip Attractions 33 Home -based Other Trip Attractions 34 SunLine Incremental Fare Increase Program 41 Status of SunLine's Capital Projects 43 Financially Unconstrained Transit Redesign 48 Operating and Capital Costs - FY2021 51 Operating and Capital Costs - FY2022 52 Operating and Capital Costs - FY2023 53 Refueled FY2021-2023 Short Range Transit Plan IV 1012 Abbreviations and Acronyms ADA Americans with Disabilities Act BEB battery electric bus CARB California Air Resources Board CMAQ Congestion Mitigation and Air Quality CNG compressed natural gas CVAG Coachella Valley Association of Governments DBE Disadvantaged Business Enterprise FTA Federal Transit Administration FTIP Federal Transportation Improvement Program FY fiscal year ICT Innovative Clean Transit IT information technology IVT Imperial Valley Transit IVTC Imperial Valley Transportation Commission J PA Joint Power Agreement KPI Key Performance Indicator LCTOP Low Carbon Transit Operations Program LTF Local Transportation Fund MBTA Morongo Basin Transit Authority RCTC Riverside County Transportation Commission RTA Riverside Transit Agency SBTC San Bernardino Transit Center SGR State of Good Repair SRA SunLine Regulatory Administration SRTP Short Range Transit Plan STA State Transit Assistance Fund TAP Transit Ambassador Program 10v13 SunLine - eii'p1ed UUIYIMU /M! UM" U! [Mall TIRCP Title VI TSP ZEB Definitions Financially Constrained Plan Financially Unconstrained Plan Microtransit Transit and Intercity Rail Capital Program Title VI of the Civil Rights Act transit signal priority zero -emission bus Funded service improvements Unfunded service improvements A form of demand response transit that offers flexible routing and/or flexible scheduling of minibus vehicles Refueled FY2021-2023 Short Range Transit Plan vi 1014 Executive Summary This Refueled FY2021-2023 Short Range Transit Plan (SRTP) describes near- and long-term initiatives for SunLine Transit Agency (SunLine) to support the local economy, meet the mobility needs of Coachella Valley, expand transit market share, and gain new transit users. Because every transit trip begins and ends by having to walk or use a mobility device, motorized and nonmotorized mobility, accessibility, and interconnectivity are essential components of planning and developing transit services. In the midst of these planning efforts, the COVID-19 pandemic of 2020 caused a major national and global disruption with the closures of businesses, schools, and entertainment venues and the enforcement of national and statewide public health policies. In March 2020, the adverse effects of COVID-19 on SunLine's ridership peaked. SunLine's weekday fixed route ridership dropped by 70 percent to 4,300 daily boardings. Paratransit ridership dropped by 80 percent to 100 daily boardings compared to the same month of the previous year. The COVID-19 pandemic and the resulting secondary impacts on the Coachella Valley's economy, employment, and day-to-day life warranted SunLine to change course to immediately support the region's post COVID-19 pandemic recovery efforts. While Figure ES.1 and Figure ES.2 show a significant drop in ridership in mid -March, ridership leveled off around 5,000 riders per day through April, illustrating that SunLine continues to provide lifeline service to Figure ES.1 SunLine Fixed Route Average Weekday Ridership 2020 (January —April) Number of riders (1,000s) 16 14 12 10 8 6 4 2 0 M N N M M N N M M N 1� M M N Q W W O N N N W O N N W W ." M N N M r+ N M M N h M M N Q W W O N N tO W O N Q tG W O M N N N N N N N M N N N ..... NNNNNM N N N M January 1 February ES-1 March April simmw. e10p1ed 1015 Figure ES.2 SunLine Fixed Route Average Weekday Ridership 2020 (January —April) Percent Change EL 40 30 20 10 -30 -40 - 50 - 60 -70 N Q to CO O N Q tG 00 O N Q t0 CO O .. M N n tT .. n tT M h n Ot N Q tG CO O N Q tG CO O N Q 0 00 O M M n tT M N n tT . M N n 01 O N ti N N ti N N N N N M N N ti N N N N N N N .y N N N N N M N ti ti N ei NNNNN January February � March the community. These efforts included taking those who do not own an automobile to work, doctors' offices, grocery shopping, and to other essential appointments. Recovering and rebuilding ridership from this major disruption is SunLine's highest priority. While continuing to respond to the day-to-day challenges, SunLine will begin implementing a COVID-19 toolbox with strategies and tools to support the recovery efforts of the region and then grow the transit market when it's safe to do so. Tools for the COVID-19 recovery include: Safety and sanitation > Rear -door boarding > Identify technology options for more efficient bus cleaning > Evaluate bus frequencies to minimize crowding Fare collection > Accelerate move toward Token Transit cashless fare system > Establish community partnerships with retail outlets for remote ticketing > Separate farebox from driver Contingency planning > Maintain essential services > Prioritize resources to most important routes Mass media campaigns Audience -specific messaging campaigns Refueled FY2021-2023 Short Range Transit Plan ES-2 1016 Looking forward, once a state of normalcy is reached, SunLine's bold Refueled: FY2021-2023 SRTP to recast its future, prepared with the guidance provided by the Board of Directors, input received from the residents who use transit, and a robust data analysis will be presented to the public for review and their input. The core guiding principles of Refueled include: » Make SunLine's system faster, more direct, and more efficient to attract new riders; » Streamline SunLine's route structure to focus more resources on the system's most productive bus corridors; » Develop microtransit solutions to serve low -density service areas and replace low -productivity bus corridors; » Simplify the fare structure and move to electronic media; » Update the service standards policy to support performance -driven transit and an emerging service delivery model; and » Develop the Route 111 High Quality Transit Corridor with transit signal priority, queue jumpers, and Super Stops to facilitate timed transfer connections and intermodal connectivity. Until the COVID-19 pandemic peaked in March 2020, SunLine was leading its peers with ridership gains since 2010, shown in Figure ES.3, bucking the national ridership trend. SunLine's 2019 onboard rider survey showed a remarkable 93 percent overall customer satisfaction rating. These accomplishments and current initiatives such as the Innovative Clean Transportation program, the College of the Desert microtransit pilot Figure ES.3 Percent Change Fixed Route Ridership Relative to 2010 40 30 20 a) c 10 0 -10 -20 -30 4p SunLine — National Total Riverside Transit Agency NCTD Omnitrans — Foothill Transit 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Source: National Transit Database Motor Bus and Commuter Bus Annual Unlinked Trips ES-3 SunLine UUIYIMU !M! UM" U! IMMMSII 1017 project, the student Haul Pass program, and the SolVan vanpool program reflect SunLine's ambitious plans to support the Coachella Valley's economy, educational objectives, and quality of life for residents of all ages and abilities. The Refueled FY2021-2023 SRTP lays out a financially constrained implementation plan based on the best available financial projections and anticipated grants. The service, rolling stock, and support infrastructure improvements that are not funded but are essential to meeting the future mobility needs of Coachella Valley are identified in the financially unconstrained section of the plan. The financially unconstrained section, or transit needs plan, will guide the development of new financial resources over time to bring these recommendations into reality. Additionally, the financially unconstrained plan is essential to effectively communicate SunLine's operating and capital needs to local, state, and federal funding agencies. Lastly, the plan enables SunLine to collaborate with local jurisdictions, Coachella Valley Association of Governments, Riverside County Transportation Commission, and other funding and planning agencies. The aim is to work together in long-term regional planning and implementation efforts to optimize scarce financial resources and develop and deliver projects jointly. The plan emphasizes coordination and collaboration with local governments to: Establish better multimodal connections to transit; Implement street improvements and pedestrian/non-motorized interconnectivity; Improve transit efficiency, speed, and reliability; Reduce transfers and travel times of the planned and redesigned local bus system; Realign routes to serve growing areas of the Coachella Valley; and Allocate a greater portion of new funding to implement and expand the transit market share or capture new riders. This SunLine Refueled: FY2021-2023 SRTP identifies financially feasible improvements that can provide faster and more convenient service to help attract riders. Implementation of these recommendations is contingent on transit demand and recovery from the COVID-19 pandemic: » Microtransit can provide lifeline service on routes that may have to be discontinued because of low productivity. Refueled FY2021-2023 Short Range Transit Plan ES-4 1018 » Originally slated to begin service in May 2020, the 10 Commuter Link between Indio and San Bernardino is delayed indefinitely. » Implementation of Route 111X Weekday Express service between Indio and Palm Springs may also be delayed past the anticipated January 2021 start date. Other improvement recommendations will be prioritized based on public and stakeholder input and the ability to fund them. Figure ES.4 shows the financially unconstrained SunLine transit redesign in concept. It would straighten, lengthen, and combine SunLine's existing 16 bus routes into 11 redesigned routes. Rural lifeline transit service to unincorporated areas of Riverside County, such as Mecca, North Shore, and One Hundred Palms, may be provided by on -demand microtransit service. Using microtransit in areas with lower transit demand would allow SunLine to use its existing bus fleet to improve service on its trunk routes. The staff recommendation is to adopt the financially unconstrained section of the plan in concept as a precursor to the public outreach efforts and preparation of the implementation plan and schedule. The financially unconstrained plan will then be subject to public review and input. Based on the input received from the public, local jurisdictions, and regional planning agencies, the plan will be revised and modeled with ridership and cost projections, and an implementation priority order will be set. This collaborative planning and review process is the cornerstone of the successful plan, and it cannot be a hasty process. The schedule for this critical step is contingent on the communities and the region reaching a level of post COVID-19 pandemic normalcy. Once the plan is refined, it will be presented to the Board of Directors for consideration. Through its Innovative Clean Transit Regulation, the California Air Resources Board has mandated that public transit agencies transition to zero -emission buses (ZEBs) by 2040. SunLine is ahead of many of its peers in meeting the ZEB targets. However, fleet planning for the Refueled service expansion must be included in the ZEB implementation plan. Shown in Appendix C, this implementation plan shows how SunLine intends to comply with the mandate and when it plans to purchase the buses and build the necessary support infrastructure. Potential funding for growing SunLine's fleet may be available through the Greenhouse Gas Reduction Fund. The Transit and Intercity Rail Capital Program (TIRCP) helps fund transformative capital improvements that will modernize California's bus transit systems. Refueled has the potential ES-5 Sliding UUIYIMU !M! UM" U! IMMMSII 1019 Figure ES.4 Financially Unconstrained Transit Redesign 0 DESERT HOT S- PRIN L_ CATHEDRAL eiTY SPRINGS 4-1 71 r u 0 INDIAN WELLS Riverside County San Diego County San Bernardino County Riverside County 1 _ IN O ULAQUINTA 0 L— I_J I = Service area boundary C — C County boundary = City boundary Routes - Route 2 (14-30) Route 3 (15) ro Route 4(24-32) Route 5 (20-21) Route 6 (54, 80, 81, 90) Route 7 (70) 1P Route 8 (80, 81, 90, 91) 40 Route 9 (91-95) Route 111 Route 111X - PS BUZZ to transform how SunLine delivers service. Because the plan will reduce greenhouse gas emissions, vehicle miles traveled, and traffic congestion, the TIRCP is an important potential source for Refueled capital funding needs. As SunLine seeks grant funding from the TIRCP and other regional, state, and national sources, this Refueled SRTP has a powerful story to tell about SunLine's commitment to exceptional transit service, mobility, sustainability, and clean energy. This Refueled SRTP has four chapters. Chapter 1 provides an overview of the system. Chapter 2 describes route performance and existing service. Chapter 3 describes Refueled initiatives and identifies potential service changes to implement the recommended route redesign. Chapter 4 covers the financial and capital plans. ES-7 Sliding - UUIYIMU !M! UM" U! IMMMSII L co 3E v E X w (1) 1021 1 Page left blank intentionally. Refueled FY2021-2023 Short Range Transit Plan ES-8 1022 CHAPTER 1 System Overview and Service Profile In 2019, SunLine Transit Agency completed a bold plan to recast its transit system. This plan to minimize transfers, reduce travel times, and realign routes to growing, more productive areas—SunLine Refueled —was prepared with guidance provided by the Board of Directors, input from transit riders, and a robust data analysis. SunLine conducted a microtransit pilot project to determine whether smaller vehicles used on demand could eventually replace rural lifeline service currently provided by a 40-foot city bus. It also launched the Haul Pass program to make transit more accessible and easier to use for college and university students. This first chapter of the Refueled FY2021-2023 Short Range Transit Plan (SRTP) provides an introduction to SunLine. It outlines the baseline service conditions and includes a rider profile, a description of the service area, and a summary of current public transit service. 1.1 Description of Service Area The SunLine service area covers 1,120 square miles of the Coachella Valley (Figure 1.1). It extends from San Gorgonio Pass in the west to the Salton Sea in the southeast. Located 120 miles east of downtown Los Angeles and 60 miles east of Riverside and San Bernardino, most of SunLine's 1 Sliding UUIYIMU !M! UM" U! IMMMSII 1023 Figure 1.1 SunLine Service Area Los Angeles County San Bernardino County SunLine Service Area San Bernardino County Riverside County IJ J Riverside County San Diego County N N 0 = Service area boundary E — County boundary = City boundary service area is located in the Riverside County Supervisorial District 4. SunLine provides service to the following cities: » Cathedral City » La Quinta » Coachella » Palm Desert » Desert Hot Springs » Palm Springs » Indian Wells » Rancho Mirage » Indio Service is also provided to the Riverside County unincorporated communities of Bermuda Dunes, Desert Edge, Mecca, North Shore, One Hundred Palms, Oasis, Thermal, and Thousand Palms. Within the Coachella Valley region, SunLine provides 150 square miles of fixed route service coverage and 200 square miles of paratransit service coverage. 1.2 Population Profile and Demographics The 2019 SunLine Transit Rider Survey was an important source of information for the Refueled plan. It gave SunLine staff a ridership profile and described how riders use the transit system. The infographic (next page) shows the demographic characteristics of SunLine's riders. Demographic Projections Despite the recent ridership downturn related to the COVID-19 pandemic, population growth in Riverside County and the Coachella Valley will continue to drive demand for public transit services. Refueled is aimed at supporting the local economy by providing better service to Coachella Valley's transit riders. With straighter, more direct routes, the redesigned system will provide more permanent transit corridors to transit -supportive land uses. These high -quality transit corridors, such as Route 111, are productivity -oriented to capture new riders. They are scalable to meet future demand as population grows. Projections prepared by the Southern California Association of Governments show that the Riverside County population is expected to grow at 1.1 percent rate from 2020 to 2040. This means an increase from 2.5 million people in 2020 to 3.17 million people in 2040. In contrast, Coachella Valley is projected to have a 2 percent higher annual growth rate than Riverside County over the same 20-year period. Population in Coachella Valley cities is projected to grow from 390,000 in 2020 to 600,000 in 2040. Figure 1.2 shows the Riverside County population growth projections through 2060. Figure 1.3 shows the Coachella Valley population growth projections. 3 Sliding UUIYIMU !M! UM" U! IMMMSII 1025 POPULATION PROFILE and RIDER CHARACTERISTICS The SunLine Transit Rider Survey provided a snapshot of passenger characteristics, as summarized here. BOARDING FARE 60 BUS FARE CATEGORIES 50 40 30 20 10 0 NOT EMPLOYED 0 N o co v N PASS ONE-WAY OTHER CASH 40 35 30 25 20 15 10 5- 0 CASH BOARDING SUMMARY BY FARE CATEGORY 31-DAY PASS DAY PASS 0 N TRANSFERS NON -FULL FARE 10-RIDE UNIVERSITY COMMUTER PASS LINK 220 DEMOGRAPHICS MALE EMPLOYED PART-TIME EMPLOYED FULL-TIME FEMALE NON -BINARY 1% $10K-$24K HISPANIC/ LATINO WHITE ETHNICITY AFRICAN/ iik AMERICAN MULTIRACIAL OTHER 1%J L ASIAN/PACIFIC ISLANDER 2% ONLY ENGLISH SPANISH >$50K OTHER4% TRANSIT USE 1-2 YEARS TENURE 5+YEARS USING 3-4YEARS SUNLINE 4,6 MONTHS 6-11 MONTHS 6-7 D/WK WORK COLLEGE/SCHOOL oi, wt PERSONAL BUSINESS TRIP PURPOSE SOCIAL/ RECREATION OTHER2% —/ MEDICAL/DENTAL SHOPPING 2-3 D/MNTH 2% 1026 I4 W_3D/WK 4 AS NEEDED 4% ONCE PER WEEK 4% *LICENSE FOR TRANSIT DISABILITY ,LICENSE N CAN'T DRIVE NO CAR USE grLESS ENSIVE EXP CHOICE 3% OTHER2% Figure 1.2 Riverside County Population Growth Projections 4.0 3.5 c 3.0 0 2.5 c c 2.0 0 1.5 a a0 1.0 0.5 0 • COACHELLA VALLEY 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060 Figure 1.3 Coachella Valley Population Growth Projections 800 700 12 600 0 500 .E 400 0 0 300 0 200 0_ 100 0 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060 Within Coachella Valley, the cities of Coachella, Desert Hot Springs, and Indio are projected to gain the most population by 2040. These cities are projected to grow as follows. » Coachella —103,000 population increase (4.5 percent annual growth) » » Desert Hot Springs-31,000 population increase (2.7 percent annual growth) Indio — 45,000 population increase (1.6 percent annual growth) Figure 1.4 shows population growth projections for jurisdictions in the SunLine service area. Disadvantaged communities in California are specifically targeted for investment of proceeds from the State's cap -and -trade program. Senate 5 sunline UUIYIMU !M! UM" U! IMMMSII 1027 Figure 1.4 Growth Projections for Jurisdictions in the SunLine Service Area City 2012 Population 2040 Population Difference Percent Difference (%) Cathedral City 51,476 68,100 16,624 32 Coachella City 42,400 146,300 103,900 245 Desert Hot Springs City 27,800 58,900 31,100 112 Indian Wells City 5,100 7,200 2,100 41 Indio City 78,800 123,300 44,500 56 La Quinta City 38,300 47,700 9,400 25 Palm Desert City 49,800 61,700 11,900 24 Palm Springs City 45,600 56,900 11,300 25 Rancho Mirage City 17,600 25,000 7,400 42 Unincorporated Riverside County 359,500 487,500 128,000 36 Total 716,376 1,082,600 366,224 51% Source: Southern California Association of Governments, 2016. http://scagrtpscs.net/Documents/2016/draft/d2016RTPSCS_DemographicsGrowthForecast.pdf Bill 535 mandates that 25 percent of the proceeds from the Greenhouse Gas Reduction Fund go to projects that benefit disadvantaged communities. These investments are primarily aimed at improving public health, quality of life, and economic opportunity in the State's most burdened communities while also reducing pollution. Disadvantaged communities are defined as the top 25 percent scoring census tracts from the California Environmental Health Screening Tool (CalEnviroScreen). The Senate Bill 535 disadvantaged communities within the SunLine service area are illustrated in Figure 1.5. 1.3 Description of Fixed Route and Paratransit Services SunLine's existing transit service includes local bus, a circulator, a commuter/express bus, microtransit, and paratransit service. Additionally, SunLine's taxi voucher, vanpool, and rideshare programs provide additional Refueled FY2021-2023 Short Range Transit Plan 6 1028 Figure 1.5 SB535 Disadvantaged Communities DESERT HOT SPRINGS San Bernardino County Riverside County \ [ CATHEDRAL Ci r'Y 17 N PALM SPRINGS li L� _ ,-, L• _� RANCHO MIRAGE PALM DESERT ' -J 1 2 .- n I s --� ._ 6 = Ei I ,�-r�\_ 11 i— i_ INDIAN WEL9 i3 INDIO '2-4Th_ _ 1 :(1_, \. L CO, ACHELLA 1 _ \ Ili_ LA QUINTAEl '-' \- —11-171 0 I— ii- _I- ± N Riverside County San Diego County • = Service area boundary C — C County boundary = City boundary SB535 Disadvantaged Communities side County transportation options to residents throughout the Coachella Valley. Each of these service types is described briefly in the following sections. SRTP Table 1.0 (see SRTP Tables) shows a list of the routes and the areas they serve. Figure 1.6 shows the SunLine system map. Appendix A shows existing route profiles. Local Bus SunLine currently operates 15 local routes in its service area. The local bus network is broken down into trunk routes and connector or feeder routes. Trunk routes serve highly traveled corridors with more frequent headways and include Routes 14, 30, and 111. Connector/feeder routes operate in less dense areas and connect to trunk routes. These routes generally operate at less frequent headways and include Routes 15, 20, and 21. Palm Springs BUZZ The Palm Springs BUZZ is a free local circulator provided in partnership with the City of Palm Springs that operates in downtown Palm Springs on Thursday, Friday, and Saturday at 20-minute frequencies for a span of 10 hours from 12 p.m. to 10 p.m. College of the Desert Microtransit Pilot Microtransit is an emerging transit mode that offers flexible and dynamic demand -driven transportation solutions to areas with limited transit access or where traditional fixed route service is simply not feasible. Microtransit services typically operate with a fleet of smaller vehicles (for example, cutaway vans or buses) in defined zones, with dynamic routing based on real-time demand. Similar to Transportation Network Companies such as Uber and Lyft, users in designated areas simply specify the details of their trips on a mobile application, and a vehicle is summoned to deliver them to their destination. Operating specifics such as service hours and coverage area can be tailored to meet the needs and/or resources of the agency (fleet availability, operating budget, etc.). In January 2020, SunLine began evaluating on -demand service provided by local taxi companies. This microtransit pilot program is intended to provide additional transportation options for College of the Desert students. The results of this pilot project will guide possible deployment across the Coachella Valley to provide access to the fixed route system and potentially expand the SunLine service area. Figure 1.7 shows the microtransit pilot service area. Refueled FY2021-2023 Short Range Transit Plan 8 1030 Figure 1.6 SunLine System Map Ocs MISSION LAKES Nor FRr r!' 4th Sp PIERS R�/I/G.S F y NDA a 3 TNOVgN TWO BUNCH PALMS r Y:Py ROSA STEVENS TAHQU SARIS Paim Springs BUZ ROUTE 14 O DILLON ROUTE 15 VISTA CHINO AVE 30 ROUTE CqT BST C/7Y RO1? 44 a R M R COO ROUTE 32 DINAH SHORE ERALD FORD FRANK SINATRA '°q<ly o a � 1 Tyo GERALD FORD ROUTE 21 419, F,I,sT COUNTRY CLUB HARRI 4 HOVLEV FRED WARING WF��SH AVE47 TRANSIT ACINCY System Map May 2020 CUSTOMER SERVICE SERVICIO AL CLIENTE 760.343.3451 Sun Line.org TTY/TDD Service Available AVE38 AVE 1 1� 7, 'kO1O � _{AVE40 !--Gal Sate University San Bernardino Main Campus San Bernardino Transit Center/ MetroLink 10 COMMUTER LINK 2nd & Commerce BEAUMONT Indio to San Bernardino N A PALM DESERT Cal State University San Bernardino Palm Desert amp. INDIO SunLine Indio Facility L) 0 MADRID 9 ROUTE 7044 TAMPICO 1 SINALOA ROUTE 81 CARREON AVE 48 /VE 70 A f o ryFR AVE 7 Mq p MF AVE 2 �� a •o WINDLASS , O z gee q �NORTH�6e AVE 66 Ag FgER, m pi ROUTE 80 AVE 50 AVE 52 AC Zao�CeCO yR<<4 ROUT 9( 1st 4th 5th SHORE AVE 54 ROUTE 91 AVE 70 In ROUTE 95 AVE 57 AVE 58 VE 62 NORTH SHORE &Milne ORIN. /Rt UM" O! IRANSIt 1031 Il'I1�1\ Figure 1.7 College of the Desert Microtransit Pilot Service Area RANCHO MIRAGE College of the 0 Desert DESERT INDIAN WELLS V//1I City boundary Microtransit Pilot Area vCollege of the Desert Indio I.I 1 L COACHELEA NORTH Commuter/Express Bus Commuter bus routes are those tailored to serve specific travel markets, typically during weekday peak travel periods. Implementation of the 10 Commuter Link with service between Indio and San Bernardino is contingent on transit demand and recovery from the COVID-19 pandemic. SunDial Paratransit SunLine operates federally mandated paratransit services. This service, called SunDial, is a shared -ride, origin to destination transportation option that is provided to people with disabilities who are unable, or who have limited ability because of their disability, to use fixed route buses. All public transit agencies that provide fixed route bus and rail service are required by the Americans with Disabilities Act (ADA) to provide parallel paratransit service within 3/4 of a mile of local fixed routes, and days and hours of operation are based on that of the local fixed route network. Commuter and deviated services such as the 10 Commuter Link and Route 95 do not require complementary ADA service. SolVan Vanpool SunLine's Vanpool Program, SolVan, provides a subsidy for qualified vans that agree to report about daily riders, miles, hours, and expenses. A SolVan reporting system has been created to track each rider on each vanpool. The driver of the vanpool must be a participant in the vanpool program. Vanpool passengers will be responsible for paying the van monthly lease cost minus the subsidy. The lease cost includes insurance and maintenance. They will also share the cost of gas, toll fees, and parking fees (if applicable). 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 a third -party representative. Taxi Administration The SunLine Regulatory Administration (SRA) is charged with licensing and regulating taxicab businesses and drivers in the Coachella Valley. 1.4 Description of Ridership, Revenue Miles, and Revenue Hours by Mode/Route Classification Figure 1.8 shows the SunLine transit system performance by mode for 2018 and 2019. 11 Sliding UUIYIMU !M! UM" U! IMMMSII 1033 Figure 1.8 Transit System Performance, FY2018-2019 Service Boardings 2018 2019 Revenue Miles 2018 2019 Revenue Hours 2018 2019 Boardings/ Revenue Mile 2018 2019 Boardings/ Revenue Hour 2018 2019 Fixed route 3,947,023 4,039,450 3,402,692 3,364,997 231,781 228,131 1.20 1.20 17.00 17.70 On - demand 156,292 155,332 989,084 971,701 66,851 65,911 0.16 0.16 2.34 2.36 Total 4,103,315 4,194,782 4,391,776 4,336,698 298,632 294,042 0.93 0.97 13.74 14.27 Source: National Transit Database, 2018-2019 1.5 Current Fare Structure In 2002, SunLine raised its base cash fare from $0.75 to $1.00. In 2011, a SunLine fare study recommended both eliminating the $0.25 transfer fare and incrementally raising the base cash fare to $1.50. These recommendations were not implemented. The SunLine Board of Directors has given direction to staff to explore fare -free operations. Figure 1.9 shows the existing SunLine fare structure. This fare structure differentiates fares for specific transit customers and trip types. The multiplier column shows the ratio of the base cash fare to the pass price and is the point where the pass fare per trip matches the per -trip cash payment. The multipliers show how SunLine is targeting specific market segments with discounts to increase the system's ridership and revenue. For example, SunLine provides a discounted 31-day youth pass for students using transit. 1.5.1 Cash Fares In addition to the $1.00 fare for adult riders, SunLine enforces a $0.25 fee for transfers. The transfer pass is good for unlimited rides within 2 hours of purchasing, and is valid only on the day issued. Transfers are issued only upon boarding. The base cash fare for seniors, which SunLine defines as individuals 60 years of age or older, is $0.50 on all fixed route services. Individuals that qualify for the ADA also pay a $0.50 base cash fare on all fixed route services. The fare complies with the Federal Transit Administration's (FTA's) Half Fare rule, which requires agencies receiving federal funds Refueled FY2021-2023 Short Range Transit Plan 12 1034 Figure 1.9 Existing SunLine Fare Structure Fare Type Price ($) Multiplier Fare Type Price ($) Adult Other Cash 1.00 Transfers 0.25 Day pass 3.00 3.0 CV employer pass 24.00 10-ride 10.00 10.0 University pass 24.00 31-day pass 34.00 34.0 Youth Commuter Link 10 Cash Cash 0.85 General cash 6.00 Day pass 2.00 2.4 Senior cash 4.00 10-ride 8.50 10.0 31-day pass 24.00 28.2 Seniors/Disabled Commuter Link 10 Cash Cash 0.50 General day pass 14.00 Day pass 1.50 3.0 General 30-day pass 150.00 10-ride 5.00 10.0 Senior day pass 10.00 31-day pass 17.00 34.0 Senior 30-day pass 100.00 to offer fares to persons 65 or over and disabled travelers at a level no more than half the base cash fare. Medicare cards, Department of Motor Vehicles driver's license or senior ID cards, ADA certification cards, or SunLine Half Fare ID cards are accepted as proof of age or disability. A discounted youth fare of $0.85 is also available for children between the ages of 5 and 17. Children 4 years of age and younger ride free with a paid adult cash fare (maximum of two children). 1.5.2 Fare Passes SunLine currently issues two types of fare passes: the Day Pass and the 31-day Pass. Daily and monthly passes are available for the 10 Commuter Link service as well, but are priced and sold separately from the general fixed route passes. 13 Sliding iesoIIed OMIMU /M! UM" U! IMMMSII 1035 Day Pass The SunLine Day Pass is available for $3.00 and allows for unlimited rides on all fixed routes for the duration of 1 calendar day. In adherence to the FTA's Half Fare rule, the Day Pass for seniors and disabled riders is available for $1.50. The Day Pass for youth riders is $2.00. The Day Pass for the 10 Commuter Link is $14 for adults and $10 for seniors. 31-day Pass SunLine sells a pass valid for a rolling 31-day period from the date of first use. The 31-day Pass is available for $34 for general adult riders, $17 for seniors and disabled riders, and $24 for youths. The monthly pass for the 10 Commuter Link is a 30-day pass available for $150 (10 Commuter Link operates Monday through Friday only). Multiple Ride (10-ride) A 10-ride pass is available for $10.00 for general adult riders, $5.00 for seniors and disabled riders, and $8.50 for youths (ages 5 to 17). There is no discount from the base cash fare for this pass. Employer Passes SunLine offers a 31-day pass to businesses in the Coachella Valley that have 5 or more employees interested in using transit. The pass can be used for unlimited rides on any of SunLine's fixed route services and is priced at $24 a month. The pass is $10 less than the 31-day adult pass and is designed to encourage greater use of alternative modes of transportation. Haul Pass In August 2018, SunLine launched its Haul Pass Program to improve student access to Coachella Valley's colleges and university. Both the College of the Desert and the California State University, San Bernardino — Palm Desert Campus are partners. To ride SunLine, students of these schools can simply swipe their active student ID card through the SunBus card reader when they board. The program is currently funded through a 3-year grant from the Low Carbon Transit Operations Program (LCTOP). Token Transit SunLine riders download the Token Transit application to their smartphone and use it to pay SunLine fares. It requires a credit or debit card to set up an account and purchase bus passes. 1.6 Revenue Fleet SunLine's fleet includes fixed route buses, paratransit vehicles, and support vehicles. SRTP Table 1.1 (see SRTP Tables) shows the characteristics of Hau/Pass SRNIINf TRANSIT AGENCY Refueled FY2021-2023 Short Range Transit Plan 14 1036 SunLine's fixed route and paratransit fleet. Figure 1.10 shows a summary of SunLine's fleet of support vehicles. Figure 1.10 SunLine Support Vehicle Summary Description Fuel Type Number of Vehicles Electric Light Vehicles Electric 14 CNG Light Vehicles CNG 18 CNG Light Duty Trucks CNG 14 Hybrid/Gasoline Light Duty Vehicles Hybrid 2 Total 48 Note: CNG = compressed natural gas 1.7 Existing Transit Facilities and Bus Stop Amenities SunLine operates administrative and bus operations facilities at two locations. Administrative headquarters and main bus operations are located at 32-505 Harry Oliver Trail in Thousand Palms. SunLine also operates a maintenance and fueling facility at 83-255 Highway 111 in Indio. Park -and -ride facilities are located at 78-420 Varner Road in Thousand Palms and at 83-255 Highway 111 in Indio. SunLine's bus system has 659 stops with 424 shelters. Planning is underway to relocate 12 inactive shelters. In addition, there are 60 stand-alone benches and waste containers at 14 major transfer locations. Figure 1.11 shows the top 10 stops served for weekday service. Figure 1.12 shows the top 10 weekend stops. 1.8 Existing Coordination between Transit Agencies and Private Providers As the designated Consolidated Transportation Services Agency, SunLine coordinates public transportation services throughout its service area. Staff participates in meetings with social and human service agencies, 15 SunLine UUIYIMU !M! UM" U! IMMMSII 1037 Figure 1.11 Weekday Service: Top 10 Stops Served Stop City Average Riders Per Day Indian Canyon/Ramon Palm Springs 485 B St/Buddy Rogers Cathedral City 331 West/Pierson Desert Hot Springs 254 Baristo/Farrell South Side Palm Springs 235 Ramon/San Luis Rey North Side Palm Springs 198 Ramon/San Luis Rey South Side Palm Springs 194 5th/Vine Coachella 190 Hwy 111/Flower Indio 189 Ramon/Date Palm West Side Cathedral City 167 Baristo/Farrell North Side Palm Springs 126 Source: SunLine Transit Agency, March 2019—February 2020 Figure 1.12 Weekend Service: Top 10 Stops Served Stop City Average Riders Per Day 5th/Vine Coachella 358 Indian Canyon/Ramon La Quinta 299 B St/Buddy Rodgers Cathedral City 279 Palm Canyon/Stevens Palm Springs 191 Hwy 111/Flower Indio 171 Town Center/Hahn East Side Palm Desert 163 West/Pierson Desert Hot Springs 140 Palm Canyon/Baristo Palm Springs 107 Town Center/Hahn West Side Palm Desert 98 Ramon/San Luis Rey North Side Palm Springs 93 Source: SunLine Transit Agency, March 2019—February 2020 Refueled FY2021-2023 Short Range Transit Plan 16 1038 I • consumers, and grassroots advocates through forums such as the Riverside County Transportation Commission (RCTC) Citizens Advisory Committee/Social Service Transportation Advisory Council, SunLine's ACCESS Advisory Committee, San Gorgonio Pass Area - Transportation Now Coalition, 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. 1.8.1 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, Omnitrans, and Metrolink collaborated to schedule the operation of 10 Commuter Link service, which connects Indio/Palm Desert to the California State University, San Bernardino campus and the San Bernardino Transit Center (SBTC)/Metrolink Station with a bus stop in Beaumont. In Beaumont, 10 Commuter Link provides connectivity to Riverside Transit Agency (RTA), Beaumont Transit, and Banning Transit. Transfers are available to bus routes connecting to Cabazon, University of California, Riverside, Riverside University Health Center, Kaiser Hospital, VA Hospital, Loma Linda Medical Center, and numerous destinations served by RTA, Beaumont Transit, and Banning Transit. Negotiations are underway to establish agreements between SunLine and RTA, Beaumont Transit, and Banning Transit. 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 on its Rides to Wellness demonstration project known as the Blythe Wellness 17 Sliding UUIYIMU !M! UM" U! IMMMSII 1039 " E x p r e s s s e r v i c e . T h i s s e r v i c e , l a u n c h e d i n J u l y 2 0 1 7 , o p e r a t e s 3 d a y s p e r w e e k a n d t r a v e l s t o t h e C o a c h e l l a V a l l e y ' s t h r e e h o s p i t a l s ( D e s e r t R e g i o n a l M e d i c a l C e n t e r , E i s e n h o w e r M e d i c a l C e n t e r , a n d J o h n F . K e n n e d y M e m o r i a l H o s p i t a l ) w i t h i n S u n L i n e ' s s e r v i c e a r e a . A m t r a k C a l i f o r n i a ( o p e r a t e d b y A m t r a k b u s c o n t r a c t o r s ) t r a n s p o r t s r a i l p a s s e n g e r s t r a v e l i n g b e t w e e n r a i l h u b s a t c e r t a i n A m t r a k s t a t i o n s a n d S u n L i n e ' s b u s s t o p s i n P a l m S p r i n g s , P a l m D e s e r t , a n d L a Q u i n t a , u n d e r a n a d d i t i o n a l c o o p e r a t i v e s e r v i c e a g r e e m e n t . A m t r a k ' s S u n s e t L i m i t e d i n t e r - c i t y t r a i n s e r v e s t h e P a l m S p r i n g s S t a t i o n o n n o r t h I n d i a n C a n y o n D r i v e . H o w e v e r , w i t h r a i l s e r v i c e o n l y s e r v i n g P a l m S p r i n g s t h r e e t i m e s a w e e k i n e a c h d i r e c t i o n , i t i s i m p r a c t i c a l f o r S u n L i n e t o o f f e r t r a n s i t s e r v i c e t o t h e s t a t i o n a t t h i s t i m e . S u n L i n e c o l l a b o r a t e s w i t h t h e I m p e r i a l V a l l e y T r a n s p o r t a t i o n C o m m i s s i o n ( I V T C ) i n a n e f f o r t t o f i n d a f u t u r e c o n n e c t i o n w i t h I m p e r i a l V a l l e y T r a n s i t ( I V T ) . I V T C o v e r s e e s t h e r e g i o n a l t r a n s p o r t a t i o n s e r v i c e s a n d p r o g r a m s p r o v i d e d b y I V T i n t h e S o u t h e r n C a l i f o r n i a a r e a s o f B r a w l e y , C a l e x i c o , I m p e r i a l , W e s t S h o r e s , a n d E l C e n t r o . I n 2 0 1 9 , F l i x B u s i n i t i a t e d r e g i o n a l b u s s e r v i c e a t P a l m S p r i n g s , P a l m D e s e r t , a n d I n d i o t h a t c o n n e c t s t o L o s A n g e l e s i n t h e w e s t a n d P h o e n i x , A r i z o n a , i n t h e e a s t . S u n L i n e m a i n t a i n s a n i n t e r a g e n c y o p e r a t i n g a g r e e m e n t w i t h F l i x B u s . 1 . 9 R e v i e w o f P r e v i o u s S t u d i e s a n d P l a n s I n 2 0 1 9 , S u n L i n e c o m p l e t e d i t s T r a n s i t R e d e s i g n a n d N e t w o r k A n a l y s i s S t u d y . P r e p a r e d b y H D R , t h i s s t u d y t o o k a c o m p r e h e n s i v e l o o k a t f i x e d r o u t e t r a n s i t o p e r a t i o n s t o m a k e r e c o m m e n d a t i o n s t o o p t i m i z e S u n L i n e ' s s e r v i c e . S u n L i n e a l s o c o m p l e t e d a n o n - b o a r d t r a n s i t r i d e r s u r v e y i n 2 0 1 9 . T h i s s u r v e y p r o v i d e d i n s i g h t i n t o r i d e r p r e f e r e n c e s a n d n e e d s t o h e l p g u i d e t h e t r a n s i t r e d e s i g n . O t h e r r e p o r t s r e v i e w e d f o r t h e p r e p a r a t i o n o f t h i s S R T P i n c l u d e : B u s R i d e r S u r v e y S t u d y ( F e b r u a r y 2 0 1 5 ) S u n L i n e T r a n s i t F e a s i b i l i t y S t u d y H y d r o g e n S t a t i o n E x p a n s i o n ( J a n u a r y 2 0 1 6 ) S u n L i n e T r a n s i t F a c i l i t i e s M a s t e r P l a n ( N o v e m b e r 2 0 1 6 ) S u n L i n e T r a n s i t A g e n c y T r a n s i t A s s e t M a n a g e m e n t ( S e p t e m b e r 2 0 1 8 ) N e t w o r k S t u d y R e p o r t S u n L i n e T r a n s i t R e d e s i g n & N e t w o r k A n a l y s i s ( F e b r u a r y 2 0 1 9 ) I n n o v a t i v e C l e a n T r a n s i t ( I C T ) P l a n t o S u n L i n e B o a r d o f D i r e c t o r s ( M a y 2 0 2 0 ) R e f u e l e d F Y 2 0 2 1 - 2 0 2 3 S h o r t R a n g e T r a n s i t P l a n 1 8 1 0 4 0 CHAPTER 2 Existing Service and Route Performance SunLine developed its Refueled plan through a holistic process that reflected guidance from the Board of Directors, input received from riders, and a data -driven process that used existing transit market information such as stop- and route -level boarding data and origin -destination survey data. This SRTP includes updated key performance indicators (KPIs) that further support these quantitative, community -based planning methods. 2.1 Description of Key Performance Indicators As part of its Refueled commitment, SunLine regularly reviews routes' service performance to adjust service supply to meet demand within its capacities. A quartile -based performance threshold is used to compare and measure the relative performance of individual routes. This tool allows SunLine to identify the top 25 percent and bottom 25 percent performing routes. Passengers per revenue hour is the recommended KPI for evaluating SunLine's route -level service. It measures service effectiveness or productivity based on ridership (passenger boardings) generated for each revenue hour of service operated. SRTP Table 2 (see SRTP Tables) shows SunLine's system performance targets. 19 Sliding UUIYIMU !M! UM" U! IMMMSII 1041 i 2.1.1 Service Quality Standards Service quality standards contribute to the reliability and consistency of service delivery. Riders may first be attracted to transit service based on headway and span. Choice riders may continue to use services because they can reliably get to their destinations on time. Unreliable service often results in decreased ridership. Service quality standards are proposed to be measured using the following operational and passenger experience metrics: » » » on -time performance (service reliability) percent service delivered (service reliability) miles between service interruption (service reliability) load standards (service comfort) average fleet age (service comfort) bus deployment policy Each suggested metric is discussed in more detail below. On -time Performance. This KPI measures service reliability as defined by adherence to the published service schedule. "On -time" is when a trip departs a time point within a range of 0 minutes early to 3 minutes late. To achieve targeted on -time performance, service running times must be calibrated regularly based on existing conditions. SunLine has a relatively uncongested operating environment, which helps support a high KPI for on -time performance. The on -time performance target is 90 percent for all services. This target helps show riders that 9 out of every 10 trips will arrive at the scheduled time. Runtime variants also affect service speed and reliability. Runtime is the time allotted in a transit schedule for a route to travel from one time point to another time point, or from beginning to end. Calibrating the runtime for the day of the week and hour of the day (for example, peak vs. non -peak) helps routes and the overall system adhere to or surpass the adopted on -time performance. It is important to review runtime variants regularly because roadway traffic conditions are ever -changing. Miles between Service Interruptions. This KPI measures service reliability as defined by revenue miles between service interruptions, regardless of cause. SunLine's standard is 5,000 miles. Load Standards. This service quality KPI establishes load standards for various vehicle types and is measured for each trip operated. While it may be acceptable for some riders to stand on the bus for short distances or Refueled FY2021-2023 Short Range Transit Plan 20 1042 time periods (for example, under 2 miles and/or 10 minutes) during peak periods, it is generally accepted that seating should be available for all riders during normal off-peak conditions. Figure 2.1 show load standards. Figure 2.1 Load Standards Service Period Maximum Consistent Load Factor Peak Average over 133% of seated load = 50 passengers Off-peak Average 100% of seated load = 38 passengers Average Fleet Age. The age of the vehicle fleet affects performance and reliability of transit services as well as system attractiveness to customers. SunLine's standard for average fleet age is no greater than 10 years. Adhering to the average fleet age standard will help ensure a reliable and comfortable passenger experience. Bus Deployment Policy. Bus deployment specifies the type of vehicle that should be used to operate individual routes. The type of vehicle deployed on a route depends primarily on ridership demand and trip loads. Using incorrectly sized vehicles on routes can unnecessarily add operating cost to a route or result in overcrowding. Figure 2.2 shows the bus deployment policy. Routes 111, 14, 30, and 15 should use 40-foot buses given the higher passenger volumes. Other routes should use either 40- or 32-foot buses based on ridership demand. Figure 2.2 Bus Deployment Service Type Vehicle Type Trunk routes 40-foot buses Local routes 32- or 40-foot buses depending on ridership demand On -demand service 15-passenger van or sedan 21 Sliding iel i.' 1 d oR,Y,Ms,d 1043 SunLine will review the bus deployment policy every 2 years beginning in 2020, and will make necessary adjustments as the fleet is updated to ensure compliance with Title VI of the Civil Rights Act of 1964 requirements. SunLine is in full compliance with Title VI, which protects people from discrimination based on race, color, and national origin in programs and activities receiving federal financial assistance. SunLine ensures equitable distribution of its assets in delivery of transit services to the people of Coachella Valley. Buses are assigned according to successful completion of maintenance functions without regard to route assignment, or vehicle age, except in size considerations as outlined above. Additionally, fuel cell buses are assigned to routes with shorter distances and/or durations that are within the acceptable range capacity of those vehicles. Adequate numbers of buses are assigned to routes with high demand to avoid instances of overcrowding or standing passenger. All SunLine buses are fully air conditioned and are 100 percent accessible to persons with disabilities. 2.1.2 Warrants Standards Warrants standards provide a way to determine which areas within the large service area will have both the passenger demand and performance potential to produce cost-effective fixed route transit service. To ensure the agency's financial sustainability, SunLine will introduce only those new services that operate above the lower -performing route quartile or with productivity that is within 15 percent of the system average. Planning new services around these guidelines will help ensure successful performance of new routes. Providing a set of guidelines for which areas warrant all -day fixed route service will help SunLine respond to future community requests for new service. 2.1.3 Network Role New services should be evaluated for their place in the overall transit network. Each new route in the network will have a unique role, whether it is facilitating transfers with existing services, introducing service coverage to a recent development, or providing connections between current routes and major destinations. While successful new routes connect with existing services, they should not duplicate existing service or compete for passengers. Refueled FY2021-2023 Short Range Transit Plan 22 1044 2.1.4 Market Opportunities There is a strong correlation between service performance, surrounding population, and employment densities —the more people with access to a route, the higher the route's potential ridership. Population -dense areas tend to coincide with mixed -use neighborhoods, walkable environments, and higher populations of transit -friendly constituencies such as students, seniors, zero -vehicle households, and low-income populations. The minimum population and employment density for the introduction of new all -day fixed route transit service is an average of 10 people/jobs per acre within a half mile of the proposed route. A minimum threshold is considered supportive of fixed route service and should not be subjected to further analysis. Areas in this category that have unmet needs may be served by alternative options to fixed route service. 2.1.5 Unmet Mobility Needs SunLine will strongly consider the mobility needs of transit -dependent populations when evaluating where to operate service. In assessing the area's demand for transit service, it is important to examine the presence of these demographic groups and identify any present unmet needs. 2.1.6 Key Destinations Key destinations likely to generate higher demand for transit service include major area schools, colleges, universities, hospitals, retail/ commercial/entertainment centers with more than 10 people/jobs per acre, open residential communities (not gated), and those with relatively lower income and vehicle ownership levels. 2.1.7 Evaluating New Services New routes should be monitored to determine whether they are reaching the desired performance standards. The route should first be evaluated after 6 months to determine whether it meets more than two-thirds of its performance standards. New services not meeting the minimum standards at the end of an 18- to 24-month trial period are subject to corrective action or discontinuation. In some cases, trial periods for new services may vary based on the requirements of grant funding. For example, if a grant provided 3 years of funding for a route that did not meet standards, this route may still be operated for the full 3-year period. 23 Sliding UUIYIMU !M! UM" U! IMMMSII 1045 2.1.8 Productivity vs. Coverage Target The SunLine Board of Directors' goal is to capture new riders and expand transit market share. The Board is committed to first investing in new operating plans that improve productivity, and second in operating plans that improve coverage. This is consistent with the Transportation Development Act of 1971 that established fiscal performance requirements of 20 percent of farebox recovery in urbanized areas and 10 percent in rural areas. To comply with this state mandate, and to improve effectiveness and efficiency, SunLine recommends the following policy for service deployment: » Seventy percent of fixed route service should be deployed in areas with higher population and employment densities where transit is able to meet productivity standards » Thirty percent of fixed route service should be deployed to maintain coverage in areas where lower population and employment densities limit transit service productivity. SunLine will not dismantle its existing service to pay for productivity. Rather, funds for new service will be split 70/30 to establish productivity - oriented routes to expand the transit market share and capture new riders. This focus on productivity will also help SunLine meet mandatory farebox recovery requirements. By state mandate, new or significantly modified service is exempt from meeting the required criteria for up to 2 years plus the year of commencement. The objective is to give these routes time to perform up to the standards. 2.2 Service Performance Beginning in August 2018, SunLine's Haul Pass program attracted new student riders to the system. Expanding the student travel market helped stabilize declines in transit ridership. At the same time, SunLine was able to reduce expenses and complete FY2020-2021 under budget. These savings put SunLine in a better financial position to weather the operational challenges and budget shortfalls resulting from the COVID-19 pandemic. For example, in the last quarter of the fiscal year, SunLine will see a significant decrease in passenger fare revenue as local fixed route and paratransit bus service are being provided free of charge. SRTP Table 2.1 (see SRTP Tables) shows the Fiscal Year (FY) 2020- 2021 SRTP performance report. It shows FY2018-2019 and FY2019- 2020 system performance indicators with FY2020-2021 anticipated performance. It projects a decrease in passengers and an increase in Refueled FY2021-2023 Short Range Transit Plan 24 1046 operating costs for FY2020-2021. SRTP Table 2.2 (see SRTP Tables) shows the SRTP system service summary broken out by fixed route and dial -a - ride service types. SRTP Table 2.3 (see SRTP Tables) shows route -level performance indicators. Before the COVID-19 pandemic ridership drop, SunLine had been enjoying an increase in transit use. Figure 2.3 shows total SunLine system ridership, including both paratransit and fixed route bus service, for the 5 years from FY2014-2015 to FY2018-2019. Figure 2.4 shows that ridership increased in FY2018-2019 over the previous fiscal year. SunLine attributes this increase to the Haul Pass program attracting new student riders. Figure 2.5 shows increases in local bus ridership in the fall and spring months, which corresponds to student demand. Figure 2.6 shows the fixed bus route performance for FY2000-2021. Where fixed route service increased between FY2017-2018 and FY2018- 2019, paratransit service ridership levels remained steady. Figure 2.7 shows a small decrease in annual paratransit ridership between fiscal years. This small decline is good news as SunLine manages its paratransit service to Figure 2.3 System Ridership Comparison - 5 years 5.0 0 4.5 0 0 4.0 0 3.5 3.0 2.5 �FY14/15-FY17/18 FY15/16 FY18/19 FY 16/17 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN Figure 2.4 SunBus Ridership Change Service Type FY2017-2018 FY2018-2019 Percent Change Sun Bus (Fixed Route) 3,947,023 4,039,450 2.3% 25 Sliding UUIYIMU !M! UM" U! IMMMSII 1047 Figure 2.5 Fixed Route Ridership Comparison - 5 years 5.0 0 4.5 c 4.0 00 0 3.5 3.0 2.5 �FY14/15-FY17/18 FY15/16 FY18/19 FY 16/17 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN Figure 2.6 Fixed Route Performance, FY2020-2021 Route Peak Vehicles Annual Revenue Miles Annual Revenue Hours Gross Annual Operating Cost Annual Passengers 10 Commuter Link 2 191,556 5,915 N/A N/A 14 7 429,302 27,996 $4,195,171 580,984 15 1 87,484 5,448 $830,772 117,180 20 2 84,780 3,582 $851,447 31,587 21 1 18,391 1,334 $217,625 13,068 24 5 171,466 12,760 $1,489,422 176,322 30 5 267,281 25,674 $2,522,510 616,319 32 3 279,553 16,865 $2,562,878 250,298 54 2 113,483 6,733 $968,940 79,314 70 3 129,249 9,687 $1,240,395 163,252 80 5 105,020 9,061 $1,029,211 203,664 81 4 53,409 5,660 $585,221 88,736 Refueled FY2021-2023 Short Range Transit Plan 26 1048 Figure 2.6 Fixed Route Performance, FY2020-2021 (continued) Route Peak Vehicles Annual Revenue Miles Annual Revenue Hours Gross Annual Operating Cost Annual Passengers 90 1 78,800 6,012 $669,911 72,872 91 3 315,323 17,279 $2,917,930 157,058 95 1 115,773 6,390 $1,076,640 28,840 111 14 1,006,510 67,814 $11,043,268 1,412,920 Total 59 3,447,380 228,210 $32,201,341 3,992,414 Figure 2.7 Paratransit System Performance, FY2018-2019 Service Type FY2017-2018 FY2018-2019 Percent Change SunDial 156,292 155,332 -0.6% Figure 2.8 SunDial Ridership Comparison - 5 years 16- 15 Number of riders (10,000s) 14 13 12 11 10 - FY 14/15 - FY 17718 - FY15/16 FY18/19 FY 16/17 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 27 Sliding e�;'p1ed UUIYIMU !M! UM" U! [Mall 1049 divert as many riders as possible to fixed route service as a way to control costs. Figure 2.8 (previous page) shows paratransit use for 5 recent fiscal years. 2.2.1 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 through the use of an electronic payment card. This card is easily obtained by eligible patrons by 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 their card they are able to call in and 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. This program is serviced by two taxi businesses permitted to operate in the Coachella Valley and provides some relief to the demands on the paratransit services. Both the riders and the taxi providers appreciate how this service keeps them competitive with other rideshare services in the area. It is anticipated that operational funding for the Taxi Voucher Program will be exhausted as of March 31, 2021. 2.2.2 Taxi Administration The SRA is charged with licensing and regulating taxicab businesses and drivers in the Coachella Valley. Figure 2.9 presents the current operating taxi businesses in the Coachella Valley along with the number of vehicles operated by each company. Figure 2.9 Taxi Businesses Business Number of Vehicles Coachella Valley Taxi 20 Desert City Cab 36 Yellow Cab of the Desert 52 Refueled FY2021-2023 Short Range Transit Plan 28 1050 2.2.3 Vanpool A vanpool is a group of people who are commuting to the same workplace or post -secondary education facility (college, trade school, etc.) regularly from the same community, riding together in a van or SUV provided by a vendor to share expenses. Vanpools typically carry from 5 to 15 passengers and operate long distances, traveling between pick-up locations and a place of work/school. 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. 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 that 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 the service. 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 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 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, SolVan, provides a subsidy for qualified vans that agree to report about daily riders, miles, hours, and expenses. A SolVan reporting system has been created to track each rider on each vanpool. The driver of the vanpool must be a participant in the vanpool program. Vanpool passengers will be responsible for paying the van monthly lease cost minus the subsidy. Lease includes insurance and maintenance. They will also share the cost of gas, toll fees, and parking fees (if applicable). 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 a third -party representative. 29 Sliding UUIYIMU !M! UM" U! IMMMSII 1051 Vanpools GOALS ➢ Gain new vanpool riders whose route travels through or ends in eastern Riverside County. ➢ Educate the employer and employees of eastern Riverside County of the SolVan program and how the program works. ➢ Continue to support SunLine as a leader in alternative transportation options, recognizing the agency for bringing a new commute option to eastern Riverside County. ➢ Continue to support current vanpool participants to ensure their satisfaction with the program to promote long-term program participation. ➢ Work alongside the regional rideshare program, IE Commuter, to mine employee data of carpoolers and interested carpoolers and drivers commuting long distances with regular work shifts for potential vanpool groups; to add incentives and outreach efforts; and to leverage large and small employers to create a green -thinking workspace as an employee benefit (see tables below). EMPLOYEE COMMUTE DISTANCES 50 40 30 20 10 0 n i 10 TO 1 TO 3 TO 25 0R LESS LESS LESS LESS MORE THAN THAN THAN THAN MILES 1 MILE 25 MILES 3 MILES 10 MILES MODE SPLIT DRIVE ALONE CARPOOL REA SON FOR TR ANSIT USE 417 IjZERO EMISSION VEHICLE 1% MOTORCYCLE 1% PUBLIC BUS OTHER 4% WALK3% TELECOMMUTE 3% BICYCLE 2% MAJOR EMPLOYERS San Bernardino NallOnal Forest tempo -mid c c tl Banning Valle vista IsIDIIONSO RESERVATION DwI Cabazon Bonnie Bell whitewater Snow Creek Palm Springs Aett Ai TramWayQ porerLy closed ' Mt San Jacinto Pine Wood Desch View Saddle O Junction MI San Jacinto State Park. O Mountain Center Thomas Mountain Morango Valley North Palm Springs Palm $prings 9 Desert Hot Springs Sky Valley 9 alms 9 Muag Palm Desert Cahuilla HMIs Santa Rasa and San Jacinto Mountains National. Pinyon Crest Taylor Coachella Varrey Preserve idden Palms 9 9 9 Number of employees 250 — 500 500 — 999 1,000 or more Indio Hills elskra�s 9 eemoda 9 o nea �1. 9 La Quints 9 Vista Santa Rasa Coachella 911 Thermal 30 1052 Haul Pass n SYNIINI INANSII AN[NSY 2.3 Productivity Improvement Efforts Underway SunLine is constantly evaluating its routes to improve productivity. This includes key performance indicators such as farebox recovery and passengers per hour or trip. SunLine also continually evaluates its bus schedules and blocking to reduce deadhead miles and optimize layovers between trips. For example, the new 10 Commuter Link is aimed at improving regional service between the Coachella Valley and the Inland Empire. For students, 10 Commuter Link will provide a direct connection between the California State University, San Bernardino — Palm Desert Campus and the main campus in San Bernardino. It will also provide a connection to the San Bernardino Downtown Metrolink Station. The Route 111X weekday express service is intended to improve productivity on SunLine's highest ridership route. Stopping at five locations in the Highway 111 corridor, Route 111X will provide a 60-minute trip between Indio and Palm Springs. SunLine is conducting a microtransit pilot project to connect riders to main route service by bridging the first mile, last mile gap. 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. The pilot project, which started in January 2020, is evaluating the feasibility of using local taxis to expand SunLine's service area and reach non-traditional markets. 2.3.1 Haul Pass The College of the Desert and the California State University, San Bernardino — Palm Desert Campus are important transit markets. Started in August 2018 with a grant from the LCTOP, the SunLine Haul Pass program gives students at these schools access to SunLine buses with their student ID. The LCTOP grant is funding an expansion of the program to other educational institutions, with the goal of all programs being self-sustaining. 2.3.2 Mobile Ticketing The 2019 Transit Rider Survey showed that more than 80 percent of SunLine riders have access to a smartphone or tablet with an Internet connection. Access to a connected device is an important factor in the 31 Sliding UUIYIMU !M! UM" U! IMMMSII 1053 implementation of the Token Transit mobile ticketing pilot. The pilot program will allow riders to use a new method of acquiring passes, and will give SunLine valuable information that will be used for a permanent mobile ticketing solution. 2.4 Major Trip Generators The 2019 SunLine Transit Agency Rider Survey identified the main transit trip generators in the Coachella Valley. The top destinations for home - based work trips are Palm Springs, Palm Desert, and La Quinta. The College of the Desert and Palm Springs High School are top destinations for home -based other trips that include shopping, recreation, and education. Figure 2.10 and Figure 2.11 show the traffic analysis zones with the top home -based work and home -based other trip attractions. Refueled FY2021-2023 Short Range Transit Plan 32 1054 Figure 2.10 Home -based Work Trip Attractions 0 DESERT HOT SPRINGS San Bernardino County Riverside County EDRAL CITYL iii_Ri � � l N. MIRA PALM DESERT � - 1 n"IJ s r3� .! iiIAN WELLS i INDIO �_- '~' H IND- "J COACHELLA CO LAQUINTA I 0 u- l L _ CO J _i-1 i 111_ SALTON SEA i Riverside County r Riverside County San Diego County a Service area boundary C C C County boundary = City boundary Number of trips <10 10-25 26-75 >75 Figure 2.11 Home -based Other Trip Attractions 0 DESERT HOT SPRINGS L L r San Bernardino County Riverside County -1 OMIRAGE P 1DESERT `� �-J 1 ft n il M.I NDWEL 3 INDIO � d -- _ 14. COACHELLA l LA QUINTA I l Riverside County San Diego County 0 14. = Service area boundary C — C County boundary = City boundary Number of trips <10 10-25 26-75 >75 CHAPTER 3 Future Service Plans, Fare Changes, Capital Planning, and Marketing The adoption of these Refueled recommendations in principle will open the door for an outreach effort. SunLine will coordinate closely with its member cities, the Coachella Valley Association of Governments (CVAG), and RCTC. SunLine will use the input of the public and its planning partners to jointly develop and deliver a redesigned transit network. Whether planning for long-term growth or addressing the immediate COVID-19 crisis, SunLine's Refueled system redesign is aimed at improving transit service to increase ridership. These recommendations include: » Make SunLine's system faster, more direct, and more efficient to attract new riders; » Streamline SunLine's route structure to focus resources on the system's most productive bus corridors; » Research and develop a microtransit service model that can replace traditional fixed route bus service in sparsely populated and/or low - transit -demand areas; » Simplify the fare structure and move to electronic media; » Update the service standards policy to support performance -driven transit and an emerging service delivery model; and 35 Sliding UUIYIMU !M! UM" U! IMMMSII 1057 » Develop the Route 111 High Quality Transit Corridor with transit signal priority (TSP), queue jumpers, and Super Stops to facilitate timed transfer connections and intermodal connectivity. The Haul Pass program attracted new student riders to the SunLine system, helping to stabilize ridership. Long-term population projections show growth in Desert Hot Springs, Coachella, and Indio that will increase demand for transit. In the near term, however, SunLine's focus is on rebuilding ridership lost during the COVID-19 pandemic. Potential funding for expanding SunLine's fleet may be available through the Greenhouse Gas Reduction Fund. The Transit and Intercity Rail Capital Program (TIRCP) supports funding for transformative capital improvements that will modernize California's bus transit systems. Because elements of Refueled will reduce greenhouse gas emissions, vehicle miles traveled, and traffic congestion, the TIRCP is an important potential source for Refueled capital funding needs. Through its Innovative Clean Transit (ICT) regulation, the California Air Resources Board (CARB) has mandated that public transit agencies transition to zero -emission buses (ZEBs) by 2040. SunLine is ahead of many of its peers in meeting the ZEB targets. However, fleet planning for the Refueled service expansion will be included in the ZEB implementation plan. The ZEB implementation plan (Appendix C) shows how SunLine intends to comply with the mandate and when it plans to purchase the buses and build the necessary support infrastructure. The ZEB rollout plan will include a comprehensive operational and financial analysis of the impacts on SunLine's delivery model for transit services. It will also identify potential limits on the operating range for ZEBs between recharging/refueling, analysis of financial incentives, and capital cost of support facilities. The rollout plan will also identify staff training needs for operations and maintenance. This SRTP, combined with the ZEB implementation plans, can tell the TIRCP and other funding partners a powerful story about SunLine's commitment to exceptional transit service and clean energy. This chapter outlines service changes planned in FY2021-2023 to begin implementing the Refueled program. It also presents steps toward the longer -term vision, including fare policy, marketing, and infrastructure needs. Haul Pass n ` —] SUNI INE TRANSIT AGENCY Refueled FY2021-2023 Short Range Transit Plan 36 1058 3.1 Planned Service Changes FY2021-2023 The financially unconstrained Refueled plan is not funded. It recommends both restructuring SunLine's bus routes and improving frequency over the long term. The long-range improvements will require support infrastructure, additional fleet, and funding for operations. SunLine has three funded service changes planned for FY2021-2023. However, the implementation of these changes depends on the transit ridership and recovery from the COVID-19 pandemic. » SunRide Microtransit (January 2020) » 10 Commuter Link Service between Indio and San Bernardino » Route 111X weekday express service between Indio and Palm Springs 3.1.1 Route 111X Faster and more frequent service are top priorities for SunLine customers. Partially funded by a Congestion Mitigation and Air Quality (CMAQ) grant, Route 111X would reduce travel time between Indio and Palm Springs by 24 minutes. Travel time would be reduced by skipping stops and using a more direct route on Fred Waring Drive. Route 111X will use the existing SunLine fleet branded for the express service. The route will have specially branded bus stops that may also include enhanced shelters and upgraded amenities. 3.1.2 SunRide Microtransit With SunLine's fixed route ridership down more than 70 percent from the COVID-19 pandemic, some bus routes may be discontinued because of low productivity. As part of its recovery plan, SunLine is evaluating microtransit as a stopgap measure to provide lifeline service. As transit demand and recovery allow, SunLine may consider deploying microtransit to improve access to fixed route bus service. As part of its recovery plan, SunLine may replace low productivity corridors and parallel paratransit service with a microtransit solution for cost efficiency. 3.2 Future Marketing Plans, Studies, and Promotions Response and recovery from the COVID-19 pandemic will be an immediate focus of SunLine's plans. SunLine will develop plans and communication tools to reassure its riders and encourage them to use public transit again. SunLine will highlight how the Refueled improvements will provide faster, 37 Sliding UUIYIMU !M! UM" U! IMMMSII 1059 i more frequent service to help restore ridership. Sunline's overall marketing and communication strategy will be focused on Refueled —Driving the Future of Transit. Refueled provides an exciting opportunity for SunLine to engage with passengers and reinvigorate our community. SunLine will highlight how the Refueled improvements will provide faster, more frequent service to help restore ridership. SunLine will welcome established riders back into a system that has maintained enhanced cleaning procedures and will proudly introduce the community to a more efficient transit network. Education is a fundamental component of the Refueled communication plan and will focus on ensuring riders understand the connection between the type of vehicles used and the service provided to them on the road. As such, informing the community on California's zero -emission fleet goals will play a part in the overall marketing strategy. SunLine's campaign will use a variety of media, as discussed in the following sections. Social Media and Website SunLine is active on social media, using it as part of a comprehensive marketing strategy. SunLine maintains Facebook, Twitter, Instagram, Snapchat, and YouTube pages, and posts alerts and items of interest. During this COVID-19 pandemic, it is particularly important for SunLine to maximize its use of relatively low-cost and/or partnership -leveraged marketing tools. Digital media, both organic and paid, will be the hallmark of SunLine's marketing efforts. SunLine will use its website as an ongoing passenger information tool. The website is used to publish up-to-date information about SunLine services, policies, and publications. Passenger Transit Information/Rider's Guide Information on SunLine services and programs is easily obtainable and prominently displayed at transit centers, in buses, and at pass outlets. The SunLine Rider's Guide provides directions, maps, time point bus stop locations, schedules, fares, transfer information, and where to get assistance on how to use SunLine services and programs. SunLine's transit information is provided in both English and Spanish. SunLine has a deep commitment to sustainability, and in the past year started encouraging riders to seek route and service information digitally whenever possible. In a continued effort to support the mission set by the Board of Directors in Refueled FY2021-2023 Short Range Transit Plan 38 1060 the 1990s, SunLine has decreased printing by 33 percent and focused on improving digital access. Customer Service Center The Customer Service Center provides telephone information to customers Monday through Friday. Bilingual (English/Spanish) customer service agents use resources such as Google Transit trip planner and MyStop Bus Tracker to respond to customer inquiries. Community Outreach SunLine works with local organizations, businesses, government agencies, and nonprofit organizations to promote SunLine programs and services. Community outreach involves grassroots organizations to identify unmet transit needs and build community -based marketing partnerships. Historically, SunLine invests in these relationships by participating in community events such as mobility workshops, food drives, fundraisers, parades, and special event activities. During this COVID-19 pandemic, SunLine has developed a new plan to connect with members of the community via virtual outreach efforts to capture different audiences. Such efforts provide SunLine the opportunity to promote transportation services and programs to existing riders and attract potential future riders. Outreach for Refueled will be especially important to educate community stakeholders on the enhancements to their transit experience. Public Presentations Target audiences include seniors, students, social services, businesses, and community leaders. The main goal is public education related to the economic and environmental benefits of using public transportation. During presentations, SunLine highlights the key role that we hold as a public transit provider and leader in alternative fuel technology. SunLine's use of hydrogen electric fuel cell and battery electric fuel cell buses have made impacts to the environment on a global scale. Presentations emphasize why this is important and how it affects residents of the Coachella Valley. These presentations typically occur at senior centers, colleges, and school orientation programs. In response to COVID-19, many presentations will be virtual, in partnership with host organizations. Travel Training Transportation provides us with a sense of independence and opportunities to engage within our community. Sunline's Travel Training Program offers opportunities for riders to learn how to independently traverse a public transit system. To this end, SunLine offers group and 39 Sliding UUIYIMU !M! UM" U! IMMMSII 1061 one-on-one training aboard a fixed route bus to build confidence and allow people to travel with ease. Transit Ambassador Program The SunLine Transit Ambassador Program, known as TAP, empowers employees to expand SunLine's culture of customer service. TAP consists of a series of training sessions that address crucial topics and everyday scenarios in public transportation service. A Transit Ambassador has completed this program and can 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, which meets bi-monthly, was formed in 1995 as an advocacy group consisting of various agencies in the Coachella Valley. Committee members range from community activists to everyday transit users who are committed to promoting successful implementation of the transportation provisions of the ADA and other related federal legislation or regulations. 3.3 Projected Ridership Growth FY2021-2023 Following a significant downturn in ridership in March 2020 related to the COVID-19 pandemic, SunLine expects it may take several years for ridership to rebound. SunLine and its planning partners are using the regional travel demand model to prepare long-term ridership forecasts for the unconstrained transit redesign. 3.4 Proposed Fare Structure Changes While the Board of Directors has directed SunLine staff to explore a fare -free system, the aim of this fare policy is to increase SunLine's revenues with a simplified structure that continues to provide support for low-income individuals. The key fare structure recommendations are summarized below. Increase base cash fare 75 percent in three increments. SunLine has the lowest base cash fare among its peers. While SunLine operates its service efficiently, SunLine has the lowest average fare, lowest fare revenue per passenger mile, and lowest farebox recovery rate of its peers. Improving its farebox recovery rate would give SunLine a dedicated funding source as it builds for the future, reducing the need for state and federal grants to grow its system. Refueled FY2021-2023 Short Range Transit Plan 40 1062 Charge adults and youth the same fare. Combining adult and youth fares would simplify SunLine's fare structure by reducing the number of fare types. Children age 6 years and younger may ride free. Eliminate the transfer fee. Research indicates that most transit agencies are eliminating transfer fees. With SunLine's redesigned network, many passengers would continue to require a transfer between routes to reach their destination. Rather than require a transfer fee, paper transfer tickets would be issued to allow riders the ability to use a second bus. The transfer ticket would be good for 2 hours. Develop a post -secondary school universal pass (U-Pass). Through an agreement negotiated with the schools, SunLine would prorate the price of the U-Pass over the entire student body based on an estimate of the total fare revenue that would be generated by individual users purchasing a monthly pass. This would allow SunLine to maintain expected revenues while allowing students to pay a lower fare price, thereby helping to attract students who might not choose transit otherwise. This negotiated U-Pass would eventually replace SunLine's current Haul Pass program, which is funded by a grant. Escalate SunDial paratransit fares. As SunLine incrementally increases its base cash fare, it would also increase its SunDial paratransit fare. The fare for an ADA paratransit user cannot be more than twice the fixed route base cash fare. Figure 3.1 shows the 5-year incremental fare increase program. Figure 3.1 SunLine Incremental Fare Increase Program Fare Category Current Fares Phase 1 Phase 2 Phase 3 Percent Change' (% General Cash $1.00 $1.25 $1.50 $1.75 75 Seniors/Disabled Cash $0.50 $0.60 $0.75 $0.85 70 Youth Cash Consolidate adult and youth $0.85 Eliminate employer pass Eliminate transfer fee 'Phase 3 compared to current fares. 41 SunLine oR,Y,Ms,d 1063 Review fares annually. Fares should be reviewed annually to assess the ridership impact. This should include an examination of revenue by fare category and fare media. The fare review should provide a peer comparison to help ensure fare policy decisions are well-informed. Make fare adjustments as frequently as possible. Fares should be adjusted annually to address inflation and to deliver a more gradual change to riders. Fares that are frozen for several years and then adjusted through a large disproportionate increase result in a "shock" to riders that may negatively affect the agency image and ridership. Calculate the SunLine internal rate of inflation to establish required fare adjustments. Fare increases should be based on SunLine's internal rate of inflation (goods, labor, and fuel), rather than the inflation of a general Consumer Price Index. The Consumer Price Index measures the inflation on a basket of goods and services unrelated to transit service and competing transportation modes To help low-income passengers access transit services and offset fare increases, SunLine may target fares for Coachella Valley residents who meet low-income guidelines. The U.S. Department of Labor's Lower Living Standard Income Level is often used by transit agencies to determine eligibility for reduced fares. It identifies income levels by family size that are adjusted annually based on changes in the Consumer Price Index. 3.5 Capital Improvement Planning Refueled implementation is closely tied to CARB's ICT regulation. The ICT regulation requires SunLine to gradually transition to a 100 percent ZEB fleet. As SunLine grows its fleet to provide additional service, it will need to evaluate daily mileage needs and the incremental capital or electricity costs of depot -charging electric buses that cannot be offset by available incentive and funding programs. SunLine is also planning for the new infrastructure needed to support hydrogen production and refueling for its fuel cell buses. It is also evaluating expansion of its satellite facility in Indio to support hydrogen and ZEB fueling and maintenance. SunLine is working with CVAG to plan and fund street improvements needed to preserve bus travel times and improve service reliability. These street improvements include TSP measures, queue jumpers, and dedicated bus lanes. Super stops are another capital improvement aimed Refueled FY2021-2023 Short Range Transit Plan 42 1064 at enhancing the passenger experience. These stops include enlarged and near -level boarding areas, enhanced shelters, and upgraded amenities. SunLine is also working with its member cities to improve multimodal connections to its fixed route bus service. This includes connections to the Coachella Valley Link. This bicycling and walking pathway will link Coachella Valley cities and the lands of three federally recognized tribes with a path that generally parallels Highway 111. Figure 3.2 shows the status of SunLine's capital projects. Figure 3.2 Status of SunLine's Capital Projects Project Name Project Status Replacement and expansion of support vehicles Support vehicles have been delivered and are being prepped with make-ready equipment. Project is expected to be closed by end of May 2020, and remaining funds will be used for the next round of vehicle purchases. CNG fueling station and construction CNG station construction is in progress, which includes installing the fuel island canopy and CNG equipment, placing dispensers and vacuums, and constructing the station building. Construction is expected to be complete by end of June 2020. Solar carports (Administration Building Phase II) Solar carport installation has been completed. Project team is working with the utility provider and the general contractor on interconnection to the existing meter. Project is estimated to be complete by June 2020. Operations facility Construction mobilization and site ground work has been completed. The ground excavation and civil work is in progress. Five hydrogen electric hybrid fuel cell buses and hydrogen station (Air Quality Improvement Program Grant) Buses are in service and the temporary hydrogen dispenser is operational; commissioning of the hydrogen station and permanent dispensers is in progress. Center of Excellence Facility (ZEB In process of executing contract with the design firm to maintenance facility) complete the 100% design drawings. Service upgrade 3G to 4G On -site installation is complete. Project is expected to be closed out by end of May 2020. 43 Sliding oR,Y,Ms,d 1065 Figure 3.2 Status of SunLine's Capital Projects (continued) Project Name Project Status Information technology (IT) projects Project is in progress, replacing 20 percent of the IT equipment. Project expected to be closed by end of 2020. Five hydrogen fuel cell buses (LowNo Grant) Buses are in service and remaining funds will be used to procure additional fuel cell bus. Contract for the new bus is expected to go for Board approval in May 2020. Replacement of two commuter buses Buses are expected to be delivered by end of May 2020. Transportation demand management (Vanpool) Program is running; contract term with the service provider has been extended until September 2022. Indio facility improvements Contract with the general contractor has been executed. The contractor has begun the work, which includes a new training room, office space, and breakroom at the Indio location. Hydrogen station program improvements Project funds are in process of being reallocated to the public hydrogen station. Storage area network expansion for Tyler Enterprise Resource Planning, Host8 - Host12 Equipment has been received and project is expected to be closed by October 2020. Parts department and warehouse relocation Purchase orders have been issued to procure items for the parts warehouse. 2020 replacement and expansion of paratransit buses Purchase order has been issued and vehicles are in production and expected to be delivered in third quarter of 2020. Replacement of six fixed route buses Buses have been delivered and are being prepped for going into service. Asphalt slurry seal Bids were due on April 30; in process of contract execution. CNG project trailer demolition Finalizing the project scope and expected to go out for bids in mid -May 2020. Transmission Project has been completed. Working on the close-out documentation. Retention beautification Phase II Phase I has been completed, project in progress. Fall arrest system installation for maintenance bays Project is out for bids. Purchase of two expansion support vehicles Vehicles have been delivered; in process of closing out the project. Refueled FY2021-2023 Short Range Transit Plan 44 1066 Figure 3.2 Status of SunLine's Capital Projects (continued) Project Name Project Status Maintenance shop wall removal Project scope is being finalized and bids are expected to go out in May 2020. Floor resurfacing, Maintenance Building Div. 1 Project initiation and scope has been finalized; bids will go out in line with wall removal project. Asset management tool In process of procuring a consultant firm to assist with the project. Fixed route bus rehabilitation Project has not started. Replacement of non -revenue support vehicles Project has not started. Transit enhancements Project has not started. IT projects Project has not started. Radio system replacement Working on finalizing the project scope. Roof repair Div. I and Div. II Funds have been used. Two bus simulators In process of finalizing the scope. Proceeding with one simulator. Remaining funds to be programed toward IT needs for the operations facility. Replacement of six fixed route buses Project has not started. Boardroom equipment upgrade Finalizing the scope; project expected to begin by end of May 2020. SunLine property expansion/solar farm Phase In process of finalizing the purchase and sales agreement. Facility maintenance and improvements Capital purchase requests. H2 Ride Not proceeding with the project. New flier Air Quality Improvement Program Project has not started. Heavy-duty tow truck In the process of reallocating as match to public hydrogen station. 45 Sliding UUIYIMU !M! UM" U! IMMMSII 1067 3.6 SunLine Refueled — Long-term Vision This financially unconstrained transit redesign plan provides a long- term vision for SunLine to enhance its transit service. The redesign plan consolidates SunLine's existing 16 routes into 11 routes and adds microtransit service. This plan is essential to effectively communicate SunLine's operating and capital needs to local, state, and federal funding agencies. The plan enables SunLine to collaborate with local jurisdictions, CVAG, RCTC, and other funding and planning agencies to include them in long-term regional planning and implementation efforts to optimize scarce financial resources and develop and deliver projects jointly. Appendix B shows the SunLine Refueled route profiles and implementation options. The following is a summary of proposed route modifications: Route 111X. Skip stop express service to reduce travel times between Indio and Palm Springs. Route 111. Improved service on the existing route. Route 2. Combine existing Routes 14 and 30 between Desert Hot Springs and Cathedral City. Route 3. Extend and rename existing Route 15 to connect 4th Street/ Cholla Drive in Desert Hot Springs to Langlois Road/Aurora Road. Route 4. Combine and rename existing Routes 24 and 32 to connect Palm Springs with Palm Desert Town Center Mall. Route 5. Combine existing Route 20 and Route 21, which would operate between Desert Hot Springs and Palm Desert Town Center Mall. Route 6. Extend existing Route 54 to 5th Street in Coachella to create the new Route 6 as part of a simplified service in Indio and Coachella. Route 7. Existing Route 70 would be maintained in the redesigned transit system as Route 7. Route 8. Combine portions of existing Routes 80, 81, 90, and 91 in Indio, Coachella, Thermal, and Mecca to improve operational efficiency and route directness and to make SunLine's system easier to navigate. Route 9. A new fixed route, Route 9, would provide bus service between North Shore, Mecca, and 100 Palms. 10 Commuter Link. Weekday express bus service between Indio and San Bernardino. Refueled FY2021-2023 Short Range Transit Plan 46 1068 Microtransit service. As part of its COVID-19 recovery plan, SunLine is evaluating microtransit as a stopgap measure to provide lifeline service. As transit demand and recovery allow, SunLine may consider deploying microtransit to improve access to fixed route bus service. SunLine may use lower -cost microtransit service to eventually replace fixed route bus service on the new Route 9. Operating as a circulator or as on -demand service, microtransit would connect riders to SunLine's fixed route bus service. Microtransit may also be used in Indio and in the southern end of Cathedral City and Palm Desert to expand the ridership catchment area. Figure 3.3 shows SunLine's redesigned fixed bus route system. 47 Sliding UUIYIMU !M! UM" U! IMMMSII 1069 Figure 3.3 Financially Unconstrained Transit Redesign 0 DESERT HOT S- PRIN CATHEDRAL eiTY SPRINGS 4-1 71 r u 0 INDIAN WELLS Riverside County San Diego County = Service area boundary C — C County boundary = City boundary Routes - Route 2 (14-30) Route 3 (15) Route 4 (24-32) Route 5 (20-21) Route 6 (54, 80, 81, 90) Route 7 (70) 1P Route 8 (80, 81, 90, 91) 40 Route 9 (91-95) Route 111 Route 111X - PS BUZZ San Bernardino County Riverside County ULAQUINTA I 0 CHAPTER 4 Financial Planning The FY2021 financial planning process focused on prioritizing resources and aligning with the core strategic goals of the Refueled initiative. As mentioned before, in the midst of planning the FY2021-2023 SRTP, the COVID-19 pandemic of 2020 caused a major national and global disruption. The executive team members at SunLine brought their diverse insights to effectively allocate resources to maintain essential services. The following SunLine financial plan is based on the best available financial projections and anticipated grants. 4.1 Operating and Capital Budget In FY2021, SunLine will have an operating budget of $40,840,150 and a capital budget of $6,298,206. The operating budget encompasses such costs as driver salaries, administrative salaries, fuel, insurance premiums, and other overhead costs required for day-to-day operations. The available funding will be used effectively and efficiently to accomplish organizational objectives. The operating budget will ensure that SunLine continues to offer safe and reliable transportation to Coachella Valley residents. The capital budget incorporates key projects to help further advance SunLine's Capital Improvement Program. The Capital Improvement Program for FY2021 focuses on continuing SunLine's investment in increasing its alternative fuel technology fleet and building energy -efficient 49 Sliding UUIYIMU !M! UM" U! IMMMSII 1071 infrastructure similar to a first -of -its -kind solar microgrid. SunLine's Capital Improvement Program represents a unique opportunity to make long- term investments in SunLine's operational capabilities, energy strategies, and regulatory compliance by conforming to CARB's ICT mandate. Key components of the capital plan, beyond ongoing maintenance needs, include: light -duty public hydrogen station solar microgrid facility infrastructure improvements vehicle replacement and expansion The capital program depends on internal and external funding from federal, state, regional, and local sources. 4.2 Funding Plans to Support Proposed Operating and Capital Program For FY2021, funding plans for the proposed operating and capital programs are as follows: Funding sources for the proposed operating budget include FTA Section 5307 (Urban), FTA Section 5307 (CARES Act), FTA Section 5310 (Elderly and Disabled), FTA Section 5311 (Rural), FTA Section 5311 (f) (Intercity), FTA Section 5312 (Public Transportation Innovation), CMAQ, LCTOP funds apportioned by the California Department of Transportation, 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, FTA Section 5310, FTA Section 5339, CMAQ, LCTOP, LTF, State Transit Assistance (STA), and State of Good Repair Funds (SGR). Figure 4.1 shows the estimated FY2021 operating and capital budget of $47,138,356. Figure 4.2 and Figure 4.3, respectively, show the FY2022-2023 operating and capital expenditure funding projections. Refueled FY2021-2023 Short Range Transit Plan 50 1072 Figure 4.1 Operating and Capital Costs - FY2021 Fund Operating Amount ($) Capital CARES Act 5307 13,208,971 32.3 CARES Act 5311 300,000 0.7 CARES Act 5311(f) 53,889 0.1 Carryover CMAQ 662,366 1.6 Carryover LTF Carryover Section 5307 Carryover STA CMAQ 465,991 7.4 Farebox Revenue 1,399,824 3.4 LCTOP 1,038,101 16.5 LCTOP Carryover 337,000 0.8 LTF 11,000,000 26.9 Measure A 5,955,883 14.6 Other Revenue 2,421,878 5.9 Section 5307 Indio/Cathedral City 4,968,507 12.2 Section 5307 Indio/Cathedral City/Palm Springs 607,400 9.6 Section 5310 29,627 0.1 183,320 2.9 Section 5311 303,219 0.7 Section 5311 (f) 161,666 0.4 Section 5312 37,320 0.1 Section 5339 255,000 4.0 SGR 779,796 12.4 STA 2,968,598 47.1 Total $40,840,150 100% $6,298,206 100% 51 Sliding ie l ;:pled UUIYIMU !M! UM" U! [Mall 1073 Figure 4.2 Operating and Capital Costs - FY2022 Fund Operating Amount ($) Percent (%) Capital Amount ($) Percent (%) Cares Act 5307 2,160,147 5.1 Carryover 5307 4,962,864 11.7 3,048,769 10.2 CMAQ 958,000 2.2 Farebox Revenue 3,000,000 7.0 LTF 19,064,303 44.8 Measure A 9,037,987 21.2 Other Revenue 2,882,861 6.8 20,702,567 69.5 Section 5307 Section 5311 303,219 0.7 Section 5311 (f) 215,555 0.5 Section 5339 2,551,231 8.6 SGR 17,871 0.1 STA 3,479,129 11.7 Total $42,584,936 100% $29,799,567 100% In FY2022 SunLine estimates operating and capital budgets of $42,584,936 and $29,799,567, respectively. The operating budget will include grant funded services such as the Vanpool Program, SunRide, and Route 111X. The capital budget will continue to build on the FY2021 budget and increase alternative fuel technology and fleet and building energy efficient infrastructures. SunLine has applied for discretionary grants to help fund the capital program such as the Environmental Protection Agency's Targeted Airshed Grant Program. If successful, funding will be programmed in FY2022. Refueled FY2021-2023 Short Range Transit Plan 52 1074 Figure 4.3 Operating and Capital Costs - FY2023 Fund Operating Amount ($) Percent (%) Capital Amount ($) Percent (%) CMAQ 792,009 1.9 Farebox Revenue 3,000,000 7.1 LTF 21,181,250 49.9 Measure A 9,037,987 21.3 Other Revenue 2,962,861 7.0 Section 5311 303,219 0.7 Section 5307 4,962,864 11.7 1,600,000 37.6 Section 5311 (f) 215,555 0.5 Section 5339 1,600,000 37.6 STA 1,050,000 24.7 Total $42,455,745 100% $4,250,000 100% In FY2023, SunLine estimates operating and capital budgets of $42,455,745 and $4,250,000, respectively. The operating budget will include grant funded services such as the Vanpool Program, SunRide, and Route 111X. The capital budget will focus on facility infrastructures and facility improvement projects. SunLine will use formula funding and continue to actively seek discretionary grant funding. 4.3 Regulatory and Compliance Requirements Americans with Disability Act SunLine complies with ADA guidelines by providing a 100 percent accessible revenue service fleet for fixed route transit services and ADA paratransit vehicles. As funding becomes available, SunLine 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 arises. 53 Sliding UUIYIMU !M! UM" U! IMMMSII 1075 Disadvantaged Business Enterprise SunLine's most recent Disadvantaged Business Enterprise (DBE) program and goal were submitted to FTA in July 2018 and had an expiration date of September 2021. The next DBE report will be submitted in May 2020. Equal Employment Opportunity SunLine complies with federal regulations pertaining to employment and submits its Equal Employment Opportunity (EEO)-1 report annually to the U.S. Equal Employment Opportunity Commission (EEOC) and its EEO/ Affirmative Action Program to FTA every 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 2019. The most recent EEO/Affirmative Action Program was revised and submitted to FTA in FY2015-2016. We will be sending the FY2016/FY2019 EEO/Affirmative Action Program to FTA in September 2020 Title VI Title VI 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 submitted to FTA in November 2019 and has an expiration date of November 2022. Transportation Development Act The Transportation Development Act provides two major sources of funding for public transportation: the LTF and STA. RCTC commissioned Pacific Management Consulting to conduct the Triennial Performance Audit as required by the Transportation Development Act; SunLine's findings are referenced in Table 6 of that document. Federal Transit Administration Triennial Audit In accordance with regulations, SunLine completed an FTA Triennial Audit site visit in 2019. The Triennial Audit focused on SunLine's compliance in 21 areas. SunLine had no deficiencies with the FTA requirements. National Transit Database To keep track of the industry and provide public information and statistics as growth occurs, FTA's National Transit Database records the financial, operating, and asset conditions of transit systems. Staff are currently finalizing FY2016-2017 National Transit Database Section sampling. SunLine continues to perform parallel sampling using manual samples and Automatic Passenger Counter data to verify and gain approval to use Automatic Passenger Counter data in future reporting. Refueled FY2021-2023 Short Range Transit Plan 54 1076 i 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 54 CNG buses, 15 hydrogen electric fuel cell buses, 4 battery electric buses, 1 diesel coach, 39 CNG paratransit vehicles, and 46 non -revenue CNG and electric vehicles, including general support cars, trucks, and facility -specific golf carts and forklifts. HVOMOGIEN barton c 'ZERO minions BUS 55 FtEL Pouring AClem lommmw- Wig sunlme UUIYIMU !M! UM" U! IMMMSII 1077 1 Page left blank intentionally. Refueled FY2021-2023 Short Range Transit Plan 56 1078 SRTP Tables Sliding - OMIX6 ldt UM" Of [Mall 1079 Table 1.0 Individual Route Descriptions Routes Route Classification Major Destinations Cities/Communities Served Connections 14 Trunk Shopping, Schools, DMV, Employment Center, Library, Senior Center Desert Hot Springs and Palm Springs 15, 20, 24, 30, 32, 111, 111X & PS BUZZ 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, 111X, 10 Commuter & Amtrak 21 Local Shopping, Medical, Library, City Hall, School, College, and Mall Palm Desert 20, 32, 54, 111, 111X, 10 Commuter & Amtrak 24 Local Shopping, Medical, Library, Social Services, Theaters Palm Springs 14, 30, 32, 111, PS BUZZ & 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, 111X, PS BUZZ & 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, 111X & Amtrak PS BUZZ Local Hotels, Shopping and Entertainment Palm Springs 14, 24, 30, 111X & 111 54 Local Shopping, School, Tennis Gardens, Work Force Development, and College Palm Desert, Indian Wells, La Quinta, Indio, Bermuda Dunes 20, 21, 32, 70, 80, 81, 91, 111, 111X, 10 Commuter & Amtrak 70 Local Shopping, Schools, Theaters, Tennis Gardens and Medical La Quinta, Palm Desert, Indian Wells, Bermuda Dunes 54, 111 & 111X 80 Local Shopping, School, Workforce Development, Social Services, Senior Center, DMV, and Hospital Indio 54, 81, 91, 111, 10 Commuter & 111X 81 Local Shopping, Schools, Medical, Community Center, College, DMV, Hospital, Work Force Development, Social Services and Employment Center Indio 54, 80, 91, 111, 111X, 10 Commuter & Greyhound 90 Local Shopping, Library, City Hall, Senior Center, Community Center, Social Services and Medical Indio and Coachella 80, 91, 95, 111 & 111X 91 Local Shopping, College, Schools, Community Center, Center of Employment Training and Medical Indio, Coachella, Thermal, Mecca, Oasis 54, 80, 81, 90, 95, 111, 10 Commuter & 111X 95 Local Shopping, College, Community Center, Medical and Schools Coachella, Thermal, Mecca and North Shore 90, 91, 111 & 111X 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 14, 20, 21, 24, 30, 32, 54, 70, 80, 81, 90, 91, 95, PS BUZZ, 111X, 10 Commuter, 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 14, 20, 21, 30, 32, PS BUZZ, 54, 70, 80, 81, 90, 91, 95, 111, 10 Commuter, Amtrak & MBTA 10 Regional Shopping, Business, Entertainment and University Indio, Palm Desert, Beaumont, San Bernardino 20, 21, 54, 80, 81, 91, 111, 111X, OmniTrans, MARTA, VVTA, Beaumont Transit, RTA, SB Metrolink Refueled FY2O21-2023 Short Range Transit Plan 1080 PIRIVERSIDE COUNTY TRANSPORTATION COMMISSION Bus (Motorbus) / Directly Operated Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan SunLine Transit Agency Average Lifetime # of Life to Date Miles Per Active Active # of Life to Date Vehicle Miles Vehicle As Of Lift and Fuel Vehicles Contingency Vehicle Miles through Year -To -Date Year Mfg. Model Seating Ramp Vehicle Type FY 2019/ Vehicles Prior Year End March (e.g., March) OO Built Code Code Capacity Equipped Length Code 20 FY 2019/20 FY 2018/19 FY 2019/20 FY 2019/20 CO i—' 2014 TR3OFP 24 5 32 5 0 28,769 72,500 14,500 2018 BYD K9 35 4 40 4 0 39,618 102,001 25,500 2012 EDN AXCESS 37 1 40 OR 1 0 177,596 182,166 182,166 2014 EDN AXCESS 37 3 40 OR 3 0 361,743 392,493 130,831 2017 EDN AXCESS 37 1 40 1 0 20,126 38,331 38,331 2018 EDN AXCESS 37 5 40 OR 5 0 113,700 201,553 40,310 2009 EDN EZRider32' 29 10 32 CN 10 0 3,589,949 3,907,847 390,784 2008 NFA LF 40' 39 20 40 CN 16 4 11,912,917 12,823,011 801,438 2008 NFA LF 40' 39 21 40 CN 21 0 12,452,557 13,486,720 642,224 2016 NFA LF 40' 39 6 40 CN 6 0 941,795 1,198,535 199,755 2018 NFA XCELSIOR 39 5 40 5 0 28,769 117,466 23,493 2005 OBI ORION V40' 44 4 40 CN 1 3 3,073,972 2,048,479 2,048,479 Totals: 436 85 78 7 32,741,511 34,571,102 443,219 a.no j pexu i JO Uenui laau Tables Refueled FY2021-2023 Short Range Transit Plan OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Demand Response / Directly Operated Table 1.1 - Fleet Inventory FY2020/21 Short Range Transit Plan SunLine Transit Agency N # of O CO Active # of N Vehicles Contingency Lift and Fuel Contin enc Year Mfg. Model Seating Ramp Vehicle Type FY 2019/ Vehicles Built Code Code Capacity Equipped Length Code 20 FY 2019/20 Average Lifetime Life to Date Miles Per Active Life to Date Vehicle Miles Vehicle As Of Vehicle Miles through Year -To -Date Prior Year End March (e.g., March) FY 2018/19 FY 2019/20 FY 2019/20 2013 EDN AEROTECH 12 2 22 CN 2 0 502,190 504,909 252,454 2015 EDN AEROTECH 12 8 22 CN 8 0 1,230,362 1,387,173 173,396 2016 EDN AEROTECH 12 15 22 CN 15 0 1,617,381 2,042,420 136,161 2018 SPC Senator 12 14 23 14 0 524,817 37,486 Totals: 48 39 39 0 3,349,933 4,459,319 114,342 Fleet Inventory— Demand Response IFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2,0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review SunLine Transit Agency Data Elements FY 2019/20 Plan FY 2019/20 Target FY 2019/20 Year to Date Through 3rd Quarter Year to Date Performance Scorecard Unlinked Passenger Trips 4,329,667 Passenger Miles 36,983,241 Total Actual Vehicle Revenue Hours 315,136.0 Total Actual Vehicle Revenue Miles 4,616,188.0 Total Actual Vehicle Miles 5,311,625.0 Total Operating Expenses $40,840,138 Total Passenger Fare Revenue $7,610,947 Net Operating Expenses $33,229,191 Performance Indicators Mandatory: 1. Farebox Recovery Ratio I 18.63% I >= 19.74% I 20.51% I Meets Target Discretionary: 1. Operating Cost Per Revenue Hour $129.60 <= $79.38 $121.03 Fails to Meet Target 2. Subsidy Per Passenger $7.67 >_ $4.98 and <= $6.74 $7.07 Better Than Target 3. Subsidy Per Passenger Mile $0.90 >_ $0.56 and <= $0.76 $0.88 Better Than Target 4. Subsidy Per Hour $105.44 >= $55.01 and <= $74.43 $96.21 Better Than Target 5. Subsidy Per Mile $7.20 >= $4.50 and <= $6.08 $6.35 Better Than Target 6. Passengers Per Revenue Hour 13.74 >= 9.35 and <= 12.65 13.61 Better Than Target 7. Passengers Per Revenue Mile 0.94 >= 0.77 and <= 1.04 0.90 Meets Target Note: Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: Service Provider Performance Targets Tables Refueled FY2021-2023 Short Range Transit Plan niRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 - Table 2.1 -- SRTP Performance Report Service Provider; SunLine Transit Agency All Routes Performance Indicators FY 2018/19 End of Year Actual FY 2019/20 3rd Quarter Year -to -Date FY 2020/21 Plan FY 2020/21 Target Plan Performance Scorecard (a) Passengers 4,217,807 3,049,243 3,908,259 None Passenger Miles 36,122,234 24,372,196 30,751,958 None Revenue Hours 299,653.2 224,032.2 304,858.0 None Total Hours 324,795.0 243,623.0 337,179.0 None Revenue Miles 4,647,046.6 3,391,780.3 4,540,208.0 None Total Miles 5,271,012.0 3,873,122.0 5,277,383.0 None Operating Costs $33,375,694 $27,114,692 $40,660,244 None Passenger Revenue $5,276,226 $5,560,653 $7,777,170 None Measure -A Revenue None LCTOP Revenue None Operating Subsidy $28,099,467 $21,554,039 $32,883,074 None Operating Costs Per Revenue Hour $111.38 $121.03 $133.37 <= $123.43 Fails to Meet Target Operating Cost Per Revenue Mile $7.18 $7.99 $8.96 None Operating Costs Per Passenger $7.91 $8.89 $10.40 None Farebox Recovery Ratio 15.81% 20.51% 19.12% >= 0.2 Meets Target Subsidy Per Passenger $6.66 $7.07 $8.41 >= $7.73 and <= $10.45 Meets Target Subsidy Per Passenger Mile $0.78 $0.88 $1.07 >= $0.96 and <= $1.30 Meets Target Subsidy Per Revenue Hour $93.77 $96.21 $107.86 >= $90.81 and <= $122.85 Meets Target Subsidy Per Revenue Mile $6.05 $6.35 $7.24 >= $5.99 and <= $8.11 Meets Target Passengers Per Revenue Hour 14.08 13.61 12.82 >= 9.99 and <= 13.51 Meets Target Passengers Per Revenue Mile 0.91 0.90 0.86 >= 0.66 and <= 0.90 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2020/21 Plan to the FY 2020/21 Primary Target. iaodad 9DU wJolJed d12iS OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 22 -- SunLine-BUS -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak -Hour Fleet 17 17 68 17 65 Financial Data Total Operating Expenses $26,650,357 $27,505,466 $34,281,108 $22,485,257 $34,123,115 Total Passenger Fare Revenue $6,023,187 $4,729,613 $6,357,301 $4,994,576 $6,541,914 Net Operating Expenses (Subsidies) $20,627,171 $22,775,853 $27,923,807 $17,490,681 $27,581,201 Operating Characteristics ■ ■ 1- - Unlinked Passenger Trips 3,947,023 4,039,450 4,174,079 2,927,100 3,761,953 Passenger Miles 38,247,959 32,850,476 35,145,747 22,480,631 29,230,376 Total Actual Vehicle Revenue Hours (a) 231,780.4 228,131.2 249,076.0 173,204.1 238,372.0 Total Actual Vehicle Revenue Miles (b) 3,402,691.1 3,364,996.5 3,647,585.0 2,534,502.8 3,543,495.0 Total Actual Vehicle Miles 3,808,756.1 3,778,101.0 4,131,848.0 2,856,047.5 4,017,717.0 Performance Characteristics ' Operating Cost per Revenue Hour $114.98 $120.57 $137.63 $129.82 $143.15 Farebox Recovery Ratio 22.600/0 17.200/0 18.54% 22.21% 19.170/0 Subsidy per Passenger $5.23 $5.64 $6.69 $5.98 $7.33 Subsidy per Passenger Mile $0.54 $0.69 $0.79 $0.78 $0.94 Subsidy per Revenue Hour (a) $88.99 $99.84 $112.11 $100.98 $115.71 Subsidy per Revenue Mile (b) $6.06 $6.77 $7.66 $6.90 $7.78 Passenger per Revenue Hour (a) 17.0 17.7 16.8 16.9 15.8 Passenger per Revenue Mile (b) 1.16 1.20 1.14 1.15 1.06 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. cr fD N SRTP Service Summary— Fixed Route Tables Refueled FY2021-2023 Short Range Transit Plan RIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- SunLine-DAR -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics I 3 3 Peak -Hour Fleet 1 1 30 1 30 Financial Data Total Operating Expenses $5,827,953 $5,870,228 $6,559,030 $4,629,435 $6,537,129 Total Passenger Fare Revenue $690,467 $546,613 $1,253,646 $566,077 $1,235,256 Net Operating Expenses (Subsidies) $5,137,485 $5,323,614 $5,305,384 $4,063,358 $5,301,873 Operating Characteristics Unlinked Passenger Trips 156,292 155,332 155,588 110,010 146,306 Passenger Miles 1,801,489 1,691,066 1,837,494 1,201,768 1,521,582 Total Actual Vehicle Revenue Hours (a) 66,850.9 65,911.0 66,060.0 48,235.1 66,486.0 Total Actual Vehicle Revenue Miles (b) 989,084.1 971,701.1 968,603.0 720,156.0 996,713.0 Total Actual Vehicle Miles 1,183,816.9 1,182,562.0 1,179,777.0 879,953.0 1,259,666.0 Performance Characteristics Operating Cost per Revenue Hour $87.18 $89.06 $99.29 $95.98 $98.32 Farebox Recovery Ratio 11.85% 9.31% 19.11% 12.23% 18.89% Subsidy per Passenger $32.87 $34.27 $34.10 $36.94 $36.24 Subsidy per Passenger Mile $2.85 $3.15 $2.89 $3.38 $3.48 Subsidy per Revenue Hour (a) $76.85 $80.77 $80.31 $84.24 $79.74 Subsidy per Revenue Mile (b) $5.19 $5.48 $5.48 $5.64 $5.32 Passenger per Revenue Hour (a) 2.3 2.4 2.4 2.3 2.2 Passenger per Revenue Mile (b) 0.16 0.16 0.16 0.15 0.15 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. SRTP Service Summary — Demand Response OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 2.2 -- SunLine Transit Agency -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics 1 IL 1 1 4 Peak -Hour Fleet 26 26 98 24 95 Financial Data 1 Total Operating Expenses $32,478,310 $33,375,694 $40,840,138 $27,114,692 $40,660,244 Total Passenger Fare Revenue $6,713,654 $5,276,226 $7,610,947 $5,560,653 $7,777,170 Net Operating Expenses (Subsidies) $25,764,656 $28,099,467 $33,229,191 $21,554,039 $32,883,074 Operating Characteristics Unlinked Passenger Trips 4,122,539 4,217,807 4,329,667 3,049,243 3,908,259 Passenger Miles 41,488,246 36,122,234 36,983,241 24,372,196 30,751,958 Total Actual Vehicle Revenue Hours (a) 303,326.4 299,653.2 315,136.0 224,032.2 304,858.0 Total Actual Vehicle Revenue Miles (b) 4,679,725.3 4,647,046.6 4,616,188.0 3,391,780.3 4,540,208.0 Total Actual Vehicle Miles 5,280,523.1 5,271,012.0 5,311,625.0 3,873,122.0 5,277,383.0 Performance Characteristics Operating Cost per Revenue Hour $107.07 $111.38 $129.60 $121.03 $133.37 Farebox Recovery Ratio 20.67% 15.810/% 18.63% 20.51% 19.12% Subsidy per Passenger $6.25 $6.66 $7.67 $7.07 $8.41 Subsidy per Passenger Mile $0.62 $0.78 $0.90 $0.88 $1.07 Subsidy per Revenue Hour (a) $84.94 $93.77 $105.44 $96.21 $107.86 Subsidy per Revenue Mile (b) $5.51 $6.05 $7.20 $6.35 $7.24 Passenger per Revenue Hour (a) 13.6 14.1 13.7 13.6 12.8 Passenger per Revenue Mile (b) 0.88 0.91 0.94 0.90 0.86 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. 0 m N we4s/ s-ICaeuJwns eDinaaS d12iS Tables Refueled FY2021-2023 Short Range Transit Plan PIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Data Elements Table 2.3 - SRTP Route Statistics SunLine Transit Agency -- 8 FY 2020/21 All Routes Peak Passenger Revenue Total Revenue Total Operating Passenger Measure -A LCTOP Route# Day Type Vehicles Passengers Miles Hours Hours Miles Miles Cost Revenue Revenue Revenue SUN-10 CL All Days 2 35,678 277,218 5,567 6,222 187,626 210,092 $1,793,752 $307,449 SUN-111 All Days 14 1,298,136 10,086,517 68,895 73,943 1,001,443 1,145,465 $9,779,909 $1,955,982 SUN-S11X All Days 3 32,037 248,927 4,215 4,634 82,308 110,001 $939,181 $187,836 SUN-14 All Days 7 539,984 4,195,676 28,405 30,324 428,952 490,135 $4,184,742 $777,848 SUN-15 All Days 1 107,026 831,592 5,455 5,782 87,409 97,355 $831,211 $161,028 SUN-20 All Days 2 28,271 219,666 3,636 4,215 85,208 102,497 $875,115 $165,277 SUN-21 All Days 2 11,861 92,160 1,313 1,550 18,332 23,865 $23,857 $4,752 SUN-24 All Days 4 160,441 1,246,627 13,092 14,555 143,805 174,819 $1,492,596 $298,519 SUN-30 All Days 5 564,323 4,384,790 25,291 26,982 267,589 303,794 $2,593,770 $518,754 SUN-32 All Days 3 231,894 1,801,816 16,742 17,731 279,264 300,604 $2,566,537 $504,405 SUN-40 All Days 3 46,340 360,062 4,569 4,914 46,448 56,257 $480,323 $96,065 SUN-54 All Days 2 67,557 524,918 6,758 6,791 113,914 114,016 $973,458 $194,692 SUN-70 All Days 3 136,001 1,056,728 9,957 10,462 131,523 145,236 $1,240,017 $248,003 SUN-80 All Days 5 198,505 1,542,384 9,243 9,850 106,827 119,809 $1,022,924 $204,585 SUN-81 All Days 4 74,859 581,654 5,766 6,251 55,174 68,539 $585,179 $113,930 SUN-90 All Days 1 64,501 501,173 6,013 6,242 78,555 84,145 $718,427 $143,685 SUN-91 All Days 3 140,443 1,091,242 17,193 18,154 315,172 345,961 $2,953,792 $493,277 SUN-95 All Days 1 24,096 187,226 6,262 6,717 113,946 125,127 $1,068,325 $165,827 SUN-DAR All Days 30 146,306 1,521,582 66,486 81,860 996,713 1,259,666 $6,537,129 $1,235,256 95 3,908,259 30,751,958 304,858 337,179 4,540,208 5,277,383 $40,660,244 $7,777,170 SRTP Route Statistics — System (1 of 2) v cr fD W OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Performance Indicators Table 2.3 - SRTP Route Statistics SunLine Transit Agency -- 8 FY 2020/21 All Routes Operating Operating Farebox Subsidy Per Subsidy Per Subsidy Per Net Cost Per Cost Per Cost Per Recovery Subsidy Per Passenger Revenue Revenue Passengers Passengers Route # Day Type Subsidy Revenue Mile Revenue Mile Passenger Ratio Passenger Mile Hour Mile Per Hour Per Mile SUN -SO CL All Days $1,486,303 $322.21 $9.56 $50.28 17.13% $41.66 $5.36 $266.98 $7.92 6.41 0.19 535-111 All Days $7,823,927 $141.95 $9.77 $7.53 20.00% $6.03 $0.78 $113.56 $7.81 18.84 1.30 SUN-111X All Days $751,345 $222.82 $11.41 $29.32 19.99% $23.45 $3.02 $178.26 $9.13 7.60 0.39 SUN-14 All Days $3,406,894 $147.32 $9.76 $7.75 18.58% $6.31 $0.81 $119.94 $7.94 19.01 1.26 SUN-15 All Days $670,183 $152.38 $9.51 $7.77 19.37% $6.26 $0.81 $122.86 $7.67 19.62 1.22 SUN-20 All Days $709,838 $240.68 $10.27 $30.95 18.88% $25.11 $3.23 $195.22 $8.33 7.78 0.33 SUN-21 All Days $19,105 $18.17 $1.30 $2.01 19.91% $1.61 $0.21 $14.55 $1.04 9.03 0.65 SUN-24 All Days $1,194,077 $114.01 $10.38 $9.30 19.99% $7.44 $0.96 $91.21 $8.30 12.25 1.12 SUN-30 All Days $2,075,016 $102.56 $9.69 $4.60 20.00% $3.68 $0.47 $82.05 $7.75 22.31 2.11 535-32 All Days $2,062,132 $153.30 $9.19 $11.07 19.65% $8.89 $1.14 $123.17 $7.38 13.85 0.83 SUN-40 All Days $384,258 $105.13 $10.34 $10.37 20.00% $8.29 $1.07 $84.10 $8.27 10.14 1.00 SUN-54 All Days $778,766 $144.05 $8.55 $14.41 20.00% $11.53 $1.48 $115.24 $6.84 10.00 0.59 SUN-70 All Days $992,014 $124.54 $9.43 $9.12 19.99% $7.29 $0.94 $99.63 $7.54 13.66 1.03 SUN-80 All Days $818,339 $110.67 $9.58 $5.15 20.00% $4.12 $0.53 $88.54 $7.66 21.48 1.86 SUN-81 All Days $471,249 $101.49 $10.61 $7.82 19.46 % $6.30 $0.81 $81.73 $8.54 12.98 1.36 SUN-90 All Days $574,742 $119.48 $9.15 $11.14 19.99% $8.91 $1.15 $95.58 $7.32 10.73 0.82 535-91 All Days $2,460,515 $171.80 $9.37 $21.03 16.69% $17.52 $2.25 $143.11 $7.81 8.17 0.45 SUN-95 All Days $902,498 $170.60 $9.38 $44.34 15.52% $37.45 $4.82 $144.12 $7.92 3.85 0.21 SUN-DAR All Days $5,301,873 $98.32 $6.56 $44.68 18.89% $36.24 $3.48 $79.74 $5.32 2.20 0.15 $32,883,074 $133.37 $8.96 $10.40 19.12% $8.41 $1.07 $107.86 $7.29 12.82 0.86 Tables �% T a b l e 3 . 0 F Y 2 0 2 0 - 2 0 2 1 T a b l e H i g h l i g h t s 1 . I m p l e m e n t R e f u e l e d r e c o m m e n d a t i o n s . S t r e a m l i n e t h e t r a n s i t n e t w o r k a s p r o p o s e d i n t h e R e f u e l e d : F Y 2 0 2 1 - 2 0 2 3 S R T P t o p r o v i d e f a s t e r , e a s i e r - t o - u n d e r s t a n d , a n d m o r e c o n v e n i e n t s e r v i c e t o a t t r a c t n e w r i d e r s . T h e i m p l e m e n t a t i o n r e c o m m e n d a t i o n s w i l l b e p r e s e n t e d t o t h e p u b l i c f o r t h e i r r e v i e w a n d i n p u t . T h e n t h e i m p l e m e n t a t i o n p l a n w i l l b e p r e s e n t e d t o t h e B o a r d o f D i r e c t o r s f o r i t s c o n s i d e r a t i o n . 2 . U s e m i c r o t r a n s i t s o l u t i o n s t o p r o v i d e s e r v i c e o n s e l e c t c o r r i d o r s o r s e g m e n t s o f r o u t e s t o o p t i m i z e s c a r c e f i n a n c i a l r e s o u r c e s a n d a d d r e s s f i r s t / l a s t m i l e t r a v e l n e e d s . M i c r o t r a n s i t i s a k e y c o m p o n e n t o f t h e R e f u e l e d m u l t i m o d a l s e r v i c e s t r a t e g y . 3 . I m p l e m e n t 1 0 C o m m u t e r L i n k s e r v i c e b e t w e e n I n d i o a n d S a n B e r n a r d i n o . O r i g i n a l l y s l a t e d t o b e g i n s e r v i c e i n M a y 2 0 2 0 , t h e o p e n i n g i s n o w d e l a y e d u n t i l C a l i f o r n i a S t a t e U n i v e r s i t y , S a n B e r n a r d i n o a n d P a l m D e s e r t r e s u m e o n - c a m p u s c l a s s e s . 4 . I m p l e m e n t R o u t e 1 1 1 X w e e k d a y e x p r e s s s e r v i c e , a p i l o t p r o j e c t f u n d e d w i t h C o n g e s t i o n M i t i g a t i o n a n d A i r Q u a l i t y f u n d s . I t w i l l p r o v i d e s e r v i c e b e t w e e n I n d i o a n d P a l m S p r i n g s . T h e a c t u a l s t a r t d a t e w i l l b e d e t e r m i n e d b y t h e t r a n s i t m a r k e t ' s r e c o v e r y . 5 . I m p l e m e n t t h e C a l i f o r n i a A i r R e s o u r c e B o a r d ' s I n n o v a t i v e C l e a n T r a n s i t ( I C T ) r o l l o u t p l a n . T h e I C T r e g u l a t i o n r e q u i r e s S u n L i n e t o g r a d u a l l y t r a n s i t i o n t o a 1 0 0 p e r c e n t z e r o - e m i s s i o n b u s f l e e t . 6 . D e v e l o p a n d i m p l e m e n t t h e S o l a r M i c r o g r i d t o H y d r o g e n p r o j e c t t o s u p p o r t h y d r o g e n p r o d u c t i o n t o r e f u e l f u e l c e l l b u s e s . T h i s p r o g r a m w i l l b e n e f i t n o t o n l y t h e C o a c h e l l a V a l l e y a n d i t s s u r r o u n d i n g a r e a s , b u t w i l l a l s o b e n e f i t t h e t r a n s i t i n d u s t r y a s a w h o l e . 7 . I m p l e m e n t t r a n s i t e n h a n c e m e n t s . P l a n a n d c o n s t r u c t b u s s t o p i m p r o v e m e n t s t o s u p p o r t t h e n e w R o u t e 1 1 1 X s e r v i c e . 8 . U p g r a d e t h e e x i s t i n g 3 5 0 b a r p u b l i c h y d r o g e n s t a t i o n l o c a t e d a t S u n L i n e ' s T h o u s a n d P a l m s f a c i l i t y t o a m o d e r n p u b l i c s t a t i o n c a p a b l e o f f u e l i n g c u r r e n t a n d f u t u r e h y d r o g e n v e h i c l e s . T h i s i n c l u d e s r e f u e l i n g 3 5 0 a n d 7 0 0 b a r l i g h t a n d h e a v y d u t y v e h i c l e s . S u n L i n e T r a n s i t A g e n c y S H O R T R A N G E T R A N S I T P L A N F Y 2 0 2 0 / 2 0 2 1 - F Y 2 0 2 2 / 2 0 2 3 O p e r a t i n g & F i n a n c i a l D a t a F Y 2 0 1 6 / 1 7 2 0 1 7 / 1 8 2 0 1 2 0 1 9 / 2 0 F Y 2 0 2 0 / 2 1 d i t e d d i ' m a t e d P l a n n e d S y s t e m - W i d e R i d e r s h i p 4 , 3 1 6 , 2 6 9 4 , 1 2 2 , 5 3 9 4 , 2 1 7 , 8 0 7 4 , 0 5 0 , 1 5 7 3 , 9 0 8 , 2 5 9 r a t i n g C o s t P e r R e v e n u e $ 1 0 7 . 2 6 $ 1 0 7 . 0 7 $ 1 1 1 . 3 8 $ 1 2 1 . 4 1 $ 1 3 3 . 3 7 H o u r R e f u e l e d F Y 2 0 2 1 - 2 0 2 3 S h o r t R a n g e T r a n s i t P l a n 1 0 9 0 OFCOUNTY iRAERSIDEiION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020/21 SunLine Transit Agency Operating Project Total Amount of 5307 IC [1] 5307 IC CARES 5310 OB [3] 5311 [4] 5311 (f) CARES 5311 CARES [6] 5311 FOB [7] 5312 OB [8] 5339 IC [9] CHAO OB [10] FARE [11] LCTOP OB [12] LCTOP LCTOP LTF [15] Funds OB [2] [5] PUC99313 [13] PUC99314 [14] 111 Express $230,457 $184,366 $46,091 Anti -Human Trafficking Campaign $46,650 $37,320 $9,330 COD Haul Pass $110,000 Commuter 10 $391,918 $53,889 $161,666 $25,709 CSUSB Haul Pass $12,207 Haul Pass $337,000 $337,000 Operating Assistance $39,036.669 $4,968,507 $13,208,971 $303,219 $300,000 $1,399,824 $10,810,502 SunRide Ride Share $250,000 $200,000 $50,000 Taxi Voucher $118,508 $29.627 $29,627 TEST RECORD Vanpool Program $306,741 $278,000 $28,741 Sub -total Operating $40,840,150 $4,968,507 $13,208,971 $29.627 $303,219 $53,889 $300,000 $161,666 $37,320 $0 $662,366 $1,399,824 $337,000 $0 $0 $11,000,000 Capital Project Total Amount of 5307 IC [1] 5307 IC CARES 5310 OB [3] 5311 [4] 5311 (f) CARES 5311 CARES [6] 5311 FOB [7] 5312 OB [8] 5339 IC [9] CMAO OB [10] FARE [11] LCTOP OB [12] LCTOP LCTOP LTF [15] Funds OB [2] [5] PUC99313 [13] PUC99314 [14] Bus Simulator (2) - SL-19-10 $-298,800 Facility Improvements - SL-21-15 $80,000 Heavy Duty Tow Truck - SL-20-13 5-400,000 Hydrogen Station Improvements - SL-19-11 $L00,000 nfannation Technology Projects - SL-21-12 $570,800 Maintenance T Is and Equipment - SL-21-10 $89,500 Microgrid to Hydrogen-SL-21-01 $1.038,101 $864,077 S174,024 Operations, Division II, & Electrolyzer Access Control $250,000 $200,000 Sunk - SL-21-13 Perimeter Lighting Division I - SL-21-14 $80,000 Public Hydrogen Station - SL-21-07 $2,500,000 Purchase Computer Hardware - SL-21-05 $4,120 $4,120 Replacement Bus - SL-21-02 $768,000 $359,400 Replacement Support Vehicles - SL-21-11 $415,000 Safely Enhancement Projects - SL-21-08 $60,000 $48,000 SunLine Center of Excellence in Zero Emissions $679,796 Technology - SL-21-06 SunRide Vehicle Purchase (4)- SL-21-03 $582,489 $465,991 Upgrade Division I Fence - SL-21-09 $100,000 Vans for Service Expansion (3)- SL-21-04 $179,200 $179,200 Sub -total Capita $6,298,206 $607,400 $0 $183,320 $0 $0 $0 $0 $0 $0 $465,991 $0 $0 $864,077 $174,024 $0 Total Operating B Capita $47.138,356 $5,575,907 $13,208,971 $212,947 $303,219 $53,889 $300,000 $161,666 $37,320 $0 $1,128,357 $1,399,824 $337,000 $864,077 $174,024 $11,000,000 6 m 0 Summary of Funding Requests (1 of 3) Tables Refueled FY2021-2023 Short Range Transit Plan RIFRIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020/21 SunLine Transit Agency Operating Project Total Amount of LTF-OB [16] MA SPT [17] OTHR FED [18] OTHR LCL [19] SGR PUC99313 SGR PUC99314 STA -OB [22] STA PUC99313 STA PUC99314 Funds [20] [21] [23] [24] 111 Express $230,457 Anti -Human Trafficking Campaign $46,650 COD Haul Pass $110,000 $110,000 Commuter 10 $391,918 $150,654 CSUSB Haul Pass $12,207 $12,207 Haul Pass $337,000 Operating Assistance $39,036,669 $5,955,883 $2,089,763 SunRide Ride Share $250,000 Taxi Voucher $118,508 $59,254 TEST RECORD Vanpool Program $306,741 Sub -total Operating $40,840,150 $0 $5,955,883 $0 $2,421,878 $0 $0 $0 $0 $0 Capital Project Total Amount of LTF-0B [16] MA SPT [17] OTHR FED [18] OTHR LCL [19] SGR PUC99313 SGR PUC99314 STA -OB [22] STA PUC99313 STA PUC99314 Funds [20] [21] [23] [24] Bus Simulator (2) - SL-19-10 $-298,800 $-298,800 Facility Improvements - SL-21-15 $80,000 $80,000 Heavy Duty Tow Truck - SL-20-13 S-400,000 $-400,000 Hydrogen Station Improvements - SL-19-11 $-400,000 $-400,000 olormation Technology Projects - SL-21-12 $570,800 $298,800 $272,000 Maintenance Tools and Equipment - SL-21-10 $89,500 $89,500 Microgrid to Hydrogen - SL-21-01 $1,038,101 Operations, Division II, & Electrolyzer Access Control $250,000 $50,000 Surv. - SL-21-13 Perimeter Lighting Division I-SL-21-14 $80,000 $80,000 Public Hydrogen Station - SL-21-07 $2,500,000 $400,000 $400,000 $875,215 $824,785 Purchase Computer Hardware - SL-21-05 $4,120 Replacement Bus - SL-21-02 $768,000 $255,000 $153,600 Replacement Support Vehicles - SL-21-11 $415,000 $415,000 Safety Enhancement Projects - SL-21-08 $60.000 $12,000 SunLine Center of Excellence in Zero Emissions $679,796 $665,719 $14,077 Technology - SL-21-06 SunRide Vehicle Purchase (4) - SL-21-03 $582,489 $116,498 Upgrade Division l Fence - SL-21-09 $100,000 $100,000 Vans for Service Expansion (3) - SL-21-04 $179,200 Sub -total Capita $6,298,206 $0 $0 $255,000 $0 $665,719 $114,077 $0 $2,143,813 $824,785 Total Operating & Capita $47,138,356 $0 $5,955,883 $255,000 $2,421,878 $665,719 $114,077 $0 $2,143,813 $824,785 6 m 0 Summary of Funding Requests (2 of 3) FIERIVERSIDE COUNTY TRANSPORTATION COMMISSION Table 4.0 - Summary of Funding Requests - FY 2020/21 SunLine Transit Agency FY 2020121 Projected Funding Details 53071C 53071C CARES OB 5310 OB 5311 5311 (f) CARES 5311 CARES 5311 FOB 5312 OB CMAO OB ARE _CTOP OB _TF MA SPT OTHR LCL $4,968,507 $13,208,971 $29,627 $303,219 $53,889 [1] FY21 Apportionment. [2] Obligated funds FY20. [3] Operating: Remaining Taxi Voucher funds. Capital: FY21 application to CalTrans. SL-21-04 will use $44,800 in toll credits as a match, and SL21-21-05 will use $1,030 in toll credits as a match. [4] 5311 application for regional and intercity apportionment. [5] 5311(f) CARES Act request through the Division of Rail and Mass Transportation. $300,000 [6] Phase 2 of distribution for FTA 5311 CARES Act. $161,666 [7j 5311(7 application for regional and intercity apportionment. $37,320 [8] 5312 Public Transportation Innovation project selection $662,366 [10] Obligated Funds. $1,399,824 [11] Estimated FY21 ridership projections. $337,000 [12] Obligated Funds. $11,000,000 [15] FY21 Apportionment $8,955,8831 [17] FY21 apportionment 52,421,878 [19] Advertising revenue ($100,000), Bus Shelter Maintenance ($122,482), Non Trans Revenue ($8,000), SRA Overhead Fee revenue ($27,381), Outside Fueling Sales ($800,000), CNG Rebate ($400,000), Emission Credit Revenue ($600,000), Other Revenue and Interest ($31,900), Taxi Voucher ($59,254), CSUSB Regional Service ($150,654), Haul Pass COD ($110,000), Haul Pass CSUSB ($12,207). Total Estimated Operating Funding Request $90.840,150 5307 IC 5310 OB CMAO OB _CTOP PUC99313 _CTOP PUC99314 _TF-OB OTHR FED SGR PUC99313 SGR PUC99314 STA-OB STAPUC99313 STAPUC99314 Total Estimated Capital Funding Request $607,400 $183,320 SA65,991 $864,077 $174,024 $0 [1] FY21 Apportionment. [3] Operating: Remaining Taxi Voucher funds. Capital: FY21 application to CalTrans. St-21-04 will use $94,800 in toll credits as a match, and SL 21-21-05 will use $1,030 in loll credits as a match. [10] Obligated Funds. [13] FY21 Apportionment. [14] FY21 Apportionment [18] SL-19-11 obligated refunds repurposed to SL-20-07. $255,000 [18] 5339(a) Slate Discretionary Bus Replacement through Division of Rail and Mass Transportation. $665,719 [20] FY21 apportionment New Projects. $114,077 [21] FY21 apportionment. New Projects. $0 [22] Obligated funds moved from SL-20-13 $2,143,813 [23] FY21 Apportionment. $824,785 [24] FY21 Apportionment. $6,298,266 Total Funding Request $47,138,356 o cr fD O Summary of Funding Requests (3 of 3) Tables Table 4.0A Capital Project Justification (1 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-19-10 FTIP No: Not Assigned - New Project Project Name: Bus Simulator (2) Category: Equipment Sub -Category: Systems Fuel Type: N/A Project Description: The project will purchase two (2) bus simulators to provide realistic scenario driver training. Project Justification: This equipment will provide realistic driving simulation in a controlled classroom environment. This allows the Agency to use minimal resources and provide a greater level of training and correct driving techniques to mitigate potential hazards. Project Schedule: Start Date Completion Date June 2018 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA - OB FY 2020/21 -$298,800 Total -$298,800 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 Refueled FY2021-2023 Short Range Transit Plan 1094 Table 4.0A Capital Project Justification (2 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-19-11 FTIP No: Not Assigned - New Project Project Name: Hydrogen Station Improvements Category: Facilities Sub -Category: Rehabilitation/Improvement Fuel Type: Hydrogen Project Description: Hydrogen fueling station and hydrogen program improvements Project Justification: Project to make improvements in regards to the Agency's hydrogen station and assistance in the expansion of the hydrogen fueling capacities. Project Schedule: Start Date Completion Date June 2021 July 2018 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount LTF-OB FY 2020/21 -$400,000 Total -$400,000 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 Su1L/ue - 8,1;p-q OWING rill MO, 9r INOOSII 1095 Table 4.0A Capital Project Justification (3 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-20-13 FTIP No: Not Assigned - New Project Project Name: Heavy Duty Tow Truck Category: Equipment Sub -Category: Expansion Fuel Type: Other 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: The purchase of one (1) heavy-duty tow truck tractor and trailer will ensure SunLine's ability to tow our vehicles and maintain service reliability and reduce maintenance costs. Project Schedule: Start Date Completion Date July 2019 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA - OB FY 2020/21 -$400,000 Total -$400,000 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 Refueled FY2021-2023 Short Range Transit Plan 1096 Table 4.0A Capital Project Justification (4 of 18) COUNTRIVERSIDEINF COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-01 Project Name: Microgrid to Hydrogen Category: Land Acquisition Sub -Category: Expansion Fuel Type: N/A FTIP No: Not Assigned - New Project Project Description: The solar microgrid will provide clean, renewable energy in a first -of -a -kind, self-sustaining onsite solar plus battery storage power -plant used specifically to deliver hydrogen power to SunLine's transit fleet. SunLine's Solar Microgrid to Hydrogen will deliver two (2) Megawatts of battery storage (Electric Storage System) and one (1) Megawatt of solar energy. The project location is at the SunLine facility in Thousand Palms, California. Project Justification: The solar microgrid to hydrogen project will assist in the sustainable production of renewable energy to help power the Agency's electrolyzer to deliver hydrogen fuel to SunLine's transit fleet. Project Schedule: Start Date Completion Date September 2020 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount LCTOP PUC99313 FY 2020/21 $864,077 LCTOP PUC99314 FY 2020/21 $174,024 Total $1,038,101 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 Sliding - UUIYIMU !M! UM" U! IMMMSII 1097 Table 4.0A Capital Project Justification (5 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-02 Project Name: Replacement Bus Category: Bus Sub -Category: Replacement Fuel Type: Fuel Cell FTIP No: Not Assigned - New Project Project Description: Purchase of one (1) fixed -route bus to replace existing CNG bus that will meet its useful life as outlined by FTA guidelines. Project Justification: The purchase of one (1) fixed -route bus will ensure SunLine replaces older fleet vehicles to maintain services reliability and reduce maintenance costs. Project Schedule: Start Date Completion Date August 2020 July 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 IC FY 2020/21 $359,400 OTHR FED FY 2020/21 $255,000 STA PUC99313 FY 2020/21 $153,600 Total $768,000 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 Refueled FY2021-2023 Short Range Transit Plan 1098 Table 4.0A Capital Project Justification (6 of 18) RI/RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-03 Project Name: SunRide Vehicle Purchase (4) Category: Vanpool Sub -Category: Expansion Fuel Type: CNG FTIP No: Not Assigned - New Project Project Description: Purchase of Four (4) vehicles for SunLine's rideshare program that would follow turn by turn instructions from a navigation system that connects live traffic conditions and real-time requests for pick-ups and drop-offs. Project Justification: SunRide is designed to bridge the first/last mile gap of travel. The service would be used for short trips under 3 miles defined in service zones. Project Schedule: Start Date Completion Date July 2020 October 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount CMAQ OB FY 2020/21 $465,991 STA PUC99313 FY 2020/21 $116,498 Total $582,489 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 Su1L/ue 801014.kid OWING rill MO, 9r INOOSII 1099 Table 4.0A Capital Project Justification (7 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-04 FTIP No: Not Assigned - New Project Project Name: Vans for Service Expansion (3) Category: Vanpool Sub -Category: Expansion Fuel Type: CNG Project Description: Procurement of three (3) expansion vans that are ADA accessible in response to customer feedback. Project Justification: Meet the transportation needs of customers who are ADA eligible and depend on SunLine services as their means of transportation. Project Schedule: Start Date Completion Date July 2020 December 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5310 OB FY 2020/21 $179,200 Total $179,200 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 Refueled FY2021-2023 Short Range Transit Plan 1100 Table 4.0A Capital Project Justification (8 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-05 FTIP No: Not Assigned - New Project Project Name: Purchase Computer Hardware Category: Equipment Sub -Category: Expansion Fuel Type: N/A Project Description: Procurement of hardware for SunLine's expansion vans. Project Justification: Hardware for a service that will meet the transportation needs of customers who are ADA eligible and depend on SunLine services as their means of transportation. Project Schedule: Start Date Completion Date July 2020 December 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5310 OB FY 2020/21 $4,120 Total $4,120 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 Su1L/ue - e1014.ki OWING rill MO, 9r INOOSII 1101 Table 4.0A Capital Project Justification (9 of 18) 155r RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-06 FTIP No: Not Assigned - New Project Project Name: SunLine Center of Excellence in Zero Emissions Technology Category: Facilities Sub -Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: Maintenance facility for Zero Emission Vehicles 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. Project Schedule: Start Date Completion Date July 2020 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99313 FY 2020/21 $665,719 SGR PUC99314 FY 2020/21 $14,077 Total $679,796 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 Refueled FY2021-2023 Short Range Transit Plan 1102 Table 4.0A Capital Project Justification (10 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-07 Project Name: Public Hydrogen Station Category: Equipment Sub -Category: Upgrade Fuel Type: N/A FTIP No: Not Assigned - New Project Project Description: Upgrade the existing 350 bar, public hydrogen station located at SunLine's Thousand Palms facility, to a modern public station capable of fueling current and future hydrogen vehicles. This includes refueling 350 and 700 bar light and heavy duty vehicles. The station will be able to fuel 5kg capacity light duty vehicle fills back-to-back without having to wait to recharge, and two 60kg capacity Class 8 heavy duty trucks, in less than an hour. The upgrade includes installing a 700 bar refueling system that consists of main skid, SAE 2601-1 new standards dispenser and storage unit up to 130 kg of hydrogen. Project Justification: SunLine's current hydrogen station is being utilized to refuel SunLine's fleet of hydrogen powered electric fuel cell buses at 350 bar with no public access to the station. The upgraded 700 bar public station will be accessible to light and heavy duty vehicles. This project will provide additional source of revenue by selling hydrogen fuel and will support SunLine's future fleet. Project Schedule: Start Date Completion Date January 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount LTF-OB FY 2020/21 $400,000 STA - OB FY 2020/21 $400,000 STA PUC99313 FY 2020/21 $875,215 STA PUC99314 FY 2020/21 $824,785 Total $2,500,000 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 Su1L/ue 801014.kid OWING rill MO, 9r INOOSII 1103 Table 4.0A Capital Project Justification (11 of 18) IIRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-08 FTIP No: Not Assigned - New Project Project Name: Safety Enhancement Projects Category: Equipment Fuel Type: N/A Project Description: To enhance the safety and security of the facility Project Justification: This project is needed to upgrade the current guard shack at SunLine's Division II facility. The upgrade will include security enhancements for occupant safety, proper securement of IT, and video equipment. In addition, the installation of a security film on the stairwell glass panels will assist in the event of the glass panels breaking the film and will keep the panels in place. Project Schedule: Start Date Completion Date October 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 IC FY 2020/21 $48,000 STA PUC99313 FY 2020/21 $12,000 Total $60,000 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 Refueled FY2021-2023 Short Range Transit Plan 1104 Table 4.0A Capital Project Justification (12 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-09 FTIP No: Not Assigned - New Project Project Name: Upgrade Division I Fence Category: Facilities Sub -Category: Rehabilitation/Improvement Fuel Type: N/A Project Description: This project is to secure the base of the perimeter fencing at SunLine's Division I facility in Thousand Palms. Project Justification: This project is required to provide safe and secure transit facilities for staff and agency access Project Schedule: Start Date Completion Date January 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount SGR PUC99314 FY 2020/21 $100,000 Total $100,000 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 Su1L/ue 801014.kid OWING rill MO, 9r INOOSII 1105 Table 4.0A Capital Project Justification (13 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-10 FTIP No: Not Assigned - New Project Project Name: Maintenance Tools and Equipment Category: Equipment Fuel Type: N/A Project Description: Funds requested in this fiscal year will enable SunLine to improve maintenance tools and equipment in Thousand Palms, Indio, and Coachella. Project Justification: This project is necessary for upgrading aging equipment at the various SunLine locations, including equipment for oil storage, and a shop floor sweeper, and golf carts. Project Schedule: Start Date Completion Date July 2020 December 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $89,500 Total $89,500 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 Refueled FY2021-2023 Short Range Transit Plan 1106 Table 4.0A Capital Project Justification (14 of 18) RFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-11 Project Name: Replacement Support Vehicles Category: Support Vehicles Sub -Category: Replacement Fuel Type: CNG FTIP No: Not Assigned - New Project Project Description: SunLine's support vehicles comply with FTA regulations and use alternative fueled vehicles (CNG). SunLine plans to purchase cars and/or pick-ups. Project Justification: The replacement support vehicles are needed for use by operations and maintenance staff as well as for use by administration staff. Project Schedule: Start Date Completion Date October 2020 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $415,000 Total $415,000 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 Su1L/ue - e1014. i OWING rill MO, 9r INOOSII 1107 Table 4.0A Capital Project Justification (15 of 18) OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-12 FTIP No: Not Assigned - New Project Project Name: Information Technology Projects Category: Equipment Fuel Type: N/A Project Description: This 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: Start Date Completion Date January 2021 June 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA - OB FY 2020/21 $298,800 STA PUC99313 FY 2020/21 $272,000 Total $570,800 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 Refueled FY2021-2023 Short Range Transit Plan 1108 Table 4.0A Capital Project Justification (16 of 18) piRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-13 FTIP No: Not Assigned - New Project Project Name: Operations, Division II, & Electrolyzer Access Control Surveillance Category: Equipment Fuel Type: N/A Project Description: Access control and surveillance for the Agency's Operations, Division II facility, and Access Control Surveillance. Project Justification: Improve safety and surveillance at SunLine's Operations Facility, Division II Facility, and Electrolyzer. Project Schedule: Start Date Completion Date July 2020 March 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 IC FY 2020/21 $200,000 STA PUC99313 FY 2020/21 $50,000 Total $250,000 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 Su1L/ue - e1014.ki OWING rill MO, 9r INOOSII 1109 Table 4.0A Capital Project Justification (17 of 18) INFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-14 FTIP No: Not Assigned - New Project Project Name: Perimeter Lighting Division I Category: Equipment Sub -Category: Upgrade Fuel Type: N/A Project Description: Install perimeter lighting to enhance the safety and security of the facility Project Justification: The enhancement of perimeter lighting is required to provide safe and secure transit facilities for staff and vehicles Project Schedule: Start Date Completion Date July 2020 December 2020 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $80,000 Total $80,000 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 Refueled FY2021-2023 Short Range Transit Plan 1110 Table 4.0A Capital Project Justification (18 of 18) RFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP SunLine Transit Agency Table 4.0 A - Capital Project Justification Project Number: SL-21-15 FTIP No: Not Assigned - New Project Project Name: Facility Improvements Category: Facilities Sub -Category: Rehabilitation/Improvement Fuel Type: N/A Proiect Description: Improve existing facilities in Thousand Palms, Indio, and Coachella Project Justification: This project is necessary for upgrading the aging facility and equipment at the various SunLine locations including HVAC, plumbing, electrical and others as needed. Project Schedule: Start Date Completion Date July 2020 December 2022 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $80,000 Total $80,000 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 Su1L/ue 801014.kid OWING rill MO, 9r INOOSII Table 4.0B Farebox Calculation I Table 4B (consistent with Commission Revenue Sources included in Farebox Calculation L - Farebox Calculation Farebox Recovery Policy) Actual Amount FY19/20 from FY18/19 (Estimate) Audit ii FY20/21 (Plan) 1 Passenger Fares 2,866,073.00 1,909,277.93 1,399,824.00 2 Interest 14,560.00 14,847.43 15,500.00 3 General Fund Supplement - - - 4 Measure A 580,000.00 426,988.41 3,986,934.68 5 Advertising Revenue 243,389.00 225,174.81 100,000.00 6 Gain on Sale of Fixed Assets - - - 7 CNG Revenue / Emission Credit 1,266,494.00 3,493,635.80 1,800,000.00 8 Lease / Other Revenue - - - 9 Federal Excise Tax Refund - - - 10 Investment Income - - - 11 CalPers CERBT - - - 12 Fare Revenues from Exempt Routes - - - 13 Other Revenues 885,709.00 652,032.47 506,378.00 . Total Revenue for Farebox 5,856,225.00 6,721,956.86 7,808,636.68 Calculation (1-13) . Total Operating Expenses 33,375,694.00 36,062,000.33 40,840,150.00 for Farebox Calculation - - Farebox Recovery Ratio 17.55% 18.64% 19.12% Refueled FY2021-2023 Short Range Transit Plan 1112 Project Desolpdon Total Amount of Funds Total Obligated Amount LTF STA Obligated STA Measure A Obligated SGR Section 5300 Indio/Cathedral City Palm Springs Obligated Section 5307 IndiolCathedrel City Palm Springs CARES ACT Section 5307 Section 5309 Section 5310 Section 5311 Section 5311 (i) Section 5339 Obligated Section 5339 LCTOP LOOP Obligated Obligated CMAQ CMAQ Other Revenue OPERATING Operating Assistance $40,804,070 $4,982,884 $18,839,853 $9,037,987 $4,962,864 $2,160,147 $303,219 82,500,000 Commuter 10 Vanpool Program $391,918 $308,741 $0 $0 $25,709 $28,741 $215555 $278,000 $150,654 111 Express $600.000 $0 $120,000 $480,000 SunRide Ride Share $250,000 $0 $50,009 $200,000 $220,000 $0 $220,000 CSUSB Haul Pass $12,207 $0 $12,207 Sub -total Operating $42,584,936 $4,962,864 819,064,303 $0 $0 $9,037,967 $0 $4,962,864 $2,160,147 $0 $0 $303,219 $215,555 $0 $0 $0 $0 $958,000 $2,882,861 CAPITAL Capital Project Number Total Amount of Funds With Obligated Total Obligated Amount LTF STA Obligated STA Measure A Obligated SGR Section 5307 Indio/Cathedral City Palm Springs Obligated Section 5307 Indio/Cathedral City Palm Springs CARES ACT Section 5307 Section 5309 Section 5310 Section 5311 Section 5311 (i) Section 5339 Obligated Section 5339 LCTOP LCTOP Obligated Obligated CMAQ CMAQ Other Revenue Replacement Buses (Battery Electric 2) SL-22-01 $2,000.000 $0 $400,000 $1,600.000 Replacement Buses (Fuel Cell 15) SL-23-02 $15,000,000 $0 $15,000,000 Support Vehicles (5 cars. 1 Truck) SL-22-02 $285,000 $0 $265,000 Facility Improvements SL-23-03 $352.000 $0 $352,000 Hydrogen Station DMslon I SL-22433 $3,500,000 $1,600,000 $1,800,000 $1,900,000 Demolition al Existing Trailers SL-23-04 $80,000 $0 $80,000 Perimeter Fencing Electrolyxer SL-22-04 $300,000 $0 $300,000 Mobile Command Center SL-23-05 $500.000 $0 $100,000 $400,000 Microgrid to Hydrogen Phase III SL-22-05 $3,802,587 $0 $3,802,567 Bus Refurbishment SL-23-06 $2,500,000 $482,129 $17,871 $1,048,769 $951,231 Indio CNG Station Upgrade SL-22-06 $1,500,000 $1,500,000 Sub -total Capital $29,799567 $1,600,000 $0 $1,497,000 $1,982,129 $0 $17,871 $400,000 $2,648,769 $0 $0 $0 $0 10 $1,600,000 $951,231 $0 $0 $0 $0 $20,702567 Total Operating B Capital $72,384,503 $8,562,884 819,064,303 $1.497,000 $1,982,129 $9,037,987 $400,000 87,811,633 $0 $0 8303219 9215,555 81,600,000 80 $0 $0 $958.000 923,585,428 cr fD Summary of Funding Requests in FY2021-2022 Tables Refueled FY2021-2023 Short Range Transit Plan Project Description Total Amount of Funds Total Obligated Amount LTF STA State of Good Repair Measure A Section 5307 Indio/Cathedral City Palm Springs Obligated Section 5307 Indio/Cathedral City Palm Springs Section 5339 CMAQ Section 5311 Section 5311 (p Other Farebox OPERATING Operating Assistance $40,804,070 $0 $21,000,000 $9,037,987 $4,962,864 $303,219 $2,500,000 $3,000,000 Commuter 10 $391,918 $0 $25,709 $215,555 $150,654 Vanpool Program $306,741 $0 $28,741 $278,000 111 Express $600,000 $306,741 $120,000 $480,000 SunRide Ride Share $40,809 $0 $6,800 $34,009 COD Haul Pass $300,000 $0 $300,000 CSUSB Haul Pass $12,207 $200,000 $12,207 Sub -total Operating $42,455,745 $506,741 $21,181,250 $0 $0 $9,037,987 $4,962,864 $0 $0 $792,009 $303,219 $215,555 $2,962,861 $3,000,000 CAPITAL Capital Project Number Total Amount of Funds With Obligated Total Obligated Amount LTF STA State of Good Repair Measure A Section 5307 Indio/Cathedral City Palm Springs Obligated Section 5307 Indio/Cathedral City Palm Springs Section 5339 CMAQ Section 5311 Section 5311 (f) Other Farebox Shop Equipment SL-23-01 $15,000 $0 $15,000 Support Vehicle (Truck) SL-23-02 $135,000 $0 $135,000 Driver Training Facility SL-23-03 $4,000,000 $0 $800,000 $1,600,000 $1,600,000 Guard Shack Upgrade SL-23-04 $100,000 $0 $100,000 Sub -total Capital $4,250,000 $0 $0 $1,050,000 $0 $0 $1,600,000 $0 $1,600,000 $0 $0 $0 $0 $0 Total Operating & Capital $46,705,745 $506,741 $21,181,250 $1,050,000 $0 $9,037,987 $6,562,864 $0 $1,600,000 $792,009 $303,219 $215,555 $2,962,861 $3,000,000 6 m N Summary of Funding Requests in FY2021-2023 Appendix A: SunLine Existing Route Profiles 1115 Route 14 Desert Hot Springs — Palm Springs Route 14 is one of SunLine's most successful routes. This trunk route links the cities of Desert Hot Springs and Palm Springs, connecting to Routes 15, 20, 24, 30, Palm Springs BUZZ, and 111, and linking riders with local shopping centers, schools, the Palm Springs Convention Center, Department of Motor Vehicles, the Employment Development Department, libraries, senior center, theaters, and other services within the communities of Desert Hot Springs and Palm Springs. Route 14 operates with 20-minute frequency during weekday peak periods and 30-minute frequency during weekday evenings. Two Route 14 trips, including the last trip, serve Hacienda Avenue in Desert Hot Springs to meet passenger demand in this area. Additionally, one morning trip is provided to accommodate the volume of school students. DESERT N MISSION LAKES HOT SPRINGS Cs NA PALM SPRINGS z Z V Z aZ it. z•RAMON TWO BUNCH PALMS VISTA CHINO TAHQUITZ z 30 111 BARISTO . DMV J z Z Z PIERSON p HACIENDA DILLON O TIME POINT G TRANSFER '� CITY HALL O LIBRARY 0$ SENIOR CENTER SCHOOL ■ I I SELECTEDTRIP ONLY Hours of Operation Service Span Financial 4:53 AM 11:20 PM Weekdays 5:48 AM 10:41 PM Weekends Frequency 20/30 min 40 min Weekdays (peak/off-peak) Weekends Average Speed Peak Vehicles Annual Route Cost Annual Farebox Route Revenue $3,375,186 $680,986 Cost per Rider $5.81 Subsidy per Rider $4.64 Ridership 15 mph 7 Average Daily Passengers Weekday 1,844 On Time Performance Average Daily Passengers Weekends 1,034 90.4% Annual Passengers Route Total Bidirectional Length (miles) 580,984 Passengers per Hour 20.8 29.42 Passengers per Mile 1.4 Annual Wheelchair Boardings 5,323 429,302 Annual Bicycle Boardings 18,798 Population within .5 mi of stop 32,276 27,996 Jobs within .5 mi of stop 10,711 Annual Revenue Miles Annual Revenue Hours 1116 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, Desert Hot Springs Recreation, schools, and other services within Desert Hot Springs. The most recent Operational Analysis proposed a 30-minute frequency for this route. Frequency changes are under study and are subject to available funding and Board approval. Hours of Operation Service Span Financial 4:54 AM 8:49 PM Weekdays Annual Route Cost $656,493 6:49 AM 7:441 PM Weekends Annual Farebox Route Revenue $136,799 Frequency 60 min Weekdays Cost per Rider Subsidy per Rider $5.60 $4.43 60 min Weekends Average Speed Peak Vehicles LRidership 16 mph 1 Average Daily Passengers Weekday 381 Average Daily Passengers Weekends 187 90.3% Annual Passengers 117,180 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 21.5 15,9 Passengers per Mile 1.3 Annual Revenue Miles Annual Wheelchair Boardings 1,048 87,484 Annual Bicycle Boardings 2,011 Annual Revenue Hours Population within .5 mi of stop 18,004 5,448 Jobs within .5 mi of stop 1,649 4'" ST 'et t DESERT HOT SPRINGS PIERSON TWO BUNCH PALMS 14 20 HACIENDA N A O TIME POINT Q TRANSFER Ift CITY HALL • SENIOR CENTER • LIBRARY 1 SCHOOL DESERT z EDGE DILLON AURORA 9 to z z 1117 Route 20 Desert Hot Springs —Thousand Palms — Palm Desert Route 20 provides limited stop service between Desert Hot Springs and Palm Desert. Route 20 provides residents of Desert Hot Springs and surrounding communities improved access to resources and employment opportunities concentrated toward the center of the Coachella Valley, including the College of the Desert. Route 20 connects with Routes 14, 15, 32, 54, 10 Commuter Link, and 111. O • w 4•r"ST DESERT HOT SPRINGS PIERSON TWO BUNCH PALMS DILLON O TIME POINT Qi TRANSFER �tL CITY HALL �$ SENIOR CENTER • LIBRARY • MALL �C SCHOOL PALM DESERT a Z McCallum 2 z Theatre • i F g.O 21 32 54 111 UNIVERSITY HAHN FRED WARING INDIAN WELLS Hours of Operation Service Span Financial 6:32 AM 7:55 PM Weekdays No weekend service Frequency 60 min Weekdays Annual Route Cost Annual Farebox Route Revenue $432,242 $37,038 Cost per Rider $13.68 Subsidy per Rider $12.51 No weekend service Average Speed Peak Vehicles Ridership 24 mph 2 Average Daily Passengers Weekday 124 Average Daily Passengers Weekends N/A 91.2% Annual Passengers 31,587 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 8.8 48.5 Passengers per Mile 0.37 Annual Revenue Miles Annual Wheelchair Boardings 63 84,780 Annual Bicycle Boardings 736 Annual Revenue Hours Population within .5 mi of stop 21,050 3,582 Jobs within .5 mi of stop 8,436 1118 Route 21 Gerald Ford and Cook — Palm Desert Mall Route 21 provides service to Palm Desert, enabling riders to access the College of the Desert, the McCallum Theater, Palm Desert City Hall, Kaiser Permanente, California State University, San Bernardino — Palm Desert Campus, University of California, Riverside — Palm Desert Campus, Palm Desert High School, Palm Desert Library, major employment sites, medical facilities, and shopping centers. Route 21 connects with Routes 20, 32, 54, 111, and 10 Commuter Link. O TIME POINT Q TRANSFER I CITY HALL O SENIOR CENTER © LIBRARY ® POST OFFICE t SCHOOL © MALL PALM DESERT NA TOWN CENTER College of the Desert McCallum Theater \kAHN 20 32 54 111 DMV • GERALD FORD UNIVERSITY BERGER CSUSB ▪ UCR COUNTRY CLUB 0 0 V HOVLEY MERLE FRED WARING HWY 111 SAN PABLO Brandman Unviersity INDIAN WELLS Hours of Operation Service Span Financial 11:00 AM 3:50 PM Weekdays No weekend service Frequency 60 min Weekdays Annual Route Cost Annual Farebox Route Revenue $161,073 $15,093 Cost per Rider $12.33 Subsidy per Rider $11.18 No weekend service Average Speed Peak Vehicles Ridership 14 mph 1 On Time Performance Average Daily Passengers Weekday Average Daily Passengers Weekends 90.9% Annual Passengers Passengers per Hour Route Total Bidirectional Length (miles) 51 N/A 13,068 9.8 13.8 Passengers per Mile Annual Revenue Miles 0.7 Annual Wheelchair Boardings 80 18,391 Annual Bicycle Boardings Annual Revenue Hours 284 Population within .5 mi of stop 16,593 1,334 Jobs within .5 mi of stop 10,768 x c a) a a 1119 Route 24 Palm Springs Route 24 offers service in Palm Springs with connections to Routes 14, 30, 32, Palm Springs BUZZ, and 111. 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 centers. ROSA PARKS STEVENS O TIME POINT J TRANSFER m CITY HALL ®S SENIOR CENTER • LIBRARY al HOSPITAL yr SCHOOL SELECTED TRIP WEEKDAY ONLY SAN RAFAEL RACQUET CLUB • O• w� m vi � VISTA CHINO TACHEVAH BARISTO PALM SPRINGS N A Palm Springs International Airnor Riverside County Family Health Center RAMON INTERLINES WITH 32 SUNNY DUNES A Hours of Operation Service Span Financial 6:10 AM 8:25 PM 6:18 AM 7:38 PM Weekdays Weekends Annual Route Cost Annual Farebox Route Revenue $1,539,296 $206,797 Frequency 40 min Weekdays Cost per Rider Subsidy per Rider $8.73 $7.56 60 min Weekends Average Speed Peak Vehicles Ridership 11 mph 5 Average Daily Passengers Weekday 581 Average Daily Passengers Weekends 263 90.4% Annual Passengers 176,322 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 13.8 20.3 Passengers per Mile 1.03 Annual Revenue Miles Annual Wheelchair Boardings 1,428 171,466 Annual Bicycle Boardings 5,868 Annual Revenue Hours Population within .5 mi of stop 23,624 12,760 Jobs within .5 mi of stop 12,548 1120 Route 30 Cathedral City— Palm Springs Route 30 is one of SunLine's most successful routes. Route 30 is a trunk route providing service between the cities of Cathedral City and Palm Springs. Riding Route 30 provides customers with access to the Palm Springs International Airport, Palm Springs City Hall, Social Security Administration, public libraries, city halls, senior centers, schools, shopping centers, and various industrial parks. It operates with 20-minute frequency during weekday peak periods, connecting to Routes 14, 24, 32, Palm Springs BUZZ, and 111. The most recent Operational Analysis proposed a 15-minute frequency for this trunk route. Frequency changes are under study and are subject to available funding and Board approval. BARISTO z } u a a INDIAN CYN 'O N a a RAMON PALM SPRINGS O TIME POINT Q TRANSFER W CITY HALL O$ SENIOR CENTER O LIBRARY ® POST OFFICE IX SCHOOL BARISTO u w TAHQUITZ RAMON Social Security Office Q W DINAH SHORE VICTORIA I� CATHEDRAL CITY Hours of Operation Service Span Financial 5:40 AM 10:440 PM 6:15 AM 9:41 PM Weekdays Weekends Annual Route Cost Annual Farebox Route Revenue $3,095,564 $725,263 Frequency 20 min Weekdays Cost per Rider Subsidy per Rider $5.02 $3.84 40 min Weekends Average Speed Peak Vehicles Ridership 11 mph 5 Average Daily Passengers Weekday 1,941 Average Daily Passengers Weekends 1,131 89.0% Annual Passengers 616,319 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 24.0 19.3 Passengers per Mile Annual Revenue Miles 2.31 Annual Wheelchair Boardings 4,792 267,281 Annual Bicycle Boardings 20,864 Annual Revenue Hours Population within .5 mi of stop 35,632 25,674 Jobs within .5 mi of stop 12,274 1121 Route 32 Palm Springs — Cathedral City —Thousand Palms —Rancho Mirage — Palm Desert Route 32 links Palm Springs, Cathedral City, the unincorporated community of Thousand Palms, Rancho Mirage, and Palm Desert. The route connects with Routes 14, 20, 21, 24, 30, 54, and 111. Riders can access schools and various retail centers along Ramon Road in 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 Z PALM SPRINGS N A O TIME POINT Q TRANSFER ® MALL © HOSPITAL O LIBRARY I21 POST OFFICE • SCHOOL w 30 CATHEDRAL CITY w a RANCHO MIRAGE PALM DESERT 0 x m 0 m ROUTE 32 A THOUSAND PALMS Bus Stops it4161#426 Ramon i® Haskell SUNLINE: .� 2 OFFICE' 5 6 o Bus Stops tel l THOUSAND PALMS RAMON SunLine's Main Offices 32505 Harry Oliver Trail DINAH SHORE �J WLu COO MONTERE COUNTRY CLUB HAHN College of the Desert McCallum Theater 0 FRED WARING HWY 111 Hours of Operation Service Span Financial 5:05 AM 10:40 PM 6:54 AM 10:48 PM Weekdays Weekends Frequency 50 min 60min Weekdays Weekends Average Speed Peak Vehicles Annual Route Cost Annual Farebox Route Revenue $2,032,656 $292,978 Cost per Rider $8.12 Subsidy per Rider $6.95 Ridership 17 mph 3 Average Daily Passengers Weekday 791 Average Daily Passengers Weekends 452 88.9% Annual Passengers 250,298 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 14.8 40.4 Passengers per Mile 0.9 Annual Revenue Miles • Annual Wheelchair Boardings 1,808 279,553 Annual Bicycle Boardings 11,081 Annual Revenue Hours 16,865 Population within .5 mi of stop 37,340 Jobs within .5 mi of stop 14,609 1122 Route 54 Palm Springs — 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, and the Indian Wells Tennis Gardens. Route 54 connects with Routes 20, 21 32, 70, 80, 81, 91, 111, and 10 Commuter Link at Westfield Palm Desert Mall, Fred Waring at Washington, and Highway 111 at Flower. Hours of Operation Service Span Financial 5:55 AM 7:55 PM Weekdays Annual Route Cost No weekend service Annual Farebox Route Revenue Frequency $812,514 $91,889 Cost per Rider $10.24 45 min Weekdays Subsidy per Rider $9.08 No weekend service Average Speed Peak Vehicles Ridership 17 mph 2 Average Daily Passengers Weekday 312 Average Daily Passengers Weekends N/A 83.6% Annual Passengers 79,314 Passengers per Hour 11.8 24.8 Passengers per Mile 0.7 Annual Wheelchair Boardings 455 113,483 Annual Bicycle Boardings 2,331 Population within .5 mi of stop 38,468 6,733 Jobs within .5 mi of stop 14,298 On Time Performance Route Total Bidirectional Length (miles) Annual Revenue Miles Annual Revenue Hours TOWN CENTER MONTEREY College of the Desert McCallum Theater © O S.0 OO Y PALM INDIAN DESERT WELLS FRED WARING O TIME POINT © LIBRARY Q TRANSFER O SENIOR CENTER 1ft CITY HALL ® MALL SCHOOL SHINGTON Social Services Workforce Development Center QUINTA LL INDIO College of the Desert Indio Campus co VO REQUA HWY 111 Z^ 0 g 10 a 80 81 91 111 1123 Route 70 La Quinta — Palm Desert— Indian Wells — Bermuda Dunes COUNTRY CLUB A HARRIS.; .r BERMUDA DUNES PALM Route 70 offers bus service to DESERT 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 Route 70 to Route 111 can be made on Highway 111 at Adams Street and transfers from Route 70 to Route 54 can be made on Washington Street at Fred Waring Drive. FRED WARING INDIAN WELLS HWY 717 z 0 z O TIME POINT Q TRANSFER • CITY HALL ® POST OFFICE O LIBRARY QS SENIOR CENTER 4Por SCHOOL z O w cc co O SINALOA BERMUDAS MADRID z O l~7 z MILES BLACKHAWK ■ TAMPICO LA QUINTA COVE Hours of Operation Service Span Financial 5:15 AM 8:45 PM Weekdays Annual Route Cost $1,168,833 5:15 AM 9:28 PM Weekends Annual Farebox Route Revenue $189,151 Frequency 45 min Weekdays Cost per Rider Subsidy per Rider $7.16 $6.00 90 min Weekends Average Speed Peak Vehicles Ridership 13 mph 3 Average Daily Passengers Weekday 554 On Time Performance Average Daily Passengers Weekends 207 91.0% Annual Passengers 163,252 Route Total Bidirectional Length (miles) Passengers per Hour 16.9 19.5 Passengers per Mile Annual Revenue Miles Annual Revenue Hours 1.3 Annual Wheelchair Boardings 507 129,249 Annual Bicycle Boardings 7,550 Population within .5 mi of stop 29,299 9,687 Jobs within .5 mi of stop 5,958 1124 Route 80 Indio Route 80 operates in a clockwise loop serving residents 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. Three afternoon trips to Shadow Hills High School on Jefferson Street at Avenue 39 are provided. Route 80 connects to Routes 54, 81, 90, 91, 10 Commuter Link, and 111 at the transfer location on Highway 111 at Flower Street. AVE 38 °EmsAVE 39 *i v INDIO O TIME POINT Q TRANSFER © HOSPITAL O SENIOR CENTER SCHOOL 1 ■ I SELECTED TRIP ONLY • • • • Z. O Q. • AVE 40 • • • • • • • 0 N A AVE 41 cc z 0 AVE 42 Social Services Workforce Development Center 54 81>- Indio Teen z Center In Q • •< AVE 46 z z J L) © DR CARREON Riverside County Family Health Center ▪ 111111111 GOLF CNTR PKWY AVE 44 -4— ■ ■■■■■■■■■■■ DMV ■ SunLine's Indio Facility 9 AVE 48 0 2 Q 7 m Hours of Operation Service Span i Financial 6:00 AM 8:45 PM 6:00 AM 8:45 PM Weekdays Weekends Frequency 30 min Weekdays Annual Route Cost $1,093,403 Annual Farebox Route Revenue $237,025 Cost per Rider $5.37 Subsidy per Rider $4.21 60 min Weekends Average Speed Peak Vehicles Ridership 12 mph 5 Average Daily Passengers Weekday Average Daily Passengers Weekends 89.8% Annual Passengers On Time Performance Route Total Bidirectional Length (miles) 11.02 Annual Revenue Miles 105,020 Annual Revenue Hours 684 275 203,664 Passengers per Hour 22.5 Passengers per Mile 1.9 Annual Wheelchair Boardings 1,819 Annual Bicycle Boardings 4,028 Population within .5 mi of stop 46,613 9,061 Jobs within .5 mi of stop 10,514 1125 Route 81 Indio Route 81 is a loop route that operates counter -clockwise and provides transit service to residents of Indio, enabling passenger access to John F. Kennedy Memorial Hospital, Riverside County Fair and National Date Festival, Employment Development Department, Social Security Administration, College of the Desert —Indio campus, Riverside County social services offices, Department of Motor Vehicles, Coachella Valley Cultural Museum, the Indio transportation center, community centers, library, schools, and shopping centers. Three morning trips to Shadow Hills High School on Jefferson Street at Avenue 39 are provided. Route 81 connects to Routes 54, 80, 91, 111, and 10 Commuter Link at the transfer location on Highway 111 at Flower Street. AVE 38 F O AVE 39 "o LL o INDIO o TIME POINT a TRANSFER Ift CITY HALL Q SENIOR CENTER ® MALL © HOSPITAL SCHOOL ■ I 1 SELECTEDTRIP ONLY AVE 40 f Sodal Services Workforce Development Ceps r• AVE 41 f GOLF CENTER P ....DMV Indio Transportation Center HWY 111 & FLOWER SonLine's Indio Facility Hours of Operation Service Span Financial 5:25 AM 8:15 PM 5:25 AM 8:15 PM Weekdays Weekends Annual Route Cost Annual Farebox Route Revenue $682,616 $103,584 Frequency 60 min Weekdays 60 min Weekends Average Speed Peak Vehicles Cost per Rider Subsidy per Rider Ridership $7.69 $6.52 10 mph 4 Average Daily Passengers Weekday 298 Average Daily Passengers Weekends 119 90.6% Annual Passengers 88,736 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 15.7 8.71 Passengers per Mile 1.7 Annual Revenue Miles Annual Wheelchair Boardings 603 53,409 Annual Bicycle Boardings 974 Annual Revenue Hours Population within .5 mi of stop 30,954 5,660 Jobs within .5 mi of stop 8,085 1126 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 80, 91, 95, and 111 occur at the transfer location on 5th Street at Vine Avenue in Coachella and on Doctor Carreon Boulevard at Van Buren Street in Indio. x c a) a a INDIO 80 z 0 u O TIME POINT Q TRANSFER it CITY HALL COA CHELLA Hours of Operation Service Span Financial 5:00 AM 9:52 PM 5:00 AM 8:52 PM Weekdays Weekends Annual Route Cost Annual Farebox Route Revenue $724,425 $85,750 Frequency 60 min Weekdays Cost per Rider Subsidy per Rider $9.94 $8.76 60 min Weekends Average Speed Peak Vehicles Ridership 13 mph 1 Average Daily Passengers Weekday 214 Average Daily Passengers Weekends 170 92.3% Annual Passengers 72,872 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 12.1 12.96 Passengers per Mile 0.9 Annual Revenue Miles Annual Wheelchair Boardings 624 78,800 Annual Bicycle Boardings 1,339 Annual Revenue Hours Population within .5 mi of stop 40,099 6,012 Jobs within .5 mi of stop 5,865 1127 Route 91 Indio — Coachella — Thermal — Mecca — Oasis Route 91 links 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, 10 Commuter Link, and 111 at the transfer location on 5th Street and Vine Avenue in Coachella and on Highway 111 and Flower Street in Indio. Passengers have access to employment sites, medical facilities, and shopping centers. Route 91 provides direct service to College of the Desert's East Valley Campus in Mecca. Route 91 also provides selected early, midday, and late night trips to Highway 111 and Flower to meet passenger demand in this area. INDIO HWY111& Q HWY111&FLOWER MARILYN ri I. • SunLine's Indio Facility z w i o 20 • z .C" *F AVE 54 OASIS 'Sy 9yk0. 2 Mountain yi Estates O TIME POINT Q TRANSFER ® POST OFFICE © MEDICAL • SCHOOL ■ I I SELECTEDTRIP ONLY COACHELLA AIRPORT BLVD Torres -Martinez Helath Center AVE 66 MARTINEZ 0 AVE 70 COD Mecca/Thermal r mnu, AVE 62 COD Mecca/Thermal AVE 58 AVE 62 MECCA 5th Riverside County: Library &; Family Health Center. HOME Hours of Operation Service Span Financial 4:48 AM 10:20 PM Weekdays 5:30 AM 10:40 PM Weekends Frequency Annual Route Cost Annual Farebox Route Revenue $2,082,181 $182,625 Cost per Rider $13.26 60 min Weekdays Subsidy per Rider $12.10 60 min Weekends Average Speed Peak Vehicles Ridership 19 mph 3 Average Daily Passengers Weekday 503 Average Daily Passengers Weekends 270 89.8% Annual Passengers 157,058 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 9.1 51.11 Passengers per Mile 0.5 Annual Revenue Miles Annual Wheelchair Boardings 384 315,323 Annual Bicycle Boardings 2,618 Annual Revenue Hours Population within .5 mi of stop 31,866 17,279 Jobs within .5 mi of stop 5,662 1128 Route 95 Coachella — Mecca — North Shore Route 95 serves Coachella and the unincorporated communities of Mecca and North Shore. Route 95 serves the College of the Desert's East Valley Campus in Mecca. Passengers on Route 95 are able to connect to Routes 90, 91, and 111 at the transfer location on 5th Street and Vine Avenue in Coachella. Service allows passengers to access employment sites, medical facilities, and shopping centers. AVE 70 cc / .. � .IL.71 AVE50 90 91 111 COACHELLA AVE 52 THERMAL AVE 72 VCZ& a Fk WINDLASS NORTH SHORE c O TIME POINT Q TRANSFER O MEDICAL 'e[ SCHOOL SELECTEDTRIP ONLY V w AVE 57 Riverside County Library and Family Health Center COD Mecca/Thermal Camous ■ AVE 62 Z J MECCA 5th HOME AVE66 6' 4y70 o, 4`F�o NORTH SHORE Hours of Operation Service Span Financial 4:15 AM 4:15 AM 10:00 PM 10:00 PM Weekdays Weekends Annual Route Cost Annual Farebox Route Revenue $764,117 $34,036 Frequency 180 min Weekdays 180 min Weekends Average Speed Peak Vehicles Cost per Rider Subsidy per Rider Ridership $26.50 $25.32 19 mph 1 Average Daily Passengers Weekday 85 Average Daily Passengers Weekends 65 87.4% Annual Passengers 28,840 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 4.5 52.49 Passengers per Mile 0.2 Annual Revenue Miles • Annual Wheelchair Boardings 130 115,773 Annual Bicycle Boardings 788 Annual Revenue Hours Population within .5 mi of stop 18,910 6,390 Jobs within .5 mi of stop 1,960 1129 Route 111 Palm Springs —Cathedral City— Rancho Mirage — Palm Desert— Indian Wells — La Quinta —Indio—Coachella Route 111 is SunLine's highest ridership 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, and educational and medical institutions. Connecting routes include Routes 14, 20, 21, 24, 30, 32, 54, 70, 80, 81, 90, 91, 95, Palm Springs BUZZ, and 10 Commuter Link at transfer locations at Westfield Palm Desert Mall, 5th Street at Vine Avenue, Highway 111 at Flower Street, Highway 111 at Adams Street, B Street at Buddy Rogers Avenue, Indian Canyon Drive at Ramon Road, and Palm Canyon Drive at Stevens Road. The most recent Operational Analysis proposed a 15-minute frequency for this trunk route. Frequency changes are under study and are subject to available funding and Board approval. Hours of Operation Service Span Financial 5:00 AM 11:05 PM 5:30 AM 11:05 PM Weekdays Weekends Frequency 20/30 min Weekdays (peak/off-peak) 20/30 min Weekends Average Speed Peak Vehicles Annual Route Cost Annual Farebox Route Revenue $8,171,197 $1,656,347 Cost per Rider $5.78 Subsidy per Rider Ridership $4.61 15 mph 14 Average Daily Passengers Weekday Average Daily Passengers Weekends 81.2% Annual Passengers On Time Performance Route Total Bidirectional Length (miles) 60.0 Annual Revenue Miles 1,006,510 Annual Revenue Hours 4,219 3,131 1,412,920 Passengers per Hour 20.8 Passengers per Mile 1.4 Annual Wheelchair Boardings 10,739 Annual Bicycle Boardings 58,828 Population within .5 mi of stop 80,134 67,814 Jobs within .5 mi of stop 36,698 VISTA CHINO STEVENS 24 PS BUZZ> BARISTO PALM SPRINGS yN CATHEDRAL CITY CATHEDRAL CITY fft RANCHO MIRAGE O TIME POINT O LIBRARY Q TRANSFER ® MALL i[ CITY HALL O SENIOR CENTER Q HOSPITAL l SCHOOL PAL DESER College ofthe Desert McCallumTheater PALM DESERT INDIAN LA WELLS QUINT Bus stops s704 & #980 at Hwy 111 & La Quinta Ctr Dr are also served by AMTRAK FRED WARING ■ Larson Justiceanter O HWY 111 INDIO INDIO HWY 111 & FLOWER SunLine`s Indio Facility 20 0 A `LO 10 54 80 81 91 i COACHELLJ COACHELLA 1130 10 Commuter Link Indio —Palm Desert —Beaumont —San Bernardino The 10 Commuter Link provides service between the Coachella Valley and San Bernardino. The route is 92 miles, with two stops in the Coachella Valley at the SunLine Indio facility and the California State University, San Bernardino — Palm Desert Campus. The route continues, stopping in Beaumont at 2nd Street and Commerce Way, California State University, San Bernardino main campus, and at the San Bernardino Transit Center and Metrolink station. Compared to the Riverside station, more than twice the number of trains serve the San Bernardino station. At the Beaumont bus stop, passengers will be able access buses connecting to Cabazon, University of California, Riverside, Riverside University Health Center, Kaiser Hospital, VA Hospital, Loma Linda Medical Center, and numerous destinations served by RTA, Beaumont Transit, and Banning Transit. The Beaumont bus stop is not a timed transfer point for SunLine's 10 Commuter Link because of unpredictable freeway travel time variability. However, with the use of real-time passenger information, passengers traveling between any of the above -mentioned destinations can transfer between SunLine, RTA, Beaumont Transit, and Banning Transit routes if the timing is right. Passengers can also use a transportation network service such as Lyft or Uber, taxi service, 0-Cal State University San Bernardino a bicycle, or some other mode for a faster trip to CBDBB) sl//IL�/le SBG TRANSIT AGENCY those respective destinations. Merrell"" The 10 Commuter Link bus stop in Beaumont also enables residents of the PASS area, San Jacinto, Hemet, and Moreno Valley to travel to California State University, San Bernardino and University of California, Riverside — Palm Desert Campuses, and other employment centers in Coachella Valley. 2nd & Commerce BEAUMONT A PALM DESERT Cal State University San Bernardino Palm Desert (CSUSB-PD) INDIO SunLine Indio Facility Hours of Operation Service Span Financial 5:20 AM 8:00 PM Weekdays Annual Route Cost No weekend service Annual Farebox Route Revenue Frequency N/A N/A Cost per Rider N/A 8 trips Weekdays Subsidy per Rider N/A No weekend service Ridership Average Speed Peak Vehicles 46 mph 2 Average Daily Passengers Weekday N/A On Time Performance Average Daily Passengers Weekends N/A N/A Annual Passengers N/A Route Total Bidirectional Length (miles) Passengers per Hour N/A 183.9 Passengers per Mile N/A Annual Revenue Miles Annual Wheelchair Boardings N/A 191,556 Annual Bicycle Boardings N/A Annual Revenue Hours Population within .5 mi of stop 5,759 5,915 Jobs within .5 mi of stop 2,177 1131 Route Palm Springs BUZZ Palm Springs Palm Springs BUZZ offers free service in Palm Springs with connections to Routes 14, 24, 30, and 111 at transfer locations at Indian Canyon Drive at Ramon Road and Palm Canyon Drive at Stevens Road. The Palm Springs BUZZ links riders to hotels, shopping, entertainment, and restaurant destinations. The Palm Springs BUZZ route currently has service from Thursday through Saturday with hours of operation from midday to late evening. BUZZ service will be discontinued in January 2021 due to a funding shortfall stemming from the COVID-19 crisis. Hours of Operation Service Span Financial 12:00 PM 10:10 PM Thu -Sat Annual Route Cost $272,108 Annual Farebox Route Revenue $38,188 Frequency 20 min Thu -Sat Average Speed Peak Vehicles Cost per Rider Subsidy per Rider Ridership $8.13 $6.99 10 mph 3 Average Daily Passengers Weekday 472 Average Daily Passengers Weekends 395 N/A Annual Passengers 33,475 On Time Performance Route Total Bidirectional Length (miles) Passengers per Hour 15.1 50.0 Passengers per Mile 1.5 Annual Revenue Miles Annual Wheelchair Boardings 8 22,623 Annual Bicycle Boardings Annual Revenue Hours Population within .5 mi of stop 11,561 2,224 Jobs within .5 mi of stop 8,034 N. INDIAN CANYON w 0 •N. • LAO • N. MUSEUM • • z alsr w w 7 0 S. CERRITOS SMOKETREE S. SUNRISE z 0 >- U PALM CANYON iGRATIS! h%yY PALM SPRINGS PS BUZZ O TIME POINT O NOTTHURSDAYS • BUS STOP •• THURSDAYS ONLY 1132 Appendix B: Refueled Route Profiles SunLine Refueled is a long-term vision to enhance local bus service. It will be implemented as new and sustainable funding sources are identified as regional population grows. To support this long-term vision, planning for transit -supportive land uses and access to the regional non - motorized trail system needs to start now through a collaborative regional planning process. This redesign plan consolidates SunLine's existing 16 routes into 11 routes supplemented by microtransit service. While implementation of these recommendations is contingent on transit demand and recovery from the COVID-19 pandemic, this streamlined route system can help capture new riders and expand transit market share. I • � , .K7: Route 111X Faster trips and more frequent service are top improvement priorities for SunLine customers. The purpose of Route 111X is to provide faster travel times between key stops and one additional weekday trip per hour in the corridor. Route 111X will provide more rapid service with limited stops along the existing Route 111. Route 111X will operate along Highway 111, originating in Palm Springs and ending in Indio. The bus will travel along Highway 111 for a majority of the route and only deviate twice —to provide service to the bus stop at B Street at Buddy Rogers and the bus turns and to operate along Fred Waring Drive to provide service to an already established bus stop and a high -density area. In the short term, Route 111X will provide more rapid service between key stops along the existing Highway 111. This will reduce travel times for customers riding long distances through the SunLine system. Over the long term, this service may lay the groundwork for regional bus rapid transit service in the corridor. Improved bus stop amenities, TSP, and queue jumps will improve the rider experience and reliability. Route and Stop Locations The service should run on the following streets: » » » Highway 111: Golf Center Parkway to Washington Street Washington Street: Highway 111 to Fred Waring Drive Fred Waring Drive: Washington Street to Highway 111 Highway 111: Fred Waring Drive to Gene Autry Trail Highway 111B (Palm Canyon Drive): Gene Autry Trail to Ramon Road There are five proposed stops for Route 111X. These stops were chosen based on both location and ridership. The stops are: » South Palm Canyon at Ramon (Palm Springs) » B Street at Buddy Rogers (Cathedral City) » Fred Waring at Monterey (Palm Desert) » Highway 111 at Adams (La Quinta) » Highway 111 at Golf Center (Indio) i New Description Express Service Implementation January 2021 Weekday frequency (mins) 60 Peak service hours 12 Off-peak service hours 0 Weekend frequency 0 Peak buses (number) 3 Annual revenue miles 139,150 Annual revenue hours 7,130 RAMON z z 0 U F J PALM SPRINGS B ST® IMP PROPOSED ROUTE • STOP Q[ CITY HALL SENIOR CENTER CI MALL UJ W c5 0 } 0 0 VAN FLEET HWY 111 RANCHO MIRAGE m c a a a PALM DESERT z w MONTEREY 0 INDIAN WELLS HWY 11 HWY 111 LA 1 QUINTA N 1135 Route 111 During the Phase I transition to the Refueled transit network, this route would be unchanged. During the Phase II service enhancement phase, Route 111 frequencies would improve to 20 minutes all day during weekdays. On the weekends, it would operate every 20 minutes. Description Baseline Existing Route 111 PhaseI No change from existing service Phase II Phase I plus 20-minute all -day weekday service Weekday Peak frequency 20 20 20 Peak service hours 13 13 16 Off-peak frequency (mins) Off-peak service hours 30 3 30 3 0 0 Weekend Frequency 20 20 20 Service hours 16 16 16 Service Summary Peak buses 14 14 14 Change from previous — 0 0 Annual revenue miles 1,006,510 1,006,510 1,006,510 Change from previous 0 87,300 Annual revenue hours 67,814 67,814 72,820 Change from previous — 0 5,006 VISTA CHINO I© A BST®$ N cc W W (� J oW z rj 0 RANCHO MIRAGE 41 PROPOSED ROUTE • ROUTE SEGMENT REMOVED CO HOSPITAL ]t[ CITY HALL 7S- SCHOOL © LIBRARY ® SENIOR CENTER ®M MALL TOWN CENTER PALM DESERT FRED WARINGdi INDIO HUViYiME INDIAN Hw.viirirl'Is\cp� o WELLS F, -G MONTEREY LA QUINTA COACHELLA z 0 tn 1136 Route 2 In the Phase I transition to the Refueled transit network, combine existing Routes 14 and 30 between Desert Hot Springs and Cathedral City into one route and maintain existing frequencies. This new Route 2 is realigned in downtown Palm Springs. This realignment may require adding and removing bus stops. During the Phase II service enhancement phase, improve frequencies to every 15 minutes during morning and afternoon peak periods and every 20 minutes during off-peak midday and night periods. On weekends, Route 2 would operate every 40 minutes. Route 2 eliminates the transfer for travel between Desert Hot Springs, Palm Springs, and Cathedral City. It serves more transit - supportive land uses and connects to Route 111, Route 3, and Route 4. DESERT HOT SPRINGS ,ffi TWO BUNCH PALMS PALM SPRINGS PALM CANYON INDIAN CANYON BARISTO O z J uJ w 9 w PROPOSED ROUTE • ROUTE SEGMENT REMOVED i POST OFFICE f CITY HALL Air SCHOOL © LIBRARY ©5 SENIOR CENTER MISSION LAKES PIERSON VISTA CHINO TAHQUITZ CANYON DINAH SHOREa VICTORIA PEREZ BST A Occ W J CATHEDRAL 'ZOZ CITY ir RAMON A N Description Baseline Existing Route 14 and Route 30 PhaseI Implement Route 2 with 20-minute peak, 40-minute off-peak weekday, and 40-minute weekend service Phase II Phase I plus 15-minute peak service and 20-minute off-peak weekday service Weekday Peak frequency Peak service hours Off-peak frequency (mins) Off-peak service hours 20 20 15 12 12 6 40 6 40 6 20 12 Frequency 40 40 40 Service hours 17 17 17 Peak buses 11 11 15 Change from previous 11 4 Annual revenue miles 696,583 664,920 840,490 Change from previous -31,663 175,570 Annual revenue hours Change from previous 53,670 50,380 63,680 -3,290 13,300 IG..-�dt7: 1137 Route 3 In Phase I, rename existing Route 15 to Route 3. In Phase II, improve peak weekday frequencies to 30 minutes. During the weekday off-peak midday and night periods, Route 3 would operate every 60 minutes. On weekends, it would operate every 60 minutes. This route will continue to serve Desert Edge and Desert Hot Springs and will connect to Route 2. Description Baseline Existing Route 15 PhaseI No change to baseline Phase II Phase I plus 30-minute weekday peak Weekday Peak frequency Peak service hours 60 12 60 12 30 6 Off-peak frequency (mins) Off-peak service hours 60 6 60 6 60 12 Weekend Frequency Service hours 60 14 60 60 14 14 Service Summary Peak buses 1 1 2 Change from previous O 1 Annual revenue miles 87,484 87,484 121,760 Change from previous O 34,276 Annual revenue hours 5,448 5,448 7,370 Change from previous O 1,922 4TH ST DESERT HOT SPRINGS PIERSON HACIENDA TWO BUNCH PALMS H PROPOSED ROUTE f CITY HALL Tor SCHOOL © LIBRARY 0$ SENIOR CENTER DESERT EDGE DILLON ssssessamiwaiimi?"= Or AU z U (9 z O J A 1138 1 I .. .K7:a Page left blank intentionally. 1139 Route 4 In Phase I, combine and rename existing Routes 24 and 32 to connect Palm Springs with Palm Desert Town Center Mall. Route 4 would create direct service between North Palm Springs and downtown Palm Springs. It would eliminate transfers to Thousand Palms. This realignment may require adding and removing bus stops. In Phase II, improve service headways to 30 minutes during morning and afternoon peak periods. Description Baseline Existing Route 24 and Route 32 PhaseI Implement Route 4 with 40-minute weekday and 60-minute weekend service Phase II Phase I plus 30-minute weekday peak service Weekday Peak frequency 40 40 30 Peak service hours 17 17 6 Off-peak frequency (mins) Off-peak service hours Weekend 0 0 0 40 0 11 Frequency 60 60 60 Service hours 15 15 15 Service Summary Peak buses 8 6 8 Change from previous -2 2 Annual revenue miles 451,019 451,019 491,800 Change from previous 6,131 6,131 Annual revenue hours 29,625 29,625 34,820 Change from previous 2,735 2,460 1140 RADIO �Py � z 0 z U z o Q o Z_ ROSA PARKS TACHEVAH PALM SPRINGS w cn 1 z N I ._ EE SAN RAFAEL o E a Q • RAQUET CLUB °,z 0 • Q • • • • VISTA CHINO 0 C \u yG AVE3oTH TAHQUITZ\per BARISTO CANYON %MISSION m c a a a J w CC PALM SPRINGS THOUSAND PALMS r••• SUNNY DUNES > J En Q U DINAH SHORE CATHEDRAL PROPOSED ROUTE CITY RANCHO • ROUTE SEGMENT REMOVED Q MIRAGE POST OFFICE © HOSPITAL 3Q SCHOOL 1M MALL RAMON COUNTRY CLUB w a PALM DESERT w MONTEREY 0 mLIJ O CO w U z O FRED WARING E HWY 111 1141 Route 5 During Phase I implementation, combine existing Routes 20 and 21 to provide 60-minute weekday peak express service between Desert Hot Springs and Palm Desert Town Center Mall. In Phase II, improve Route 5 service frequencies to provide 40-minute weekday peak express service. This route serves the California State University, San Bernardino — Palm Desert Campus and connects to Route 111. Description Baseline Existing Route 20 and Route 21 PhaseI Implement Route 5 with 60-minute weekday peak service Phase II Phase I plus 40-minute weekday service Weekday Peak frequency 60 Peak service hours 6 Off-peak frequency (mins) 0 60 6 0 40 6 0 Off-peak service hours Frequency Service hours 0 0 0 Service Summary Peak buses Change from previous Annual revenue miles Change from previous 3 3 4 0 1 103,171 73,180 109,770 29,991 36,590 Annual revenue hours 4,916 4,916 5,420 Change from previous -1,306 1,810 1142 (!) 1- U 1- U 5TH ST DESERT 4TH ST HOT • PIERSON SPRINGS PROPOSED ROUTE • ROUTE SEGMENT REMOVED Q[ CITY HALL Air SCHOOL ® LIBRARY OF MALL PALM DESERT FRED WARING TOWN CENTER O O U 1143 Route 6 In the Phase I transition to the Refueled transit network, extend existing Route 54 to 5th Street in Coachella to create the new Route 6 as part of a simplified network in Indio and Coachella. This route extension may require adding and removing bus stops. Service headways would change in Phase II with 30-minute headways during morning and afternoon weekdays. There would be no weekend service. Route 6 connects multiple communities and reduces transfers. It connects to Route 111 and Route 8. Description Baseline Existing Route 54 Phase) Implement Route 6 with 45-minute weekday service Phase II Phase I plus 30-minute weekday peak service Weekday Peak frequency 45 45 Peak service hours 14 14 30 6 Off-peak frequency (mins) Off-peak service hours 0 0 0 0 45 8 Weekend Frequency 0 O 0 Service hours 0 O 0 Service Summary Peak buses 2 4 5 Change from previous 2 1 Annual revenue miles 113,483 171,950 208,150 Change from previous — 58,467 36,200 Annual revenue hours 6,733 11,600 14,050 Change from previous 4,867 2,450 TOWN CENTER MONTEREY ©11 Jl1 PALM DESERT 0 0 v INDIAN WELLS WASHINGTON LA QUINTA limo PROPOSED ROUTE • ROUTE SEGMENT REMOVED — CONNECTING ROUTE (shown for reference) fit CITY HALL Ter SCHOOL © LIBRARY ® SENIOR CENTER (M MALL JEFFERSON HOOVER REQUA AVE 46 DR CARREON z z O 5 Z J _1 v < w O z 0 z INDIO N Z Q Si 0 AVE 42 RING HWY 111 AVE 48 0 AVE51 U z 0 AVE 50 �cp� F COACHELLA 1144 1 I .. .K7:a Page left blank intentionally. 1145 Route 7 In Phase I, existing Route 70 would be maintained in the Refueled transit system as Route 7. In Phase II, service headways would improve to every 30 minutes during morning and afternoon peak periods. On weekends, it would operate every 90 minutes. Route 7 provides local bus connectivity and coverage to La Quinta, Palm Desert, Indian Wells, and Bermuda Dunes. It connects to Route 111 and Route 6. Description Baseline Existing Route 70 PhaseI Baseline service Phase II Phase I plus weekday 30-minute peak service Weekday Peak frequency 45 45 30 Peak service hours 16 16 6 Off-peak frequency (mins) Off-peak service hours 0 0 0 0 45 10 Weekend Frequency 90 90 90 Service hours 17 17 17 Service Summary Peak buses 3 3 3 Change from previous O 0 Annual revenue miles 129,249 129,249 153,830 Change from previous O 24,581 Annual revenue hours 9,687 9,687 11,050 Change from previous O 1,363 1146 HARRIS BERMUDA DUNES PALM DESERT FRED WARING INDIAN WELLS 0 PROPOSED ROUTE II CITY HALL r SCHOOL © LIBRARY ® SENIOR CENTER ® COUNTRY CLUB N CC D N CC z 0 W < = m CC z TAMPICO N Offi cL aim SINALOA W ©S MILES A' AVE 47 MADRID WASHINGTON LA QUINTA COVE 1147 Route 8 For the Phase I transition to Refueled, combine portions of existing Routes 80, 81, 90, and 91 in Indio, Coachella, Thermal, and Mecca to improve operational efficiency and route directness and to make SunLine's system easier to navigate. This new route may require adding and removing bus stops. Phase I service would be implemented with 40-minute weekday service. On weekends, it would operate every 60 minutes. In Phase II, service headways would improve to every 40 minutes on weekends. Route 8 would connect to Route 111, Route 6, and Route 9. It would reduce the need to transfer for travel between Mecca, Coachella, Thermal, and Indio. Description Baseline Existing Routes 81, 90, 91, and 95 PhaseI Implement Route 8 with 40-minute weekday service Phase II Phase I plus 40-minute weekend service Weekday Peak frequency 60 40 40 Peak service hours 18 18 18 Off-peak frequency (mins) Off-peak service hours 0 0 0 0 0 0 Weekend Frequency 60 60 40 Service hours 18 18 18 Service Summary Peak buses 11 5 5 Change from previous -6 0 Annual revenue miles 668,325 Change from previous 400,180 -268,145 446,680 46,500 Annual revenue hours 44,402 23,840 26,610 Change from previous -20,562 -20,562 1148 FRED WARING (Route 6 continuesCI west; refer to map) J¢ SHADOW PALM HWY 111/AVE 46 HWY (Route 111 continues west; refer to map) O AVE 50 zz U O O AVE 42 AVE 44 REQUA INDIO R CARREON z 0 J U VAN BUREN z 0 N _ } 0 Q PROPOSED ROUTE • ROUTE SEGMENT REMOVED CONNECTING ROUTE (shown for reference) POST OFFICE © HOSPITAL r[ CITY HALL ter SCHOOL Q MEDICAL © LIBRARY ® SENIOR CENTER I_ .. - .M COACHELLA • • •• AVE 52 w J ›— AVE 53 AVE 54 MI AIRPORT THERMAL OASIS -5 PPS r 0 MAR IINEZ 0 w • • • w z z a Q • • • • AVE 57• • AVE58 El AVE 70 z J O U z J AVE 62 ti9 MECCA AVE 65 AVE 66 O© N 1 1149 z / OASIS Route 9 In the Phase I transition to the Refueled transit network, create a new fixed route, Route 9, to provide bus service between North Shore, Mecca, and One Hundred Palms every 60 minutes, 7 days a week. Route 9 will provide local bus connectivity and coverage between North Shore, Mecca, and One Hundred Palms. It will connect to Route 8, and provide improved transit service in the North Shore area. Description Baseline N/A PhaseI New 60-minute all - day service Phase II Same as Phase I Weekday Peak frequency N/A 60 60 Peak service hours N/A 18 18 Off-peak frequency (mins) Off-peak service hours N/A N/A 0 0 0 0 Weekend Frequency 1 N/A 60 60 Service hours N/A 18 18 Service Summary Peak buses Change from previous Annual revenue miles Change from previous Annual revenue hours Change from previous N w z N/A 3 3 0 0 N/A 289,230 289,230 0 0 N/A 15,000 15,000 0 0 z J UO z J AVE65 O a AVE 66 ix a xi Z ce COST AVE 70 °9iB,,AVE 70 U �-9 w w a AVE 72 41 PROPOSED ROUTE O MEDICAL lar SCHOOL NORTH w c<0ei,� SHORE w N F A 1150 10 Commuter Link The 10 Commuter Link is aimed at improving regional service between the Coachella Valley and the Inland Empire. For students, 10 Commuter Link will provide a direct connection between the California State University, San Bernardino — Palm Desert Campus and the main campus in San Bernardino. It will also provide a connection to the San Bernardino Downtown Metrolink Station. This service was originally planned to start in May 2020, but SunLine has delayed it because of ridership declines from the COVID-19 pandemic. Description Baseline Weekday commuter service PhaseI Same as baseline Phase II Same as Phase I Weekday One-way trips 4 4 4 Service Summary Peak buses 2 2 2 Change from previous 0 0 0 Annual revenue miles 174,700 174,700 174,700 Change from previous 0 0 0 Annual revenue hours 5,520 5,520 5,520 Change from previous 0 0 0 0--Cal State University San Bernardino (CSUSB) SB C, Metrolink 2nd & Commerce BEAUMONT Sun[ine N TRANSIT AGENCY A ® Cal State University San Bernardino Palm Desert (CSUSB-PD) PALM DESERT INDIO SunLine Indio Facility I .. .K71 1151 Refueled Summary Figure B.1 shows revenue hour estimates for FY2020 SunLine service, Phase I, and Phase II Refueled steps. This analysis shows that revenue hours needed for initial Phase I transition are 2 percent more than SunLine's FY2020 revenue hours. Phase II Refueled service would require a 16 percent increase in revenue hours. Figure B.1 Refueled Revenue Hour Estimates Route FY2020 Phasel Phasell 111X 0 7,130 7,130 111 67,814 68,106 68,106 2 3 4 53,670 5,448 29,625 50,380 5,448 63,680 7,370 32,360 34,820 5 4,916 3,610 5,420 6 6,733 11,600 14,050 7 9,687 9,687 11,050 8 44,402 23,840 26,610 9 0 15,000 15,000 10X 5,520 5,520 5,520 Total 227,815 232,681 258,756 Figure B.2 shows the revenue mile estimates for FY2020 SunLine service, Phase I, and Phase II Refueled. Phase I revenue mile estimates are 5 percent higher than FY2020. Phase II estimates are 19 percent more than FY2020 revenue miles. Figure B.2 Refueled Revenue Mile Estimates Route FY2020 Phasel Phasell 111X 0 139,150 139,150 111 1,006,510 1,006,510 1,093,810 2 696,583 664,920 840,490 3 87,484 87,484 121,760 4 451,019 457,150 491,800 5 103,171 73,180 109,770 6 113,483 171,950 208,150 7 129,249 129,249 153,830 8 668,325 400,180 446,680 9 0 289,230 289,230 10X 174,700 174,700 174,700 Total 3,430,524 3,593,703 4,069,370 Figure B.3 shows peak bus estimates for the SunLine Refueled program. This table shows that the Phase I transition from the existing 16 routes to the Refueled network can be accomplished using SunLine's FY2020 fleet. The Phase II service levels would require 9 additional buses. Figure B.3 Refueled Peak Bus Estimates Route Baseline Phase I Phase II 111X 0 3 3 111 14 14 14 2 11 11 15 3 1 1 2 4 8 6 8 5 3 3 4 6 2 4 5 7 3 3 3 8 11 5 5 9 0 3 3 10X 2 2 2 Total 55 55 64 Microtransit Service As part of its SunLine Refueled vision and COVID-19 recovery planning, SunLine is evaluating microtransit to provide lifeline service. As transit demand and recovery allow, SunLine may consider deploying microtransit to improve access to fixed route bus service. Operating as a circulator or as on -demand service, microtransit would connect riders to SunLine's fixed route bus service. The points shown in Figure B.4 will be identified through a planning and public outreach process. I .. � I Figure B.4 Potential Microtransit Service Areas 0 DESERT HOT S- PRIN _J �rl r J r CATHEDRAL eiTY SPRINGS 4-1 DESERT EDGE San Bernardino County Riverside County COOK fi INDIAN WELLS LA QUINTA 0 — _� Riverside County San Diego County COACHELLA 7 = Service area boundary C — C County boundary = City boundary Routes - Route 2 (14-30) Route 3 (15) Route 4(24-32) Route 5 (20-21) Route 6 (54, 80, 81, 90) Route 7 (70) 1P Route 8 (80, 81, 90, 91) 40 Route 9 (91-95) Route 111 Route 111X - PS BUZZ • Microtransit area AVE 52/SHADY AND PONDEROSA NORTH SHORE 0 Appendix C: Zero -emission Bus Implementation Plan Sliding esooled OMIX6 ldt UM" Of [Mall 1155 TTTT SunLine Board of Directors Presentation: Innovative Clean Transit Regulation Rollout Plan May 27, 2020 ........................... .......................... ........................... .......................... llhlflhlflo TRANSIT AGENCY ZE 1 F.P Rhf �Y N CLEAN ENERGY SOLUTIONS I i 1 CARB ICT Regulation • Innovative Clean Transit (ICT) Regulation adopted December 14, 2018 • Requires agencies to transition fleet to 100% zero -emission by 2040 • SunLine qualifies as a small transit agency • Governing board must approve the Rollout Plan through the adoption of a resolution and submit to CARB by July 1, 2023 > SunLine plans to lead with early submission in July 2020 Jan 1, 2020 100% ICE buses Low-NOx • 0 Jul 2020 SunLine ICT Rollout Plan Target Submission ICT Regulation Timeline for a Small Agency Jan 1, 2026 25% of New Purchases are ZEB • • Jul 1, 2023 ICT Rollout Plan Submission Deadline • Jan 1, 2029 100% of New Purchases are ZEB Jan 1, 2040 100% ZEB Fleet • ICT Rollout Plan Requirements Schedule for replacement of all buses including technology type Schedule for installation of fuelling/ charging infrastructure Description of required facility upgrades Identification of potential funding sources Description of Impact on disadvantaged communities Training plan for maintenance and operations staff Appendix C I rill 1.1"1.1 ICT Plan Development Process 00 • Highly iterative and collaborative process to develop optimal plan • Conducted energy -based modelling to estimate capabilities of battery electric buses on SunLine routes and determine FCEB vs BEB split • Investigated other infrastructure related constraints (e.g., electrical capacity) • Forecasted cost based on current offerings and projected trends SunLine Vision and Strategy Baseline 1111111111111 Inventory Route Analysis Constraints Analysis Funding Opportunities 1 Fleet & Infrastructure Transition Plan Implementation Plan Working Team Operations Finance Maintenance ICT Planning Team Planning Consultants • Developed vision and strategy with SunLine's executive team • Created a collaborative project team spanning SunLine's departments • Held bi-weekly meetings to solicit feedback and promote engagement 0111 High Level Agency Vision SunLine is poised to lead the country in FCEB and BEB deployments and demonstrate the effectiveness of a zero -emission fleet. ITW T TVW!! SunLine will be the first transit agency in the state/country to transition their fleet to 100% zero -emission vehicles. Guiding Principles: • Build off its past success securing special grant funding to accelerate the fleet transition. • Optimize mix of FCEBs and BEBs to maximize performance / service and reduce costs • Scheduled replacements to ensure all buses meet their expected useful life • Avoid a large purchase of vehicles in a single year • Strategically time infrastructure upgrades / installation Appendix C . 11�II. II(I FIXED ROUTE PARATRANSIT 24% ZEB 0C)000 0% ZEB 59% ZEB 11 0% ZEB 000400040 82% ZEB 100% ZEB 42% ZEB 100% ZEB 100% ZEB 100 0 100% ZEB 0000000000 H2 INFRASTRUCTURE BEB INFRASTRUCTURE In BUSES 900 kg/day electrolyzer begins operation Retire SMR Equipment Add liquid delivered H2 Station at 1,000 Palms 1 + Add 3 BEB chargers at 1,000 Palms + Add 3 BEB chargers at 1,000 Palms Add 2 BEB chargers at Indio + Add 1 BEB chargers at 1,000 Palms + Retire CNG Equipment Add liquid delivered H2 Station at Indio Add 2 BEB chargers at 1,000 Palms MILESTONES VW Mitigation (3 FCEB) _I_ FY19 LowNo (1 FCEB) ? EPA-TAS Grant (15 FCEB + 2 BEB) —Ft! FY20 LowNo (2 BEB) 2 CNG buses refurbished * + + CNG coach buses replaced with FCEBs CNG trolly buses replaced with F First paratransit bus purchased 50% ZEB fixed route fleet First FCEB Operating at Indio 100% ZEB fixed route fleet 100% ZEB paratransit fleet 67 FCEB ‘ms#18 BEB LEGEND + ADD — REMOVE ? TENTATIVE * KEY DATE " W W 1 1 1 1 . 1 . . u . " . S u n L i n e F l e e t C o m p o s i t i o n F i x e d r o u t e a n d p a r a t r a n s i t f l e e t c o m p o s i t i o n f r o m 2 0 2 0 - 2 0 4 0 " F i x e d r o u t e b u s e s t r a n s i t i o n e d q u i c k l y n o n e w C N G b u s p u r c h a s e s a f t e r F Y 2 0 2 0 1 2 C N G b u s e s r e f u r b i s h e d i n F Y 2 0 2 1 t o e x t e n d l i f e t i m e " P a r a t r a n s i t b u s e s t r a n s i t i o n e d i n a c c o r d a n c e w i t h I C T r e q u i r e m e n t s Z E B p u r c h a s e s b e g i n F Y 2 0 2 6 N u m b e r o f B u s e s i n F l e e t 8 0 6 7 4 5 3 9 7 0 6 5 4 0 F u l l y Z E B F l e e t I i 6 0 1 � 3 5 3 0 5 0 2 5 4 0 I 3 0 1 8 I 2 0 1 6 1 5 1 2 / ��1 i 1 0 2 0 1 0 4 5 L n � t i 1 i > t i ? ) n ? ' L � 1 , 4 y b r 3 > b ) I P L �� L �� ` L l ' t i " i � ` L ` �� 1 5 ' L 1 L $ L �� ���� , : ^ ' ���� ��' ' " 5 " ` ; � h ���� , ; \ 3 �� b �� A 1 3 C N G B E B F C E B C N G R e h a b C N G B E B F C E B F i x e d R o u t e B u s T r a n s i t i o n P l a n P a r a t r a n s i t T r a n s i t i o n P l a n F i x e d r o u t e f l e e t 1 0 0 % Z E B b y F Y - 2 0 3 5 6 7 F C E B s , 1 8 B E B s P a r a t r a n s i t f l e e t 1 0 0 % Z E B b y F Y - 2 0 3 3 3 9 F C E B s , 0 B E B s A p p e n d i x C $200 $180 $160 "21140 120 in. $100 a $80 co $60 $40 $20 $o 1� Total Capital Expenditure: 2020-2040 Includes bus purchases and fueling/charging equipment • Total capital expenditure (buses and infrastructure) 2020-2040: $173.5 million • Incremental cost of transition: $32.0 million $32.0 Transition Costs $141.4 Replacement Costs Cost to Maintain Fleet Cost for ZEB Transition Capital Expenditure Type FR Buses Paratransit Buses # of Units 133 173 Total CapEx 2020-2040 ZEB Transition Cost $ Million $128.7 $35.4 $19.5 $3.2 BEB Chargers 9 $1.2 $1.2 Thousand Palms H2 Station Upgrade 1 $5.6 $5.6 Indio H2 Station 1 $2.5 $2.5 Total n/a $173.4 $32.0 CT) w Funding Approach Deploying zero -emission buses enables SunLine to unlock additional funding sources • Targeted use of federal (5307 & 5339) and state funds following transition plan adoption schedule > Estimated $106.5 million available over duration of plan • Special funding from competitive grants and voucher programs will make up the balance > Successful track record in securing funding and delivering successful projects Example Funding Sources Status Funding Source Details Current SunLine Activities Application Approved VW Mitigation $400,000/FCEB; $180,000/BEB Funding received for 3 FCEBs ($1.2 million) Application Submitted EPA Targeted Airshed Grant 100% of capital costs Application submitted for 15 FCEBs and 2 BEBs to be deployed 2022 ($19.8 million) 5339 (b) Bus & Bus Facilities 80% of capital costs Application submitted for refurbishment of 12 CNG buses ($2.5 million) 5339(c) Low or No Emission Vehicle 85-90% of capital costs Application submitted for 2 BEBs ($1.8 million) Appendix C Next Steps • SunLine's Board must approve the rollout plan through the adoption of a resolution prior to submission to California Air Resources Board (CARB) May 2020 Informational Presentation to Board of Directors a June 2020 ICT Rollout Plan Approved by Board of Directors July 2020 Final Rollout Plan Submitted of to CARB • Annual review to assess plan based on: > Impact of securing special funding on transition schedule > Impact of technology improvement on recommended bus and infrastructure types > Operational learnings > Updated service offerings > Other factors — e.g., economic impact of COVID-19 2021-2040 Rollout Plan Reviewed and Revised Annually Di II 4 B il 1,1,1111111111,111,111111111111'11 „111',1111111111111111,1:!,,,, Appendix C flhlfle TEA'. AGIN w\\ eSse�{`a� � TOGETHER WE ARE STRONGER THANK YOU TO ALL OF THOSE WHO HAVE KEPT US MOVING workers SunLine,org/cvstrong #CoaehellaValleyafrong rig 32-505 Harry Oliver Trail Thousand Palms, CA 92276 760.343.3456 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ATTACHMENT 8 SHORT RANGE TRANSIT PLAN FY 2019/20 - FY 2024/25 1167 1168 Table of Contents EXECUTIVE SUMMARY 1 1.0 SYSTEM OVERVIEW 3 1.1 Riverside County Service Area 3 1.2 Riverside County Demographics and Travel Characteristics 3 1.3 Description of RCTC Transit Services and Programs 5 1.4 Key RCTC Partners 6 1.5 RCTC Transit Facilities 8 1.6 Previous Studies and Plans 12 2.0 WESTERN COUNTY VANPOOL PROGRAM 14 2.1 Vanpool Service Profile 14 2.2 Vanpool Existing Performance 16 2.3 Vanpool Service Enhancements 17 2.4 Vanpool Projected Ridership Growth 18 2.5 Vanpool Potential Fare Changes 19 2.6 Vanpool Proposed Incentive Program 20 2.7 Vanpool Capital Investments 20 3.0 COACHELLA VALLEY AND WESTERN COUNTY RAIL PROGRAMS 21 3.1 Coachella Valley Rail 21 3.1.1 Coachella Valley — San Gorgoinio Pass Rail Corridor Project 21 3.1.2 Coachella Valley Special Event Train Platform Indio 24 3.2 Western County Rail - Metrolink 25 3.2.1 Metrolink Service Profile 25 3.2.2 Metrolink Fare Structure 29 3.2.3 Metrolink Revenue Fleet 31 3.2.4 Metrolink Rider Profile 31 3.2.5 Metrolink Existing Performance 32 3.2.6 Metrolink Key Performance Indicators 35 3.2.7 Metrolink Productivity Improvement Efforts 37 3.2.8 Metrolink Recent Service Changes 37 Riverside County Transportation Commission Short Range Transit Plan 1169 3.2.9 Metrolink Major Trip Generators 38 3.2.10 RCTC Proposed Metrolink Service Plan 38 3.2.11 Metrolink and RCTC Marketing Plans and Outreach 41 3.2.12 Metrolink Projected Ridership Growth 42 3.2.13 Metrolink and RCTC Capital Improvement Plans 43 3.2.14 Overview of Long -Term Rail Capital Investments 53 4.0 FINANCIAL PLANNING 54 4.1 Operating and Capital Budget — FY 2020/21 55 4.2 Funding to Support Future Operating and Capital Plans 55 4.3 Regulatory and Compliance Requirements 56 4.4 Status of Current Capital Projects 58 List of Figures and Tables Figure 1: Map of Service Area Figure 2: Map of RCTC-Owned Metrolink Stations in Western Riverside County Figure 3: Map of San Jacinto Branch Line Figure 4: Map of Vanpool Origins Destined for Western Riverside County Figure 5: Project Vanpool Ridership, FY 2020/21 — 2024/25 Figure 6: Metrolink Commuter Rail System Figure 7: Map of Metrolink IEOC Line Figure 8: Map of Metrolink Riverside Line Figure 9: Map of Metrolink 91/PVL Line Figure 10: Metrolink Systemwide Annual Ridership, FY 2014/15 — 2019/20 Figure 11: Total Ridership Riverside County Metrolink Lines, FY 2014/15 — 2019/20 Figure 12: Riverside County Average Weekday Passenger Distribution by Line Figure 13: RCTC Stations Passenger Distribution Figure 14: Riverside County Served Lines On -Time Performance Figure 15: FY 2020/21 Operating and Capital Revenue Sources Table 1.0: Journey to Work by County, SCAG Region Table 1.1: RCTC Transit Facility Features Table 2.0: Projected No. of Vanpools, FY 2020/21 — 2024/25 Table 3.0: Metrolink Rider Profile Table 3.1: Metrolink Key Performance Indicators Table 3.2: Proposed Riverside County Metrolink Service Improvements Table 3.3: Long -Term Rail Capital Investments Table 4.0: Summary of Funding Request — FY 2020/21 Table 4.0A: Capital Project Justifications Table 4.1: Summary of Funding Request — FY 2021/22 Table 4.2: Summary of Funding Request — FY 2022/23 Table 4.3: Summary of Funding Request — FY 2023/24 Table 4.4: Summary of Funding Request — FY 2024/25 Table 4.5: Projected Total Operating Costs (Vanpool and Commuter Rail), FY 2020/21 — 2024/25 Table 4.6: List of Current Capital Projects and Funding Status Short Range Transit Plan I Riverside County Transportation Commission 1170 GLOSSARY OF ACRONYMS AA Alternatives Analysis BNSF BNSF Railways CMAQ Congestion Mitigation & Air Quality Funds CTC County Transportation Commission CVAG Coachella Valley Association of Governments ETC Employer Transportation Coordinator EIR/EIS Environmental Impact Report/Environmental Impact Statement EPA Environmental Protection Agency FHWA Federal Highway Administration FRA Federal Railroad Administration FTA Federal Transit Administration FY Fiscal Year 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 LRTS Long Range Transportation Study Metro Los Angeles County Metropolitan Transportation Authority MSRC Mobile Source Air Pollution Reduction Review Committee 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 RTPA Regional Transportation Planning Agency RTP/SCS Regional Transportation Plan/Sustainable Communities Strategy 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 SDP Service Development Plan SJBL San Jacinto Branch Line SR State Route SRTP Short Range Transit Plan STA State Transit Assistance Funds TVM Ticket Vending Machine UP Union Pacific Railroad VCTC Ventura County Transportation Commission Riverside County Transportation Commission I Short Range Transit Plan FI 1171 Short Range Transit Plan I Riverside County Transportation Commission 1172 EXECUTIVE SUMMARY The Riverside County Transportation Commission ("Commission") was established in 1976 by the State Legislature to oversee the funding and coordination of all public transportation services within Riverside County (County). The governing body consists of all five members of the County Board of Supervisors, one elected official from each of the County's 28 cities, and one non -voting member appointed by the Governor of California. The Commission is one of 26 designated regional transportation planning agencies (RTPA) in the State. It is also one of the County Transportation Commissions (CTC) created under Public Utilities Code Section 130050. As the RTPA, it is required to set policies, establish priorities, and coordinate activities among the County's various transit operators and local jurisdictions. The Commission approves the allocation of federal, state, and local funds for highway, transit, rail, non -motorized travel (bicycle and pedestrian), and other transportation activities by strategically programming funds and administering grant programs. The Commission is also 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: Local Transportation Fund (LTF), derived from a one -quarter of one -cent state sales tax, and State Transit Assistance (STA), derived from the statewide sales tax on diesel fuel. The Short Range Transit Plan (SRTP) focuses on the regional transit programs administered by the Commission, which includes the vanpool program known as VanClub and commuter rail service operated by the Southern California Regional Rail Authority (SCRRA) better known as Metrolink, both of which span the Western Riverside County area. The Commission is also leading the planning efforts for the proposed Coachella Valley -San Gorgonio Rail Corridor, which would extend intercity -rail services from Los Angeles to Palm Springs and Indio. The SRTP serves as the blueprint for the service improvement plan and capital priorities for the next five years. In order to receive local, state, and federal funds for the first fiscal year (FY) of the plan, transit operators in the county submit an updated SRTP annually for the allocation and programming of funds. The SRTP is guided by the overall mission set forth by the Commission and the respective program goals to encourage viable alternative modes of travel. In March 2020, the Commission approved four core mission objectives: 1) Quality of Life; 2) Operational Excellence; 3) Connecting the Economy; and 4) Responsible Partner. These objectives are used to direct policies and priorities for the coming year as well as underline the Commission's leadership role in the region and its commitment as a community partner. The transit programs meet these objectives by improving mobility with investments in diverse modes such as vans and bicycle and pedestrian improvements; protecting transportation resources by maintaining existing transit infrastructure and using the existing transportation network more efficiently; promoting coordinated transportation, and mitigating project impacts in the community. Riverside County Transportation Commission I Short Range Transit Plan 1173 COVID-19 Impact on Transit Services Ridership projections for FY 2019/20 were promising with proposed service expansions for commuter rail and significant gains in new vanpools as it was entering its second year of service. However, the novel coronavirus which causes the disease now known as COVID-19 caused a pandemic worldwide. Beginning in mid -March 2020, local and state public health orders included the closure of schools, cancellations of gatherings of more than ten, social distancing of at least 6 feet, and the Governor's statewide "stay at home" Executive Order. Although transit services were deemed essential, ridership plummeted immediately after the "stay at home" order was issued. Metrolink reported ridership declines of about 90% systemwide and the number of active vanpools declined 47%. Ridership levels are being closely monitored and services are reduced leading into FY 2020/21 with many uncertainties that remain. Metrolink has reduced services by 30% and will operate under a continuing resolution from its FY 2019/20 budget for the first quarter to allow for more time to assess COVID-19 impacts. VanClub estimates that in FY 2020/21, a total of 48 vanpools will be active at least through the end of August, which is a 37% decrease from pre-COVID-19 levels. Prior to the pandemic, both transit programs were on track to expand services. The original service plans and strategies for both are described in this five-year plan; however, it should be noted that the focus for the near -term has shifted and will be on implementing strategies to maintain and regain riders, including increasing safety and sanitization measures to meet customer needs. The proposed FY 2020/21 plan also provides flexibility to meet market changes when local and state health provisions are lifted. As the pandemic transpires, the service expansions and capital improvements set forth may be delayed as revenue and economic conditions are reassessed. IL1 Short Range Transit Plan I Riverside County Transportation Commission 1174 1.0 SYSTEM OVERVIEW 1.1 Riverside County Service Area Riverside County is the fourth largest county in California with an area of 7,208 square miles, encompassing three subregions: Western, Coachella Valley, and Palo Verde, with a total of 28 cities and five county district seats. The Commission's vanpool and commuter rail services are offered in Western Riverside County. In the Coachella Valley, the Commission is directly involved with leading the planning and environmental phase of future rail services. Figure 1 illustrates the Western and Coachella Valley subregions where these transit programs take place. Figure 1: Map of Service Area 1.2 Riverside County Demographics and Travel Characteristics Riverside County is diverse in geography and demographics. Total population is estimated at 2.4 million. In the Commission's 2019 Long Range Transportation Study (LRTS), existing land use and population characteristics as well as travel market and mobility trends were analyzed. The LRTS summarized the notable population and employment trends in Riverside County as the following: • 50% of households in Riverside County are one and two -person households; 35% of households have four or more persons. • 20% of Riverside County's resident are school age; this proportion holds for all three subareas. • The Coachella and Palo Verde Valleys have a higher proportion of persons and heads of household over 65 compared to Western Riverside County. • Nearly one-third (31%) of households in the county have no worker present. This figure includes retired households as well as households of unemployed persons and full-time college students. The data reflects the great recession and slow recovery during the first half of the current decade. • More than one-third of households are one -worker households. Riverside County Transportation Commission I Short Range Transit Plan FAI 1175 " M e d i a n i n c o m e i s h i g h e r i n W e s t e r n R i v e r s i d e C o u n t y c o m p a r e d t o t h e e a s t e r n s u b a r e a s . " C o u n t y w i d e , n e a r l y t w o - t h i r d s o f h o u s e h o l d s h a d i n c o m e s o f $ 7 5 , 0 0 0 o r l e s s . " O v e r t w o - t h i r d s o f R i v e r s i d e C o u n t y ' s d w e l l i n g u n i t s a r e s i n g l e - f a m i l y . " N e a r l y 7 0 % o f j o b s i n R i v e r s i d e C o u n t y p a i d $ 3 5 , 0 0 0 p e r y e a r o r l e s s . " O n l y 1 3 % o f j o b s i n R i v e r s i d e C o u n t y p a i d $ 7 5 , 0 0 0 p e r y e a r o r m o r e . " E d u c a t i o n i s t h e d o m i n a n t i n d u s t r y i n R i v e r s i d e C o u n t y , r e p r e s e n t i n g a q u a r t e r o f a l l C o u n t y j o b s . " R e t a i l , a r t s a n d e n t e r t a i n m e n t , a n d p r o f e s s i o n a l i n d u s t r y s e c t o r s a l l r e p r e s e n t o v e r 1 0 % o f j o b s . " E m p l o y m e n t i n R i v e r s i d e C o u n t y g r e w f r o m 1 . 1 % f r o m 2 0 1 0 t o 2 0 1 5 , w h i c h w a s s i g n i f i c a n t l y h i g h e r t h a n o t h e r c o u n t i e s s u c h a s O r a n g e , S a n B e r n a r d i n o , a n d L o s A n g e l e s , w h i c h s a w c h a n g e s o f - 0 . 2 % , 0 . 1 % , a n d - 1 . 3 % , r e s p e c t i v e l y , d u r i n g t h e s a m e p e r i o d . S h o r t R a n g e T r a n s i t P l a n I R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n 1 1 7 6 Commuter Travel Characteristics by Mode The Commission's transit programs will continue to play significant roles in advancing mobility in the county by offering travel options that can compete with the convenience of an automobile. Analyzing mode share data provides insight into the travel modes with the greatest growth potential and provides perspective on how the County compares to neighboring counties. For example, according to the Southern California Association of Governments (SCAG) 2016 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS) which analyzed the U.S. Census's Journey to Work data (peak congestion periods) from the 2009-11 American Community Survey 3-Year Estimates, 1.5% of commute trips occurred by public transportation in Riverside County. In comparison, the state share is 5.2% and the national share is 5%. Although Riverside County is below the state and national averages, most other counties in the SCAG region were also below the averages. Moreover, Orange County's transit share may only be 2.9% but OCTA still ranks amount the 50 largest providers of public transportation nationally. Carpooling in Riverside County on the other hand is about 13% of the peak commute trips, which is one of the highest in the SCAG region. Table 1.0 below presents the Journey to Work data by county. Although the transit share is modest, the carpool share is the second highest means of travel behind driving alone, signaling the potential that regional vanpool programs have in the region. Table 1.0: Journey to Work by County, SCAG Region Means of Transportation to Work Imperial County LA County Orange County Riverside County San Bernardino County Ventura County Car, Truck, or Van 90.2% 83.0% 88.2% 90.0% 91.0% 89.1% Drove Alone 78.9% 72.2% 78.1% 77.1% 74.4% 75.9% Carpooled 11.3% 10.8% 10.0% 13.0% 16.7% 13.2% In 2-Person Carpool 7.9% 8.4% 7.7% 9.6% 13.2% 9.7% In 3-Person Carpool 1.7% 1.5% 1.3% 1.9% 2.0% 1.7% In 4-Or-More Person Carpool 1.8% 1.0% 0.9% 1.5% 1.5% 1.8% Workers Per Car, Truck, or Van 1.08 1.08 1.07 1.09 1.11 1.09 Public Transportation 1.5% 7.2% 2.9% 1.5% 1.9% 1.4% Walked 2.0% 2.9% 2.0% 1.6% 2.0% 2.3% Bicycle 0.5% 0.8% 1.0% 0.4% 0.4% 0.8% Taxicab, Motorcycle, or Other Means 1.3% 1.2% 1.0% 1.4% 1.0% 1.0% Worked at Home 4.5% 4.9% 5.0% 5.1% 3.7% 5.5% Source: SCAG 2016 RTP/SCS, U.S. Census 2009 11 American Community Survey 3-Year Estimates Riverside County Transportation Commission I Short Range Transit Plan 1177 1.3 Description of RCTC Transit Services and Programs RCTC administers and subsidizes two Western Riverside County transit programs: • Vanpool — Better known as VanClub, is an incentive program where eligible vanpoolers receive a subsidy toward the cost of a vanpool lease. • Commuter Rail — Better known as Metrolink, that is operated by the Southern California Regional Rail Authority (SCRRA), which the Commission is a member agency. This program also includes the operations and maintenance of the nine Metrolink stations and capital delivery of rehabilitation and expansion projects. In the Coachella Valley, RCTC is leading the planning and environmental phases of the Coachella Valley — San Gorgonio Pass Corridor Service Project, and the construction of the Special Event Train Platform Project in Indio. Details of each program, including service profiles, existing service and route performance, and future service and capital planning efforts for each are found in Chapters 2 and 3 of this report. 1.4 Key RCTC Partners Planning, programming, and delivery of transportation projects is achieved in conjunction and in partnership with dozens of other agencies at the federal, state, regional, subregional, and local levels. This section provides a summary of key partner agencies and their responsibilities with which RCTC collaborates. Federal Agency Partners Key federal partners include U.S. Department of Transportation and its two principal surface transportation agencies, the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA). Other federal agencies include the Federal Railroad Administration (FRA), and Amtrak, which operates interstate passenger rail services with support from Caltrans. State Agency Partners The California State Transportation Agency (CaISTA) is a cabinet -level agency focused on addressing all of the state's transportation issues. Of its nine major divisions two have substantial intersection with RCTC's operations. The California Department of Transportation (Caltrans) as the steward and operator of the state highway system, is involved in the implementation of RCTC-led projects on state highways and is a major funding partner for transit services and projects throughout the County. The California Transportation Commission (CTC) programs various state and federal funding on transportation projects, including state highways, rail, transit, and active transportation. The California Air Resources Board (CARB) sets air quality standards and in coordination with the U.S. Environmental Protection Agency (EPA) determines conformity between transportation and air quality plans; CARB also funds projects and programs that result in emissions reductions. Regional Agency Partners As a CTC, RCTC represents the Riverside County subregion and assists SCAG in carrying out its functions as the Metropolitan Planning Organization (MPO). SCAG, in coordination with RCTC, performs studies and develops consensus relative to regional growth forecasts, regional transportation plans, and mobile source components of the air quality plans maintained by the South Coast Air Quality Management District. RCTC also is responsible for submitting projects to SCAG for inclusion in the RTP. Per federal and state regulations, all projects programmed with federal and state funds, including locally funded regionally significant projects, are required to be included in the RTP. SCAG as the MPO is responsible for conducting analysis to enable CARB and the EPA to determine air quality conformity with adopted air plans for the six counties in the SCAG region (Imperial, Los Angeles, Orange, Riverside, San Bernardino, and Ventura counties). Short Range Transit Plan I Riverside County Transportation Commission 1178 The SCRRA or Metrolink, is a joint powers authority consisting of five member agencies: Los Angeles Metropolitan Transportation Authority (Metro), Orange County Transportation Authority (OCTA), Riverside County Transportation Commission (RCTC), San Bernardino County Transportation Authority (SBCTA), and Ventura County Transportation Commission (VCTC)). Metrolink is the premier commuter rail system in Southern California connecting communities on a 536 route -mile network. RCTC is also a voting member of the Los Angeles — San Diego — San Luis Obispo (LOSSAN) Rail Corridor Joint Powers Authority (JPA). 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. LOSSAN is a forum for the transportation and regional agencies along the corridor to collaborate on ways to increase ridership, revenue, capacity, reliability, and safety on the LOSSAN Rail Corridor. LOSSAN does not pay for the operation of any of the passenger rail services within the corridor but is a means to help coordinate operations and planning. County -Level Partners RCTC works closely with peer county -level transportation agencies in Southern California, including: • Imperial Valley Association of Governments (IVAG) • Los Angeles Metropolitan Transportation Authority (LA Metro) • Orange County Transportation Authority (OCTA) • San Bernardino County Transportation Authority (SBCTA) • San Diego Association of Governments (SANDAG) • Ventura County Transportation Commission (VCTC) These above intercounty partnerships are especially important because of shared borders and transportation linkages between Riverside County and these counties. Since SANDAG is also a Metropolitan Planning Organization, the relationship with SANDAG may involve SCAG for larger MPO planning purposes. Subregional Agency Partners RCTC works with two primary subregional agencies. The Western Riverside Council of Governments (WRCOG) promotes transportation solutions in the most populous western portion of the county. In the Coachella Valley, the Coachella Valley Association of Governments (CVAG) is the planning agency coordinating government services in the Coachella Valley. Both subregional agencies promote solutions to the common issues of the local governments and tribes that are its members. Both agencies administer the Transportation Uniform Mitigation Fee programs that complement and enhance Measure A projects and programs. CVAG, WRCOG, RCTC, and SCAG coordinate efforts to plan, fund, and implement transportation improvement projects. Tribal Governments RCTC consults with tribal governments in the development of projects and planning that have the potential to impact tribal lands. There are 11 tribal governments within Riverside County primarily located in Southwest, Central, Coachella Valley and Eastern portions of the county. Riverside County Transportation Commission I Short Range Transit Plan FRI 1179 Local Agency Partners Local agencies include the County of Riverside and 28 incorporated cities. Other key local partner agencies include the County's seven transit operators: • City of Banning Transit • City of Beaumont Transit • City of Riverside Special Transportation Services • Corona Cruiser • Palo Verde Valley Transit Agency • Riverside Transit Agency (RTA) • SunLine Transit Agency 1.5 RCTC Transit Facilities RCTC-Owned Metrolink Stations The Commission owns and maintains nine of the 57 Metrolink stations. These stations are served by three Metrolink lines, Inland Empire — Orange County (IEOC) Line, Riverside Line, and 91/Perris Valley Line (91/ PVL) and are located in Western Riverside County, as presented in Figure 2. They are multimodal transit centers with regional and local bus connections and offer customer amenities such as canopies, benches, electronic signage, and bicycle storage units for active transportation users. The stations also serve as designed park -and -rides to encourage rideshare. Figure 2: Map of RCTC-Owned Metrolink Stations in Western Riverside County Eastvaleentam Corona • West ® Station 4 Corona - North Station Corona O,p92 C nib O� °o 0'o Jurupa Valley Norco 0 RCTC Stations 1++++ Metrolink Line a Jurupa Valle Pedley Station 4 Riverside Matth-w ‘k/ Riverside - Hunter Park/ UCR Station Moreno Valley/ March Field Station Perris - Downtown Station RIVERSIDE CO. amiftalo Moreno Valley 411Fake erris Perris Perris • South ED Station Canyon Lake Menifee Short Range Transit Plan I Riverside County Transportation Commission 1180 The Commission also operates the Riverside Downtown Operations Control Center (RDNOCC) which is located on the west end of the Riverside Downtown station and provides monitoring of closed-circuit televisions (CCTV) at the stations as well as facilities for train crews. Over the last 26 years, the Commission has invested more than $140 million in capital improvements to develop stations and secure access to support commuter rail services. The PVL and related projects added over $250 million more to the Commission's investment in commuter rail. Station operations and maintenance costs are part of the rail program budget and includes property management, utilities, grounds maintenance, repairs, cleaning, and security services. An overview of the features at each facility is provided in Table 1.1. Table 1.1: RCTC Transit Facility Features Location Transit Services Primary Features Riverside Downtown 4066 Vine Street, Riverside Jurupa Valley-Pedley 6001 Pedley Road, Jurupa Valley Rail: 91/PVL IEOC Line Riverside Line Amtrak Bus: RTA OmniTrans Amtrak MegaBus Rail: Riverside Line Bus: RTA Riverside -La Sierra 10901-A& B Indiana Avenue, Riverside Rail: 91/PVL IEOC Line Bus: RTA 2 platforms with 4 boarding tracks 4 parking lots (1,240 spaces) Enclosed pedestrian bridge, elevators, stairwells Size: 26.5 acres In Service Date: June 1993 Platform with boarding track Parking lot (288 spaces) Size: 4.5 acres In Service Date: June 1993 Platform with 2 boarding tracks Parking lot (1,065 spaces) Enclosed pedestrian bridge, elevators, stairwells Size: 9.35 acres In Service Date: October 1995 MN! CORONA - WEST Corona -West 155 South Auto Center Drive, Corona Rail: 91/PVL IEOC Line Bus: RTA Platform with 2 boarding tracks Parking lot (564 spaces) Enclosed pedestrian bridge, elevators, stairwells Size: 5.49 acres In Service Date: October 1995 G°�93 CORONA - NORTH MAIN Corona -North Main 250 East Blaine Street, Corona Rail: 91/PVL IEOC Line Bus: RTA Corona Cruiser Platform with 2 boarding tracks Parking lot (579 spaces) Parking structure (1,000 spaces) Enclosed pedestrian bridge, elevators, stairwells Size: 6.72 acres In Service Date: November 2002 Riverside County Transportation Commission Short Range Transit Plan 1181 Location Transit Services Primary Features ile NO INA ----•••.- _Jul PERRIS - DOWNTOWN Perris -Downtown 121 South C Street, Perris Rail: 91/PVL Bus: RTA Platform with boarding track Parking lot (444 spaces) Size: 5.5 acres In Service Date: June 2016 (bus transit center opened 2010) ..3, i d 1=IliZ1101 ��� o 6.9 HUNTER PARK UCR Riverside -Hunter Park/UCR Marlborough Avenue, Riverside Rail: 91/PVL Bus: RTA Platform with boarding track Parking lot (528 spaces) Size: 9.35 acres In Service Date: June 2016 ��� `-' e a== MORENO VALLEY/ MARCH FIELD Moreno Valley/ March Field 14160 Meridian Parkway, Riverside Rail: 91/PVL Bus: RTA Amtrak Platform with boarding track Parking lot (476 spaces) Stairwell Size: 14.47 acres In Service Date: June 2016 Platform with boarding track Parking lot (907 spaces) Size: 40.57 acres In Service Date: June 2016 a RCM SOUTH PERRIS Perris-South 1304 Case Road, Perris Rail: 91/PVL Bus: RTA Amtrak RDOCC 4344 Vine Street, Riverside N/A CCTV operations center Offices and meeting rooms Size: 3,000 square feet In Service Date: April 2016 `ry ��,�:; 110. Short Range Transit Plan I Riverside County Transportation Commission 1182 RCTC-Owned San Jacinto Branch Line In 1993, the Commission purchased the former Santa Fe Railroad's San Jacinto Branch Line (SBJL) and several adjacent properties as part of the regional acquisition of BNSF Railway (BNSF) properties and use rights for a total of $26 million using Western County Rail Measure A and state rail bonds (Proposition 108 of 1990). Under this agreement, 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. Figure 3 is the SJBL corridor that extends 38.3 miles between Highgrove and Hemet within Riverside County. The alignment roughly follows Interstate 215 to Perris where it veers east, parallel to State Route (SR) 74 to Hemet and San Jacinto. Figure 3: Map of San Jacinto Branch Line Riverside OIL Lake Matthews H- H San Jacinto Branch Line RCTC Leased Park -and -Ride Locations RIVERSIDE co. Calimesa Moreno Valley Lake Perris Perris Canyon Menifee Lake San Jacinto Hemet Diamond Valley Lake Banning ® Beaumont Park -and -ride facilities are a critical piece of a well-balanced transportation network. By providing parking spaces for commuters to support carpool/vanpool arrangements and transit connections, park -and -rides help improve mobility and the efficiency of transportation investments. RCTC leases excess parking spaces from property owners, typically churches and retail locations, to help expand park -and -ride capacity in the Western Riverside County. The lease, a three -party agreement between the property owner, Caltrans, and RCTC allows flexibility in meeting the dynamic needs of commuters. The Commission supplements the park -and -ride network in Western Riverside County with an incremental 942 spaces across 12 lease locations. Riverside County Transportation Commission I Short Range Transit Plan FAII 1183 1.6 Previous Studies and Plans The Previous studies and plans conducted by the Commission have been used as the building blocks for setting goals and priorities for transit projects and programs. The following is a list of the most notable and recently completed efforts that have guided the implementation of this SRTP. • Transit Vision (2009) — This set forth the development of a 10-year Transit Vision that set the course of implementing more transit services and follow on studies and plans to facilitate future development in the transportation system in the county. The Transit Vision goals were to increase coordination; remove barriers to transit use; provide more efficient and effective service; ensure adequate funding; and improve energy efficiency. Recommendations resulted in the Commission reassessing funding formulas for LTF and STA. • Strategic Assessment (2016) — This comprehensive document analyzed current public policy surrounding transportation in Riverside County, forecast future transportation conditions, and forecast future funding to meet the county's long-term needs. The Strategic Assessment recommended several long-term planning and funding pursuits and changes to Commission policy, including the development of an LRTS and Next Generation Rail Study. • Coachella Valley Rail Alternative Analysis (2016) — The purpose of the Alternatives Analysis was to consider alternatives for improving intercity transit between the Coachella Valley and Los Angeles, and to identify the alternatives that demonstrate best performance for more detailed evaluation. A Route Alternative and a No -Build Alternative were carried forward for the Tier 1 Environmental Impact Statement/Environmental Impact Report. • Perris Valley Line Growth Study Market Assessment (2017) — The assessment reviewed the commute market within and around the Perris Valley. The purpose was to determine where residents of Western Riverside County commute and travel in order to define the ridership needs and trends that allow for the most useful integration of the 91/PVL Line into Metrolink and regional transit systems. The findings found a necessity for increased service from the Perris Valley to longer -distance service to Los Angeles and north Orange County. It also found that unique travel market exists within the immediate areas around the Perris Valley including intra-county service on Metrolink. This study was followed up with a service and infrastructure needs assessment to implement the goals of this effort. • Service & Infrastructure Needs to Support 91/Perris Valley Line Market Assessment (2017) —This assessment reviewed 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. • Vanpool Study (2017) — The purpose of this study was to assess the potential for the Commission launching an ongoing, subsidized, vanpool program in Western Riverside County. The study conducted an inventory of all existing vanpools, worked with employers to determine future vanpool potential, created a multi -year budget, implementation plan and project timeline. The plan was taken to the Commission for approval in October 2017. • Long Range Transportation Study (2019) — Provided data and analyses for the Commission to consider as it develops future transportation policies and strategies in addressing growth and demand on the multimodal transportation system over the next 25 years. • Next Generation Rail Study (2019-2020) — The objective of the study was to identify high -capacity transit corridor, identify potential new corridors, and prioritize potential future rail corridor for proceeding into project development. Task 1 was accepted by the Commission in September 2019 and included a Corridors Analysis Report that identified three corridors (Perris to San Jacinto, Perris to Temecula, and Corona to Lake Elsinore) that had the most viable future opportunities for rail expansion. Task 2 is underway and includes further analysis of the next generation corridors that would extend the existing 91/PVL to both Temecula and Hemet/San Jacinto and is expected to be completed by fall 2020. Short Range Transit Plan I Riverside County Transportation Commission 1184 " P a r k - a n d - R i d e S t u d y ( 2 0 2 0 ) T h e p u r p o s e o f t h i s s t u d y d o n e i n p a r t n e r s h i p w i t h S A N D A G , w a s t o p r o a c t i v e l y a d d r e s s p a r k - a n d - r i d e d e m a n d b y b e t t e r m a n a g i n g e x i s t i n g l o t s a n d i d e n t i f y i n g p o t e n t i a l p a r k - a n d - r i d e s o l u t i o n s t o a c c o m m o d a t e f u t u r e d e m a n d i n S a n D i e g o a n d W e s t e r n R i v e r s i d e C o u n t y . T h e r e p o r t a l s o i d e n t i f i e s s t r a t e g i e s a n d t o o l s t o h e l p i m p r o v e t h e p l a n n i n g , o p e r a t i o n , a n d m a n a g e m e n t o f s i t e - s p e c i f i c l o t s a n d t h e r e g i o n a l n e t w o r k . " T r a f f i c R e l i e f P l a n ( 2 0 2 0 ) T h i s i s a n a s p i r a t i o n a l p l a n c o n t a i n i n g n e e d e d t r a n s p o r t a t i o n p r o j e c t s a n d s e r v i c e s c o u n t y w i d e . T h e p u r p o s e o f t h e T r a f f i c R e l i e f P l a n w a s t o s e r v e a s t h e l e g a l l y - r e q u i r e d e x p e n d i t u r e p l a n f o r a p o t e n t i a l h a l f - c e n t s a l e s t a x t h a t t h e C o m m i s s i o n c o u l d p r o p o s e t o t h e v o t e r s o f R i v e r s i d e C o u n t y . R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n 1 S h o r t R a n g e T r a n s i t P l a n 1 1 8 5 2.0 WESTERN COUNTY VANPOOL PROGRAM 2.1 Vanpool Service Profile In May 2018, the Commission expanded its Commuter Assistance Program to launch a new Vanpool subsidy program called VanClub for commuters who travel to a workplace in Western Riverside County. Vanpools can be especially effective in providing transportation options in areas that are hard to serve by transit and can be an amenity for employers to attract and retain their employees. Vanpool programs are also effective at reducing traffic and vehicle emissions by decreasing the number of vehicles traveling daily. VanClub supports long-distance commuters by offering a subsidy of up to $400 per month which reduces the cost of the vanpool lease. For FY 2019/20, the average VanClub monthly lease cost before the subsidy averaged $1,100 per vehicle per month. Vanpool Vendors VanClub is operated through a third -party lease arrangement, known as "purchased transportation" by the FTA, where RCTC competitively procures for leasing vendor(s), who then provide a leased vehicle to vanpool groups. The lease cost includes the vanpool vehicle, insurance, maintenance and roadside assistance. The vanpool groups pay their monthly lease to the leasing vendor (minus the subsidy). The leasing vendor then invoices RCTC for the monthly subsidy. RCTC is currently under contract with two leasing vendors who provide vanpool vehicles to VanClub participants: Commute with Enterprise (Enterprise) and the California Vanpool Authority (CalVans). COMMUTE witic= r�rrarN� yrxo-x wnirm rr Program Guidelines and Reporting Requirements For both programs, RCTC establishes the minimum program requirements and program guidelines, requiring that a VanClub vanpool must: 1. Transport commuters traveling to a worksite or a post -secondary educational institution. The driver is counted as a commuter and is unpaid and all participants are volunteers; 2. Commute more than 30 miles round-trip each day; 3. Commute to an employer which must be located within Western Riverside County; 4. Commute at least 12 or more days during a calendar month period; 5. Begin their vanpool with 70% occupancy and maintain a minimum occupancy rate of 50%(ratio of riders to available seats, including the driver); and 6. Permit RCTC to advertise the vanpool and the route to the general public and accept additional riders to fill empty seats. All vanpools that lease with Enterprise, apply and report directly to VanClub. CalVans vanpools primarily serve the agricultural and post -secondary educational markets. And as a public transit provider, CalVans takes applications directly from the vanpool groups, leases the vehicles to those groups and reports all program statistics directly into the National Transit Database (NTD). Short Range Transit Plan I Riverside County Transportation Commission 1186 Many of the CalVans' agricultural vanpools do not require nor accept a subsidy from RCTC (which is provided from RCTC through CalVans). Although RCTC has yet to subsidize any CalVans vanpools, there has been CalVans vanpool activity in the RCTC service area. As a result, any FTA funding that is generated from the CalVans western county vanpool activity entered into the NTD, is provided directly to RCTC. Public transit agencies that provide ongoing subsidies to third party leased vanpools for the purpose of reducing the lease/capital costs of the vehicle, may report their transportation data to the NTD. The benefit to reporting into the NTD is that public agencies realize a minimum of $2 in additional FTA Section 5307 funding for every $1 invested/expended towards the ongoing subsidy program, two years after the reporting year. Some programs nationwide have claimed up to a 3:1 return in funding. Pricing Structure The pool of riders share the cost of the lease (minus the subsidy), fuel, tolls, parking fees, car washes, and any other out of pocket commute expenses. Some employers assist by providing additional funding to offset the groups' out of pocket costs, which are still accounted for and reported into the VanClub system and ultimately into the NTD. The VanClub program does not collect any fares or funds from the participating vanpools. The vanpool groups pay for their lease directly to the vehicle leasing vendor. However, VanClub requires that the participants track all their out of pocket expenses, and report on those at month end into the VanClub online reporting system. Travel Characteristics VanClub was launched on May 1, 2018 with the program enrolling 49 vanpools by the end of June 2019. By April 2020, the number of vanpools has grown to 93 approved vanpools. Of these approved vanpools, 78 were considered active and subsidized in March 2020 due to COVID-19 impacts. Figure 4 reflects the originating locations of the current vanpools to show that 57% come from other counties and 43% are intra-county vanpools. Figure 4: Map of Vanpool Origins Destined for Western Riverside County Riverside County Transportation Commission I Short Range Transit Plan AZ 1187 The types of worksites that the vanpools travel to were: • 58% commute to military worksites; • 35% commute to post -secondary educational institutions; and • 7% commute to other employment worksites (such as warehouses or municipalities). And as of March 2020, the three largest employers participating in the program, included: 1.March Air Reserve Base in Moreno Valley (27 vanpools); 2.University of California at Riverside (UCR) (27 vanpools); and 3.Naval Surface Warfare Center in Norco (17 vanpools). • 7% commute to other employment worksites (such as warehouses or municipalities). The remaining seven vanpools are from five different employers. Coordination with IE Commuter (IEC) RCTC works closely with Western Riverside County Employer Transportation Coordinators (ETCs) to promote alternative /► ►E Commuter commute modes to driving alone, including carpooling, Drive Less. Smile More. vanpooling, taking bus transit or Metrolink, biking, walking and telecommuting. The network is branded as IEC and there are more than 300 employers partners, representing approximately 242,000 employees, that have signed partnership agreements with the Commission so they may access RCTC employer programs, services, and incentives. IEC provides hands on support to assist employers with implementing their rideshare programs through surveying employees to generate matchlists and provide statistics so as to comply with regional air quality regulations. IEC also provide incentives and rewards for commuters that rideshare, marketing workshops for ETCs, as well as annual contests and promotions to encourage ridesharing. Short Range Transit Plan I Riverside County Transportation Commission 1188 2.2 Vanpool Existing Performance The Commission had the benefit of reviewing and analyzing neighboring ongoing vanpool programs, that have been providing service since the mid 1990's. This analysis demonstrated that ongoing, subsidized vanpool programs perform and grow in a very different manner than traditional transit services. There are several key external forces which impact whether a vanpool program grows, declines or is stagnate: 1. Employer growth and size — the more employers and the larger the employer within a vanpool service area, will result in additional vanpools on the road; 2. Gas prices — when gas prices rise, commuters tend to consider vanpooling; 3. Traffic congestion — the greater the roadway congestion, the more likely commuters will consider vanpooling; and, 4. Employer subsidies — should an employer also offer subsidies or benefits to offset the cost to vanpooling, the more likely there will be vanpools formed at that employer. Early on, the Southern California CTCs recognized that the region's vanpool activity, in general, crosses county lines (RCTC's intra-county vanpools only account for 43% of active vanpools). As a result, in 2007 the CTCs agreed that the subsidy will be provided and statistics reported into the NTD, based on where the vanpool's employer resides. Since the Inland Empire employer market is not as robust as Orange or Los Angeles counties, it is definitely more of a challenge to work with and promote vanpooling in Western Riverside county. In addition, one of the largest employers in the RCTC vanpool service area, the County of Riverside, does not participate in VanClub because they have an internal rideshare vehicle program. Even with these constraints and obstacles, from July 2019 to March 2020, the vanpool program resulted in: • 125,029 unlinked passenger trips; • 1,021,442 vanpool miles travelled; and, • 26,692 vehicle revenue hours. This vanpool activity resulted in the following: • 3,541,753 vehicle miles of travel reduced; • 1,915 tons of emissions reduced; and • 71% average monthly occupancy rate. The program's benefit to the individual commuter is tremendous, as based on eight months of performance during FY 2019/20, the individual commuter participating in a VanClub vanpool, realized: • An average one-way commute distance of 41.5 miles, commuting 20 days each month; • An average one-way fare of $5.21 per person per trip; and • An average monthly out of pocket fare of $208.22. Riverside County Transportation Commission I Short Range Transit Plan Al 1189 2.3 Vanpool Service Enhancements A cornerstone of the Commuter Assistance Program is its continued 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 partnerships and efforts in FY 2020/21 and beyond, are described below. • Regionalize the Rideshare Platform: In partnership with CTC 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 or vanpool. 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. This approach will also net additional cost savings for the Commission. • Maximize Employer Partnerships: Given that the highest percentage of vanpool 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, and this beneficial partnership has carried over into VanClub and vanpool formation. However, the prior economic downturn created a corporate culture of doing more with less. Many ETCs feel spread too thin to commit to offering a rideshare program, let alone assist with vanpool formation. Delivery of in person/worksite rideshare support value-added services and tools to make the ETC's job easier is a critical motivation to continue rideshare partnerships and 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. In addition, the likelihood that vanpool potential exists within an employer is directly tied to the employer size; the larger the employer, the more likely there is vanpool potential. 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 vanpool participation within those employers, a direct business -to -consumer strategy will continue to be phased in to expand the awareness and consideration of vanpool options. • Support Multimodal Travel: In addition to ridematching, information services, incentives to facilitate ridesharing, and offering ongoing vanpool subsidies through VanClub, the Commuter Assistance Program also provides park -and -ride facilities to support ridesharing and vanpool 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 2020/21 will be increasing the number of leased spaces and coordinating with ridesharers, vanpool groups, transit/rail partners, and Western Riverside County cities to identify areas where the lease program can help support car/vanpool arrangements and facilitate transit connections. Short Range Transit Plan I Riverside County Transportation Commission 1190 2.4 Vanpool Projected Ridership Growth As a result of the COVID-19 impacts, 47% of the active vanpools in March 2020 either disbanded or parked their non -operational vehicle at their homes. With the economy and workforce in an upheaval, VanClub has temporarily ceased outreach activities and the recruitment of new vanpools. During this period, VanClub continued to subsidize active vanpools and discontinued subsidies for parked, non- operational vanpools. Additionally, for groups that continued to vanpool to work, VanClub temporarily relaxed the minimum program requirements (on occupancy and minimum days each month) to continue subsidy support for the remaining active vanpools. VanClub projections have been adjusted to reflect the recent impacts of the pandemic. However, the goals for VanClub continue to include expanding commuter transportation options, supplementing the bus/rail transit network, and increasing the number of participating vanpools, year over year. Based on conversations with the current active vanpools, RCTC projects there will be 32 active vanpools by the end of FY 2019/20. Table 2.0 summaries the multi -year goals to increase the active vanpools, which estimates that it will take over one year to return to pre-COVID-19 levels and by FY 2014/25 the total number of vanpools could reach 173. Table 2.0: Projected No. of Active Vanpools, FY 2020/21 — 2024/25 Fiscal Year No. of Vanpools 2019/20 32* 2020/21 90 2021/22 115 2022/23 136 2023/24 160 89.1% 173 *Total pre-COVID-19 was 78. Based on the assumption of the percentage of increased vanpools in the above projected growth, this translates to unlinked passenger trips (ridership) more than doubling in three years and increasing 2.7 times by FY 2024/25, as illustrated in Figure 5. Figure 5: Projected Vanpool Ridership, FY 2020/21 — 2024/25 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0 Projected Vanpool Ridership FY 2020/21 - 2024/25 411,000 FY 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Riverside County Transportation Commission Short Range Transit Plan 1191 2.5 Vanpool Potential Fare Changes As a result of the COVID-19 impacts, 47% of the active vanpools in March 2020 either disbanded or The program currently only has one leasing vendor for the traditional employer vanpool market. In FY 2020/21, RCTC will release a request for proposal to seek proposals from additional leasing vendors, with the goal to expand leasing options, price ranges, and vehicle options for program participants. If additional vendors provide more vehicle choices (such as hybrid or electric vehicles) and provide more competitive lease rates, then it is possible that the passenger out of pocket costs may decrease. Although RCTC procures for the third party leasing vendors, the procurement is to ensure there is consistency and standard vehicle offerings among the vendors, and not to control vehicle pricing or fares. RCTC has no control over the passengers' out of pocket fares, only the amount of subsidy provided. In addition, after the lease cost the next highest out of pocket vanpool expense are fuel prices. Should electric or hybrid vehicles be introduced into the vehicle offerings, although the lease cost may be higher, many employers offer free electricity while charging at work and the in home electric charging costs can be quite low (depending on the electric provider and the low rates to charge off peak). This may also result in lower fares for certain vanpool groups. Should gas prices remain lower than a year ago (as a result of the COVID-19 pandemic and reduced demand for fuel), this will continue to have an impact on lower fares for all vanpool groups. The other impact to lowering fares, is to assist the vanpool groups to increase their occupancy. The more passengers that share in the cost of the vanpools, the lower the fares per passengers. Although RCTC requires that vanpools maintain a minimum 50% occupancy (ratio of passengers to the vanpool seats), RCTC works directly with vanpool groups that lose riders, struggle with occupancy or are looking for part time riders so as to increase occupancy and decrease passenger fares. The new regional vanpool platform that RCTC is transitioning to, has additional online tools to assist vanpools with finding additional riders and filling seats in vanpools. In the end, RCTC cannot predict nor determine whether vanpool fares will increase or decrease in the future; however, it is RCTC's hope that these additional vendors and actions will result in lower fares and an even more cost-effective vanpool service. 2.6 Vanpool Proposed Incentive Program The Commission's Commuter Assistance Program's $2/day Rideshare Incentive is a popular startup incentive designed to encourage commuters to shift to more sustainable transportation options. Eligible Western Riverside County Commuters that start to car/vanpool, take the bus or rail transit, telecommute, bike, or walk to work can receive $2/day for every day of ridesharing in a three-month period. However, under current guidelines, one cannot participate in this incentive while receiving the VanClub subsidy or any other vanpool subsidy offered by neighboring subsidizing agencies. In 2020, Commission staff will be seeking approval to adjust the incentive from $2/day to a more motivating $5/day and establishing a max incentive amount of $125 to manage financial exposure, and lastly, making the incentive eligible for those that are in subsidized vanpools. The rational for this is that under the current structure, the incentive is eligible for traditional transit modes (bus/rail) that are highly subsidized but not for vanpools which are also subsidized but at a much lower rate. Ultimately, the goal of the proposed incentive update is to increase all forms of rideshare, and as part of that, help form new vanpools, regardless of their destination. If approved, this could help jump start the hit that the program is experiencing due to the COVID-19 pandemic. 2.7 Vanpool Capital Investments The vanpool program does not expend any of its budget on capital outlays, due to the purchased transportation approach to delivering the program. RCTC contracts with leasing vendors, who in turn purchase, own and maintain all vanpool vehicles, along with their administrative and maintenance facilities. The vanpool groups determine their pickup and drop off locations, as well as any interim stops between home and work. Thus, RCTC does not own or maintain any of the vanpool stop locations. As a result, all expenditures of the program are considered operating expenses and RCTC does not budget or expend funds on capital projects for vanpooling. Short Range Transit Plan I Riverside County Transportation Commission 1192 3.0 COACHELLA VALLEY AND WESTERN COUNTY RAIL PROGRAMS 3.1 Coachella Valley Rail The Commission is involved in two capital planning efforts in the Coachella Valley: the Coachella Valley - San Gorgoinio Pas Rail Corridor Study and the Coachella Valley Special Event Train Platform, which are described in the sections below. 3.1.1 Coachella Valley — San Gorgoinio Pass Rail Corridor Project The Commission, in conjunction with CVAG, Caltrans, and FRA have begun the first phase of detailed corridor planning with the initiation of the Service Development Plan (SDP). The SDP will be the first major study that will carefully design a viable service plan with appropriate ridership and service modeling plans. This effort along with completion of a Tier 1 programmatic Environmental Impact Report/Environmental Impact Statement (EIR/EIS) for the corridor will allow it to compete for future federal funding. The Commission worked closely with Caltrans to complete the Alternatives Analysis (AA). The AA shows promising ridership potential for the new route. The Commission is the lead on the SDP and is using FRA grant funds to complete the project. The administrative draft EIR/EIS is expected to be released in late 2020. COACHELLA VALLEY- SAN GORGONIO PASS RAIL CORRIDOR SERVICE In addition, CVAG who serves as the primary policy advisor for regional transportation planning in the valley approved the establishment of a 90% bus transit/10% passenger rail service funding allocation split for Coachella Valley STA funds. An MOU was established between the Commission and CVAG to develop a Coachella Valley Rail Fund that will use both the STA 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. Project Location Figure 6 is a proposed map of the Coachella Valley —San Gorgonio Rail Corridor (Corridor) that 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 San Bernardino Subdivision, the Union Pacific (UP) Railroad Alhambra or Los Angeles Subdivision, and the Metrolink San Gabriel Subdivision. 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) Riverside County Transportation Commission I Short Range Transit Plan 1193 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 6. Local and regional bus connections 7. High -Speed Rail future plans Market Analysis 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. Proposed Service The service would operate over tracks owned by Metro (5 miles starting at LAUS), BNSF Railway (64 miles from Los Angeles to Colton), and UP (72-76 miles from Colton to Indio or Coachella). Needed new rail infrastructure to achieve the project's on -time performance goal without adding delay to freight service in the Corridor is anticipated to include a new third main track and associated improvements to be constructed primarily within the UP right-of-way from Colton to Indio or Coachella. 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 would be provided to The Pacific Surfliner daily intercity service at the Fullerton Station, and Metrolink's 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. Short Range Transit Plan I Riverside County Transportation Commission 1194 Potential Facilities The service would operate over tracks owned by Metro (5 miles starting at LAUS), BNSF Railway (64 miles The proposed Coachella Valley Corridor intercity service would 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) The maximum speed of passenger trains in the corridor is 79 miles per hour, and the one-way travel time between Los Angeles and Indio or Coachella would be approximately 180 to 200 minutes. Project Status: Service Development Plan and Tier 1 Environmental Project Cost Estimate: $5 million for Planning and Environmental Project Funding: FRA, Prop 1 B, STA Funds Project Completion: Late 2020 for EIR/EIS Figure 6: Map of Proposed Coachella Valley — San Gorgonio Pass Rail Corridor u\\1 r}off Los Angeles Union Station Solo Fullerton S;1J3;JSI1i;SL1�IG' U}1Ir1 /l► ONT Colton Riverside Loma Linda/Redlands Pass Area Palm Springs q —I SI'J,Ea;J91 S9JiJfY LEGEND Proposed Corridnr Catchment Areas • EKistmeStatem Areas Potential Station Areas Track Ownership SCRRA: LAUS to SOTO BNSF: SOTO TO COLTON UP: LOLTON TO €hIDIO • 1 Track Ownertip Change Nlid Va Rey Indio/Coachella _ Riverside County Transportation Commission I Short Range Transit Plan An 1195 3.1.2 Coachella Valley Special Event Train Platform Indio As part of the Coachella Valley Rail program, the Commission is leading the Coachella Special Train Platform Project. The Commission is designing and will be constructing a platform near the Greyhound stop in Indio, a site designated by the City of Indio, to accommodate a 10-car set. New tracks will be constructed to accommodate the special trains. The Commission has secured $2.7 million of Proposition 1B program funds and a State Rail Assistance award of $5.9 million to fund the project. The plan is for Amtrak to operate the service for the Coachella Valley Music and Arts Festival and Stagecoach Festival in April 2021. The Coachella Valley Special Event Train will construct a temporary station (platform) to facilitate passenger loading, unloading, and baggage handling operations for the seasonal festival season in Indio. The platform would accommodate a 10-car train set to be operated by Amtrak. The project will finalize the design of the temporary facility, obtain appropriate permits and construct the platform. Other elements of the project include a drip pan panel, drainage and oil separator tank construction, water cabinet, electrical service, air compressor installation, and storage shed. Passenger access to and from the temporary facility will be constructed. Project Status: Environmental Review and Design Project Cost Estimate: $8.7 million Project Funding: Prop 1 B Grant, State SRA Grant Project Completion: April 2021 Short Range Transit Plan I Riverside County Transportation Commission 1196 3.2 Western County Rail - Metrolink 3.2.1 Metrolink Service Profile As mentioned previously, the Commission is one of the five member agencies that comprise the SCRRA JPA. The other member agencies are SBCTA; Metro; OCTA; and VCTC. RCTC holds two voting positions on the 11-member board. Metrolink has a total of seven commuter lines, three of which serve Riverside County: • IEOC Line • The Riverside Line • 91/PV Line Figure 7 is a map of the Metrolink Commuter Rail System. Figure 7: Metrolink Commuter Rail System VENTURA CO. Lancaster ! • Palmdale 11 Vincent Grade/ • Acton Via Princessa •■ Santa Clarity • Newhall • Sylmar/ tit oe&\ , San Fernando - \ F.� • �c PJV sit o• • Jp°c +r of `_' c.•sc° 7sori c S o :' CM1mswanh North Hollywood \.cQ°.� PvC,v 7tM1 Meiru Wilshire/Wesrem �� Sonia Monica of m Redondo Beach t•a Anlekpe Valley Line t•)• Inland Empire-Oronge County Line MOM Orange County Line MOM Riverside Line MOM San Bernardino Line s•>• Ver .° County line t•)♦ 91/Perris Valley Line 0 Future Station ■ loll ■ Under Construction • eeedy Burbank/Sob Hope Airport Station roaaerD son PernairlinoStation metrolinktrains.com METROLINK. t••)♦ Smear Served by t•)• Multiple Lines MO= Amtrak Pacific SurAiner =©= Metro Roil/Metro Bus LAX FlyAway Bus —•— Coaster Oceanside ro Son Diego Oceanside • Escondido Long Beach MAP NOT TO SCALE METROLINK COMMUTER RAIL SYSTEM LOS ANGELES CO. se`' gib` SAN BERNARDINO CO. 4. o�A° 1ce c Q .F occ c° c° C,oSc�e' 9 0H.` Qo c�`,d oe �c,,, o` <<�o °` y°�c�OF •_•_•_•=•_•i•i•i•=•i•i•_.i, Or& ``_•• ♦♦ ♦ tiQ c,'3s Atlantic \a0 \ \�\ 5 eo cc o °' F.° JQ...... joc a bJC , Q°tCC .• •o e° O c ORANGE CO. •)" '4011,.110••O11O Future Maligns Under Conmmnion • Riverside- c° j H • ter Park/ °° o<° / Riverside- UCR Downtown 411•o ANNW= A Anpheim ==�0Riverside- La Sierra anyan 0 San Juan Capistrano � e \Qy�ys: RIVERSIDE CO. O�S O\O • Moreno Valley/ I March Field • Perris - IDowntown • Perris - South SAN DIEGO CO. sae • Riverside County Transportation Commission I Short Range Transit Plan FA2 1197 IEOC Line This first of its kind in the country suburb -to -suburb line runs 100.1 miles from San Bernardino Transit Center to Oceanside in North San Diego County with stops in the cities of Irvine and San Juan Capistrano, in Orange County, and was started in October 1995. The alignment roughly follows the Riverside Freeway, SR-91, along the Burlington Northern Santa Fe (BNSF) San Bernardino Subdivision in Riverside and Orange County. A map of the IEOC is provided in Figure 8. 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 by the Commission, SBCTA, and OCTA. 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. Weekend service began on July 15, 2006. This year-round weekend service was modeled after the successful RCTC-funded Beach Trains. The weekend 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 on weekends. The current running time between Riverside — Downtown and Irvine is approximately 74 minutes. RTA, SunLine, Corona Cruiser, and Amtrak provide connecting transit service. The average trip length is 33.8 miles. Figure 8: Map of Metrolink IEOC Line SAN BERNARDINO ,z' cf.-4 CO. Qe43 Oo o �'`CO`a��CoiaCO hac h°c •=• acs e / Riverside- CPtoco (,§ ks • Downtown ��••� Riverside • Anaheim La Sierra Canyon IEOC Line • Station RIVERSIDE CO. SAN DIEGO CO. Short Range Transit Plan I Riverside County Transportation Commission 1198 Riverside Line This line extends 59.1 miles between the City of Riverside and LAUS along the UP Railroad alignment and was started in June 1993. The route roughly follows the Pomona Freeway corridor (SR-60) through the cities and communities of Jurupa Valley, 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. A map of the Riverside Line is provided in Figure 9. The Commission, SBCTA, and Metro jointly fund the line. 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. 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. The average trip length is about 39.3 miles. Figure 9: Map of Metrolink Riverside Line LOS ANGELES 0 56,. 0 CO. L Riverside Line • Station • %o\ e e 0 Lo ao Qo °� �• • ORANGE CO. SAN BERNARDINO CO. • Riverside - Downtown RIVERSIDE CO. MAP NOT TO SCALE Riverside County Transportation Commission I Short Range Transit Plan 1199 91/PVL Line This line extends 85.6 miles between the Perris — South Station and LAUS. This route officially began operating peak period service in May 2002 when it was called the 91 Line. The alignment roughly follows the Riverside Freeways (SR-215 and SR-91) along the San Jacinto Branch Line and BNSF San Bernardino subdivision from Riverside County to Fullerton in Orange County where it continues northwest to Downtown Los Angeles, and has a total of 12 stations, as depicted in Figure 10 below. The Commission, OCTA, and Metro jointly fund the Line. In June 2016, service began 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, which is now rebranded as the "91/Perris Valley Line". With the Perris Valley extension, four new stations were added at Perris — South, Perris — Downtown, Moreno Valley/March Field, and Riverside — Hunter Park/ UCR. The 91/PVL Line offers 13 weekday trains between the Perris — South Station and LAUS. This service provides four roundtrips between Perris — South and LAUS during peak hours in the peak direction. The 91/PVL Line began weekend service in October 2019 with two roundtrip trains that operate between LAUS and the Perris- South Station, traveling westbound in the AM and eastbound in the PM. Previously, these weekend trains only operated between Riverside and LAUS. The peak period running time between Perris — South, Riverside — Downtown, and LAUS is approximately 127 minutes. RTA, SunLine, Corona Cruiser, and Amtrak provide connecting service in Riverside County. The average trip length is 36.6 miles. Figure 10: Map of Metrolink 91/PVL Line /Metro • �••4' LOS ANGELES 5 CO. • oc Atlantic SAN BERNARDINO CO. _© • pAy+ ` o0 .o 05Q N- + Q\ 1% �o�•.,0 �Je.(> ettio�•�o� ck ÷a ! m` ■ [--- 91 /PVL Line • Station • e� '�• Riverside- o'a�o`� • Hunter Park/UCR Coc • • ��s�e5�e • Moreno Valley/ \o t March Field ORANGE CO. RIVERSIDE CO. • Perris - Downtown • Perris - South MAP NOT TO SCALE Short Range Transit Plan I Riverside County Transportation Commission 1200 Metrolink Days of Operation Metrolink regularly operates Monday through Friday. Weekend service operates on a reduced schedule on the IEOC and 91/PVL lines. Metrolink operates on a Sunday schedule on the following holidays: New Year's Day, Independence Day, Memorial Day, Labor Day, Thanksgiving Day, and Christmas Day. 3.2.2 Metrolink Fare Structure On the weekdays, Metrolink's ticket prices are distance -based and calculated on the shortest driving miles between stations. 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 to bus and light rail transit providers without requiring an additional fare on selected connecting transit operators and a reduced rate on others. Each station combination is uniquely priced, based on driving miles from one station to the other. A ride from Downtown Riverside to LAUS 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. Metrolink is reviewing possible changes to the current fare structure which could be implemented in the next couple of years. Ticket Types Metrolink offers a variety of ticket types for different types of travelers. Ticket types are either single -day use or multiday use. Single Day Use • One -Way — AA single one-way trip from origin station to destination station specified on the ticket. The trip must begin on the date and prior to the expiration date printed. Mobile and Print at Home tickets expire at 3 am the following date of purchase. • Round -Trip — Valid for two trips between origin station and destination station specified on the ticket. The first leg of the trip is valid for three hours from time of purchase while the return is valid anytime one the same day or until 3 am the following day. • $10 Weekend Day Pass — Valid for unlimited systemwide travel on either Saturday or Sunday and expires at 3 am the following day. The Weekend Day Pass is accepted for free transfers to connecting transit, expect Amtrak. • $10 Holiday Promotion — Similar to the $10 Weekend Pass, this ticket is valid on six federal recognized holidays including, New Year's Day, Independence Day, Memorial Day, Labor Day, Thanksgiving, and Christmas Day. Multi -Day Use • 7-Day Pass — Valid for unlimited travel during a consecutive seven-day period between origin station and destination. • Monthly Pass — Valid for unlimited travel between origin station and destination during the calendar month printed on the pass. Multi -Line Option 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/PVL Lines. Tickets on the 91/PVL Line are valid on the Riverside Line between stations of equal or lesser distance. Tickets for the IEOC Line are valid on the 91/PVL Line between stations of equal or lesser distance with an origin and destination between Corona and Riverside. METR❑LINK, LAUS / GLENDL CI o RESALE o PROHIBITED 0 01 VALID THAD: AUG2016 $56.00 TYPE: SRDIS 922-021171 CH tap EZ MONTHL'PASS Riverside County Transportation Commission I Short Range Transit Plan 1201 Ticket Purchase Options • Ticket Vending Machines (TVMs) — Are available at all Metrolink stations. TVMs accept payment cards or cash. • Ticket Machine Devices (TVDs) — Metrolink began transition to TVDs in spring 2020 with one of the first TVDs installed at the Riverside — Downtown station. Metrolink anticipates installing TVDs at all stations by mid-2020. The TVDs dispense new paper tickets that contain a watermark and holographic security image to prevent duplication. The TVDs currently accept cash and card payments, but will accept contactless payment including Apple Pay, Samsung Pay, and Google pay at a later date. • Mobile App — Metrolink Just Ride mobile app is available on both Apple App Store and Google Play. The app accepts payment cards, Apple Pay and Corporate Quickcards. Tickets are scanned directly from the app via a QR code. • Print at Home — One-way ticket can be purchased via Metrolink's ticket portal. Users can buy tickets and push the tickets to the Metrolink mobile app wallet. • Pass by Mail and Outlets — Metrolink provides forms to purchase tickets by mail. Forms must be received by the 15th of the month to receive the tickets by the 1st of the following month. Two ticket outlets are available for Riverside County line riders at LAUS. Tickets are available for purchase with personal checks at the outlets. 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 TVD. 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. METROLINI< eBuy Tickets * Recant Pee will 19 Ticket Wallet x Help 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. • Active Military - 10% off One -Way and Round -Trip tickets. 91/PVL Line Discount The Metrolink Board approved a new set of 91/PVL 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/PVL 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 price as a trip between Riverside — Downtown and LAUS. Fares connecting the 91/PVL Line Extension stations to stations within Riverside County are discounted 25%. Short Range Transit Plan I Riverside County Transportation Commission 1202 Loyalty Program A new Loyalty Program is being proposed as part of the Metrolink FY 2020/21 Budget. include: • Cashback rewards that are accumulated and paid at regular intervals and points that 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 discounts Existing Transfer Agreements The Commission has actively supported transit connections by establishing agreements with SCRRA and the regional 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. The Commission subsidizes half the fare while Metrolink subsidizes the other half. Transfer agreements are currently in place with RTA, Omnitrans, and the Corona Cruiser. 3.2.3 Metrolink Revenue Fleet This program will can be redeemed new products, extra Metrolink has 39 revenue train sets in operation'. The Metrolink fleet is composed of 62 locomotives (including 3 expansion locomotives) and 258 passenger cars (73 cab cars and 185 coach cars)2. Metrolink is upgrading its fleet of locomotives to operate new Tier 4 clean technology locomotives and is anticipating delivery of all 35 locomotives in the first half of 2020. In March 2020, Metrolink announced that it has removed all first -generation Tier 0 locomotives from its fleet. 3.2.4 Metrolink Rider Profile In 2018, Metrolink completed an Origin -Destination Study which presented results from onboard surveys to profile and update current customer profiles, travel characteristics, and perceptions of service quality. The results were critical to guide Metrolink's planning, marketing, and financial decisions. The following data represents the three lines that operate in Riverside County. It should be noted that the information in Table 3.0 reflects survey results from all riders coming from Riverside, Orange, San Bernardino, and Los Angeles counties. ' Source: Metrolink 10-Year Strategic Plan 2015-2025 Technical Appendix 2 Source: Metrolink Transit Asset Management Plan (May 2016) Riverside County Transportation Commission I Short Range Transit Plan 1203 Table 3.0: Metrolink Rider Profile Riverside Line IEOC Line 91/PVL Line Ethnicity: Black/African American 9% 7% 14% Hispanic 29% 33% 26% Asian 35% 15% 21% Caucasian (non -Hispanic) 22% 40% 31% Other 5% 6% 7% Median Household Income $96,310 $89,641 $90,860 Automobile Availability 90% i 93% 89% Employment Status Not Employed/Retired 1% 1% 1% Part -Time 3% 4% 3% Self -Employed 2% 2% 4% Student Only 8% 4% 7% Full -Time 86% 89% 86% Languages Spoken at Home Other 9% 9% 13% Cantonese 5% 1% 1% Mandarin 9% 1% 2% Tagalog 6% 1% 5% Spanish 23% 27% 20% English 47% 59% 57% English Proficiency Not Well 3% 3% 3% Well 13% 11% 14% Not Well 84% 86% 83% Ridership Frequency (Rides 3 90% 89% 85% Days or More per Week) Average Ridership Frequency 4.4 4.5 4.2 (Days per Weekday) Average Trip Length (miles) 38.8 32.9 38.6 (Weekday) Source: Metrolink Origin -Destination Study, 2018 3.2.5 Metrolink Existing Performance In FY 2018/19, Metrolink recorded its highest systemwide annual ridership at almost 12 million passengers. FY 2018/19 marked the 4th consecutive year of systemwide ridership growth despite regional and national ridership declines experienced by other transit operators during the same time period, as shown in Figure 11. Metrolink attributed the increased ridership to favorable economic conditions and several initiatives that targeted new riders. A strong element of the growth was weekend ridership, which grew from about 67%, systemwide from FY 2008/09 to FY 2018/19. In FY 2019/20, Metrolink year-to-date (YTD) ridership was steadily increasing over the prior year until COVID-19 restrictions were issued causing ridership to decline a drastic 90% in less than one month. As of the writing of this report, ridership levels remain unstable; however, based on Metrolink's April ridership figures it is estimated that total ridership for FY 2019/20 will be about 9.3 million. 11 Short Range Transit Plan I Riverside County Transportation Commission 1204 Figure 11: Metrolink Systemwide Annual Ridership, FY 2014/15 — 2019/20 14,000,000 13,000,000 12,000,000 11,000,000 10,000,000 9,000,000 8,000,000 Metrolink Systemwide Annual Ridership, FY 2014/15 - 2019/20 11,719,987 • 11,504,399 • 11,640,268 • 12,958,571 • 11,688,607 11,935,32j • • • , 16,344 FY2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Forecast Systemwide - •- FY 20 Budget Projection Combined ridership on the Riverside County Lines (IEOC, Riverside, and 91/PVL) in the last five years remained relatively stable between FY 2014/15 through FY 2018/19 with growth of about 3%, as reflected in Figure 12. Local factors that contributed to this was the commencement of the 91/PVL Line in June 2016 and new weekend service that was added in October 2019. Figure 12: Total Ridership Riverside County Metrolink Lines, FY 2014/15 — 2019/20 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 Total Ridership for Riverside County Lines, FY 2014/15 - 2019/20 a77R11A 3,219,101 3,310,791 3,076,461 • 3,265,614 • • , • 3,170,751 • • • • 443,048 FY2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Forecast Riverside County Lines — •— FY 20 Budget Projection Figure 13 illustrates that the majority (51%) of passengers in the County take the IEOC, followed by one- third (33%) who take the 91 /PVL. The data also indicates that about half of the riders are headed towards Orange County and the other half to Los Angeles. Based on passenger station data in Figure 14, stations located along the SR-91 have the largest percentage of riders while PVL stations are continuing to make strides in attracting riders from their respective communities and adjacent cities. Riverside County Transportation Commission I Short Range Transit Plan 1205 Figure 13: Riverside County Average Weekday Passenger Distribution by Line Ridership County Passenger Distribution by Line, FY 2019/20 YTD 91/Perris Valley Line 33% \1411111111111111111111111111111.1 Inland Empire - Orange County 51% Figure 14: RCTC Stations Passenger Distribution Riverside Line 16% RCTC Stations Passenger Distribution, FY 2019/20 YTD Perris - South 3% Corona - West 15% Corona - North Main)41 26% 1 Riverside - La Sier 20% Perris - Downtown 2% Moreno Valley - March Field 3% Riverside Hunter Park 1% Riverside - Downtown 26% \_Jurupa Valley/Pedley 4% Short Range Transit Plan I Riverside County Transportation Commission 1206 3.2.6 Metrolink Key Performance Indicators The following performance indicators in Table 3.1 are provided by SCRRA and show additional details by line. These indicators are reviewed and monitored throughout the year and are used to improve operational productivity. Due to COVID-19 impacts, the proposed FY 2020/21 budget and performance targets are still being developed and is anticipated to be available in August 2020. Table 3.1: Metrolink Key Performance Indicators IEOC FY 18/19 Actual FY 19/20 Adopted Budget FY 20/21 Proposed Budget Unlinked Passenger Trips 1,362,807 1,403,500 TBD Subsidy/Passenger Mile $0.42 $0.42 Farebox Recovery Ratio 27.5% 27.7% Operating Expense/ Passenger Mile $0.61 $0.61 Operating Subsidy/Passenger $14.04 $14.06 Operating Expense/Train Mile $81.89 $84.20 Revenue Recovery 31.9% 31.6% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 33.6 34.5 Average Weekday Ridership 4,624 4,784 Riverside Line FY 18/19 Actual FY 19/20 Adopted Budget FY 20/21 Proposed Budget Unlinked Passenger Trips 967,476 1,030,082 TBD Subsidy/Passenger Mile $0.36 $0.34 Farebox Recovery Ratio 40.5% 42.1% Operating Expense/ Passenger Mile $0.62 $0.59 Operating Subsidy/Passenger $12.43 $11.67 Operating Expense/Train Mile $106.28 $108.93 Revenue Recovery 42.1% 43.7% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 43.0 45.6 Average Weekday Ridership 3,721 3,962 Riverside County Transportation Commission I Short Range Transit Plan All 1207 91/PVL Line FY 18/19 Actual FY 19/20 Adopted Budget FY 20/21 Proposed Budget Unlinked Passenger Trips 956,934 931,768 TBD Subsidy/Passenger Mile $0.52 $0.58 Farebox Recovery Ratio 24.6% 20.9% Operating Expense/ Passenger Mile $0.72 $0.78 Operating Subsidy/Passenger $19.07 $23.11 Operating Expense/Train Mile $110.02 $103.10 Revenue Recovery 27.7% 26.5% Passenger Miles per Revenue Car Mile (Assumes 4 car set) 38.3 32.9 Average Weekday Ridership 3,330 3,256 Another key performance indicator is on -time performance. On -time performance and reliability are important metrics that relate directly to customer experiences and the ability to retain existing and attract new riders. Metrolink's targeted on -time performance is 95%. A train is considered on -time if it reaches its destination within five minutes of the scheduled arrival time. Various factors that impact on - time performance are freight delays, incidents and accidents on the tracks, and other operational and mechanical problems. Figure 15 below shows that on -time performance has improved in FY 2019/20, particularly for the Riverside and IEOC Lines which reported on -time performance below 85% and 90%, respectively, in the last couple of years. Figure 15: Riverside County Served Lines On -Time Performance 100.0% 95.0% 90.0% 85.0% 80.0% 75.0% On -Time Performance by Line, FY 2014/15 - 2019/20 FY2014/15 FY2015/16 FY2016/17 FY2017/18 FY2018/19 FY 2019/20 YTD t 91/PVL t IE/OC t Riverside Line — — Target OTP Short Range Transit Plan I Riverside County Transportation Commission 1208 3.2.7 Metrolink Productivity Improvement Efforts Due to COVID-19 impacts, productivity improvement efforts will focus on safety and regaining ridership for the near -term. In April 2020, Metrolink conducted an online survey with mobile app account holders and email list subscribers and received an overwhelming 11,069 responses (about 98% from email recipients). The objectives of the survey were to learn: • Who is still riding Metrolink? • What changes do riders expect to their commute post COVID-19? • How likely are riders to return to riding Metrolink? • What strategies are effective in motivating riders to return? Preliminary findings determined that: • Low-income riders are more likely to continue to rely on Metrolink during the pandemic; • 1 in 3 current riders who still ride Metrolink have no car available; • 71 % of current riders describe themselves as essential workers, with healthcare as the primary essential industry at 39% followed by transportation and logistics at 14%; • 81 % of riders indicated that they are likely to ride again; • 13% of riders are unlikely to ride again with concerns about social distancing and cleanliness as the main barriers; • Riders are likely to return in phases over the summer, fall, or winter as stay-at-home orders are lifted, schools are reopened, and when treatment or vaccine exists; • Riders were highly satisfied with how Metrolink was keeping them informed; • Ridership strategies suggests phased implementation with improvements to cleaning, social distancing, fare discounts, security, and amenities; and • The top 5 improvements that would motivate riders to return, ride again, or ride more are: 1) Hospital grade cleaning and disinfecting; 2) Hand sanitizers available on every train car; 3) Social distancing markers at the station; 4) Cleaning crews onboard the train at all times; and 5) One blocked -off seat next to each rider for social distancing. Survey results clearly indicate that enhanced safety and sanitization measures are critical to gaining riders back. Other productivity improvements and an implementation plan are anticipated when Metrolink releases its proposed FY 2020/21 budget in August 2020. 3.2.8 Metrolink Recent Service Changes In October 2019, the following changes were made to the 91/PVL and Riverside Lines. • 91/PVL - Weekend service was expanded in Perris as a result of customer requests and interests. Two morning trains and two afternoon/evening trains now serve the Perris Valley area on both Saturday and Sundays. On the weekdays, the 91 PVL Line eliminated the bounce back trains from Perris — South and Riverside — Downtown and extended a morning train to Los Angeles providing four morning trains to Los Angeles, and a new afternoon was added from Los Angeles to Perris. • Riverside Line - The first morning train was adjusted to depart 12 minutes earlier at 4:35 am to allow commuters to arrive at LAUS by 6:00 am while the second train was adjusted to depart seven minutes earlier at 5:35 am to allow for a 7:00 am arrival. These adjustments were made in response to a Metrolink survey to gauge customers' preferred arrival times. For the Spring 2020 schedule change, a mid -day reverse train on the 91/PVL Line was proposed from Los Angeles to Perris; however, is postponed due to the COVID-19 pandemic. This train would have provided an option for Riverside County residents who work in Los Angeles to have a return trip in case they need Riverside County Transportation Commission I Short Range Transit Plan 1209 to return home early or have appointments. It also provides travelers who need to spend only half the day in Los Angeles to have a return trip. In the afternoon, a train that originated in Riverside would also be extended to depart from the Perris — South Station. 3.2.9 Metrolink Major 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 Commission Metrolink stations. Ads regularly appear in the RTA Ride Guide promoting free RTA transfers from Metrolink stations. The RTA Ride Guide includes the Metrolink stations in its route directory listing. Additionally, Metrolink occasionally helps promote the RTA CommuterLink service in materials at the stations. The Commission will be monitoring the Corona Cruiser COA study to identify opportunities in which bus and trains schedules can be more closely aligned to allow more transfer opportunities for commuters. 3.2.10 RCTC Proposed Metrolink Service Plan The 5-year Metrolink Service Plan is based on recent ridership trends and Commission goals. These goals are consistent with the broad objectives of Metrolink SCORE program for increased regional train service to be implemented by the 2028 Olympics. Table 3.2 below outlines a service growth scenario over the next several years that will expand options for Riverside County residents. The specific implementation of this service will be subject to several factors including funding, availability of equipment, availability of train crews, and renegotiations of shared -use agreements with railroads. 11 Short Range Transit Plan I Riverside County Transportation Commission 1210 Table 3.2: Proposed Riverside County Metrolink Service Improvements Fiscal Year 2019/20 2020/21** 2021/22 2022/23 2023/24 2024/25 Oct Apr** Oct Apr Oct Apr Oct Apr Oct Apr Oct Apr Line Current Planned Proposed 91/PVL AM Peak' 4 4 5 5 5 6 6 7 7 8 8 8 Reverse Peak* 1 1 1 1 1 2 2 2 2 2 2 3 Off -Peak 2 2 2 2 2 2 2 2 2 2 2 Reverse Peak* 1 1 1 1 1 2 2 2 2 2 2 3 PM Peak' 5 5 6 6 6 7 7 8 8 9 9 9 Total 11 13 15 15 15 19 19 21 21 23 23 25 Total trains to Perris 8 10 *12 Weekends Total 4 4 4 4 6 6 6 6 8 8 8 8 IEOC Line AM Peak 5 5 5 5 6 6 6 7 7 7 8 8 Reverse Peak 1 1 1 2 2 2 2 2 2 2 2 2 Off -Peak 5 5 5 5 5 5 5 5 5 5 5 5 Reverse Peak 1 1 1 1 1 1 1 1 1 PM Peak 5 5 5 5 6 6 6 7 7 7 8 8 Total 16 16 16 18 20 20 20 22 22 22 24 24 Weekends Total 4 4 4 4 6 6 6 6 8 8 8 8 Riverside Line AM Peak 5 5 5 5 5 5 6 6 6 6 6 6 Reverse Peak 1 1 Off -Peak 2 2 2 2 2 2 2 2 2 2 2 2 Reverse Peak 1 1 PM Peak 5 5 5 5 5 5 6 6 6 6 6 6 Total 12 12 12 12 12 12 14 14 14 14 16 16 Total Trains Through Riverside (weekdays) 39 41 43 45 47 51 53 57 57 59 63 65 BNSF FUL-RIV Totals 27 29 31 33 35 39 39 43 43 45 47 49 Projected Subsidy (Millions) $21 $24 $26 $28 $30 $32 * FTA Minimum Requirement of 12 per SSGA in PVL **Planned and proposed service improvements for April 2020 and FY 2020/21 will be delayed due to COVID-19. ' Current weekday AM peak is approximately 4:00 am to 8:30 am and weekday PM peak is 3:30 pm to 6:55 pm. Riverside County Transportation Commission 1 Short Range Transit Plan 1211 Immediate Strategies by FY: • FY 2020/21 - Reinstate 12 train moves 91/PVL to Perris • FY 2021/22 - Add new IEOC reverse commute trip • FY 2021/22 - Add new weekend IEOC - currently only two roundtrips (4 trains) since 2006 (AVL has 12 weekend trains) • FY 2021/22 - Add 91/PVL weekend roundtrip from LA -Riverside -Perris expand IE as a destination Goals by Line: • 91/PVL o FY 2021/22 - Add 91/PVL weekday peak and reverse peak trips to Perris o FY 2022/23 - Add 91/PVL weekday peak trip o FY 2023/24 - Add 91/PVL weekday peak trip o FY 2023/24 - Add 91/PVL weekend service o FY 2024/25 - Add 91/PVL weekday reverse peak trip • IEOC o FY 2021/22 - Add IEOC weekday peak trip o FY 2022/23 - Add IEOC weekday peak trip o FY 2023/24 - Add IEOC weekend service o FY 2024/25 - Add IEOC weekday peak trip • Riverside o FY 2022/23 - Add Riverside weekday peak trip COVID-19 Impacts on Service Plan As of March 26, 2020, Metrolink implemented a service adjustment to address the dramatic reduction in ridership due to COVID-19 impacts. The plan is for this to continue until demand increases such that reinstating pre-COVID-19 service levels are justified. The approach highlights are below. Metrolink level of service with a 30% scheduled train service reduction, Monday- Friday • 115 trains will operate Monday- Friday • 52 trains will be removed from service Monday -Thursday • 54 trains will be removed from service Fridays • 48 trains on Saturday, no change • 42 trains on Sunday, no change • Total miles operated, 7,761 Monday- Friday Key Strategies • Maintain higher performing schedules • Provides customers peak service during the morning and evening commutes • Four train sets held out of the current 40 set rotation • Reduces total daily mileage by about 2,235 miles for a fuel cost savings of about $14,591 daily Short Range Transit Plan I Riverside County Transportation Commission 1212 " R e d u c e s c r e w u t i l i z a t i o n b y 5 f o r c r e w c o s t s a v i n g s o f a b o u t $ 3 , 1 4 0 d a i l y " R e d u c e s f o o t p r i n t o n f o r e i g n r a i l r o a d s f o r c o s t s a v i n g s o f a b o u t $ 2 , 8 6 2 d a i l y " A b i l i t y t o r e s t o r e f u l l s e r v i c e o n s h o r t n o t i c e R i v e r s i d e C o u n t y I m p a c t s " R i v e r s i d e L i n e r e d u c t i o n o f t h r e e t r a i n s : 4 0 2 , 4 0 4 , 4 1 1 " 9 1 / P V L r e d u c t i o n o f o n e t r a i n : 7 1 1 " I E O C r e d u c t i o n o f t w o t r a i n s : 8 0 4 , 8 1 " T h e t w o a d d i t i o n a l 9 1 / P V L t r a i n s p r o p o s e d t o b e a d d e d t o t h e A p r i l 2 0 2 0 s c h e d u l e a r e c u r r e n t l y p l a n n e d t o b e a d d e d o n c e f u l l s e r v i c e i s r e s t o r e d " F u t u r e s e r v i c e a d d i t i o n s w i l l b e r e v i e w e d a n d i m p l e m e n t e d b a s e d o n n e e d s a n d p a s s e n g e r d e m a n d 3 . 2 . 1 1 M e t r o l i n k a n d R C T C M a r k e t i n g P l a n s a n d O u t r e a c h M e t r o l i n k a n d R C T C w o r k c o l l a b o r a t i v e l y t o p r o m o t e a n d m a r k e t M e t r o l i n k s e r v i c e s . M e t r o l i n k f o c u s e s o n s y s t e m w i d e p r o m o t i o n s a n d c a m p a i g n s a n d R C T C s u p p l e m e n t s t h e s e e f f o r t s w i t h m o r e t a r g e t e d o u t r e a c h i n t h e C o u n t y . F o l l o w i n g i s a s u m m a r y o f t h e s e e f f o r t s . M e t r o l i n k I n i t i a t e d P r o m o t i o n s a n d M a r k e t i n g C a m p a i g n s M e t r o l i n k w i l l c o n t i n u e l i n e a n d d e s t i n a t i o n - s p e c i f i c m a r k e t i n g t o a t t r a c t , r e t a i n , a n d r e c a p t u r e r i d e r s b y d e v e l o p i n g c u s t o m i z e d m a r k e t i n g t a c t i c s . L o y a l t y P r o g r a m C a m p a i g n M e t r o l i n k i s c o n t i n u i n g t h e d e v e l o p m e n t o f a l o y a l t y p r o g r a m f o r F Y 2 0 2 0 / 2 1 t o r e w a r d r i d e r s f o r t h e i r c o n t i n u e d e n g a g e m e n t w i t h M e t r o l i n k . T h e L o y a l t y P r o g r a m w i l l o f f e r : " C a s h b a c k r e w a r d s t h a t a r e a c c u m u l a t e d a n d p a i d a t r e g u l a r i n t e r v a l s " P o i n t s t h a t c a n b e r e d e e m e d f o r s e r v i c e s " T i e r e d b e n e f i t s a t d i f f e r e n t l e v e l s o f t h e p r o g r a m " P o i n t s t h a t c a n b e r e d e e m e d f o r p r o d u c t s a n d s e r v i c e s f r o m t h i r d p a r t i e s O t h e r r e w a r d s f o r b e i n g a m e m b e r , e . g . m e m b e r - o n l y s a l e s , f i r s t n o t i c e o f n e w p r o d u c t s , e x t r a d i s c o u n t s . C o r p o r a t e P a r t n e r s h i p s P r o g r a m ( C P P ) M e t r o l i n k a n n o u n c e d t h a t i t h a s i n c o r p o r a t e d t h e C P P i n t o t h e M o b i l e A p p a n d w i l l a l l o w t h e n e w T V D s t o r e d e e m t h e Q u i c k C a r d s s o o n . M e t r o l i n k i s a l s o p r o p o s i n g a b u s i n e s s - t o - b u s i n e s s m a r k e t i n g c a m p a i g n t o g a i n m o r e c o r p o r a t e a c c o u n t s . L i n e A w a r e n e s s M a r k e t i n g C a m p a i g n M e t r o l i n k c o n d u c t s m a r k e t i n g c a m p a i g n s t o a t t r a c t n e w r i d e r s h i p w i t h v a r i o u s m a r k e t i n g s t r a t e g i e s , s u c h a s b i l l b o a r d s , b u s s h e l t e r a d v e r t i s i n g , r a d i o s p o t s , s o c i a l m e d i a a d v e r t i s i n g , d i g i t a l a n d m o b i l e a p p a d v e r t i s i n g , a n d p r i n t a d v e r t i s i n g . C r e a t i v e d i r e c t m a i l e r s f o r t h e I E O C L i n e , i n t e r n e t a d s f o r t h e 9 1 / P V L L i n e , a n d s o c i a l m e d i a a d s f o r t h e R i v e r s i d e L i n e h a v e o f f e r e d p r o m o t i o n a l c o d e s f o r f r e e o r d i s c o u n t e d r i d e s . I n a d d i t i o n t o t h e r e g u l a r t r a i n s e r v i c e s , t h e C o m m i s s i o n h a s p a r t n e r e d w i t h o t h e r a g e n c i e s t o p r o v i d e a c c e s s t o s p o r t i n g a n d h o l i d a y e v e n t s w i t h s p e c i a l s e r v i c e s s u c h a s t h e A n g e l s E x p r e s s T r a i n a n d F e s t i v a l o f L i g h t s T r a i n . T h e s e t y p e s o f p r o m o t i o n a l s e r v i c e s h a v e b e e n h i g h l y s u c c e s s f u l i n i n c r e a s i n g r i d e r s h i p a n d i n t r o d u c i n g n e w r i d e r s t o c o m m u t e r r a i l . T h e c o n t i n u a t i o n o f t h e s e s e r v i c e s i s c o n t i n g e n t u p o n a v a i l a b l e g r a n t f u n d i n g a n d r e s t r i c t i o n s t h a t m a y b e i n p l a c e d u e t o C O V I D - 1 9 . R i v e r s i d e C o u n t y T r a n s p o r t a t i o n C o m m i s s i o n I S h o r t R a n g e T r a n s i t P l a n 1 2 1 3 Angels Express Train The Commission partners with OCTA to fund special trains to Los Angeles Angels of Anaheim 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. Fans from Riverside County can take the train directly to the Anaheim Regional Transportation Intermodal Center and stay for the "Big Bang Fridays" fireworks show before departing. Festival of Lights Train ANGELS EXPRESS FAN TRAIN 1..,, waif, Mory f Through the growing success and interest of the City of Riverside's month -long Festival of Lights (FOL), the Commission 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 service helps to alleviate local traffic congestion and provides 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 includes a free transfer to RTA's FOL shuttle bus service that transports passengers from the Riverside — Downtown Station to the event center. RCTC Outreach Program The Commission has supplemented Metrolink's marketing efforts by developing a grassroots outreach program that focuses on reaching communities that may not be aware of how Metrolink can be incorporated in their lives. The goal is to increase ridership on all Metrolink lines that service Riverside County. The program key elements include: • University and college campaign • Train excursion programs for seniors and community/he groups • Community events presence • Digital marketing targeted to Riverside County T AIN • Support for Special Events Trains such as Festival of Lights and Angels Express • Try the Train Tuesday The Commission has also continued to increase Rail Safety awareness. Key elements of rail safety program include: • Comprehensive outreach to UCR community • Ongoing Operation Lifesaver presentations to K-12 schools and community groups • Community events information booths • Initiate Suicide Prevention Lifeline messaging near rail right-of-way UESDAY 3.2.12 Metrolink Projected Ridership Growth Due to COVID-19 impacts, Metrolink ridership projections for FY 2020/21 will not be known until their annual budget is submitted in August 2020. Metrolink is also analyzing customer survey findings to develop strategies and priorities to regain riders. Public health orders will also be a determining factor on when services might begin to return to pre-COVID-19 levels. Short Range Transit Plan I Riverside County Transportation Commission 1214 3.2.13 Metrolink and RCTC Capital Improvement Plans There are three main capital improvement planning efforts that are used to assess rail capital needs in the County: Metrolink's Capital Rehabilitation Plan; RCTC Station Rehabilitation Program; and RCTC Rail Capital Infrastructure Plan. The establishment of these capital plans provides the opportunity to more strategically program formula funds and seek competitive grants to delivery and prioritize projects. The 5-year strategies and priority projects for each capital improvement plan are described below. Metrolink Capital Rehabilitation Plan The 2017 Metrolink Infrastructure Rehabilitation Plan identified major capital improvements for the next ten years. The focus of the plan for the next five years, includes the following: • Continual Improvements for Positive Train Control (PTC); • LAUS Improvements and New Maintenance and Layover Facilities; • Station Maintenance; • Replacement of Ticket Vending Machines; and • Rehab/Renovation of passenger cars. Metrolink's Rehabilitation Plan is funded by member agencies through annual capital subsidies. Continual Improvements of Positive Train Control 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 the Commission 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. Although full implementation has occurred, and continual improvements of the system will continue to be a high priority. Ticket Vending Devices and Mobile Ticketing Application Metrolink's aging ticketing infrastructure is being replaced with new ticket vending devices 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 TVDs include a sleeker design, contactless payment options, 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 is completed giving customers the effortlessness connectivity to other transit providers. 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%, resulting in cleaner air for the region. Performance concerns have delayed the delivery of the new locomotives. Metrolink ordered 40 Tier 4 locomotives. As of March 2020, SCRRA has 32 locomotives in operations while having received 35. Metrolink's existing fleet of Bombardier passenger rail cars need to be rebuilt to comply with current standards and regulations, as well as to improve their reliability and appearance. Metrolink has started shipping the rail cars to a vendor to start the overhauls. 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. Metrolink is continuing its overhaul program with the intent to have all cars upgraded in the next several years. Riverside County Transportation Commission I Short Range Transit Plan 1215 RCTC Station Rehabilitation Program The Commission fully funds and maintains all the commuter rail stations in Riverside County. 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. In 2016, four new stations were added along the Perris Valley Line including Hunter Park/UCR, Moreno Valley/March Field, Perris — Downtown and Perris South. Over the years, the stations show their age and require preventative maintenance. The Commission takes pride in the commuter rail stations and intends to continue to invest significant resources to maintain a state of good repair which is vital for rest of the public transportation network. A 5-year Station Rehabilitation Program is updated annually to maintain and upgrade stations in a state of good repair and ultimately reduce costs for operations and maintenance (O&M) long term. Recently completed projects include: • Construction of a covered passenger waiting and concession area at the Riverside — Downtown Metrolink Station • Security and station surveillance expansion, including closed-circuit television (CCTV) infrastructure for all stations • Parking lot and bus transfer expansion at the Riverside — La Sierra Metrolink station • Elevator Rehabilitation at Corona — North Main and Riverside — Downtown Stations • Pavement rehabilitation at Riverside -Downtown • Upgraded ADA drop off/pick up and parking areas at Corona - West • Comprehensive painting of Pedley, West Corona, La Sierra, and Riverside -Downtown Planned station improvements for the next five years are categorized into the following areas: • Comprehensive painting of station structures • Pavement rehabilitation of station parking lots • Bike and Pedestrian safety improvements, including signage • LED Fixtures and Lights • Station amenities (gates, fences, benches, shelters, bike storage, etc.) • CCTV camera systems • Drought tolerant landscaping upgrades • Elevator rehabilitation or replacement • Electrical Upgrades • General building maintenance • Study of Solar Photo -voltaic panels on parking canopies at two PVL stations. The total five-year program cost for FY 2020/21 — 2024/25 is estimated at $12 million and will be funded with $8 million from FTA 5307 and $4 million from the SB 1 State of Good Repair program. Short Range Transit Plan I Riverside County Transportation Commission 1216 RCTC Rail Capital Infrastructure Projects The Commission's focus for the next five years is to delivery projects that will improve Metrolink operational reliability and support service growth. The delivery of a capital project can include tasks such as feasibility 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 various types of agreements. This section provides a summary of each of the major rail capital projects where the Commission is identified as the lead agency and includes: 1. Riverside -Downtown Layover Facility North Expansion 2. Moreno Valley/March Field Station Upgrade Project 3. Metrolink Station Parking Expansion Analysis 4. Riverside -Downtown Station Track and Platform Project 5. Moreno Valley to Downtown Perris 2nd Track Project 6. Downtown Perris to Perris South 2nd Track and 4th Layover Track Project 7. Moreno Valley/March Field Station Pedestrian Bridge Project Riverside County Transportation Commission I Short Range Transit Plan 1217 Riverside -Downtown Layover Facility North Expansion The Riverside -Downtown Layover Facility project expands the existing layover facility on the northside of SR-91 to accommodate three storage tracks with an overall capacity of three 6-train sets. The project also provides upgraded facilities with the addition of a water services station, sewer dump station, and additional power stations. Project Status: Under Construction Total Project Cost: $6.2 million Project Funding: FTA 5307 Project Completion: November 2020 _14PISIP fiP :'lr I Wit.I it7 1 it k DOWNTOWN RIVERSIDE STATION.41:41.14 kz EXIST TRACK P-1 : BRIGHTWOOD COLLEGE y BNSF MT1 El NSF MT2 NSF MT3 EXIST TRACK P-2 PROPOSED PLATFORM db PROP TRACK ST-01 PROP TRACK ST-02 PROP TRACK ST-03. Short Range Transit Plan I Riverside County Transportation Commission 1218 Moreno Valley/March Field Station Upgrade Project The Moreno Valley/March Field Station Upgrade Project is necessary for improved operational reliability and passenger convenience for the 91/PVL Line. This project will upgrade the station with an additional platform and upgrade 2.7 miles of track to passenger rail standards so that trains can pass each other at the mid -point of the PVL line, providing the capacity necessary for additional connectivity from 91/PVL Line trains to other trains in the Metrolink system at the Riverside — Downtown Station. Project Status: Environmental Review and Design Estimated Start of Construction: 2021 Project Cost Estimate: $17 million Project Funding: FTA 5307 Project Completion: Early 2022 Riverside County Transportation Commission Short Range Transit Plan 1219 Metrolink Station Parking Expansion Analysis Based on trends in parking usage at Metrolink stations, and anticipated increases in future service levels, expansion of parking facilities will be needed in the near future. The Riverside Downtown station parking lot has the highest level of usage, and that parking lot will be expanded with the Riverside -Downtown Station Track and Platform Project (SCORE Project). The West Corona station is the next highest in usage. As the site is currently fully utilized for surface parking, a preliminary analysis will be performed to look at the feasibility of a parking structure at this station. North Elevation West Entry Elevation East Elevation Pe. Mem I II T IT South Elevation 7 T T� North Main Corona Metrolink Station Parking Structure Short Range Transit Plan I Riverside County Transportation Commission 1220 Metrolink SCORE Program Metrolink's SCORE Program is a $10 billion initiative to upgrade the regional rail system to meet the current and future needs of the traveling public. The first phase was awarded $876 million from the State's Transit and Intercity Rail Capital Program (TIRCP) in April 2018, which the Riverside -Downtown Station Track and Platform Project was a recipient of. The first two phases of capital projects are envisioned to support expanded Metrolink service. The first phase focuses on capital projects to be completed by 2023. The second phase focuses on capital projects scheduled for completion by 2028. Riverside -Downtown Station Track and Platform Project (SCORE Project) The Riverside -Downtown Station Track and Platform Project increases connectivity and rail capacity and service reliability, especially for all trains using the southeast tracks on the BNSF mainline, which includes all 91/PVL trains. This project will add a center platform and associated tracks on the southeast 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. The track and platform project has been funded as part of the first phase of the Metrolink SCORE Program. The environmental phase has begun and will assess the development of an expanded project that includes a large property acquisition and a surface parking lot with approximately 500 spaces. The costs and funding of these project elements are still being determined. Project Status: Environmental Review and Design Project Cost Estimate: $30 million (base without expanded parking lot) Project Funding: FTA 5307 Grant, TIRCP, STA Project Completion: December 2023 Riverside County Transportation Commission I Short Range Transit Plan 1221 Moreno Valley to Downtown Perris 2nd Track Project (SCORE Project) The PVL exists today as a single-track main line, which constrains rail operations and does not offer long-term growth. This project, as proposed, will provide approximately six miles of second main track. Partnered with the Moreno Valley/ March Field Station Project, this project will provide the PVL with a continuous double track corridor between Control Point (CP) Eastridge and CP Nuevo, a total of about nine miles. While there is currently a second track within the RCTC-owned right-of-way that runs parallel to the PVL within the project area, it is comprised of jointed rail, older wood ties, and poor ballast conditions. The track is also not currently signalized and is used only for limited freight operations of two to four freight trains per week providing service to the local industries. As proposed, the project will begin at a new CP at approximately Milepost (MP) 72.2, with a new higher speed universal turnout to be constructed as part of the Moreno Valley/ March Field Station Project. The project will then continue with the rehabilitation of the second track south to CP Nuevo (MP 81.4), with the replacement of the existing switch with a higher speed turnout. Track rehabilitation will include new concrete cross ties, other track material (OTM), ballast, and continuous welded rail (CWR). Existing turnouts will be removed and replaced as necessary to maintain freight operations. The track will receive a new signal system and be incorporated into the Metrolink PTC network. The double track continue to the Perris Downtown Station to allow for multiple boarding opportunities. HIGHG OV Riverside - Hunter Park Station IVERSID -Moreno Valley/ March.Field Station •` Additional Planned Project MORENO VALLEY WOODC REST CP NUEVO MP 81.4 �\ PERRIS `-----.Perris - Downtown Station • 1 CP EASTRIDGE MP 72.2 NEW CP MP 74.9 Perris - South Station NUEVO ROMOLAND Project Status: Project Definition Report Project Cost Estimate: $22 million Project Funding: TBD Project Completion: 6-7 years could potentially Short Range Transit Plan I Riverside County Transportation Commission 1222 Downtown Perris to Perris South 2nd Track and 4th Layover Track Project (SCORE Project) The Perris -South Station is the end of the 91/PVL and serves the City of Perris and communities further south including Temecula, Murrieta, Menifee, Hemet, and San Jacinto. The Perris -South Station is currently along a single-track corridor. This project, as proposed, would add a second track through the station, starting east of the San Jacinto River, at MP 85.2, as well as an additional platform. An in -station pedestrian at -grade crossing would be included at the east end of the station platforms. The project would also include a fourth layover track at the South Perris layover facility at the existing layover facility between CP Mapes at MP 85.4 and MP 85.8. As currently designed, the existing layover facility retained the right-of-way to add an additional layover track to the facility in the future as more capacity was needed. As a result, no additional right-of-way is required to construct the additional layover track at the existing facility. Project Status: Project Definition Report Project Cost Estimate: $19 million Project Funding: TBD Project Completion: 6-7 years Riverside County Transportation Commission Short Range Transit Plan 1223 Moreno Valley/March Field Station Pedestrian Bridge Project (SCORE Project) The Moreno Valley/March Field Station is one of the new stations along the PVL and exists today as a single-track station with an at -grade pedestrian crossing and a single platform. This project will upgrade the station with an additional platform and a pedestrian overpass. The overpass will use the same circulation, platform amenities, and architectural elements currently in place at the Riverside -Downtown Station. The current station layout requires all passengers to use a staircase or extended ramp to access the platforms which are at a lower elevation than the parking lot. The proposed structure would create easier pedestrian access to the platforms and improve the passenger experience. Project Status: Project Definition Report Project Cost Estimate: $25 million Project Funding: TBD Project Completion: 7-8 years STOP ATOP' HINE ...ROOM GE TO EMERGENCY PEDESTRIAN CROSSING_ PROPOSED -CANOPY 0-- mil' 1 tip}. I • 2 -STNR§ _. F OPOSCED-OPE x 5]O'_PLAT ., �r2 STOP PASS-THRU ELEVATOR _ 1;1,I.•lI.I I L!_il.l.1111.1'�L- UJ,l.l.[.LlL _i_I -1- iT1T;TTT i:Tf Ii -I 7TT71 T1l aTI LI.J.l. ,1Jli1.11144-771177. 111 111 1 1‘11111y1111P(}lv,Itl.11llallll' Short Range Transit Plan I Riverside County Transportation Commission 1224 3.2.14 Overview of Long -Term Rail Capital Investments The Commission adopted TRP is inclusive of aspirational projects needed to expand rail capacity to relieve traffic congestion and is consistent with the SCAG RTP/SCS. Table 3.3 below is a summary of these projects with estimated implementation timeframes. A Strategic Rail Plan is being developed and will provide further details on the planning, prioritization, and project delivery for the next 10 years and beyond. Table 3.3: Long -Term Rail Capital Investments Project Type Implementation Metrolink Rail Service: new Riverside -Downtown station parking structure Parking Mid 5-10 yr Metrolink Rail Service: new Corona -North Main station parking structure Parking Mid 5-10 yr Metrolink Rail Service: new Corona -West station parking structure Parking Mid 5-10 yr Metrolink Rail Service: new Riverside -La Sierra station parking structure Parking Mid 5-10 yr Metrolink Rail Service: new 3rd main track from Highgrove to Colton Additional Track Long > 10 yr Metrolink Rail Service: new 3rd track from Riverside to Fullerton Additional Track Long > 10 yr Metrolink Rail Service: new 3rd track from Riverside to Fullerton Additional Track Long > 10 yr Metrolink Rail Service: new 4th main track: and West Corona/ Corona/La Sierra station improvements Additional Track Long > 10 yr Metrolink Rail Service: new train station, Ramona Expressway Station Improvements Long > 10 yr Metrolink Rail Service: new low/ zero -emission technology trains Zero Emission Long > 10 yr Coachella Valley -San Gorgonio rail service: new San Gorgonio Pass station CV Rail Station Long > 10 yr Perris -San Jacinto rail service: full development and implementation of track and facilities San Jacinto Extension Long > 10 yr Railroad crossing safety improvements Safety Improvements On -going Riverside County Transportation Commission I Short Range Transit Plan AI 1225 4.0 FINANCIAL PLANNING Transit services and capital projects are funded with a variety of federal, state, and local revenue sources. A summary of the formulaic and discretionary funding sources that the vanpool and rail programs are likely to be supported by are as follows: Federal Programs • FTA Section 5307 — Provides formula funding to public transit systems in Urbanized Areas (UZA) for public transportation capital, planning, job access and reverse commute projects, as well as operating expenses in certain circumstances. • FTA Section 5337 — Provides formula funding for capital assistance for maintenance, replacement, and rehabilitation projects of existing high -intensity fixed guideway and high -intensity motorbus systems to maintain a state of good repair. • Congestion Mitigation Air Quality (CMAQ) Program — Funds are distributed to states based on a formula that considers an area's population by county and the severity of its air quality, and may be used for transit capital expenditures that have an air quality benefit. CMAQ funds are administered by FHWA and when awarded for use on transit projects are flexed to the FTA. • Other Federal Programs may include funds from the FRA or other FTA discretionary grants for planning activities, pilot programs, and major capital investments. State Programs • Local Transportation Fund — LTF funds are formula based for operating and capital purposes and are generated from a'/a cent of the state retail sales tax collected in each county. • State Transit Assistance Fund — 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). • State of Good Repair (SGR) — SGR provides formula funding for transit maintenance, rehabilitation, and capital projects. • Low Carbon Transit Operational Program (LCTOP) — LCTOP funds provides transit agencies with operating and capital assistance to reduce greenhouse gas emissions and improve mobility, with a priority on serving disadvantaged communities. LCTOP projects support new or expanded bus or rail services, expanded intermodal transit facilities, and may include equipment acquisition, fueling, maintenance and other costs to operate those services or facilities. LCTOP derives from the Greenhouse Gas Reduction Fund (GGRF) that receives proceeds from cap -and -trade auctions. • Transit and Intercity Rail Capital Program (TIRCP) — TIRCP is intended to fund transformative capital improvements that will modernize California's intercity, commuter, and urban rail systems, and bus and ferry transit systems to significantly reduce emissions of greenhouse gases, vehicle miles traveled, and congestion. TIRCP is also a cap -and -trade program that is funded through the GGRF. • Other State Programs may include funding from discretionary programs such as the State Rail Assistance, Local Partnership Program, or Solutions for Congested Corridors Program. Short Range Transit Plan I Riverside County Transportation Commission 1226 Local Programs • Measure A — Administered by RCTC, Measure A is a1 cent sales tax for transportation approved by the voters in 2009 for a 30-year period . • Mobile Source Air Pollution Reduction Review Committee (MSRC) — MSRC has provided discretionary funding first mile/last mile bicycle and pedestrian improvements and for transportation demand management projects such as rideshare and special events to mitigate the impacts caused by mobile source emissions. • Other local sources may include passenger fares, leases, or, local agency or private partnerships. 4.1 Operating and Capital Budget — FY 2020/21 Table 4.0 at the end of this chapter provides a summary of the total operating and capital funding requests by revenue source and project for FY 2020/21. Total operating expenses for FY 2020/21 is estimated at $50.9 million, combined for the vanpool and rail programs, which represents an increase of 18% from FY 2019/20 primarily due to: • Metrolink Subsidy — The total Metrolink subsidy assumes a full year of service with an allocation of $21.6 million of CARES funding and an advance of $4.5 million for the first quarter. Metrolink's FY 2020/21 budget will be provided in August 2020 and the total annual subsidy will be adjusted accordingly. • Station O&M — Increased safety and sanitization costs for Commission -owned Metrolink stations and nearly doubled due to COVID-19 and includes social distancing platform placards for waiting areas, signage, hand sanitization stations, and enhanced daily and monthly deep cleaning routines for high traffic surfaces such as handrails, ticket vending machines, and elevators. • VanClub — The transition of a new application and database system, subsidies and incentives to help promote growth post -pandemic which will result in an overall increase in program performance and participation. Total capital programming for FY 2020/21 is $9.5 million, $8.0 million of which is for a multi -year station rehabilitation program funded by FTA Section 5307. Project descriptions and justifications for each capital project are found in Table 4.0A at the end of this chapter. Total capital programming for FY 2020/21 represents a decrease of 45% from FY 2019/20. This is attributable to FY 2019/20 programming higher than normal capital funds to reflect a $14.2 million TIRCP grant award for the Riverside -Downtown Platform and Track Project. The FY 2020/21 operating and capital plans are fully funded. State and local revenues typically comprise the largest revenue sources; however, due to the adverse economic impacts that COVID-19 has had on state and local revenues, primarily LTF and Measure A, the Commission prioritized federal Coronavirus Aid, Relief, and Economic Security (CARES) Act funds to preserve local funding and supplement loss revenues. Should revenue projections change significantly throughout the year, service and capital plans will be modified, as needed. 4.2 Funding to Support Future Operating and Capital Plans Tables 4.1 — 4.4 at the end of this chapter identifies the available funding revenues that can support operating and capital plans for the subsequent four years, FY 2021/22 — 2024/25. These plans include operating costs based on a nominal growth rate and are used for planning purposes only. Table 4.5 summarizes the projected total operating costs for the vanpool and commuter rail programs. Riverside County Transportation Commission I Short Range Transit Plan 1227 Table 4.5: Projected Total Operating Costs (Vanpool and Commuter Rail), FY 2020/21 — 2024/25 Fiscal Year Total Operating 2020/21 2021/22 2022/23 2023/24 2024/25 $ 50,864,341* $ 50,871,473 $ 52,734,534 $ 54,364,890 $ 56,282,645 % Change 2.5% 3.7% 3.1% 3.5% *To be revised, pending Metrolink FY 2020/21 annual budget approval. Capital projects with committed funding will continue to move forward and staff will continue to seek discretionary funds for new capital projects. The Commission will also prioritize projects based on safety and maintenance to keep stations operating at optimal efficiency levels. 4.3 Regulatory and Compliance Requirements The Commission is responsible for complying with state and federal regulatory provisions, in addition to undergoing performance reviews and audits. Following is a summary and status of major regulatory and compliance requirements. Americans with Disabilities Act (ADA) To prohibit discrimination on the basis of disability, the U.S. Congress passed the Rehabilitation Act of 1973 and the ADA of 1990. Title II of the ADA pertains to state and local governments and prohibits discrimination or segregation on the basis of race, color, religion or national origin in access to public accommodations. Title II requires that persons with disabilities be provided with an equal opportunity to benefit from government programs, services and activities. In October 2012, the Commission appointed the Deputy Executive Director to serve as the ADA Coordinator and adopted grievance procedures and a discrimination complaint form. Title VI Title VI of the Civil Rights Act of 1964 protects persons in the United States from being excluded from participation in, denied the benefits of, or subjected to discrimination on the basis of race, color, or national origin in any program or activity receiving federal financial assistance. As required by FTA, a Title VI Program is updated every three years. The Commission's current Title VI program was updated in June 2019 and approved by the FTA in December 2019 and is valid until July 2022. Disadvantaged Business Enterprise (DBE) The DBE Program seeks to ensure nondiscrimination in the award and administration of federally assisted contracts and to create a level playing field on which DBEs can compete fairly for federally assisted contracts. The FTA Office of Civil Rights is responsible for monitoring FTA recipients' DBE programs and ensuring their compliance with DBE regulations. The Commission's DBE Program was last submitted and approved by FTA in 2019. Equal Employment Opportunity (EEO) The EEO Program ensures that no person in the United States shall on the grounds of race, color, religion, national origin, sex, age, or disability be excluded from participating in, or denied the benefits of, or be subject to discrimination in employment under any project, program, or activity receiving Federal financial assistance under federal transit laws. FTA recipients are required to develop an abbreviated or full EEO program if the number of employees working on FTA-funded programs is over 50 or 100, respectively. Although the Commission is an equal opportunity employer, it is not required to fulfill this requirement. Short Range Transit Plan I Riverside County Transportation Commission 1228 FTA Triennial Review Pursuant to Chapter 53 of Title 49, United States Code Section 5307, the FTA is required to conduct a review at least every three years for recipients of Urbanized Area Formula Grant funds. The Triennial Review examines grantee performance and adherence to current FTA requirements and policies such as financial management, technical capacity award and program management, DBE, procurement, and facility and safety programs. The last triennial was completed in June 2018 and resulted in no findings. TDA Triennial Audit In accordance with California Public Utilities Code Section 99246, the Commission in its role as the RTPA is required every three years to arrange for performance audits of its activities as well as the activities of the transit operators to which it allocates TDA funds. The Commission's Rail Program is not included in the audit as it is part of Metrolink's Triennial Performance Audit review. The Commission's 2019 TDA Triennial Audit found that it is in compliance with all TDA requirements and in some cases exceeds those requirements. Five recommendations were provided to improve the Commission's administration and management of TDA and its organization: 1. A carryover from the prior two performance audits, the Commission should revisit the TDA formula for Western Riverside County bus and commuter rail service; 2. A carryover from the prior performance audit, one requirement for the transit operators Financial Transactions Report is that the transit operator prepares separate reports for general public transit and for specialized services; 3. Update the Commission's policy on the use of STA funds for operating assistance, which was approved in June 2019, be updated to reflect Senate Bill (SB) 508; 4. Review and update the Commission's SRTP process to serve more as a planning document that forecasts and provides direction on operating and capital projects and service delivery for the next three to five-year period rather than an annual budgeting document; and 5. Develop a local guidance manual that contains the procedures and protocol for TDA claims and the Commission's transit policies. Riverside County Transportation Commission I Short Range Transit Plan Al 1229 4.4 Status of Current Capital Projects Table 4.6 below is a summary of the current capital projects that have received funding allocations from prior years to highlight the estimated timeline for completion, and the remaining unfunded balance. Table 4.6: List of Current Capital Projects and Funding Status Project Name SRTP Capital Project No. Project Type Funding Category Timeline Begin - End Total Project Cost Unfunded Balance Moreno Valley/March Field Rail Upgrade 17-6 Facilities/ Capital Upgrades Fully Funded 12/2019 — 12/2022 $16,956,682 $0 Riverside Downtown Station Track & Platform 20-3 Facilities/ Capital Upgrades Partially Funded 11/2020— 12/2023 $30,000,000 (excludes ROW and parking lot) $15,000,000 (for ROW and parking lot) Riverside Downtown Layover Facility 15-2 Facilities/ Capital Upgrades Fully Funded 08/2019 — 11/2020 $6,332,444 $0 Coachella Valley Rail Tier 1 Environmental Study 20-1 Facilities/ Capital Upgrades Fully Funded 05/2016 — 06/2021 $5,000,000 $0 Coachella Valley Special Event Train Platform 20-2 Facilities/ Capital Upgrades Fully Funded 03/2019 — 04/2021 $8,688,241 $0 IM Short Range Transit Plan I Riverside County Transportation Commission 1230 o!ss!wwoD uoQe1ao•sueal TunoJ 9•!SJSA! ed}isueala•ueelSao Table 4.0 - Summary of Funding Request - FY2020/21 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Project Western County Rail Metrnlink Oneratinn Suhsidv R. Pravantative Maintenance' Next Generation Rail Study Phase II Total Amount of Funds $35,133.841 $400,000 5307 RS 5307 RS CARES $21,618,973 5337 OB $4.000,000 CMAQ OB 3 $3,900,000 LCTOP PUC99313 ° $1,081302 LTF $4,533,566 $400,000 MA CR OTHR LCL s SGR PUC99313 11 SGR PUC99314 - STA PUC99313 s Farebox Prnnram Mananement and Sunnnrt3 $4,323,500 $2,237,200 $2,086,300 San Jacinto Line Right of Way Maintenance $2,374,100 $2,074,100 $300,000 Station Operations and Security $6,556,100 $4,732,900 $251,000 $1,399,300 $172,900 Transfer Agreements $150,000 $150. 000 Van000l RCTC VanClub Operating Expenses $1,926,800 $950,000 S976,800 ISub-total Operating $50,864,341 $0 $27,301,873 $4,000,000 S4. 151,000 $1,081,302 $7,320,766 $5,559,700 $472,900 00 $0 SO S976,800 Capital Project Western County Rail ! Rail Stations - Capital Rehabilitation - WC 21-1 Coachella Valley Rail .1 CV Rail Environmental/Service Development Plan - CV 21-1 Funds Total Amount of $8,837,037 $672,000 5307 RS $8,000,000 5307 RS CARES i 11 5337 OB i i CMAQ OB 3 LCTOP PUC99313° LTF i I] MA CR i OTHR LCL s SGR PUC99313 $586,060 SGR PUC99314 $250,977 STA PUC99313 e $672,000 Farebox Sub -total Capital $9,509,037 $8,000,000 $0 S0 $0 $0 $0 $0 $0 $586,060 $250,977 $672,000 $0 Total Operating & Capital $60.373,3781 $8,000,000 527,301.873 S4.000,000 $4,151.0001 $1.0813021 $7,320,7661 $5,559,700 $472,900j $586.0601 $250,977 $672,0001 $976.800 Total reflects an estimated full year subsidy and first quarter disbursement of LTF based on the Metrolink-approved continuing resolution. Due to projected decrease in ridership, the subsidy amount covers loss of passenger revenues. An SRTP amendment is anticipated upon approval of the Metrolink FY 2020/21 budget in August 2020. Includes Rail program administration, capital support, marketing, rail safety education, professional services, and special trains. Allocations for salaries and benefits and professional development are subject to change pending the Commission's final budget approval. FY 2020/21 Projected Funding Details 5307 RS CARES 5337 OB CMAQ OB LCTOP PUC99313 LTF MA CR OTHR LCL Farebox $27,301,873 $4,000.000 $4,151,000 3 PVL CMAO Fundino for Security and Operations $1,081,302 ^ LCTOP FY19/20 Exnanded Perris Valle, Lino Onerations FY 21 Grant $7,320,766 $5,559,700 $472.900 ° Revenue venerated by licenses and anreements $976,800 Total Estimated Operating Funding Request $50,864,341 5307 RS SGR PUC99313 SGR PUC99314 STA PUC99313 $8,000,000 $586,060 $250,977 $672,000 °CV Rua/Rail Snlit - STA amount matrhas trancfar amount in FY21 Rudnet Total Estimated Capital Funding Request $9,509.037 Total Funding Request $60,373,378 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP RCTC WRC Rail Table 4.0 A - Capital Project Justification Project Number: 21-1 Project Name: Rail Stations - Capital Rehabilitation Category: Facilities Sub -Category: Rehabilitation/Improvement Fuel Type: N/A FTIP No: RIV200501 Project Description: Capital rehabilitation and maintenance including CCTV, electric upgrades, solar canopies, painting, pavement preservation, upgraded concrete sidewalks and ADA improvements, elevator replacements, lighting, landscaping, and fencing. Project Justification: Rehabilitation is needed to improve station operational efficiencies and maintain state of good repair . Project Schedule: Start Date Completion Date July 2020 June 2025 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount 5307 RS FY 2020/21 $8,000,000 SGR PUC99313 FY 2020/21 $586,060 SGR PUC99314 FY 2020/21 $250,977 Total $8,837,037 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 Short Range Transit Plan I Riverside County Transportation Commission 1232 RIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 SRTP RCTC CV Rail Table 4.0 A - Capital Project Justification Project Number: 21-1 Project Name: CV Rail Environmental/Service Development Plan Category: Planning/Feasibility Sub -Category: Study FTIP No: RIV151002 Project Description: In eastern Riverside County for Caltrans/RCTC/CVAG feasibility study of an intercity passenger rail service between Indio and Los Angeles (Phase I), and project Service Development Plan and environmental document (PH II) - PA&ED only (FRA funded project). Project Justification: This project is funded by local funds subject to the Coachella Valley Rail split and an FRA grant . Project Schedule: Start Date Completion Date May 2016 June 2021 PROJECT FUNDING SOURCES (REQUESTED): Fund Type Fiscal Year Amount STA PUC99313 FY 2020/21 $672,000 Total $672,000 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 Riverside County Transportation Commission Short Range Transit Plan 1233 Table 4.1 - Summary of Funding Request - FY2021/22 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Project Total Amount of Funds $34,908,803 $0 $4,453,205 $2,445,323 $6,752,783 $150,000 $2,161,359 5307 RS 5337 $4,000,000 i LCTOP PUC99313 $1,000,000 LTF $12,000,000 $2,304,316 $150,000 MA CR $2,148,889 $2,136,323 $6,574,696 $347,456 OTHR LCL $309,000 $178,087 $503,407 SGR PUC99313 SGR PUC99314 STA PUC99313 7,785,250 Farebox 10,123,553 $1,310,496 Western County Rail Metrolink Operating Subsidy & Preventative Maintenance Next Generation Rail Study Phase II Program Management and Support San Jacinto Line Right of Way Maintenance Station Operations and Security Transfer Agreements Vanpool RCTC VanClub Operating Expenses .L 'Sub -total Operating $50,871,473 $0 $4,000,000 $1,000,000 $14,454,316 $10,859,908 $487,087 $0 $0 $0 $11,434,049 Capital Project Western County Rail Rail Stations - Capital Rehabilitation Moreno Valley/March Field Station Ped Bridge Riverside Downtown Station Track and Platform Perris 2nd Track Moreno Valley to Downtown Perris Perris Perris South 2nd Track and 4th Layover Track Station Parking Expansion Analysis RCTC Metrolink Capital Obligation Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 Total Amount of Funds $900,000 $0 $15,000,000 $0 $0 $0 $8,000,000 $370,000 5307 RS 5337 $8,000,000 LCTOP PUC99313 i LTF MA CR OTHR LCL SGR PUC99313 $600,000 SGR PUC99314 $300,000 IIII STA PUC99313 $15,000,000 $370,000 Farebox Sub -total Capital $24,270,000 $0 $8,000,000 $0 $0 $0 $0 $600,000 $300,000 $15,370,000 $0 Total Operating & Capital $75,141,473 $0 $12,000,000 $1,000,000 $14,454,3161 $10,859,908 $487.087 $600,000 $300,000 $15,370,000 $11,434,049 o!ss!wwoD uoQe1ao•sueal TunoJ a•!saan!. e d Tisueal a • ueel Table 4.2 - Summary of Funding Request - FY2022/23 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Project Total Amount of Funds $35,956,067 $0 $4,586,801 $2,518,683 $6,955,366 $150,000 $2,567,616 5307 RS 5337 $4,000,000 i LCTOP PUC99313 $1,000,000 LTF $12,000,000 $2,373,445 $150,000 MA CR $2,213,356 $2,200,413 $6,771,937 $635,604 OTHR LCL $318,270 $183,430 $327,948 SGR PUC99313 SGR PUC99314 STA PUC99313 8,528,808 Farebox 10,427,260 $1,604,064 Western County Rail Metrolink Operating Subsidy & Preventative Maintenance Next Generation Rail Study Phase II Program Management and Support San Jacinto Line Right of Way Maintenance Station Operations and Security Transfer Agreements Vanpool RCTC VanClub Operating Expenses 'Sub -total Operating $52,734,534 $0 $4,000,000 $1,000,000 $14,523,445 $11,185,705 $501,700 $0 $0 $0 $12,031,324 Capital Project Total Amount of Funds $900,000 $5,000,000 $0 $0 $0 $0 $8,000,000 $380,000 5307 RS $5,000,000 5337 $8,000,000 LCTOP PUC99313 i LTF MA CR OTHR LCL SGR PUC99313 $600,000 SGR PUC99314 $300,000 IIII STA PUC99313 $380,000 Farebox Western County Rail Rail Stations - Capital Rehabilitation Moreno Valley/March Field Station Ped Bridge Riverside Downtown Station Track and Platform Perris 2nd Track Moreno Valley to Downtown Perris Perris Perris South 2nd Track and 4th Layover Track Station Parking Expansion Analysis RCTC Metrolink Capital Obligation Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 Sub -total Capital $14,280,000 $5,000,000 $8,000,000 $0 $0 $0 $0 $600,000 $300,000 $380,000 $0 Total Operating & Capital $67,014,534 $5,000,000 $12,000,000 $1,000,000 $14,523,4451 $11,185,705 $501.700 $600,000 $300,000 $380,000 $12,031,324 Table 4.3 - Summary of Funding Request - FY2023/24 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Project Total Amount of Funds $37,034,749 $0 $4,724,405 $2,594,243 $7,164,027 $170,000 $2,677,465 5307 RS 5337 $4,000,000 i LCTOP PUC99313 $1,000,000 LTF $12,000,000 $2,444,649 $170,000 MA CR $2,279,756 $2,266,425 $6,975,095 $1,073,401 OTHR LCL $327,818 $188,932 SGR PUC99313 SGR PUC99314 STA PUC99313 9,294,672 Farebox 10,740,077 $1,604,064 Western County Rail Metrolink Operating Subsidy & Preventative Maintenance Next Generation Rail Study Phase II Program Management and Support San Jacinto Line Right of Way Maintenance Station Operations and Security Transfer Agreements Vanpool RCTC VanClub Operating Expenses ME 'Sub -total Operating $54,364,890 $0 $4,000,000 $1,000,000 $14,614,649 $11,521,276 $516,751 $0 $0 $0 $12,344,141 Capital Project Total Amount of Funds $900,000 $0 $0 $5,000,000 $5,000,000 $0 $8,000,000 $390,000 5307 RS $5,000,000 $5,000,000 5337 $8,000,000 LCTOP PUC99313 i LTF MA CR OTHR LCL SGR PUC99313 $600,000 SGR PUC99314 $300,000 STA PUC99313 $390,000 Farebox Western County Rail Rail Stations - Capital Rehabilitation Moreno Valley/March Field Station Ped Bridge Riverside Downtown Station Track and Platform Perris 2nd Track Moreno Valley to Downtown Perris Perris Perris South 2nd Track and 4th Layover Track Station Parking Expansion Analysis RCTC Metrolink Capital Obligation Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 Sub -total Capital $19,290,000 $10,000,000 $8,000,000 $0 $0 $0 $0 $600,000 $300,000 $390,000 $0 Total Operating & Capital $73,654,890 $10,000,0001 $12,000,000 $1,000,000 $14,614,6491 $11,521,276 $516.751 $600,000 $300,000 $390,000 $12,344,141 o!ss!wwoD uoQe1ao•sueal TunoJ a•!saan!. e d Tisueal a • ueel Table 4.4 - Summary of Funding Request - FY2024/25 RCTC Western County Rail, Coachella Valley Rail, and Vanpool Programs Operating Project Total Amount of Funds $38,145,792 $0 $4,866,137 $2,672,070 $7,378,948 $170,000 $3,049,697 5307 RS 5337 $4,000,000 i LCTOP PUC99313 $1,000,000 LTF $12,000,000 $2,517,988 $170,000 MA CR $2,348,149 $2,334,418 $7,184,348 $1,161,569 OTHR LCL $337,653 $194,600 SGR PUC99313 SGR PUC99314 STA PUC99313 10,083,512 Farebox 11,062,280 $1,888,128 Western County Rail Metrolink Operating Subsidy & Preventative Maintenance Next Generation Rail Study Phase II Program Management and Support San Jacinto Line Right of Way Maintenance Station Operations and Security Transfer Agreements Vanpool RCTC VanClub Operating Expenses .L ISub-total Operating $56,282,645 $0 $4,000,000 $1,000,000 $14,687,988 $11,866,915 $532,253 $0 $0 $0 $12,950,408 Capital Project Total Amount of Funds $900,000 $0 $0 $0 $0 $1,000,000 $8,000,000 $400,000 5307 RS 5337 $8,000,000 LCTOP PUC99313 i LTF MA CR OTHR LCL SGR PUC99313 $600,000 SGR PUC99314 $300,000 STA PUC99313 $1,000,000 $400,000 Farebox Western County Rail Rail Stations - Capital Rehabilitation Moreno Valley/March Field Station Ped Bridge Riverside Downtown Station Track and Platform Perris 2nd Track Moreno Valley to Downtown Perris Perris Perris South 2nd Track and 4th Layover Track Station Parking Expansion Analysis RCTC Metrolink Capital Obligation Coachella Valley Rail CV Rail Environmental/Service Development Plan - CV 21-1 Sub -total Capital $10,300,000 $0 $8,000,000 $0 $0 $0 $0 $600,000 $300,000 $1,400,000 $0 Total Operating & Capital $66,582,645 $0 $12,000,000 $1,000,000 $14,687,9881 $11,866,915 $532.253 $600,000 $300,000 $1,400,000 $12,950,408 RIVERSIDE COUNTY TRANSPORTATION COMMISSION (951) 787-7141 • www.rctc.org 4080 Lemon Street, 3rd Floor P.O. Box 12008 Riverside, CA 92502-2208 1238 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION ATTACHMENT 9 FY 2020/21 Transit Operator Funding Allocations Operating & Capital Projects Funding Source [1] 5307 HS [2, 3] 5307 HS CARES [2, 3, 4] .................................................................................................... 5307 IC [2, 6] .................................................................................................... 5307 IC CARES OB [2, 5, 6] .................................................................................................... 5307 LALB CARES [2, 4, 7] 5307 MTM [2, 8] 5307 MTM CARES [2, 4, 8] 5307 RS [2, 9] 5307 RS CARES [2, 4, 9] 5307 RS OB [2, 5, 9] 5310 OB [2, 5] .................................................................................................... 5311 [2] 5311 (f) CARES [2, 4] 5311 CARES [2, 4] .................................................................................................... 5311 FOB [2,5] .................................................................................................... 5312 OB [2,5] .................................................................................................... 5337 OB [2, 5] 5339 RS [2, 9] .................................................................................................... AB 2766 [10] .................................................................................................... CMAQ OB [2,5,12] FARE [1o] INT [10] LCTOP OB [5, 11, 13] .................................................................................................... LCTOP PUC99313 [11, 13] LCTOP PUC99314 [11, 13] LTF [11, 14] Fund Total L City of City of City of City of Palo Verde RCTC CV Rail RCTC RCTC WRC Riverside SunLine Banning Beaumont Corona Riverside Valley VanClub Rail Transit Transit - Transit Agency Agency Agency $1,986,292 $9,841,873 .............................._____. $5,575,907 ......................................... $13,208,971 $312,970 $1,889,417 $9,423,497 ......................................... $21,075,894 $61, 756,778 $368,000 $418,947 ......................................... $1,010,730 $53,889 $1,332,190 ......................................... $161,666 ......................................... $37,320 ......................................... $4,000,000 $384,700 $20,000 ......................................... $5,279,357 $3,916,275 $471,000 $1,113,185 $4,463,104 $418,346 $36,000,783 $182,996 $213,942 $1,000 $90,000 $3,346 $1,683,061 $2,776,096 $o $2,843,298 $48,000 $64,700 $0 $0 $0 $5,040,000 $320,000 $320,000 $56,000 $202,146 $130,461 $20,000 $90,635 $77,756 $1,675 $1,085,189 $1,986,292 $9,841,873 $312,970 $1,889,417 $9,423,497 ................................................................................................................................................ $8,000,000 $13,075,894 $950,000 $26,351,873 $26,571,607 $976,800 $4,000,000 $4,151,000 $1,081,302 $5,575,907 $13,208,971 $150,000 $212,947 ........................................................................................ $505,365 $303,219 $53,889 $901,729 $300,000 ............................................................._____________. $161,666 ........................................................................................ $37,320 $1,052,078 $470,000 $776,185 ...................................... $2,349,969 $239,301 $1,128,357 $1,399,824 $337,000 ............................... $864,077 $174,024 $7,320,766 $12,135,671 $11,000,000 TransTrack Manager."' 5/21/2020 16:12:38 ET Page 1 of 3 1239 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 Transit Operator Funding Allocations Operating & Capital Projects Funding Source [1] Fund Total City of Banning City of Beaumont City of Corona City of Riverside Palo Verde Valley Transit Agency RCTC CV Rail RCTC VanClub RCTC WRC Rail Riverside Transit Agency SunLine Transit Agency MA CR [10, 15] MA SPT [10, 15] OTHR FED [2] OTHR LCL ram] SGR PUC99313 [11, 17] SGR PUC99314 [11, 17] SGR-OB [5, 11, 17] STA - OB [5, 11, 18] STA PUC99313 [11, 18] STA PUC99314 [11, 18] $5,559,700 $5,955,883 $255,000 $4,237,507 $3,359,242 $552,382 $228,717 $0 $5,140,173 $916,897 $1,100 $38,436 $2,286 $39,878 $494,987 $14,291 $51,000 $2,537 $101,884 $0 $1,150,603 $15,860 $0 $143,348 $7,298 $50,000 $255,624 $24,676 $95,957 $4,695 $110,380 $29,348 $43,665 $36,955 $228,363 $7,937 $672,000 $5,559,700 $472,900 $586,060 $250,977 $1,297,964 $1,778,722 $170,512 $0 $84,403 $5,955,883 $255,000 $2,421,878 $665,719 $114,077 $0 $2,143,813 $824,785 Grand Total $210,726,592 $2,457,035 $4,406,268 $3,436,944 $5,920,380 $1,980,782 $672,000 $1,926,800 $57,774,578 $85,013,449 $47,138,356 [1] As proposed in each transit operator's FY 2020/21 SRTP Table 4 [2] All funding sources are federal funds, administered by the Federal Transit Administration [3] HS is for Hemet -San Jacinto UZA [4] CARES is Coronavirus Aid, Relief, and Economic Security Act [5] OB is for Obligated Balance, funds that have been awarded in a prior year with a remaining balance [6] IC is for Indio -Cathedral City UZA [7] LALB is for Los Angeles -Long Beach -Anaheim UZA [8] MTM is for Murrieta-Temecula-Menifee UZA [9] RS is for Riverside -San Bernardino -Ontario UZA [10] All funding sources are local funds [11] All funding sources are state funding sources [12] CMAQ is for Congestion Mitigation Air Quality Funds from the Federal Highway Administration flexed to FTA. [13] LCTOP is for Low Carbon Transit Operations Funds [14] LTF is for Local Transportation Funds Trans Track ManagerTM 5/21/2020 16:12:38 ET Page 2 of 3 1240 OFRIVERSIDE COUNTY TRANSPORTATION COMMISSION FY 2020/21 Transit Operator Funding Allocations Operating & Capital Projects [15] MA CR is Measure A Commuter Rail, MA SPT is Measure A Specialized Transit, MA CA is Measure A Commuter Assistance, MA IB is Measure A Intercity Bus, MA CTSA is Measure A Consolidated Transportation Services Agency. [16] Other local revenues include but are not limited to advertising fees, compressed natural gas sales, low carbon fuel standard credits, and taxi voucher sales. [17] SGR is for State of Good Repair [18] STA is for State Transit Assistance TransTrack ManagerTM Page 3 of 3 5/21/2020 16:12:38 ET 1241 ATTACHMENT 10 RESOLUTION NO. 20-010 A RESOLUTION OF THE RIVERSIDE COUNTY TRANSPORTATION COMMISSION TO ALLOCATE LOCAL TRANSPORTATION FUNDS AND STATE TRANSIT ASSISTANCE FUNDS FOR THE FISCAL YEAR 2020/2021 WHEREAS, the Riverside County Transportation Commission is designated the regional entity responsible for the allocation of Local Transportation Funds and State Transit Assistance Funds within Riverside County; and WHEREAS, the Riverside County Transportation Commission has examined the Short Range Transit Plans submitted by the public transit operators and Transportation Improvement Program; and WHEREAS, all proposed expenditures in Riverside County are in conformity with the Regional Transportation Plan; and WHEREAS, the level of passenger fares is sufficient for public transit operator claimants to meet the fare revenue requirements of Public Utilities Code Sections 99268.2, 99268.3, 99268.4, 99268.5, and 99268.9, as applicable; and WHEREAS, the public transit operator claimants are making full use of federal funds available under the Fixing America's Surface Transportation (FAST) Act; and WHEREAS, the public transit operator claimants are making full use of federal funds available under the Coronavirus Aid, Relief, and Economic Security (CARES) Act; and WHEREAS, the sum of the public transit operator claimant allocations from the Local Transportation Fund and State Transit Assistance Fund do not exceed the amount the public transit operator claimants are eligible to receive during the fiscal year; and WHEREAS, priority consideration has been given to claims to offset reductions in federal operating assistance and the unanticipated increase in the cost of fuel, to enhance existing public transportation services, and to meet high priority regional, countywide, or area -wide public transportation needs; and WHEREAS, the public transit operators have made a reasonable effort to implement the productivity improvements recommended pursuant to Public Utilities Code Section 99244; and WHEREAS, the public transit operator claimants are not precluded by any contract entered into on or after June 28, 1979, from employing part-time drivers or contracting with common carriers or persons operating under a franchise or license; and 1242 WHEREAS, public transit operators are in full compliance with Section 18081.1 of the Vehicle Code, as required in Public Utilities Code Section 99251. NOW, THEREFORE BE IT RESOLVED by the Riverside County Transportation Commission to allocate Local Transportation Funds and State Transit Assistance Funds for FY 2020/21 as detailed in Attachment 9. This resolution shall take effect immediately upon its passage. APPROVED AND ADOPTED this 10th day of June, 2020. Ben J. Benoit, Chair Riverside County Transportation Commission ATTEST: Lisa Mobley, Clerk of the Board Riverside County Transportation Commission 1243 AGENDA ITEM 7N RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Michelle McCamish, Management Analyst Brian Cunanan, Commuter and Motorist Assistance Manager THROUGH: Anne Mayer, Executive Director SUBJECT: Amendment for Construction Freeway Service Patrol Towing Services Supporting the 1-10 Tune -Up Project and First One -Year Term Extension STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve Agreement No. 17-45-061-02 , Amendment No. 2 to Agreement No. 17-45-061-00 with Pepe's Towing (Pepe's) to include Construction Freeway Service Patrol (CFSP) service for the 1-10 Tune -Up Project (Project) for an additional amount of $741,360, and a total amount not to exceed $4,449,313; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement on behalf of the Commission. BACKGROUND INFORMATION: The Commission, acting in its capacity as the Service Authority for Freeway Emergencies (SAFE), is the principal agency in Riverside County, in partnership with Caltrans and the California Highway Patrol (CHP), managing the Freeway Service Patrol (FSP) program. The purpose of the FSP program is to provide a continuously roving tow services patrol along designated freeway segments (referred to as beats) to relieve freeway congestion and facilitate the rapid removal of disabled vehicles and those involved in minor accidents on local freeways. Currently, the Commission contracts with three tow truck operators to provide service on a total of twelve general purpose lane beats Monday through Friday during the peak commute hours, 5:30 a.m. to 8:30 a.m. and 2:30 p.m. (12:30 p.m. on Fridays) to 6:30 p.m. In addition to regular FSP service, CFSP provides support for construction projects as a transportation mitigation strategy. CFSP is currently providing such support for the 1-15 Express Lanes Project. DISCUSSION: 1-10 Pavement Rehabilitation (1-10 Tune -Up) Project Caltrans is restoring the structural integrity and ride quality of 1-10 from Pennsylvania Avenue in Beaumont to SR-111 in Cabazon. The Project will replace concrete slabs on lanes #1 and #2, Agenda Item 7N 1244 rehabilitate asphalt concrete on lanes #3 and #4, rehabilitate asphalt on the on- and off -ramps, and upgrade four Americans with Disabilities Act sidewalk ramps where the freeway ramps connect with streets. The Project will be completed in three segments; the first is Beaumont to Banning, the second is Banning to Cabazon, and the final segment is Cabazon to SR-111. Morongo Golf Club A A TIMELINE February 2020 through Winter 2022 1 j UNE Up Beaumont Beaumont to Banning Segment 1 Banning to Cabazon Cabazon to SR-111 Segment2 Segment3 Banning Cabazon r a 117 Seminole Ds. Main Street Wh itewater Construction preparation began in February 2020 and is anticipated to continue for 28 months, ending September 2022. In order to complete the concrete rehabilitation without reducing freeway capacity, crews will build a temporary "crossover lane" in the construction area. A crossover lane creates workspace by shifting one lane of traffic to the other side of the freeway using a temporary K-Rail lane that crosses the center median. Caltrans anticipates that the K-Rail and crossover lane will be ready at the end of June 2020. At that time, the Project team has requested the Commission deploy the CFSP to help maintain optimal travel conditions through the Project limits. -411:4iUNE up Crossover Example I--10 X w c Im �� : t- W�' r^ x V EASTBOUND rY —>• J ORK AREA Construction FSP Coverage The crossover lane will change the traffic pattern, along with narrowing the lanes to 11-foot- wide. The preliminary CFSP service schedule for the Project is Monday through Friday, 7:30am — 11:30am and 2:30pm — 7:00pm; Saturday, 10:00am — 6:00pm; and Sunday, 9:00am — 5:00pm. Agenda Item 7N 1245 The CFSP coverage approach and service schedule will be monitored regularly and may be adjusted by the CHP and Project team. CFSP can only be operated by the Commission's tow operators that have been specifically trained and certified to work FSP in Riverside County. Therefore, when CFSP is needed to support construction projects, amendments with existing operators are executed to add CFSP service. However, incremental work has become more challenging for the Commission's tow operators to staff. Rising costs to operate the program (vehicles, employee wages, insurance) and higher employee turnover have made it more challenging for tow companies to maintain regular FSP operations. For these same reasons, coverage of incremental FSP service (e.g. CFSP or grant - funded weekend service) has been more difficult for the Commission's current rotation of certified FSP tow operators to staff. Additionally, the Project presents some unique challenges for the certified tow operators in the Commission's FSP program. The Project is in an area that is not currently served by FSP; therefore, it is essentially an entirely new beat for a tow operator to cover on top of its existing beat(s). Given the aforementioned challenges and distance to the construction zone, additional provisions are recommended to ensure CFSP coverage for the Project. Staff recommends that the following temporary provision be applied to the contract amendment for the tow operator within the Commission's FSP program that has agreed to provide CFSP services for the Project: • Drive Time Allowance. Drive time will be an allowable expense invoiced to the Commission at the applied contractor's rate; maximum of two hours per truck shift. Staff has confirmed Pepe's as the Commission's tow operator that runs the beats closest to the Project area. Therefore, staff recommends an amendment to Pepe's agreement to include the CFSP Project costs and the temporary provision. The total projected cost, based on the preliminary CFSP service schedule, is estimated at $741,360. As this is a Caltrans project, RCTC will be reimbursed by Caltrans for the CFSP actual towing costs and travel allowance, plus an 8 percent administration fee (applicable to tow hours only). The Commission approved a Cooperative Agreement with Caltrans for $2.5 million at the January 2020 meeting for CFSP services. Funding from Caltrans is from the State Highway Account. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2019/20 FY 2020/21+ Amount: 26,477 $ 714,883 Source of Funds: Caltrans Budget Adjustment: No N/A GL/Project Accounting No.: 002173 81014 00000 0126 201 45 81002 Fiscal Procedures Approved: \,1,_.a..4 Date: 05/21/2020 Attachment: Draft Pepe's Amendment for 1-10 Tune -Up CFSP Services Agenda Item 7N 1246 Agreement No. 17-45-061-02 AMENDMENT NO. 2 TO AGREEMENT BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION, ACTING AS THE RIVERSIDE COUNTY SERVICE AUTHORITY FOR FREEWAY EMERGENCIES, FOR FREEWAY SERVICE PATROL FOR BEAT# 18 and#19 WITHIN RIVERSIDE COUNTY WITH PEPE'S TOWING SERVICES 1. PARTIES AND DATE 1.1 This Amendment No. 2 is made and entered into as of June 10, 2020, by and between the Riverside County Transportation Commission, a public entity ("COMMISSION"), acting as the Riverside County Service Authority for Freeway Emergencies (referred to herein as "SAFE"), and Pepe's Inc., a California corporation doing business as Pepe's Towing Services (referred to herein as "CONTRACTOR"). SAFE and CONTRACTOR are sometimes individually referred to herein as "Party" and collectively as "Parties". 2. RECITALS 2.1 SAFE and CONTRACTOR have entered into an agreement dated October 1, 2017, for the purpose of providing Freeway Service Patrol ("FSP") services on Beat No. 18 and 19 within Riverside County (the "Master Agreement"). 2.2 SAFE and CONTRACTOR amended the Master Agreement on July 9, 2019, in order to add construction FSP services required for the State Route 60 truck lane construction project (the "60 TL Project") which includes: (i) construction of an eastbound truck -climbing lane and westbound truck- descending lane on State Route 60 in a portion of unincorporated Riverside County between Gilman Springs Road and 1.37 miles west of Jack Rabbit Trail, and (ii) upgrade existing inside and outside shoulders to standard widths (10-foot inside shoulder and 12-foot outside shoulder). 2.3 SAFE and CONTRACTOR now desire to amend the Master Agreement in order to exercise the first one-year option extending the term to September 30, 2021 and add construction FSP services required for the Caltrans I-10 Tune -Up construction project ("I-10 Tune -Up Project") between Pennsylvania Avenue in Beaumont to SR-111 in Cabazon, which includes: replacing concrete slabs, rehabilitating asphalt concrete, rehabilitating asphalt on the on and off -ramps and upgrading four ADA sidewalk ramps where the freeway ramps connect with streets. 3. TERMS 3.1 The Services, as that term is defined in the Master Agreement, shall be amended to include construction FSP services for the Caltrans I-10 Tune -Up Project ("I-10 Tune -Up Construction FSP Services"). 3.2 I-10 Tune -Up Construction FSP Services will be provided by one truck. SAFE may use other FSP contractors, in addition to CONTRACTOR, to perform the I-10 Tune- 17336.0002A\32966876.1 1 1247 Agreement No. 17-45-061-02 Up Construction FSP Services. 3.3 The term "truck shift" as used in this Amendment means the I-10 Tune -Up Construction FSP Services provided by one truck, for the required service period. 3.4 Notwithstanding any other provision of the Master Agreement, I-10 Tune -Up Construction FSP Services shall be performed under this Amendment at the following hourly rate: Sixty -Seven Dollars and Seventy -Five Cents ($67.75). 3.5 The maximum compensation for the I-10 Tune -Up Construction FSP Services to be provided under this Amendment shall not exceed Seven Hundred Forty -One Thousand and Three Hundred Sixty Dollars ($741,360.00). 3.6 The total not -to -exceed amount of the Master Agreement shall be increased from Three Million Five Hundred Forty -Two Thousand Eight Hundred Twelve Dollars ($3,542,812.00) to Four Million Two Hundred Eighty -Four Thousand One Hundred Seventy -Two Dollars ($4,284,172.00). 3.7 For the I-10 Tune -Up Construction FSP Services, CONTRACTOR shall be permitted to invoice SAFE for a maximum of one hour of driver travel time, at the hourly rate set forth above, to and from the beat ("Drive Time Allowance"). The Drive Time Allowance shall apply to a maximum of one driver per each I-10 Tune - Up Construction FSP Services truck shift. 3.8 Except as amended by this Amendment, all provisions of the Master Agreement, as previously amended, 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. 3.9 This Amendment shall be governed by the laws of the State of California. Venue shall be in Riverside County. 3.10 This Amendment may be signed in counterparts, each of which shall constitute an original. 3.11 A manually signed copy of this Amendment which is transmitted by facsimile, email or other means of electronic transmission shall be deemed to have the same legal effect as delivery of an original executed copy of this Amendment for all purposes. This Amendment may be signed using an electronic signature. 17336.0002A\32966876.1 [Signatures on following page] 2 1248 Agreement No. 17-45-061-02 SIGNATURE PAGE TO AGREEMENT NO. 17-45-061-02 IN WITNESS WHEREOF, the Parties hereto have executed this Amendment as of the date first herein above written. RIVERSIDE COUNTY TRANSPORTATION CONTRACTOR COMMISSION ACTING IN ITS CAPACITY PEPE'S, INC AS THE RIVERSIDE COUNTY SERVICE AUTHORITY FOR FREEWAY EMERGENCIES 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 RCTC. 17336.0002A\32966876.1 3 1249 AGENDA ITEM 70 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Brian Cunanan, Commuter and Motorist Assistance Manager Aaron Hake, External Affairs Director THROUGH: Anne Mayer, Executive Director SUBJECT: San Bernardino County Transportation Authority Agreement for Bi-County Rideshare Program Services STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve Agreement No. 20-41-090-00 with the San Bernardino County Transportation Authority (SBCTA) for a two-year term to reimburse the Commission in an amount not to exceed $2.4 million for commuter/employer rideshare (IE Commuter) programs administered by the Commission, on behalf of both agencies, and for the Commission to reimburse SBCTA an amount not to exceed $200,000, for SBCTA's provision of rideshare and vanpool program web -based software, as part of an ongoing bi-county partnership; and 2) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement 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, and telework. As such, the Commission implemented the CAP as a specific requirement under the original and 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 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. Since 1993, SBCTA has contracted with the Commission to develop, implement, and manage a CAP for San Bernardino County commuters. The program consists of several projects: Agenda Item 70 1250 " P r o g r a m O u t r e a c h O u t r e a c h t a r g e t i n g e m p l o y e r s t o e s t a b l i s h r i d e s h a r e p r o g r a m s a t w o r k s i t e s t h r o u g h o u t w e s t e r n R i v e r s i d e a n d S a n B e r n a r d i n o c o u n t i e s . M a r k e t i n g c a m p a i g n s a r e p r o v i d e d t o e m p l o y e r p a r t n e r s a n d d i s t r i b u t e d t o t h e i r r e s p e c t i v e e m p l o y e e b a s e . O n l i n e a d v e r t i s i n g , s o c i a l m e d i a , e v e n t s , a n d r e g i o n a l p r o m o t i o n s s u c h a s R i d e s h a r e W e e k e n g a g e c o m m u t e r s d i r e c t l y . " E m p l o y e r S e r v i c e s V a r i o u s s e r v i c e s t o e m p l o y e r s i n t h e b i - c o u n t y a r e a i n c l u d i n g t h e p r o v i s i o n o f m a r k e t i n g p r o m o t i o n s , r i d e s h a r e s u r v e y p r o c e s s i n g , e m p l o y e r n e t w o r k m e e t i n g s , a n d e v e n t s u p p o r t . T h e p r o g r a m a d m i n i s t r a t o r a l s o a s s i s t s e m p l o y e r s w i t h a v e r a g e v e h i c l e r i d e r s h i p c a l c u l a t i o n s r e l a t e d t o t h e S o u t h C o a s t A i r Q u a l i t y M a n a g e m e n t D i s t r i c t R u l e 2 2 0 2 r e q u i r e m e n t s f o r e m p l o y e r s w i t h 2 5 0 o r m o r e e m p l o y e e s . " R i d e s h a r e I n c e n t i v e s I n c e n t i v e s f o c u s e d o n i n c r e a s i n g c o n s i d e r a t i o n f o r a l t e r n a t i v e c o m m u t e m o d e s a n d i n c l u d e : ( a ) $ 2 / D a y R i d e s h a r e I n c e n t i v e f o r n e w r i d e s h a r e p a r t i c i p a n t s t h a t t r y r i d e s h a r i n g t o w o r k f o r a t h r e e - m o n t h t r i a l p e r i o d ; ( b ) R i d e s h a r e P l u s r e w a r d s f o r c o n s i s t e n t r i d e s h a r e b e h a v i o r w i t h a c c e s s t o d i s c o u n t s t o l o c a l a n d n a t i o n a l m e r c h a n t s , p o w e r e d b y E n t e r t a i n m e n t � ; a n d ( c ) R i d e s h a r e R e w a r d s S p o t l i g h t m o n t h l y r e w a r d s r a n d o m d r a w i n g t o e n c o u r a g e c o m m u t e r s t o c o n t i n u e r i d e s h a r i n g a n d l o g g i n g t h e i r r i d e s h a r e m i l e s . " G u a r a n t e e d R i d e H o m e A g u a r a n t e e d r i d e h o m e a t n o c o s t t o e m p l o y e e s w h o r i d e s h a r e t o w o r k i n t h e e v e n t o f a n e m e r g e n c y o r u n e x p e c t e d o v e r t i m e b y t h e m o r t h e d r i v e r o f t h e i r r i d e s h a r e a r r a n g e m e n t ( m a x t w o p e r y e a r ) . " R i d e m a t c h i n g a n d I n f o r m a t i o n S e r v i c e s C o m m u t e r a n d e m p l o y e r a c c e s s t o o n l i n e t o o l s a n d r e s o u r c e s a n d a c a l l c e n t e r ( 8 6 6 - R I D E S H A R E ) d u r i n g b u s i n e s s h o u r s f o r t h o s e i n t e r e s t e d i n a s s i s t a n c e w i t h r i d e m a t c h i n g o r t r a n s i t o p t i o n s a n d t o a d d r e s s g e n e r a l r i d e s h a r e q u e s t i o n s . " I E C o m m u t e r T h e o n l i n e s y s t e m a n d b r a n d l a u n c h e d i n F Y 2 0 1 4 / 1 5 u n d e r w h i c h e m p l o y e r a n d c o m m u t e r r i d e s h a r e s e r v i c e s a r e p r o v i d e d . W i t h C o m m i s s i o n a p p r o v a l l a s t y e a r , t h i s a n n u a l a g r e e m e n t i n c l u d e d a n e w p r o v i s i o n w h e r e b y S B C T A p r o v i d e s r i d e s h a r e a n d v a n p o o l p r o g r a m w e b - b a s e d s o f t w a r e i n s u p p o r t o f a b i - c o u n t y r i d e s h a r e p r o g r a m a n d t h e C o m m i s s i o n ' s V a n C l u b v a n p o o l p r o g r a m , r e s p e c t i v e l y . B o t h d e p l o y m e n t s a r e s c h e d u l e d t o g o l i v e J u l y 1 . T h e C o m m i s s i o n a n d S B C T A w i l l s h a r e t h e c o s t s t o t r a n s i t i o n t o a n d m a i n t a i n t h e r e g i o n a l r i d e s h a r e p l a t f o r m , w h i l e t h e C o m m i s s i o n i s s o l e l y r e s p o n s i b l e f o r t h e c o s t s t o t r a n s i t i o n a n d m a i n t a i n i t s v a n p o o l s y s t e m . S t a f f r e c o m m e n d s a p p r o v a l o f a t w o - y e a r ( F Y s 2 0 2 0 / 2 1 2 0 2 1 / 2 2 ) a g r e e m e n t w i t h S B C T A i n t h e a m o u n t s o f $ 2 . 4 m i l l i o n t o b e r e i m b u r s e d b y S B C T A t o t h e C o m m i s s i o n f o r t h e p r o v i s i o n o f a r i d e s h a r e p r o g r a m i n S a n B e r n a r d i n o C o u n t y a n d $ 2 0 0 , 0 0 0 t o b e r e i m b u r s e d b y t h e C o m m i s s i o n t o S B C T A f o r t h e p r o v i s i o n o f r e g i o n a l r i d e s h a r e a n d v a n p o o l p r o g r a m w e b - b a s e d s o f t w a r e . T h e p r o p o s e d a g r e e m e n t b e t w e e n S B C T A a n d t h e C o m m i s s i o n w a s a p p r o v e d b y S B C T A ' s B o a r d o f D i r e c t o r s a t i t s M a y 6 m e e t i n g . A g e n d a I t e m 7 0 1 2 5 1 Financial Information Yes FY 2020/21 $ 1,200,000 revenues Yes FY 2020/21 $100,000 expenditures In Fiscal Year Budget: N/A Year: FY 2021/22 Amount: $ 1,200,000 revenues N/A FY 2021/22 $100,000 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 002191 416 41605 0000 263 4141203 452124 416 41605 0000 202 45 41203 GL/Project Accounting No.: Expenditures 002108 65520 00000 0000 263 41 65520 002187 65520 00000 0000 263 41 65520 Fiscal Procedures Approved: \;AA.,"J v Date: 05/22/2020 Attachment: Draft FY 2020/21— FY2021/22 SBCTA Funding Agreement Agenda Item 70 1252 Agreement No. COOPERATIVE AGREEMENT NO. 20-1002371 BY AND BETWEEN SAN BERNARDINO COUNTY TRANSPORTATION AUTHORITY AND RIVERSIDE COUNTY TRANSPORTATION COMMISSION FOR THE PROVISION OF RIDESHARE AND VANPOOL PROGRAM IMPLEMENTATION AND SOFTWARE This Cooperative Agreement ("Agreement") is made and entered into as of July 1, 2020 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 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' Rideshare program ("RIDESHARE PROGRAM"); 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, Exhibit A includes certain SERVICES CONTRACTOR tasks related to coordination, hosting, management and other responsibilities related to RCTC's existing Program software identified in Exhibit A as "IE Commuter". 5. WHEREAS, RCTC and the SERVICES CONTRACTOR shall continue assisting in the transition of IE Commuter to the RIDESHARE SOFTWARE and VANPOOL SOFTWARE, which is anticipated to be complete in fiscal year 2021 (the "Transition"). 6. WHEREAS, prior to the Transition, the SERVICES CONTRACTOR shall be responsible for the obligations identified in Exhibit A related to IE Commuter. 7. WHEREAS, following the Transition, the SERVICES CONTRACTOR shall have no obligations related to IE Commuter or any other software program or application for the RIDESHARE PROGRAM. Agreement No. 20-1002371 Page 1 of 10 17336.00013\32742257.2 1253 8. 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 9. WHEREAS, the Parties will share costs equally for common services rendered through the RIDESHARE PROGRAM, 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 10. WHEREAS, SBCTA uses Congestion Mitigation and Air Quality ("CMAQ") funds for the RIDESHARE PROGRAM and may use these funds to reimburse RCTC; and 11. WHEREAS, RCTC will comply with the applicable federal requirements as set forth in Exhibit C, Federal Flow Down Provisions; and 12. 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 13. 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 14. 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 15. WHEREAS, the Parties will protect the Confidential Information received or accessible through the RIDESHARE SOFTWARE, VANPOOL SOFTWARE and RIDESHARE PROGRAM ("PROJECT") and will therefore have their designated key personnel execute Non - Disclosure and Confidentiality Agreements, 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' RIDESHARE PROGRAM. 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. SBCTA shall assure that the SOFTWARE CONTRACTOR and/or staff performs their required work within the Parties' budgets set forth in Article 2 of this Agreement and Exhibit B, SBCTA Software Contractor. RCTC shall assure that the SERVICES CONTRACTOR and/or staff performs their required work within the Parties' budgets set forth in Article 2 of this Agreement and Exhibit A, RCTC Services Contractor. 1.4 As detailed in the above recitals, upon completion of the Transition, the SERVICES CONTRACTOR shall no longer be responsible for any work related to IE Commuter. Agreement No. 20-1002371 Page 2 of 10 17336.00013\32742257.2 1254 1.5 The Parties will work collaboratively and notify the other Party of any changes to the RIDESHARE SOFTWARE, VANPOOL SOFTWARE or RIDESHARE PROGRAM. 1.6 Each Party shall timely respond to the other Party on matters requiring coordination as set forth in this Agreement, or in the exhibits hereto. All references in exhibits to "SANBAG" or "San Bernardino Associated Governments" shall mean SBCTA. ARTICLE 2. COMPENSATION 2.1 RCTC shall pay SBCTA on a cost -reimbursement basis, based upon invoices which delineate charges based on tasks identified in the scope of work for the SOFTWARE CONTRACTOR, as set forth in Exhibit B, SBCTA Software Contractor. All invoices shall be provided to RCTC on a quarterly basis. All invoices will be delivered to and received by RCTC no later than 60 days after the end of the calendar year quarter. RCTC shall, within 30 days of receiving an invoice from SBCTA, review the invoice and pay all approved charges thereon. 2.2 SBCTA shall pay RCTC on a cost -reimbursement basis, based upon invoices which delineate charges based on tasks identified in the scope of work for the SERVICES CONTRACTOR, as set forth in Exhibit A, RCTC Services Contractor. All invoices shall be provided to SBCTA on a quarterly basis. All invoices will be delivered to and received by SBCTA no later than 60 days after the end of the calendar year quarter. SBCTA shall, within 30 days of receiving an invoice from RCTC, review the invoice and pay all approved charges thereon. 2.3 The Parties mutually agree: 2.3.1 That SBCTA's total obligation to RCTC shall not exceed Two Million Four Hundred Thousand Dollars ($2,400,000), for the services rendered through the SERVICES CONTRACTOR. 2.3.2 That RCTC's total obligation to SBCTA shall not exceed Two Hundred Thousand Dollars ($200,000), 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 terminating Party shall be responsible for any amounts required to cover its 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. 2.6 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 by RCTC. 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. Agreement No. 20-1002371 Page 3 of 10 17336.00013\32742257.2 1255 2.7 SBCTA 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 by SBCTA. Such records shall be made available for inspection during normal business hours by duly authorized representatives of RCTC. ARTICLE 3. TERM 3.1 This Agreement shall commence on July 1, 2020, 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 account of injury (as defined in Government Code Section 810.8) occurring by reason of anything done or omitted to be done by SBCTA or its consultants under or in connection with any work, authority or jurisdiction delegated to SBCTA under this Agreement. 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: Agreement No. 20-1002371 Page 4 of 10 17336.00013\32742257.2 1256 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 the respective 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 — Each Party shall 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 itself and the other Party from the following exposures relating to the insuring Party or any of its contractors performance under the Agreement: (i) the theft, dissemination and/or unauthorized disclosure or use of Confidential Information and personally identifiable information (not to be limited to 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 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 their 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 their 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 other 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, each Party shall furnish the other Party with a certificate(s) of insurance, Agreement No. 20-1002371 Page 5 of 10 17336.00013\32742257.2 1257 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 a Party's policy is cancelled for nonpayment of premium, the applicable Party 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 of each Party, except for Workers Compensation and Professional Liability policies, shall contain endorsements naming the other 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 a Party to vicarious liability but shall allow coverage for the Party to the full extent provided by the policy. 4.2.8 Waiver of Subrogation Rights — Each Party shall require the carriers of the above required coverages to waive all rights of subrogation against the other Party, its officers, employees, agents, volunteers, contractors, and subcontractors. All general auto liability insurance coverage provided shall not prohibit a Party or its contractors, employees or agents from waiving the right of subrogation prior to a loss or claim. Each Party hereby waives all rights of subrogation against the other Party. 4.2.9 All policies required to be carried by a Party herein are to be primary and non- contributory with any insurance carried or administered by the other Party. 4.2.10 Certificates/Insurer Rating/Cancellation Notice - (i) The Parties shall maintain and shall require their 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 their 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. (iii) The Parties and their 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 use of such data, but shall not otherwise be limited in any way in their use of such data at any time, provided Agreement No. 20-1002371 Page 6 of 10 17336.00013\32742257.2 1258 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. Nor shall such materials be disclosed to any person or entity not connected with the performance or operation of the PROJECT. Nothing furnished to the Parties that is otherwise known to the Parties or is generally known, or has become known, to other rideshare agencies, organizations or businesses shall be deemed confidential. The Parties shall not use 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 other Party, 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 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 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 the 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 Agreement No. 20-1002371 Page 7 of 10 17336.00013\32742257.2 1259 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 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 RIDESHARE PROGRAMS, and the Parties acknowledge that the foregoing is the sole property of RCTC. 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 each Party may be entitled a copy, nor to cease use of such information on termination of this Agreement, provided that such use is for operation of the Rideshare and/or Vanpool Programs. The Parties recognize that, pursuant to this provision, a Party 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. 7.4 Key Personnel. The Parties shall designate key personnel ("Key Personnel") requiring web based access to the RIDESHARE SOFTWARE, VANPOOL SOFTWARE and/or 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 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 of its Key Personnel to execute a Non -Disclosure and Confidentiality Agreement substantially in the form of Exhibit D, attached hereto and incorporated by this reference. Each Party shall provide the other Party a signed Non -Disclosure and Confidentiality Agreement for each Key Personnel designated below or designated from time -to -time by SBCTA's or RCTC's Executive Director or designee, respectively, prior to the Parties' disclosure of any log -in information or other Confidential Information to such Key Personnel. SBCTA and RCTC, respectively, designate the following individuals as Key Personnel requiring access to the PROJECT: Agreement No. 20-1002371 Page 8 of 10 17336.00013\32742257.2 1260 SBCTA RCTC Nicole Soto, Management Analyst II Brian Cunanan, Program Manager Nancy Strickert, Transit Manager Michelle McCamish, Management Analyst 7.6 This Article 7 and all of its subparagraphs shall survive expiration or termination of the Agreement. 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 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. 20-1002371 Page 9 of 10 17336.00013\32742257.2 1261 IN WITNESS WHEREOF, the Parties hereto have executed this Agreement below. SAN BERNARDINO COUNTY RIVERSIDE COUNTY TRANSPORTATION AUTHORITY TRANSPORTATION COMMISSION By: By: Date: By: Darcy McNaboe Anne Mayer, President, Board of Directors Executive Officer APPROVED AS TO FORM 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. 20-1002371 Page 10 of 10 17336.00013\32742257.2 1262 EXHIBIT "A" Commuter Assistance Program Administration Services Scope of Services Executive Summary o Background o Program Goals and Objectives o Funding o Office Location/ Set-up o Team Structure and Organization o Period of Performance Programs and Services A. Employer Services o Employer Outreach/Program Enrollment o Employer Development o Employer Transportation Survey/ RideGuide/ AVR Services o Employer Information Services and Support o Employer Events B. Commuter Programs o Rideshare Incentives o Rideshare Plus o Vanpool Incentive o Guaranteed Ride Home o Commuter Information Services C. Park and Ride Development Marketing and Communications A. Communications o Marketing Plan Development o IE Commuter o Collateral Development and Sales Support o Graphic Design and Content Development B. Media Planning and Buying C. Rideshare Events o Rideshare Week CAP Program Management A. Administration B. Project Transition Planning C. Program Reporting and Refinement Exhibit A CAP Scope of Services 1 Executive Summary The Riverside County Transportation Commission (RCTC) is Riverside County's transportation planning and programming agency and consists of 34 Board members and an employee administrative staff dedicated to administering and carrying out its programs and projects. Every city in the county holds a vote on the Commission along with the five members of the Riverside County Board of Supervisors. The Governor also appoints a non -voting member to the board who is the Director of Caltrans from the local District office. RCTC, through Assembly Bill 1246, was created in 1976 to: a) Coordinate state highway planning; b) Adopt Short Range Transit Plans; c) Coordinate transit service; d) Allocate Transportation Development Act funds; and e) Coordinate county highway and transit plans with regional and state agencies. Over time, RCTC was charged with several expanded roles including: a) Service authority for freeway emergencies; b) Congestion Management Program; and c) Measure A 1/2 cent sales tax for transportation. The administration of Measure A, one of RCTC's primary responsibilities was first approved by voters in 1988. Measure A serves as the primary funding source for the western county Commuter Assistance Program (CAP), and envisions Transportation Demand Management (TDM) as a viable option in its suite of tools for extracting efficient operation out of the county's transportation system. That vision has been acknowledged and further recognized as successful with the passage and implementation of the renewed measure, which began July 1, 2009. The renewed measure again includes a TDM strategy as a funded element of the plan through 2039. While elements of the CAP provide services countywide (Ridematching, Rideshare Plus), commuter incentives (Rideshare incentive, vanpool incentives, buspool subsidies, etc.) are limited to western Riverside County residents because they are funded solely out of Measure A. RCTC has long been considered to be a leader in the implementation of successful TDM programs and has had a contractor -operated program in place since 1991. Building on past performance and with an eye towards future growth, RCTC has developed a Scope of Services (SOS) which identifies required work tasks to be undertaken by the Contractor for the implementation and operation of the CAP. For clarity, the program has been subdivided into three groups which are referred to as Program Elements. These Program Elements are as follows: 1. Programs and Services; 2. Marketing and Communications; and 3. Program Management. All program elements are required to be continuously performed throughout the duration of the contract term without exception. Generally speaking, the entirety of the Program includes incentive management, employer and employee account management, end user account management, marketing to employer partners, marketing to end user commuters, development of marketing materials including graphic design and message development, and messaging via advertising campaigns to be hosted on IECommuter.org as well as banner graphic design and production for web based advertising. The contractor will be responsible for the production of all marketing collateral deemed necessary by RCTC as well as that dictated by the Contractors' need for meeting the program performance goals. 1264 Exhibit A CAP Scope of Services 2 It should be noted that RCTC has developed its own Program software (IE Commuter) which will be maintained by RCTC and administered by the CAP contractor. IE Commuter, is the repository for all database activities pertaining to program administration including: employer management, employee accounts, individual (non -employer related) accounts, ridematching, Average Vehicle Ridership (AVR) calculation, the production of RideGuides, incentive program management, output reports, marketing logs, commuter diary, and vanpool administration. IE Commuter is managed and hosted by a third party consultant who is responsible for software development, web site administration, hosting and technical support for the software package. The Contractor shall be responsible for coordinating its efforts in the use of IE Commuter with the Commissions third party contractor to ensure a seamless environment for employers, end user/or individual commuters and Contractors in-house staff. The contractor will be responsible for hosting IE Commuter and will be responsible for having staff with the appropriate technical skill available to manage the database on behalf of employers and commuters and to successfully implement and manage the Program. RCTC anticipates that the life cycle of the current IE Commuter system is 3-5 years and as such, does not anticipate that the current system will need to be replaced in its entirety during the initial term of the new contract. However, RCTC expects that the Contractor will need to incorporate the administration of approved enhancements (as developed by RCTC) including new functionality, e.g., new incentive types, enhanced real-time matching capabilities, a guaranteed ride home module, mobile device interface, and enhanced social networking. Additional Program services include Guaranteed Ride Home, Vanpool Subsidization, and AQMD Rule 2202 assistance. Program Goals and Objectives The goal of the CAP is twofold, first to mitigate traffic congestion and secondly to reduce auto emissions region -wide by initiating and sustaining quantifiable modal shifts from single occupant vehicle (SOV) trips to alternative modes of transportation and by initiating and sustaining quantifiable employer TOM programs. The CAP objectives are to: • Reduce vehicle trips, vehicle miles traveled (VMT), and auto emissions • Increase awareness and consideration of TOM strategies to employers and alternative modes of transportation to commuters • Provide traveler information, support services, and incentives to commuters • Maintain and administer the bicounty rideshare database and services • Maintain and increase system park and ride capacity RCTC manages the program through the use of Key Performance Indicators (KPIs) which will become the responsibility of the contractor to manage and report on quarterly as well as a year- end annual compiled report. The KPIs are as follows: Total program vehicle trips reduced Total program vehicle miles traveled (VMT) reduced Pounds of pollutants reduced Total incentive participants 1265 Exhibit A CAP Scope of Services 3 It is RCTC's intention to manage the Commuter Assistance Program in a manner consistent with year over year population growth (or decline) in Riverside and San Bernardino counties. The Contractor's performance in managing and implementing the Program will be judged purely against these key performance indicators. Funding Measure A serves as the primary funding source for the western county Commuter Assistance Program throughout the entire contract period. Grants will supplement Measure A and provide funding for adhoc rideshare projects. SANBAG projects will be funded primarily with Congestion Mitigation and Air Quality (CMAQ) funds and matched with San Bernardino County local Measure I funds passed through SANBAG to RCTC. RCTC occasionally receives grants for CAP project implementation; The Contractor agrees that such work will be incorporated at RCTC direction at rates specified in cost proposal or established labor rates. Office Location/ Set-up The Contractor shall establish an office location in the Inland Empire within close proximity (30 minutes) to either RCTC or SANBAG offices for the duration of the contract. This office shall be staffed and furnished by the Contractor and have standard business hours of operation. The office must be publicly accessible and be equipped with a conference room, phone lines/service, computers, photocopier, fax machine, storage room for marketing collateral, and a safe for storage of merchant gift cards. The Contractor will set-up, operate, and maintain the following office elements: Call Centers/ Toll -free commuter based phone line (866-RIDESHARE) Communications • Minimum of two Helpdesk phone lines into and out of the office • Voice Mail Toll -free employer based phone line (866-IECS4HELP) and Local area based phone line (951-343-2663) • Minimum of three Helpdesk phone lines into and out of the office • Voice Mail Contractor is responsible for set-up, operation and maintenance of the call center/communication lines. Photocopier To support client outreach and enrollment. Safe The Contractor will provide secure (and fireproof) storage for the incentive gift cards referenced in the Rideshare Incentives section of the SOW and to secure Rideshare Week prize donations. Storage Room To house various CAP related marketing collateral, stationery and promotional items. 1266 Exhibit A CAP Scope of Services 4 Team Structure & Organization Given that RCTC manages not only its own CAP but a mirror CAP on behalf of SANBAG, the Contractor must allocate resources according to both function and geography to support separate efforts in both Riverside and San Bernardino Counties. In order to start program operations with the agreed -upon understanding and expectations of all parties, Contractor will host RCTC and SANBAG leadership and CAP program managers, within the first 60 days of the contract execution, for the first of up to four half - day strategic planning and partnering sessions, culminating in a consolidated strategic, business, and action plan for the CAP. Period of Performance The initial period of performance for this contract will be two years, from June 1, 2015 to June 30, 2017 with an additional two one-year option periods. Programs and Services Employer partnerships are at the core of the Program and provide an efficient and effective channel for RCTC's TDM products to be delivered to its constituents. Additionally, RCTC has partnered with its sister agency, the San Bernardino Associated Governments (SANBAG) in order to implement its Commuter Assistance Program. While some minor implementation differences are in place, for all intents and purposes and when responding to the RFP, Proposers should recognize that the two programs generally mirror each other and will be operated concurrently by the Contractor. To support these partnerships and efforts by local employers in implementing and maintaining rideshare activities at their work sites, the Programs and Services element provides turnkey services and tools to Riverside and San Bernardino County employers and commuters, including: • Employer outreach • Employer rideshare planning • Commuter transportation survey services • Production and distribution of personalized RideGuides • Ridematching for carpools and vanpools • AQMD Rule 2202/ Average Vehicle Ridership (AVR) support and technical assistance • Commuter incentives • Marketing materials • Staff support for employer events • Continuing education through transportation forums and newsletters • Rideshare week and the ETC kick-off event • Other specialized efforts as determined by changing conditions 1267 Exhibit A CAP Scope of Services 5 Employers are retained through the use of an Employer Partnership Agreement (EPA) which is renewed every three years. Outreach to potential new employer clients, renewals of existing employers and management of the employer database will be the responsibility of the Contractor. Additionally, with the use of individual accounts in IE Commuter, Programs and Services also includes outreach to individuals or clusters of individuals, individual end user marketing, account management and technical support. A. Employer Services Employer Outreach/ Program Enrollment Contractor will initiate outreach and facilitate enrollment with new and existing employers in Riverside and San Bernardino County. Employer clients acknowledge their enrollment and level of participation in the CAP program by signing an EPA. Employers may be enrolled in one or all of the employer services, therefore, Contractor will tailor consultation to employer leads specific conditions; company size, demographics, accessibility to transportation facilities, internal policies, ETC availability, etc. Currently, there are over 300 Inland Empire employers enrolled via EPAs that all expires on June 30, 2016. Contractor will update customized RCTC and SANBAG EPA forms (as needed), keep signed EPAs on file and mail fully executed EPAs to clients. Alternative approach to EPAs: Contractor will investigate eliminating the Employer Participation Agreement forms and process to increase participation among employers. Contractor shall observe and evaluate the current EPA process and research whether an equal or increasing number of employers (and employee reach) could be served without the signed EPA document while achieving the same goals. See #3 in Exhibit "C" - CAP Proposal Refinements. Contractor will provide outreach to Riverside and San Bernardino County employers outside of the installed base of employer clients to enroll incremental employer partners. Contractor will generate leads through referrals, events, Dun and Bradstreet list (employers with more than 250 employees), and coordination with business organizations, etc. and follow up with new leads generated from IE Commuter. Company name, contact person, address, telephone and fax numbers are available to the Contractor to use for outreach/enrollment purposes. Contractor will enter data into the IE Commuter administration portal, track, and report: 1) Employer Name 2) Number of Employees 3) Industry 4) City 5) County 6) Status (existing/new) 7) Number of Worksites 8) AQMD Status 9) Plan Due Date (if applicable) 10) Last Survey Date (if applicable). RCTC will be provided continuous online access to the employer data as well as provide reports as requested. Deliverables: • Territory plans for both Riverside and San Bernardino counties. Plans to include, but are not limited to County overview, commuter patterns, employer profile, industry representation, employer clusters, transportation infrastructure, transit/rail/bike information, goals/challenges/opportunities. 1268 Exhibit A CAP Scope of Services 6 FY 15/16 Targets RCTC SANBAG TOTAL Total Signed Employer Partnership Agreements (Renewals and New) 160 17E 335 Employer Development Contractor will develop and implement with RCTC approval, incentives and/or strategies to maximize an employer client's participation in the CAP program. Through regular contact with employers, education and information exchange, Contractor will tailor participation goals for each employer. More often than not, the rideshare component is a very small fraction of an ETCs job function. Understanding employers' needs and challenges, and customizing the services rendered is critical to building and maintaining positive working relationships to effectively increase worksite participation. Contractor will be responsible for prioritizing resources and efforts accordingly to achieve program goals. Among the tools the contractor will use to understand ETCs' motivations and maximize their participation in the CAP program are SWOT analysis, online research to determine the commuting needs of employees and the most important triggers to choosing ridesharing, and strategic selling, active listening and problem solving with stakeholders and employer clients to better understand their issues, challenges, and opportunities. Deliverables: • Employers successfully reaching or exceeding established program participation goals year over year, ultimately resulting in a net increase in program performance elements: surveys, Rideshare Incentive participation, Rideshare Plus participation. • Generate and distribute Annual Employer Reports to ETCs which translate an employer's participation in the CAP program into trips and emissions reduced. KPls: • Number of employers with registered ETCs. • New employers added. • Net increase in program performance elements: surveys, Rideshare. Incentive participation, Rideshare Plus participation. • Number of Annual Employer Reports distributed to ETCs. • % increase in employers meeting or exceeding established program participation goals. Employer Transportation Survey/ RideGuide/ AVR Services Contractor will provide transportation survey, RideGuide/ridematching, Average Vehicle Ridership (AVR) report, and post survey analysis services to employer clients. Briefing meetings will be scheduled and conducted with the ETC to provide an overview of the AVR/ transportation survey process and assist employers with implementation of surveys (printed or electronic) at one or multiple employer worksite(s). An employer survey processing calendar should be managed in order to ensure equal distribution of workload and to ensure survey fulfillment targets (below) are achieved. 1269 Exhibit A CAP Scope of Services 7 Survey Fulfillment Targets • Process paper employer surveys with less than a 10% error rate. Surveys with an error rate in excess of 10% will be returned to employer for correction. • Produce employer Average Vehicle Ridership (AVR) report from employee survey data and provide to employer within five business days. • Ten (10) working day turnaround time for the production of RideGuides and employer survey analysis. Using IE Commuter, Contractor will process all surveys (paper and electronic) to generate RideGuides (paper and electronic), AVR reports, and post survey analysis reports for employer clients. Additional steps are involved with processing paper surveys and RideGuides. Paper surveys are imported into the IE Commuter after they have been scanned for errors and data has been captured (optical or keypunch services at the Contractors discretion) and transferred into an electronic file conforming to the IE Commuter data import format. Following the survey process, employees that have expressed interest in ridematching but do not provide an email address during the survey process will receive a paper RideGuide. Paper RideGuides are printed from IE Commuter and prepared (folded and stuffed) for delivery to clients. For quality control purposes, samples of RideGuides will be reviewed. To conclude the survey process, Contractor will schedule and conduct a meeting with the ETC to present AVR and post survey analysis reports generated by IE Commuter. Contractor will keep abreast of Rule 2202 guidelines and provide liaison with SCAQIVID staff to identify and resolve AVR issues and clarification of program processes, as needed. Contractor will troubleshoot IE Commuter to assess issues for clarification to staff or to interface with RCTC technical consultant for interpretation or repair. Contractor will track and report on client production of 1) Surveys processed 2) RideGuides generated for reporting purposes in IE Commuter. Deliverables: • Standard operating procedure (SOP) for processing paper, online, and combo surveys, generating RideGuides and survey analysis reports, including quality control review. The SOP will include the procedures for staying up to date on Rule 2202 and coordinating with South Coast AQMD staff. • Employer survey processing calendar. • FY 15/16 Targets RCTC SANBAG Survey/Rideguide Services 385 260 630 Commuter Surveys RideGuides 67,000 58,700 23,900 16,500 125,700 40,400 KPIs: • Decreased error rate on paper employer surveys. • Produce employer Average Vehicle Ridership (AVR) report from employee survey data and provide to employer within five business days. • Ten (10) working day turnaround time for the production of RideGuides and employer survey analysis. 1270 Exhibit A CAP Scope of Services 8 % reduction in costs to process paper surveys. In FY 13/14, 66% of all surveys processed were paper surveys and 34% were electronic. Some industries in the Inland Empire, such as those with employees with limited to no web access, are not conducive to the electronic Survey process. Migrating the other industries from paper to electronic processing is an ongoing initiative. Employer Information Services and Support Contractor will maintain and staff a toll -free help line, 1-866-IECS4HELP, to provide customer assistance to employer representatives using the CAP suite of services. Contractor will support employer leads and clients via this employer help line and via e- mail. Deliverables: • Contractor will serve as a rideshare resource and provide the following services: o Provide general assistance to employer clients using the Electronic Survey or requiring a higher level of clarification of the AVR Program. o Provide technical assistance (Contacts/ Rule Interpretation/ Commute Reduction Strategies/ Marketing/ Information Referral/ Other Services) to ETCs. o Provide information to ETC and/or referral to another source regarding programs and services which are beyond IE Commuter's funding or scope of service. o Fulfill employer client requests for marketing collateral (flyers, paycheck stuffers, posters, etc.) to supplement their internal marketing efforts/campaigns. o Provide staff resources (Commuter Exchange and/or Staff) for employer promotions, rideshare or benefits fairs, employer presentations, lunchtime promotions and worksite mode formation meetings. • Contractor will develop for RCTC's consideration, a contact center scope, schedule and budget center to support the Inland Empire's transportation agencies and serve as a one -stop portal for the public. • Contractor will develop a proposal for customer satisfaction survey tools for RCTC review and approval. Employer Events (Kick -Off Meeting/ Marketing Workshops) Contractor will plan, organize, and implement three Inland Empire employer events network meetings to provide continuing education (marketing certificate) for employer representatives. One of the three network meetings includes the Rideshare Week Kick -Off Event. The Contractor will be responsible for activities including, but not limited to, researching, recommending, and securing dates, speakers (if applicable), and locations, coordinating meeting logistics to include room set up, materials preparation, ensuring event content meets marketing criteria set forth by AQMD, providing staffing assistance, and assisting with other event activities including site coordination, vendor participation, and tracking event participation. As part of these services, Contractor will also conduct post -event evaluations and incorporate changes from feedback into future events. 1271 Exhibit A CAP Scope of Services 9 Deliverable: • FY 15/16 Targets RCTC SANBAG TOTA Network Meetings ETC Kick -Off Meeting Shared Shared Marketing Workshop Shared Shared KPI: Number of attendees qualifying for course completion. Commuter Programs Rideshare Commuter Incentive To reduce single occupant vehicle trips, this short term incentive offers $2/day for each day a new rideshare participant uses an alternate mode of transportation in a three month period. Incentive payments are provided in the form of Vons, Stater Bros, or Amazon gift cards. The incentive is available to western Riverside County residents and San Bernardino County who currently drive alone to participating employers and start any of the rideshare alternatives. Enrollment in this incentive is available to employees of employer clients online at IECommuter.org or via paper forms. Contractor will market and administer the Rideshare Incentive Program to employers located in Los Angeles, Orange, Riverside, San Bernardino and San Diego counties. In addition to receipt of the incentive and payment letter, participants will receive a follow up notice (Employee Report Card) detailing how much money they saved and how many trips and emissions were reduced as a result of their ridesharing efforts. Contractor will approve online enrollment forms, generate payment letters, and employee report cards using the incentive module of IE Commuter and will process incentive gift cards according to established policy. The Contractor will manage procurement, accounting, handling and delivery of incentive scrip payments in a manner that best protects RCTC against fraudulent practices. Contractor management practices will be audited one time per year by RCTC or RCTC's agent or additionally as deemed necessary. It should also be noted that RCTC expects to implement a new financial incentive program at some point during the course of this contract. Contractor shall build a framework for a multimodal rideshare rewards program and for new incentives program focused on rail and transit. Contractor will also develop a strategy and implementation plan to transition the application, approval, and administration of incentives to an entirely electronic (no paper) process. RCTC envisions the new incentive programs to promote the use of bus and rail transit as well as the carpool element of its SR91 toll facility via the use of transponders. 1272 Exhibit A CAP Scope of Services 10 Contractor will enter into IE Commuter, track, and report on 1) Rideshare Incentive Participants by County 2) Translated trip reductions, miles reduced, and emissions reduced 3) Participant submission broken down by paper or online submission. Deliverables: • Regular reports to RCTC on Rideshare Incentive participants, translated trip reductions, miles reduced and emissions reduced, participant submissions and pertinent campaign results such as impressions, reach, click -through rates and conversions. • FY 15/16 Targets RCTC SANBAG TOTAL KPI: Participants 1,185 1,545 2,730 % increase in new IE Commuter participants. Rideshare Plus Program To recognize the contribution of commuters who have been ridesharing three months or longer, this incentive offers discounts at restaurants, entertainment and service facilities to participants who live in western Riverside and San Bernardino County, and rideshare at least five days per month. Members are provided with an Entertainment membership that includes a Rideshare Plus Rewards Book containing premium coupons (over $1,000 in value) from Entertainment, Inc. and online access to www.rideshareplus.info, powered by Entertainment's Online Savers Guide for additional online and mobile-app discounts at over 200,000 merchants nationwide. Enrollment in this incentive is available online at IECommuter.org or via paper forms. Contractor will administer and market Rideshare Plus Rewards Program to employers located in Los Angeles, Orange, Riverside, San Bernardino and San Diego Counties. Contractor will sub -contract with Entertainment Inc., or vendor equivalent, to provide a similar incentive package. Contractors will a) select offers/promotions for the Rideshare Plus Rewards Book based on locations that serve Rideshare Plus membership b) mail out correspondence/announcements to Rideshare Plus employer clients and members informing them of annual update process, c) deliver Rideshare Plus Rewards Book to members, d) resolve member complaints with Entertainment, or vendor equivalent, regarding merchants who do not honor the discount as outlined in the Rideshare Plus Rewards Book. To foster continued engagement with IE Commuter and reduce overall costs administering this incentive, Contractor will continue to research and implement new strategies to leverage digital processes all while enhancing the customer experience. Enter into the administration portal of IE Commuter, track, and report on 1) Rideshare Plus Participants by County 2) Translated trip reductions, miles reduced, and emissions reduced 2) Participants broken down by new or renewal 3) Participant submission by paper or online submission 4) Participation in RidesharePlus promotions. 1273 Exhibit A CAP Scope of Services 11 Deliverable: • FY 15/16 Targets RCTC SANBAG TOTAL Participants 5,500 7,800 13,300 Rideshare Plus Rewards Offers Shared Shared Minimum 100,000 offers Vanpool Incentive Program This incentive provides $1,800 over nine months for the formation of new vanpools by Riverside and San Bernardino County residents. The program is operated in coordination with subsidized programs offered by Los Angeles County Transportation Authority (Metro), Orange County Transportation Agency (OCTA), and San Bernardino Associated Governments (SANDAG) to ensure new vanpools do not secure incentives from more than one agency. Contractor will market and administer the RCTC/SANBAG Vanpool Incentive Programs. At the time of contract award, it is anticipated that SANBAG will have implemented a countywide NTD vanpool program expansion providing $400/month for each vanpool in perpetuity. A determination whether RCTC adopts the same NTD incentive will be made during the first year of the contract. Contractor will be responsible for administering or supporting two separate vanpool incentives programs. RCTC's vanpool incentive provides $1,800 over nine months for the formation of new vanpools. Contractor will coordinate with Metro, OCTA, and SANDAG to ensure new vanpools do not secure incentives from more than one agency. Contractor will register and maintain vanpool commute and contact data in IE Commuter. Contractor will enter into the administration portal of IE Commuter, track, and report on 1) Number of vanpools receiving RCTC/SANBAG incentive 2) Translated trip reductions, miles reduced, and emissions reduced. Deliverables: • Establish a new standard operating procedure (SOP) document for the vanpool program. • Qualify potential vanpool groups in accordance with their eligibility, RCTC's Program Resolution, and SANBAG's NTD vanpool guidelines. • Verify with Metro, OCTA or SANDAG that the vanpool is not receiving any other subsidy. • Establish and document a protocol for exchanging NTD data with designated partners, including PII compliance as appropriate. • Prepare quarterly report of incentives issues, vanpool participation, and vehicle trips. • Coordinate the potential transition of RCTC vanpool subsidy. • Maintain the integrity and accuracy of IE Commuter's vanpool database and provide reports on incentives distributed and the resulting trip, mileage and emission reductions. 1274 Exhibit A CAP Scope of Services 12 KPls: • % of accurately issued vanpool incentives. Guaranteed Ride Home Program This project offers employees who share the ride to work a free rental car or taxi ride home (twice per year) in case of an emergency or unexpected overtime. This program is available to all ridesharing employees of an employer client with a signed EPA, regardless of home county origin. Leveraging existing GRH policy and guidelines, Contractor will administer and market the regional Guaranteed Ride Home (GRH) Program to employers located in Riverside and San Bernardino counties. The GRH Program is available to all ridesharing employees of an enrolled employer, regardless of home county origin. Additionally, Contractor will: a. Enroll GRH employer clients in GRH module/database and maintain spreadsheet of current client listing. Run a monthly report of new clients and enroll in the GRH database. b. Monitor any employer changes and send to the regional GRH Program Manager. c. Troubleshoot client issues and document the resolution. d. Enter, track, and report on GRH participation by county. Deliverables: • Contractor will create a standard operating procedure to document step-by-step processing, validation and payment of GRH trips, including strategies for detecting potential fraudulent or disallowed use. • Monthly GRH reports provided to the regional GRH program manager: new employers enrolling in the GRH program, changes in employers, client issues, troubleshooting and resolution; and GRH participation by county. Commuter Information Services RCTC requires that a toll -free commuter based customer service information number, 1-866-RIDESHARE, is maintained and staffed. This line is also a direct transfer from 511 for Inland Empire rideshare calls. Live operators answer the phones from 8:OOam to 6:OOpm weekdays, except holidays. An after-hours voice mail service is provided and phone calls are returned the next business day. Operators answer a wide variety of questions on topics such as the Commuter Assistance Programs, park and ride lots, GRH, ridematching, traffic information, etc. The number provides a one stop shop for rideshare information. Contractor will respond to and provide rideshare assistance to Riverside and San Bernardino County residents who call 1-866-RIDESHARE and 511 or submit inquiries through 1E511 or IE Commuter. Assistance will be provided either by phone, e-mail, or fax and includes, but is not limited to, 1E Commuter account set up, ridematching, RideGuide requests, and other rideshare related topics. Telephone call activity will be tracked and reported by Contractor to help assess various marketing campaign efforts and 511 phone activity. Contractor will establish outbound follow up call 1275 Exhibit A CAP Scope of Services 13 protocols to offer additional assistance, promote incentive programs, and update commuter account information as needed. The Contractor will provide office phone equipment capable of accommodating call volume growth up to 15,000 calls per year. Deliverables: • Provide office phone equipment capable of accommodating call volume growth up to 15,000 calls per year. • Track and report telephone call activity to help assess various marketing campaign efforts and 511 rideshare phone activity. • Establish outbound follow-up call protocols to offer additional assistance, promote incentive programs, and update commuter account information as needed. • FY 15/16 Targets 866-RIDESHARE RCTC SANBAG TOTAL Shared Shared 4,000 KPIs: • % uptime of telephone equipment. • % of calls answered ranked by 10-second increments. • % increase in the number of outbound phone calls and their associated metrics. C. Park and Ride Development To support formation of carpool and vanpool arrangements, this project leases existing parking spaces from schools, shopping centers, churches, and various other businesses, to establish park and ride lots. The lease, a three party agreement between the property owner, Caltrans and RCTC or SANBAG, allows flexibility in meeting the changing needs of ridesharing commuters as location and number of spaces can be adjusted under the annual lease process. The Contractor will provide outreach services related to establishing park and ride leases for both RCTC and SANBAG. Deliverables: • A scope, schedule and budget for outreach services to establish an agreed -upon number of new park and ride lot leases will be developed and presented to RCTC for review and approval. KPIs: • Number of new park and ride lots. • Number of new parking spaces. 1276 Exhibit A CAP Scope of Services 14 Marketing and Communications The Contractor will work in coordination with RCTC to develop messaging, advertising, marketing pieces, and other collateral materials to support the CAP program. Programs and services will be marketed and promoted through media advertising and with collateral materials under the IE Commuter umbrella that align with and leverage the 1E511 brand. The Contractor will develop a marketing plan (Plan) within the first three months of the project that serves as the blueprint for the communications effort. Contractor acknowledges that it represents RCTC and is acting on behalf of RCTC. Contractor shall not market or promote its own brand as part of this effort. A. Communications Marketing Plan Development The marketing plan (Plan) will reiterate CAP objectives and target audiences and will include key messages to be used in all communications to commuter and employer markets and submarket segments along with the strategies and tactics to reach each audience. Contractor will identify outreach strategies to be deployed and the channels through which target audiences can reached most cost-effectively. An evaluation mechanism for each strategy will be developed so that results can be tracked throughout implementation and changed as needed to be more effective. The marketing plan will be completed within three months of permission to start from RCTC. The Plan and all resultant products will be reviewed and approved by RCTC. Deliverables: A marketing plan that includes the following: • IE Commuter Style and Branding Guidelines • Online and mobile strategy, including online marketing, search optimization, and social media/networking • Media plan/spend • Recognition event (optional) Public relations strategy • Collateral needs • Identify marketing needs, including but not limited to telemarketing, direct mail, video media, events (the plan will include strategies and types of tactics to be undertaken; specific schedules will be developed once the contract is signed). KPI: % increase in IE Commuter registrations and mode shift. IE Commuter Commuters and travelers looking for rideshare assistance (carpool, vanpool, or transit) will be directed to www.IECommuter.org, a robust, secure, and mobile -friendly website. Additionally, worksites will find general information about employer services under the same IE Commuter website. Once on the IE Commuter site, visitors can set up an account and get transit information or rideshare information personalized to their schedule and route. The Contractor will update/maintain CAP program content, including but not 1277 Exhibit A CAP Scope of Services 15 limited to employer services content, commuter incentives content, park and ride information, employer event schedule, etc. Contractor will be provided with a login/password to access the IECommuter.orq website content editing tool. Deliverables: • Contractor will make recommendations to RCTC as opportunities for IE Commuter to support other RCTC and SANBAG projects arise. Collateral Development and Sales Support Collateral materials — brochures, fact sheets, promotional items, sales presentations, success stories, maps, and other materials that support IE Commuter messages — are an important part of the IE Commuter account executive's toolbox. These materials explain IE Commuter services value proposition to target audiences, increase IE Commuter awareness and consideration, persuade and prompt actions to be taken, and give them a resource for moving forward with changing driving behavior. As part of the transition, the Contractor will assess the current suite of collateral materials and make recommendations to cost effectively support the marketing plan. Key elements of the Contractor's approach to developing collateral materials and other sales support efforts: Materials will increase awareness and consideration of CAP programs and services, and drive target audience traffic to IECommuter.org. Sales support items (including presentations, fact sheets, brochures, success stories, giveaways, and event displays) and lead generation activities (direct mail and telemarketing) will be developed and coordinated as determined by the marketing plan, to ensure consistency of message, quality, and usage. Collateral and sales support materials will include, at a minimum, the following items: Sales Toolkit Development Account managers need materials to take with them to employer presentations. The Contractor will develop a customizable sales kit (RC or SB). This kit will be IE Commuter branded and will cite IE Commuter staff as the contact for detailed information for carpooling, vanpooling and other IE Commuter programs. Typically, a sales kit will include: ■ A branded folder with a place for the account executive's business card ■ A brochure for employers on commuter services offered by the Contractor ■ A standalone card for each program ■ Fact sheets relevant to the specific services available in the account manager's geographic region, including vanpooling, guaranteed ride home, etc. Local transit and bike maps (if available) ■ A brochure and/or promotional items about IE Commuter ■ Relevant enrollment forms ■ An accompanying PowerPoint presentation aimed at company decision - makers 1278 Exhibit A CAP Scope of Services 16 • Electronic Newsletter Existing newsletter efforts (Rideshare Connection) will be combined into two e- newsletters that cover the entire Inland. Empire area but which feature individual regional features as applicable. One e-newsletter will focus on the commuter; the other will focus on employers. The Contractor will distribute the e-newsletter via e-mail to commuters registered in IE Commuter, key local stakeholders, employers, and others who opt in to receive information. In addition, the Contractor will make the newsletter available on the IE Commuter website in PDF format and potentially through social networking tools. IE Commuter Brochure The Contractor will develop a single brochure (or other collateral piece) describing services offered by IE Commuter for commuters. This will cover at a minimum ridematching services and incentives, vanpooling options, transit planning, and guaranteed ride home. IE Commuter will be referenced as the go -to source for travel and transit information, including online ridematching. IE Commuter Promotional Items Additionally, small promotional items such as pens, magnets, mugs and USB chargers will be purchased by Contractor in a higher volume in order to maximize economies of scale. These items can be handed out at events as well as included with the account executive's Sales Toolkit as a leave -behind item. Promotional items can be more versatile than the collateral pieces focused only on new employers, since these items can be equally effective with existing employer clients. Deliverables: • Customizable Sales Toolkit for Riverside and San Bernardino counties. • Distribute e-newsletters and post e-newsletters on IE Commuter website. • Develop an IE Commuter brochure. • IE Commuter Promotional items. KPls: • Number of sales toolkits used for employer consultations. • Number of days to newsletter. • Number of stakeholder requests for IE Commuter brochures. Graphic Design and Content Development The Contractor will work in coordination with RCTC to develop one or more of the following: Graphic design and production of print advertising, marketing, and other collateral materials to support CAP projects and programs. These materials may include brochures, newsletters, graphics, fact sheets, print and/or online advertisements, promotional items, and other collateral. Specific examples include: RidesharePlus Rewards Book designs, GRH posters and flyers, paper RideGuide maps and design, employer event invitations). 1279 Exhibit A CAP Scope of Services 17 o Signage including the design and fabrication of construction project and highway Signage, custom exhibit/trade show exhibits, and/or procurement of promotional items such as mugs, pens, and other promotional items, as necessary. o Video productiorito develop both cost-effective videos, as well as high -end, multi- media. o Presentations for use on a variety of platforms including the Web and PowerPoint presentations. The ability to produce animated PowerPoint presentations is also desired. These efforts will require production, editing, casting, scriptwriting, digital animation, and other expertise. o Photographic services in support of targeted marketing campaigns and public outreach campaigns. New media efforts for various projects such as social media, blogs, and other Web- or electronic -based outreach. Deliverables: • Design and fabrication of Construction project and highway signage. • Custom exhibit/trade show exhibits that maintain a professional and modern design yet are collapsible for easy transport. • Video production for both cost-effective and high -end multimedia. Presentations production for a variety of platforms including website, video, and PowerPoint. • Photographic services in support of targeted marketing campaigns and public outreach campaigns. • New media efforts for various projects such as social media, blogs, and other Web or electronic -based outreach. KPIs: • % increase in CAP program participation. • % decrease in costs in marketing material production. B. Media Planning, Purchasing, and Advertising Services The Contractor will provide media recommendations and buying services for print, broadcast, online and other advertising services in step with the marketing plan. As traffic to IECommuter.org increases, RCTC may require expertise in advertising sales, sponsorship, and account management services to develop and execute sponsorship programs for IE Commuter online properties, and identify and contact potential sponsors or partners on behalf of RCTC, possibly on an annual basis. Deliverables: • Media recommendations and buying services for print, broadcast, online and other advertising services. Monthly reporting on new users joining IE Commuter and the relevant advertising campaigns they can be attributed to. • Media/Communications/Events Calendar. 1280 Exhibit A CAP Scope of Services 18 KPI: KPIs to be determined by the goals of a particular media buy. C. Events/Rideshare Week Rideshare Week The biggest industry related promotional event of the year is the annual statewide Rideshare Week campaign. Contractor will plan, organize, and implement Rideshare Week (RW) in the Inland Empire. Contractor will develop RW promotional themes for RCTC review/development. Once a RW theme has been decided, Contractor will: a. Coordinate RW material review with the preparation of the timeline, list of materials, promotional items and quantities for RCTC review. b. Coordinate the production and delivery of RW promotional materials c. Research new RW Sponsors and solicit for prize donations. d. Develop and write RW Sponsor letters for RCTC review. e. Mail solicitation letter to approximately 500 potential RW Sponsors. f. Solicit area newspapers for free advertising space for RW. g. Secure donated RW prizes and sponsor logos. h. Prepare RW sponsor and prize list. i. Prepare thank you letters and arrange for gift baskets (or similar recognition item) for all RW Sponsors; Send or deliver letters, gift baskets and copies of marketing materials to RW Sponsors. Develop in coordination with RCTC the RW ETC contest, rules and the securing of prizes. k. Track, and report on 1) Rideshare Week Participation Results 2) Participation broken down by County. 3) Comparison reports to prior years. Deliverables: • FY 15/16 Targets Rideshare Week Sponsors Shared Shared 20 —30 Sponsors Rideshare Week Prizes Shared Shared Minimum $30,000 Total Value of Donated Prizes per Year RCTC SANBAG TOTAL KPIs: • Rideshare Week participation results. • Participation broken down by county. • Comparison reports to prior years. 1281 Exhibit A CAP Scope of Services 19 CAP Program Management/ Administration Provide overall program coordination between Contractor staff and RCTC, with regard to the development and implementation of the Commuter Assistance Program (CAP), data tracking, program reporting, event management, documentation retention, graphic design services and the delivery and/or distribution of the products necessary for their support. Prepare and submit progress reports in the format and frequency prescribed by RCTC. A. Administration Contractual, financial, and documentation management: a. Contractor oversees assignment and completion of all work by Contractor staff. Work productivity and timeline for completion will be those established by RCTC and Contractor Program Manager. Contractor Program Manager will ensure the timely delivery of goals, products and deliverables through ongoing oversight of staff. Coordination and issue resolution will occur with RCTC Program Manager. d. Contractor will monitor and manage the number of labor hours expended to ensure that the number of hours/budget utilized do not exceed the hours/budget allocated. e. Monitor special projects labor hours/budget and to ensure proper billing. f. Contractor will invoice RCTC on a monthly basis. g. Contractor will provide annual budget projections for incentive programs. h. Participate in annual programmatic and financial reviews and audits. Maintain employer client filing system according to established policy. Deliverables: • Monthly invoicing • Quarterly progress reports • Annual budget projections for incentive programs • Year End Program Report B. Project Transition Planning As previously stated, RCTC has used and is currently using a contractor to implement the Commuter Assistance Program. The current contract expires at midnight on June 30, 2022. As such, the Contractor will be responsible for participation and coordination with the team from the current contractor in order to ensure an orderly transition of ridematching software, phone lines, 866 numbers, office set-up, client outreach and support and program marketing. The contractor is responsible for the provision of office space as required, all telecommunications equipment, all computer equipment required for access to the IE Commuter system, office clerical and staff support, account managers/program administrators, graphic supplies and ancillary office equipment as needed to implement and operate the Commuter Assistance Program. Deliverables • A fully functioning and staffed Commuter Assistance Program will be operational in Parsons Brinckerhoff 's San Bernardino office on or before July 1, 2015. 1282 Exhibit A CAP Scope of Services 20 KPls: • Fully functioning phone, Internet and IE Commuter software. Staffing resources identified, in place and trained. Accounting, filing and project documentation systems opened and operational. Marketing materials available and needed updates identified. C. Program Reporting and Refinement Program performance reporting is key to validating the success of the program and establishing which TDM strategies and outreach methods are most effective. Program performance measures to be tracked and reported on by the Contractor include, but are not limited to: • Employer Clients (Signed EPA) o Number of employees by worksite and percentage that are participating in commute alternatives o Total ETCs on File • Commuter Surveys Processed (Total/Paper/Electronic) • RideGuides Issued (Total/Paper/Electronic) o Electronic (Open Rate/Bounce) • Total Commuters on File (IE Commuter System) o Total Active IE Commuter Accounts o Survey Vs. Public Web Registration • IECommuter.com Web Visits o Sources of visits (survey, search, online advertising, email, etc) • Calls to IE Commuter Phone Lines o Sources (511, AQMD, etc) Initial program targets will be established by RCTC; however, the contractor will help refine and build on existing goals, performance measures, and desired outcomes, and then establish appropriate output and activity measures that contribute to these outcomes. The Contractor shall use agreed upon performance evaluation to continuously adjust or improve program operations and administration to meet program goals tied to the Key Performance Indicators (KPI) below. A strong emphasis shall be placed on the KPIs which directly translate the results of the contractor's administration of the program. The Consultant shall establish specific targets for desired achievements as directed by RCTC. In this way, the program and its various elements have a set of clear, measurable objectives that focus on results. These targets shall be realistic, but also challenge staff to advance beyond current levels and continually enhance market reach, customer service, and overall program effectiveness. The Consultant shall perform annual assessments and recommend refinement to RCTC to continually improve and enhance program effectiveness. Deliverables: • Quarterly progress reports • Quarterly recommendations for performance improvement 1283 Exhibit A CAP Scope of Services 21 KPIs: • Total program vehicle trips reduced • Total program vehicle miles traveled (VMT) reduced • Pounds of pollutants reduced • Total incentive participants 1284 Exhibit A CAP Scope of Services 22 APPENDIX ACRONYMS/GLOSSARY OF TERMS AQMD Air Quality Management District AVR Average Vehicle Ridership CAP Commuter Assistance Program CE Commuter Exchange CTC County Transportation Commission ETC Employer Transportation Coordinator GRH Guaranteed Ride Home IECS Inland Empire Commuter Services ISP Internet Service Provider MDC Merchant Discount Catalogue Metro Los Angeles County Transportation Authority OCTA Orange County Transportation Agency PA Partnership Agreement RC Riverside County RCTC Riverside County Transportation Commission RFP Request For Proposal RW Rideshare Week SAN BAG San Bernardino Associated Governments SANDAG San Diego Associated Governments SCAQMD South Coast Air Quality Management District SB San Bernardino County TDM Transportation Demand Management TMA Transportation Management Area 1285 EXHIBIT "B" SCHEDULE OF SERVICES All Services shall be provided in accordance with the following specific Schedule 0 Services: EMPLOYER SERVICES RCTC SANBAG Total 1 Employer Partnership Agreement 160 175 335 2 Survey/Rideguide Services 385 260 645 3 Commuter Surveys 67,000 58,700 125,700 4 RideGuides 23,900 16,500 40,400 5 ETC Rideshare Week Kick Off Meet's Shared Shared 6 ETC Marketing Workshops Shared Shared COMMUTER PROGRAMS RCTC SANBAG Total 7 Rideshare Incentivesi$2/day) Participants 1,185 1,545 2,730 8 Rideshare Plus Participants 5,500 7,800 13,300 9 Rideshare Plus Rewards Offers Shared Shared 100,000 10 Incoming Commuter Calls Shared Shared 4,000 11 Rideshare Week sponsors Shared Shared 20-30 12 Shared Shared 30,000 value of Donated Frizes tor Kideshare Week (Annual) B-1 1286 AGENDA ITEM 7P RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 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 2020/21 Measure A Commuter Assistance Buspool Subsidy Funding Continuation Request 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, 2020 to June 30, 2021, 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 7P 1287 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 $50 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. euri Beverly Hills m West Cov na Los Angeles 11 East Los Cam);. R 1 h -1 h 20 min Santa Monica Angeles 67.9 miles Raytheon Space and Airborne Systems Inglewood 1) Brea Fullerton Chino Hills State Park Yorba Linda Ontario Bloomington itj Jurupa Valley Riverside 63, o i Norco Galleria at Tyler Waadcrest Anaheim El Cerrito Lake Mathews Me Estelle 5.) (241') CR 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 20,000 commuter trips and over 1.2 million miles of travel in Fiscal Year 2019/20. The benefits projected for FY 2019/20 by offering this subsidy are illustrated below: Buspools Average Roundtrip Riders/Month Distance Annual Miles Saved Annual One -Way Trips Reduced Riverside I 39 —121 mi 1.223.125 20.284 The Riverside I buspool 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 39 riders/month. At this time, the continuation of the buspool subsidy is even more crucial due to the COVID-19 pandemic. While a few of the riders have been placed on telework, the majority of the riders work for aerospace/defense companies located in El Segundo that are considered Essential Critical Infrastructure Workers. The riders and driver are taking many precautions to safeguard Agenda Item 7P 1288 their health. The bus, which is driving them every day, is used solely for their route. The riders are able to socially distance themselves on the 54-passenger bus, the driver wipes the bus down daily and the riders also have their own disinfectant wipes. This buspool ensures the riders still have a reliable means to continue traveling safely back and forth to their jobs. 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 2020/21 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 2020/21. Financial Information In Fiscal Year Budget: Yes Year: FY 2020/21 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 41 81002 Fiscal Procedures Approved: \J4ev�� Date: 05/21/2020 Attachment: Riverside I Renewal Request Agenda Item 7P 1289 Send correspondences to: Catalina E. Fuentes Raytheon Technologies 2000 E. El Segundo Blvd. Bldg. R1 Rm. 9Z07G MS. B500 El Segundo, CA 90245-4501 Catalina. E.Fuentes@rtx.com May 20, 2020 Attn.: Michelle McCamish, Management Analyst Commuter & Motorist Assistance Riverside County Transportation Commission P.O. Box 12008 Riverside, CA 92502-2208 Dear Ms. McCamish, Kim L. Albini Raytheon Technologies 2000 E. El Segundo Blvd. Bldg. E01 Rm. B0131P MS. J140 El Segundo, CA 90245-4501 klalbini@rtx.com 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, 2020 to June 30, 2021 for the "Riverside" to El Segundo Commuter Buspool. I am the buspool coordinator and I coordinate this buspool independently from any employer. In my absence, my assist Kim Albini takes on the responsibility for the coordination. 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 Galleria at Tyler, Riverside AM Departure Corona Park & Ride- 20 E. Grand Blvd. AM Arrival Raytheon, El Segundo PM Departure PM Arrival PM Arrival 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, e4i4Buca 7ueeted 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. 1290 AGENDA ITEM 7Q RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Brian Cunanan, Commuter and Motorist Assistance Manager Aaron Hake, External Affairs Director THROUGH: Anne Mayer, Executive Director SUBJECT: Inland Empire Telework Initiative STAFF RECOMMENDATION: This item is for the Commission to: 1) Authorize staff to develop and implement a comprehensive telework assistance program for Riverside County employers and residents, with outreach activities beginning as early as July 1, 2020, in partnership with the San Bernardino County Transportation Authority (SBCTA) through the IE Commuter program; 2) Authorize staff to work with local and regional government partners, Riverside County businesses, and other stakeholders to identify and encourage additional options for virtual travel and other cost-effective transportation demand management (TDM) strategies; and 3) Authorize staff to quantify vehicle miles traveled (VMT) reductions resulting from the telework assistance program and additional TDM strategies subsequently developed for the purposes of creating potential mitigation credits for transportation projects subject to SB 743. BACKGROUND INFORMATION: An outcome of the coronavirus pandemic is the rapid and mass adoption of teleworking. Teleworking is one of the several factors that contributed to the sudden drop in traffic congestion, VMT, and transportation -associated air quality emissions. While traditionally thought of as a business operational matter, teleworking is also a TDM strategy. RCTC has managed a TDM program since 1991. The TDM program has established partnerships with employers and government agencies throughout southern California to provide support and incentives to encourage employees to use alternatives (transit, carpool/vanpool, bike, walk) to single occupant vehicle (SOV) travel and or eliminating trips all together (telework). In the Inland Empire, the public face of these efforts is known as IE Commuter (www.iecommuter.org). RCTC manages IE Commuter in conjunction with the SBCTA, creating economies of scale and leveraging the resources of both counties to create a more effective program. Agenda Item 7Q 1291 Despite the advent of technology that makes teleworking more feasible and a growing body of academic research that finds worker productivity can increase, teleworking continued to face stigma and resistance in many corners of the corporate world. Prior to the pandemic, telework activity had been growing but overall adoption, relative to other commute alternatives, remained low. According to the U.S. Census' American Community Survey, work -at-home has grown by 173 percent since 2005. However, of the 320 employer clients of IE Commuter, less than 7% indicated that telework was offered as an option for their employees. Among 92,422 employees surveyed by IE Commuter across 154 worksites in FY2019, only 1.2% (1,100) had teleworked at least one day during a given worksite's survey week. The Governor's stay-at-home order created an instant pilot program that has demonstrated teleworking may have staying power. New Telework Initiative Recent outreach to Inland Empire employers by IE Commuter has indicated substantial new interest in telework programs, given how adaptable technologies for enabling telework have become, and in light of stay-at-home orders and health risks, how necessary they have become. RCTC and SBCTA staff believe that establishing a formal telework assistance program for local employers is a cost-effective strategy that will benefit: • Public health • Economic recovery • Traffic flow • Cleaner air IE Commuter is an existing platform through which RCTC assist employers with organizing and developing new telework programs during this time of peak interest and need. Commission and SBCTA staff are proactively working with the IE Commuter consultant, WSP, through the months of May and June to structure a new employer Telework Program that can begin implementation in early July 2020. Attached is an initial draft of a proposed Telework Guidebook for employers that will be one of the tools IE Commuter can employ for outreach and assistance. In addition to providing an overview of the process for incorporating telework as an employee option, the Guidebook will provide sample telework guidelines, a sample employee telework agreement, and sample surveys for teleworkers and supervisors of teleworkers. The materials will all be web -based and downloadable at no cost and will also be useful for county residents wanting to explore options for their employment sites within and outside the Inland Empire. The intent is to finalize these components and launch the program by July 1. Additional TDM strategies can then be added over time or increased in emphasis. The purpose of this agenda item is to secure the Commission's approval to implement such an initiative. Agenda Item 7Q 1292 Bringing Jobs Home and Reducing VMT A new emphasis by RCTC on teleworking and TDM strategies will advance a long -held goal of the Commission to keep more Riverside County residents in our local communities during the day rather than on the highway. Doing so would help address the county's jobs/housing imbalance, stimulate local businesses and civic organizations, while also improving quality of life for residents. Fewer long-distance commutes also translate into fewer VMT, an environmental metric that will become increasingly important for the approval of new development and infrastructure projects pursuant to State regulations. Participants in IE Commuter log their trips (or in the case of telework, days they worked from home), creating quantitative data on how many VMT and emissions are negated. By adopting a new telework program, RCTC may be able to generate VMT "credits" that could be used in the future to mitigate increased VMT identified via the California Environmental Quality Act analysis on transportation projects such as highway capacity projects. To the extent that RCTC brings forward mitigatory programs that reduce VMT, it may help to streamline RCTC's future analysis of VMT-impacts associated with voter - approved projects in the Measure A expenditure plan. Depending on the details of the new telework program, these telework-related VMT credits could potentially be pooled with other VMT-reducing activities by RCTC or other local and regional governments in the future. In summary, implementing a robust telework initiative creates the potential for a breakthrough opportunity to achieve multiple public policy objectives. Attachment: IE Commuter Telework Employer Guidebook Agenda Item 7Q 1293 1.;iework Employer Guidebook IE Commuter Drive Less. Smile More. 1294 About IE Commuter IE Commuter is a program of the Riverside County Transportation Commission and San Bernardino County Transportation Authority whose mission is to reduce traffic and improve air quality throughout the region by increasing the awareness and adoption of ridesharing. The program and its services are provided at no -cost to eli Riverside County and San Bernardino County employers and commuters. Contents What is Telework? Why Start a Telework Program? How to Start a Telework Program Assign a Tele .ram `' 6 Secure ent ` 6 Asses • • 7 elework 8 am Guidelines 9 ntation Plan 10 a Pilot Program 11 elework Program 13 he Word Out 13 Train Your Staff Measuring Success Develop Evaluation Procedures Resources Contact IE Commuter Sample Documents 14 15 15 16 16 17 2 What is Telework? Telework is a flexible working arrangement where, instead of commuting to work, employees work from home or a location nearer to their home. Although some organizations succeed with all -virtual staffs, the majority adopt a mix of days in the office and days at home. The most common arrangement is half-time; t'^ or three days a week in the office, the balance at home. Telework is becoming an increasingly attractive and viable op oanies. Laptop computers, cloud -based document storage and s , efft. collaboration and communication tools, and high-spe et make 1, for employees to be just as effective at home as they e e. In addi1 telework drastically reduces or even eliminates the mmute. This helps employers contribute to improved air qual'41" and trafi. !ction as required by air quality regulations such as the Southe• ~pia Air C.. Management District (South Coast AQMD) Rule 2202 The word `telework' is often r-'- rred to I. work, mobile work, and home ess e practice reduces commuter travel, it is not consi art, Telew ogram. luding telecommute, remote 3 Why Start a Telework Program? Telework is a proven work option that can result in greater productivity, higher employee engagement, improved well-being, increased attraction and retention of talent, reduced cost for both employers and employees, greater organizational agility, and increased sustainability. Companies that adopt telework programs not only help their bottor out also demonstrate that they care about their staff and the environme' -h shows doing both is not only good for employees, it's good for b A well designed and implemented Telew • Increases employee productivity and effic' y 10%-20% on average) • Improves employee morale • Reduces employee-hsenteel ,w' .dys per year on average) • Reduces • Lowers he. . nd long-term disability costs e . •ol -lelps ana talent Lvers r state costs, office overhead, and parking needs ,salability —both up and down —and organizational agility • Ot, increased hours of service to clients and customers • Increases flexibility of staff to handle peak workloads • Maintains business continuity during an emergency or major disaster • Reduces greenhouse gases and traffic congestion due to fewer vehicle miles traveled • Helps comply with air quality regulations such as the South Coast AQMD Rule 2202 How to Start a Telework Program Planning and implementing a Telework Program requires senior management support, changes in supervisory methods, and trust and flexibility in participating employees. In addition, companies must ensure that employees have the tools and access to information they will need to perform their jobs remotely. Although many companies offer informal teleworking to select ind' here are compelling reasons to consider implementing a formal prograr- may soon become the 'Thew normal0 and it is essential to have a for o am to ensure your business can respond effectively to chap ommuter A formal Telework Program: • Establishes executive supp and employees • Establishes written - . 'cies • Ensures co and tax I risks iteria for job and employee suitability a budget for training and technology • Es shes employer/employee rights relative to privacy es cletion to managers insurance regulations, atory practices • Establishes rules regarding use of company -owned equipment and technology • Establishes program goals and a method for measuring results 5 Assign a Telework Program Manager Ideally, the launch of a Telework Program involves leadership from human resources, information technology, real estate and facilities management, risk management, sustainability, legal, and labor organizations. While the program manager can come from any functional area, ideally it is the Employee Transportation Coordinator. They must be empowered by executive management to oversee and drive the initiative. The Telework Program Manager should: • Serve as a point person for the Telework ProgrP • Interface with senior management and offer ance when issues arise • Ensure that program requirements are mei • Help analyze and manage c' henefits • Help coordinate program fun Secure Executivr Jag ,nt Si rt Support from execute Telework PA wt ,ry nent is critical to the success of a gneu ,1ness case, which addresses how a Telework Prograr mplL 9mployees, and the environment can help gain the supp 'eaders id ot. constituents. A bu � ; for a Telework Program should include: • WI .a program is important • Why it is important now • The advantages and disadvantages for employers, employees, and the environment • Likely obstacles or barriers to success and recommendations for overcoming them • Any pilot programs or research that supports the initiative • Program goals and methods for measuring success • High level review of anticipated budgetary impacts/cost savings 6 Assess Technology Needs In order to develop and support a Telework Program, it is essential to understand your organization's equipment, network connectivity and security requirements. If possible, include your IT department in the assessment as they are a major component of the program. To implement the technical aspects of a Telework Program: • Evaluate technological readiness • Identify what information is needed and by whore • Establish security protocols for various user ,is • Establish platform and technology requ its f- 'eworkers • Establish technology provisioning, reimbuh • Establish a method for prov' • Establish a budget for hard provision and sup• - - . Telev\ stipend policies +o teleworkers ,ices needed to Establish Eligible Positions for Telework Conduct a jobs assessment to determine which jobs are compatible with telework. Since it is not possible for every employee to work outside the office, you should first look at the tasks which make up each job and decide which ones can be done outside the office. Begin your evaluation process by asking: • Can the work, or part of the work, be sent to and from �loyee's home with ease, speed and confidentiality? • How much face-to-face contact is required • .tanagers, c.. 'es, clients, or subordinates? • Is the job subject to unscheduled in -office ds that cannot be accommodated with remote r -Iration to y? • How important is it for the er DL. -ss . ,pment, materials, and files located onth" at the NA • Does the job ase of .lized equipment? 1 8 Draft Telework Program Guidelines The Telework Program Manager, in conjunction with the Human Resources Department, should draft guidelines that will support, encourage and guide individuals, departments or the entire company throughout the process of implementing and managing a Telework Program. This document should outline responsibilities and expectations for all parties. Your company's guidelines may include: • A program definition and policy statement that out organization commitment to telework and h will benefit your business • Statements addressing the following tor. - The basic terms and conditions of emplo, - Terms of the telework agre' - Frequency of telework - Work week and overtime pc - Employee av - Restriction - Worksp - Ens inmeri tele are any .an teleworkers can work mp _;on and insurance issues emerits using issues telework on medical/family leave - lL iivork as a reasonable Americans with Diabilities (ADA) accommodation • Telework Program agreement • Teleworker and manager/supervisor training • Telework Program performance measurements and evaluation procedures aClick to download a program guidelines template, sample program agreement form, and sample surveys, 9 Develop An Implementation Plan The implementation plan should include: • Assignment of tasks and deliverables • A timeline for pilot programs, implementation or phasing • Communication guidelines • A budget • Training requirements and delivery plan • Evaluation procedures and measurement plan Establish communication guidelin Clear communications between success. Managers should be trai employee presence or h_. �s but r ensure managers should be avo results. In gen more, r' " than an/ 's are critical to Its rather than nd status updates e page. Micromanagement d runs counter to managing by managers should communicate as office workers. Individual managers may eir own communication preferences, but nunica. 'uidc should include: workers and managers should communicate 1iethods for communicating • EtiL, .atte and best practices around the use of email, chat, videoconferencing, the phone, cloud platforms, face-to-face or other means of communication • Expectations for response time • Communications outside of normal working hours • Getting in touch in the event of an emergency 10 Implement a Pilot Program Before rolling out a formal Telework Program, companies generally start out with a pilot program. Implementing a pilot allows companies to assess the program and identify what is and is not working, and then make modifications and improvements based upon the experience. A pilot program runs for a specific period of time (usually six months). The trial period is designed to test the effectiveness of your policies and procedures, guidelines, training, communication methods, and other -ogram components. Program improvements or modifications can be addP ly time. Key items for your pilot program • Include a varied cross-section of jobs, st?' greater assessment of program needs, departments 1- w' Jne depa . ent where managers support the idea of tele\n, .;e the pilot program begins, managers and partici' • employs luld communicate regularly to provide program, _ ,ddres. and fine-tune wherever posse 'ssues that arise, • As the pilot pr► 'crude—l'Sjec es are met, the organizati► Id are to it the program on a larger scale • If objective JVI. riod �aule, conclude the pilot, document an.. rmine whether or not the issues can be extending the pilot for an additional six-month elP (Program Manager should review established criteria and rents, obstacles, concerns, unexpected results and then re , he implementation plan 11 Develop a financial plan Expenses associated with Telework Programs include both start-up expenses such as training programs and equipment purchases, as well as continuing expenses such as data security and costs attributed to equipment maintenance and ongoing communication. To keep expenses at start-up minimal, companies may initially build their telework pr ms around existing remote access and employees who have accptop computers. • Use the Telework Benefit/Cost Worksheet to he costs and savings to your company • Work with the appropriate departments youv mpany to draft a budget and determine who will Click to download tM i i Worksheet ntial 12 Improving Your Telework Program Get The Word Out Get the word out about the telework program to management and appropriate staff. This can be done in a number of ways, including meetings, memos, 9-mails and information briefings. Make sure the information comes from the r '- upper management to demonstrate management[ support of the prow -- If your company is limiting its telework program to certain de communication may be sent to eligible departments, a bl5reviatt_ ,ion may be sent to the remaining departments. Both versions explain why lobs are being included and others excluded. The communication may includr • A description of the telework y, • Program goals • Eligibility cr" • Telework F. nt.,ct information 13 Train Your Staff No matter how well designed your telework program is, it won't work unless staff know how to use it. Most companies include training for both the telework employees and their managers. Training for all participants should focus on program goals and objectives. Topics for teleworker training may include: • Telework policies and guidelines • Time management • Communications protocols • Technology training and security proceL • Workers' Compensation and injury report' adures • Strategies for working effe 'me • How to communicate effect' ..id managers • How to deal with ' '. frien • Setting up hom • Contacts s for n, work • E Ive communication • Goal setting • Managing by results • Monitoring performance • Providing feedback and coaching • Data security and privacy policies and practices questions and resolving problems er tr. ,ing may include: .;ies and guidelines ling and scheduling 14 Measuring Success Develop Evaluation Procedures An ongoing monitoring program is key to establishing the success of your companyl t telework program and determining whether or not goals and objectives are being met. Surveys, interviews and/or focus group meetings are recommended to ' n this information. If goals and objectives have not been met, an evaluation will - -eded changes which may be important in determining program • ' : i. •rogram should continue to evolve and grow over time as the c• become experienced with telework, and as business need or ion techn change. Some questions to include thrluati ess: • Are goals and objectives bei sp. fic) • Are managers s- ith t: , _ ance? • Has there • on p tivity? If so, what? • Has there ing costs? senteeism rates? ge to employee morale? pact on recruitment and retention? adequate and available? nications being maintained at an acceptable level? • W :o teleworkers and their managers like most (and least) about the telework program? • Has there been an impact on customer/client satisfaction? 15 Resources For more information and assistance in setting up your Telework Program, email Telework@IECommuter.org or contact your IE Commuter Employer Services Representative. 16 Sample Documents To help you develop your Telework Program we've included sample files that you can use as reference. Feel free to use them as starting point in creating your program documentation. Included in this guidebook: • Telework Program guidelines template • Telework Benefit/Cost worksheet • Telework Program agreement • Teleworker survey • Teleworker supervisor survey • Telework job performance survey Visit IECom i uter.org the indiv ple to download s 1 Au 17 sample telework guidelines Purpose (Company) has developed Telework Guidelines to make working at a remote workplace an effective way to meet company and employee needs. All departments will follow these guidelines to promote consistency in implementing and measuring the success of the telework program. Note: Telework is a management option, not an employee right; therefore, telework is not an option that an employee can demand or has a right to expect. It is, instead, an option that management uses whenever it decides that it is most appropriate for the situation and circumstances. This is a voluntary program and the arrangement can hr'erminatedatany time for any individualemployee(s)or as a program, if it is determined that the Company's needs - Being met. To Obtain Telework Forms Contact Human Resources. Objectives of these Guidelines These guidelines are intended to encourage and structure telework and to prr general frams departments to adapt telework as aworkoption in their area, thus helping to' , ine Company's sty �iectives. These objectives include: • Increase employee productivity and improve overall productiv,. • Make optimal use of Company office facilities and equipment • Reduce traffic congestion and improve air qua"' -monstrating telework as a transportation demand manag€ • Encourage employee retention Definition Telework is working from a remote wo address. Teleworknormallyocc also permitted based on thes Telework Agreement The TeleworkAgreementclearl employee's supr leastsemi-ar forwardP elewo Respons, The Telewo, re at the Ma. hashorr, iedule( r' �y Company is a leader in using mg to the employee's usual Company work edays each week or month). Intermittenttelework is Li._ . ponsibilitiesbetweenateleworkingemployeeandthat tbeyboth parties priorto beginning telework, and mustbe reviewed at guidelines are well understood. A copy of the signed agreement will be with the help of the Telework Steering Committee, will: • Brief a, artments on the purpose, process, goals, and benefits of telework • Survey sL , and teleworkers after six months of program implementation for evaluation purposes • Provide a te. .vork training session for teleworkers, supervisors, and involved staff • Be responsible for implementing the Company's employee telework program and act as the pointofcontactforthe telework program • Answer employees' questions regarding telework and process any complaints or appeals which may arise between the teleworker and the supervisor • Verify compliance with telework policy and procedures • Report and make recommendations to the Executive Director based on the program's progress, to determine whether the program should be revised or modified Management will: • Identifyjobs,teleworkers, and supervisorswithin their organizational unitthat meetthe criteria established in these guidelines • Actively encourage telework as a means of fulfilling the Company's objectives, where applicable • Verify that all departments and sections apply the same criteria and follow the Telework Guidelines • Maintain control over Company -owned property used by teleworkers through written receipts for property as part of the Teleworker's Assignment Form 1311 sample telework guidelines Supervisors will: • Approve or deny Teleworker Assignment based on the criteria in these guidelines • Be responsible for the day-to-day performance of teleworking employees, just as with other employees under their supervision • Coordinate hardware and software administrative and technical needs with their Information Technology staff Employees will: • Comply with the Company's Telework Policy • Complete telework training before telework begins • Abide bythetermsoftheir Telework Agreement and the Telework Guidelines Information Technology staff will: • Be responsible for coordinating teleworkers' equipment and technolr' ,s • Coordinate equipment repairs • Establish standard hardware and software configurations for pry. -)nr' , to Company- e area and local area networks in a telework environment • Address any telework-related information securityderations Program Implementation Program Orientation Employees approved for telework, th telework training before they bp- Telework Implementation, Step 2 3 'c Part, visors, a Al must complete oupervisL > Determine operational needs for his or her section. > Evaluate employees to ensure compliance with the established criteria. > Evaluate impact on thedepartment. > Coordinate with the necessary staff to determine availability of resources. > Ask eligible employees about their interest in potentially teleworking. > Recommend approval or denial of telework candidate(s). Manager > Approve or deny the request and notify the supervisor of the decision. Supervisor > Notify the employee of the decision. If approved, the process moves to the next step. If denied, the supervisorprovideswritten notification, including the reason for denial. 4 Employee and Supervisor > Complete telework training. > Complete a Telework Agreement and both sign. > Develop a telework schedule. > Develop performance standards for specific tasks to be completed the next telework period (one day, two days, etc.) 5 Employee > Sign for receipt of Company -owned equipment (if applicable). > Begin teleworking. 6 Supervisor>Approvetime(hours worked) andworkaccomplishedforeach Telework period. 1312 sample telework guidelines Employee Criteria Employees interested in teleworking must meetthefollowing criteria (which can be gathered from the employee's previous performance evaluations): • Have the ability to work well with minimal supervision • Have a thorough knowledge and full understanding of the operations of his/her work tasks • Have a history of reliable and responsible accomplishment of work duties • Have demonstrated ability to establish priorities and manage his or her time Job Criteria Jobs acceptable for telework are those that can be performed at a remote site without diminir ' quality of the work or disrupting the productivity of the office Equipment Criteria • Supervisors determine what equipment is needed versus what is availa • Supervisors determine whether the employee needs to access thee' at th- ote site or at . .J or a combination of both Scheduling Criteria • The operational needs of the Company take preced: he employ forego telework if needed in the office on a regula -work da notice as possible • Supervisors may allow for flexibility in scheduling th week flexibility to meet changin • As with any work schedule management discretio • Employees and their s. • Teleworkersmustmainta teleworkh • Telewr Work F • 1 klitytoteoffereh the understanding that it is the employee's responsibility to maintain apru, �environ • The su, Je the remote workplace prior to signing the telework agreement • Employee . K are expected to work at their usual company work address on non-telework workdays • Managemer, visit the remote workplace during the teleworker's work hours • Supervisors wiii provide an adequate work area for telework employees on their non-telework workdays Length of Telework Agreements and Termination of Participation • Initial and renewed telework agreements may remain in effect for six months, unless terminated in accordance with the procedures described in these guidelines • The telework arrangement is voluntary and may be terminated at any time • When the telework agreement is terminated, the employee must immediately return all Company property in the employee's possession or control Program Components Employee Benefits All forms of telework imply an employer/employee relationship, with the employee receiving the same benefits and having the same responsibilities as a non-telework employee. Therefore, employee benefits provided for in the Human Resource Manual, including leave time, holidays, compensation, etc., are not affected by participation in a telework program. Participation in Studies and Surveys Employees and supervisors may be required to participate in surveys and analyses for evaluation of the telework program. • or emplo k assig eds or to , ^rk sche k days. A teleworker must 'Id be given as much d for telework and allow week-to- anges in work schedules may be made at iodate an employee's request eforcontactasifthe employeewereworkingonsiteduring orksite a required by their agreement 1313 sample telework guidelines Equipment and Software Each manager is responsible for all equipment within his or her department. When Company equipment is used at a remote workplace, the employee is financially responsible forthatequipment ifitislost, stolen ordamaged because of that employee's negligence, misuse, or abuse. The following policies apply to all Company and employee -owned hardware and/or software used in telework: • All hardware and software used must be approved by IT staff before installation • Any hardware or software purchased by the Company remains company property and will be employmentorthe Telework Agreement is terminated • Products/programs the employee develops while teleworking for the Company rem Company • Employees are required to follow all Company computer security rules, ss duplicated connecting with 1. manufacturer's licensing agreements. Company -owned software may • Teleworkers must use Company -approved communication softwp•• network • Company -owned equipment, software and supplies are to be Equipment Preventive Maintenance, Repair and Replacement • Preventive maintenance and repair of equipmer' equipment. • If equipment malfunctions, regardless of owner immediately. Depending upon assined duties, the equipment is usable • Any change in the tele by the Company mr Work -Related Injury, Heal • Telework` des rem, 'ley a • ,loyeesu. irk -re, al, ,stheywL '',v a teleworn . Ccv - edifeither operty of the and 'any purposes only responsibility of the owner of the or her supervisor qwired to report to the o ;ce until Ives relocation of installed equipment owned ted to h ._ the same standards of health and safety at their • usual company work address urywhiIeteIeworking, workers' compensation laws and rules uch an Injury were to occur at their usual Company work address 1314 calculate what a telework program can do for the bottom line Here is a worksheet to help you estimate some of the key benefits and costs associated with establishing a telework program. Actual results may vary. Benefit to Employer per Teleworker Recurring Sample Yearly Recurring Benefit Yearly Benefit* Details Increased employee productivity [annual salary of (On average, productivity increases 10 — 20%) $ $6,000 x [10 — 20%' Increased organizational effectiveness (On average, about 2%") Decreased employee absenteeism (On average, teleworking reduces absenteeism by 2 - 4 days/yr) Decreased employee turnover rate (Avoid equivalent of 5% of salary for search and training costs*) Reduced parking requirement, (On average 30% reduction , and 95% reduction (full-time)* Office (On aver and 95% r- II-ti $ $3,240 $ $800 $522 $360 Total Annualized Benefit per Teleworker $12,922 1 teleworker] 'al teleworker] ry of potential ,aworker] ays)] salary of potential teleworker] [monthly parking cost] x [30%] for potential part-time teleworker or x [95%] for potential full-time teleworker; then [resulting number] x [12 (months)] [office space square footage which can be proportionally reclaimed] x [30%]; then [resulting number] x [your company's monthly cost per sq. ft] x 12 (months) To get total annualized benefit per teleworker, add column totals together Note: Other benefits may include decreased air pollution resulting in meeting air quality regulations & increased business competitiveness. * JALA International Inc. Sample numbers assume: $40,000 annual salary, 15% increase in employee productivity, 230 work days/year, parking costs @ $100/month, 150 sq. ft. office space @$6/month per sq. ft 1315 calculate what a telework program can do for the bottom line Cost to Employer per Teleworker One-time Recurring Sample Sample Details Cost Yearly Cost One-time Recurring Cost* Yearly Cost* Selection and Training Computer, printer, software, voice and data $ $ $960 $1,035one line/modem telecommunications, etc. $ $ $175 $0 Training cost for teleworker (and superv, iring a training consultion Home office set up; furniture, $ $ file cabinet, etc. Other Annualized Cost usually zero if $1,200 Jne-time cost is zero if supplied by employee. Include moving costs $70 .iquipment liability insurance if applicable, etc. ',335 $1,105 Add column totals Total Annualizes' _ $3,440 Note: Due to To get total annualized cost, add total one-time cost and total recurring cost together "osts, r program expenses should decrease after the first year for the same teleworkers Total Annualized Benefit Sample $ $12,922 Total Annualized Cost $ $3,440 Net Benefit per Teleworker $ $12,922 Subtract the total annualized cost from the total annualized benefit * JALA International Inc. Sample numbers assume: $40,000 annual salary, 15% increase in employee productivity, 230 work days/year, parking costs @ $100/month, 150 sq. ft. office space @$6/month per sq. ft 1316 sample telework agreement This Agreement, effective the day of , by and between (Employee), and the (Company), acting by and through , the Employee's duly authorized supervisor (Supervisor), establishes the respective obligations of the parties under the Company's telework program. Employee has volunteered to work as a "teleworker" at a location other than the usual company work address, such location being described in the Teleworker's Assignment, attached hereto and made a part hereof for all purposes. This agreement is not an employment contract or a guarantee of employment and is not to be construed as such. The Company is an "at will" employer. The unenforceability of any provision of this agreement shall not affect the remain,* of the agreement. Both parties will abide by the Company Human Resources Manual and any changes thereto. In ca' ,,iflict between the manual and this agreement, the manual will control. or subject to appeal. Termination of an Employee's participation in the telework program is not, by itself, grout Work Location The terms "remote work location" or "remote workplace" shall mean Emplo a or other location by Employee's supervisor. The term "onsite" shall mean Employee's usual ary ipany work adu The Company must approve the site chosen as Employee's remote wor onsite visits to the remote workplace during the teleworker's work hours. A for the purposes of picking up or delivering work, equipme•aterials, ev or maintaining Company -owned equipment. grees that the Company may make be made at a mutually agreeable time e telework arrangement, or checking Employee must work onsite when not at the remote wo• Iall ensure that Employee has an adequate work area when onsite. Supplies and Equipment The Company may, at its sole •' purchent and related supplies for use by Employee or may permit the use of Employee- rchased by Employee shall not be reimbursed without prior approval. The decision as to the type, n- electronic hardware, computer software, data, and telecommunica'' ent telep shall rest entirely with the Company. The decision to remove or discontinue en ./or software shall rest entirely with the Company. Emp' use on , d co .ion software when connecting with the Company's network. Equipm authorize provided by the Company for use at the remote workplace shall be limited to use by related to official Company business. Employee agrpany-owned data, software, equipment, facilities, and supplies will be properly protected and secured. Co .wned data, software, equipment, and supplies shall not be used to create Employee -owned software or person. data. Company software shall not be duplicated. Products and programs developed while teleworking for the Company shall become the property of the Company. In the event of equipment failure or malfunction, Employee shall immediately notify the Company so that the equipment may be repaired or replaced as necessary. In the event of delay in repair or replacement, or any other circumstance under which it would be impossible or impractical for Employee to telework, Employee may be assigned other work and/or assigned to another location, at the Company's sole discretion. In the event that legal action is required to regain possession of property owned by the Company, Employee shall pay all costs incurred by the Company, including attorney's fees, should the Company prevail. Work Hours and Compensation Schedule changes may be made at the supervisor's discretion. In every case, the operational needs of the Company shall take precedence over telework. Compensatory time must be approved in advance in accordance with Company policy. Work hours, overtime compensation, and vacation schedules shall conform to existing policies and procedures and the terms of this Agreement. Employee's salary, retirement, benefits, and state -sponsored insurance plans remain unchanged. 1317 sample telework agreement Safety and Liability The Company does not assume liability for loss, damage, or wear of Employee -owned equipment. Employee is responsible for proper operation of Company -owned equipment and shall be liable for any damage or loss caused by Employee's intentional wrongful or negligent act. Employee is not required to insure Company -owned property; however, any loss of Company -owned property that is paid by Employee's homeowner's policy will be reimbursed to the Company. Employee shall designate a workspace within the remote workplace and shall maintain this workspace in a safe condition, free from hazards, and other dangers to Employee and equipment. Employee shall maintain the same env nment in the remote workspace as he or she would onsite. Employees are subject to the same Company policies an- dures regardless of work location. Furniture, lighting, environmental protection, and household safety equipment incidental to equipment, software, and supplies shall be appropriate for its intended use and shall be used and m ondition, free from defects and hazards. Employee shall notify supervisor immediately in case of injury. Employee Duties and Obligations Employee shall be held responsible for Dial documents and shall be subj. documents that is attributable to Employee's actions. Employee shall comply with all applicable laws, policies, P• 'ctions rega Employee shall participate in telework surveys, reports Employee shall comply with all Company rules, policies, Employee understands that violation of'result in up to and including termination of er Termination of Agreemen This is a voluntary program. without cause, under the term The Compan or as a prr may this agreement at any time with 10 working days' notice. on for any loss these is of interest and confidentiality. Company, as requested. ork guidelines, and this Agreement. ,.cement and/or disciplinary action, for six months unless terminated by either party, with or the agr ¶ent at any time, with or without notice for any individual Employee The Cc, I not be onsibFFrcosts, damages, or losses associated with the termination of this Agreement. Upon term sketches, dr possession or it by either party, Employee shall return to the Company all notes, data, reference materials, , reports, records, equipment, supplies, and all other Company documents in Employee's The Teleworker As ent form shall become an attachment to this agreement. I affirm by my signature below that I have read this agreement and understand its subject matter. Employee's Signature Date Supervisor's Signature Date Department Director's Signature Date 1318 sample teleworker survey This form is to be used 6 months after telework begins. If you have stopped teleworking, please complete the survey based on your experience while you were teleworking. 1. Indicate whether you agree with the following statements. Agree Neutral A. My supervisor is supportive of telework ❑ ❑ B. I receive adequate feedback on my job performance from my supervisor ❑ ❑ C. Most of the meetings I attend are scheduled at least a day or two in advance ❑ ❑ D. I usually decide how to complete the projects assigned to me ❑ ❑ E. Telework allows me the flexibility to work during my most productive hours ❑ 2. How stressful is your job in the following respects? Very stressful Somewhat A. Volume of work ❑ B. Scheduling work ❑ C. Q ce politics ❑ D. Job security ❑ E. Managing multiple projects ❑ 3. Rate your current job per` A. Productivity B. Interpersr C. Depr D.Con. In skills E. Ability 'depende F. Overall pL Disagree 0 Not applicable 0 0 0 ��. stressful Not a.. • icable Good Meets requirements Needs improvement ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ 4. As a result of teleworking, have your work skills changed in any of these areas? Improved No change Declined Not applicable A. Productivity ❑ ❑ ❑ ❑ B. Dependability ❑ ❑ ❑ ❑ C. Communication skills ❑ ❑ ❑ ❑ D.Ability to work independently ❑ ❑ ❑ ❑ E. Project management ❑ ❑ ❑ ❑ F. Time management ❑ ❑ ❑ ❑ 1319 sample teleworker survey 5. In general, have you had any problems using the equipment? ❑ No ❑ Yes If yes, check the statements that apply ❑ It was difficult to get help when the equipment wasn't working ❑ It was difficult to get help when the software wasn't working O Other: (please explain) 6. As a result of teleworking, have there been any changes in the quality of your relationships with 'e following people? A. Management B. Professional staff C. Support staff D.Clients Improved No change O 0 O 0 O 0 O 0 7. In what ways could teleworking be improved? 8. How interested are you in continuing to telework? III Worms Not applicable 0 0 0 0 Very interested Intere Ne I 'Wot very interested Not at all interested 0 L 0 0 Your responses will be ke Name: Departrr Jobtitle: Work Phone: 1320 sample telework supervisor survey This form is to be used 6 months after telework begins. If your employee has stopped teleworking, please complete the survey based on your experience while the employee was teleworking. 1. Indicate whether or not you agree with the following statements. Agree Neutral Disagree Not applicable A. Upper management is supportive of telework ❑ ❑ ❑ ❑ B. I had SO cient influence on who was chosen to telework ❑ ❑ 0 C. I am supportive of my employee(s) who telework D. When working away from the central office, my staff is able to complete their work E. Telework improves my company's ability to retain competent staff 0 r 0 0 F. Because of telework, communications in my work 0 0 0 group are more difficult G. My teleworker(s) are less integrated with their work ` 0 0 group as a result of telework H. Telework allows people the flexibility uring ❑ 0 ❑ their most productive hours I. I let my workers decide h. plete ! 0 ❑ 0 J. Some people take advanta• • .. . ❑ 0 0 0 K. It is more c ' 'are t ity of t- - •rkers 0 0 0 0 when th- L. Telc M. It takes N. Telework en, ire not ark. v time t rvise a teleworker ..sfaction O. Advantages of tt ,ork outweigh disadvantages 2. What are the most successful aspects of telework? ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ 3. What are the least successful aspects of telework? 1321 sample telework supervisor survey 4. How has telework affected your company? 5. Please describe any significant change in your work group due to telework. 6. In what ways could telework be improved? 8. How interested are you in seeing telework continue? Very interested Interested rested Not at all interested ❑ ❑ ❑ 9. As a result of telework, has there been any chang= wo • n-teleworkers in the following categories? Much m. More hange A. Management ❑ ❑ B. Professional staff ❑ C. Support st- ❑ ❑ ❑ ❑ 11. H- employe )u su directly? t Part-time 12. List the n. , and number of telework days per month of all employees you supervise who telework. Name Job title Less 0 Much less 0 0 Number of days per month Your responses will be kept confidential. Name: Job title: Department: Work Phone: 1322 sample job performance survey Complete a copy of this section for each teleworker you supervise. Your Name: Teleworker's Name: Date: 1. How often do you currently communicate with your teleworker? At least 2-4 About About Less than Not once/day times/week once/week once/month once/mom applicable A. In person meetings ❑ 0 0 0 0 B. Telephone calls 0 0 0 0 ❑ C. E-mail 0 0 0 ❑ ❑ D. Fax 0 0 0 0 0 E. Notes 0 0 0 r 0 2. Indicate whether you agree with the following statements. A. I closely monitor how this employee uses his/her time B. This employee works best when there is a deadline C. This employee is highly motivated D.This employee's job description fits very well with tele E. Telework will make it harder for this employee's co-wo 3. Rate this employee's job perfov followii Agree Disagree Not applicable ❑ ❑ ❑ ', ❑ ❑ ❑ ❑ L 0 ❑ L 0 0 0 Meets minimum Needs 11.10/( Jod Good requirements improvement A. Productivity B.Interperso C. Depenr' D.Con- .n skil E. Abi indepen,0 0 0 0 F. Over. . nce 0 0 0 0 0 1323 Follow IE Commuter on social media for the latest in commuter transportation news. The Los Angeles County Metropolitan Transportation Authority and Global Workplace Analytics contributed to the content of this document. AGENDA ITEM 7R RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Technical Advisory Committee Jillian Guizado, Planning and Programming Manager Lorelle Moe -Luna, Multimodal Services Director THROUGH: Anne Mayer, Executive Director SUBJECT: City of Lake Elsinore Funding Request for Construction of Interstate 15/Main Street Interchange Improvement Project TECHNICAL ADVISORY COMMITTEE AND STAFF RECOMMENDATION: This item is for the Commission to: 1) Approve programming $5,483,000 of 2009 Measure A Western County Regional Arterial (MARA) funds for the city of Lake Elsinore's (Lake Elsinore) Interstate 15/Main Street Interchange Improvement Project (Main Street IC); 2) Approve Agreement No. 20-72-089-00 between the Commission and Lake Elsinore for the programming of $5,483,000 of MARA for the construction phase of Main Street IC; and 3) Authorize the Chair or Executive Director, pursuant to legal counsel review, to execute the agreement. BACKGROUND INFORMATION: At the March 11, 2020 Commission meeting, staff recommended award of a construction contract for the I-15/Railroad Canyon Road Interchange Project (Railroad Canyon IC), which the Commission is constructing on behalf of Lake Elsinore. The construction contract came in more than $7 million under the engineer's estimate. As a result, Commissioner Magee (Lake Elsinore) requested that Railroad Canyon IC cost savings be applied to Lake Elsinore's Main Street IC. The project received an environmental Categorical Exemption determination, signed on March 2, 2018. Caltrans approved an encroachment permit on May 31, 2019. Since receiving environmental clearance, Lake Elsinore has spent approximately $475,000 designing the Main Street IC which is now construction -ready. DISCUSSION: Lake Elsinore is requesting $5,483,000 to construct improvements to the Main Street IC in FY 2020/21. The project is planned to be advertised and awarded in summer 2020. Agenda Item 7R 1325 As shown on the location map to the attachment, the project is located along 1-15 between Central Avenue/State Route 74 to the north and Railroad Canyon Road to the south. The Main Street IC improvements include: widening Main Street from 2 to 4 lanes, ramp metering, improvements to north- and south -bound on and off ramps, and installation of traffic signals at the ramp intersections. The interchange is currently a diamond configuration and the proposed signalization and ramp widening will extend the life of the interchange. Lake Elsinore and Caltrans are partnering on the project. Lake Elsinore recently completed construction of improvements to Camino Del Norte and completed design for the improved Main Street IC. The nexus between using savings from the Railroad Canyon IC on the Main Street IC is to provide a safe detour and access point to 1-15 during Railroad Canyon IC construction (currently underway) and to continue the Railroad Canyon/new Franklin Interchange Project into Phase 2 whereby the Main Street IC is the first component. Improving the Main Street interchange will improve congestion and compliment Railroad Canyon IC. Since the Main Street IC is ready for construction, staff assessed the availability of state and local funds and determined that the Main Street IC is eligible for MARA funds. Staff recommends approval of programming $5,483,000 of MARA funds for construction of the Main Street IC, as funds are available. Further, programming MARA funds provides expediency to maintain the project schedule, as reprogramming the savings requires actions that could delay the project. Financial Information In Fiscal Year Budget: Yes N/A Year: FY 2020/21 FY 2021/22 Amount: $3,200,000 $2 283,000 Source of Funds: MARA funds Budget Adjustment: No N/A GL/Project Accounting No.: 005210 81301 00000 0000 266 72 81301 Fiscal Procedures Approved: \✓ 44k Date: 05/19/2020 Attachment: Lake Elsinore Request Letter and Location Map, May 12, 2020 Agenda Item 7R 1326 CITY OF ' LAKE LSINOKE DREAM EXTREME 951.674.3124 130 S. MAIN STREET LAKE ELSINORE, CA 92530 WWW.LAKE-ELSINORE,ORG May 12, 2020 Anne Mayer Executive Director Riverside County Transportation Commission 4080 Lemon Street Riverside, CA 92501 RE: Request Construction Funds for 1-15 / Main Street IC Improvement Project Nexus to 1-15 / Railroad Canyon / New Franklin IC Improvement Project Dear Ms. Mayer: The City of Lake Elsinore respectfully requests funding from the Riverside County Transportation Commission (RCTC) to provide $5.5 million in construction funding for the improvements to the Main Street Interchange Improvement Project. The City of Lake Elsinore is actively continuing our commitment to improve mobility along the 1-15 corridor and local circulation within the City of Lake Elsinore (City). The City recently completed construction improvements to Camino Del Norte and completed design for an improved 1-15 / Main Street Interchange Improvement Project (Main Street IC Project). Both projects contain key elements that are part of the larger 1-15 RR Canyon Road Interchange / New Franklin Interchange Project (RR Canyon / Franklin IC Project). As such, the City is respectfully requesting allocation of a portion of the remaining funding from the RR Canyon Road IC construction for the construction of the Main Street IC Project. The improvements at Main Street IC would serve two purposes: 1. Provide a safe detour and access point to 1-15 during RR Canyon IC construction, 2. Continue the RR Canyon/Franklin IC Project into Phase 2 with the most logical first step being Main Street IC improvements, since Main Street IC is an element of Phase 2 currently operating at LOS F. Improvements to Main Street at Interstate 15 include the following: • Improvements at NB off ramp —from 1 lane to 2 lanes at ramp intersection with Main Street • Improvements at NB on ramp — from 1 lane to 2 lanes at ramp intersection with Main Street • Improvements at SB off ramp — from 2 lanes to 3 lanes at ramp intersection with Main Street • Signals at all ramp termini and Main Street • Signal at Main Street and Camino Del Norte • Ramp Metering on both on -ramps • Maintenance Vehicle Pullout on Northbound on ramp • CHP enforcement area on Southbound on ramp • Access ramps at sidewalks located at all ramp intersections with Main Street 1327 Page 2 City of Lake Elsinore Request for Construction Funds May 12, 2020 The construction is partially funded by SHOPP $476,000. The table below summarizes the funding secured to date and the requested funding to complete Main Street Improvements. Table 1: Funding Item Estimate CONSTRUCTION ESTIMATE $ 5,050,000.00 CONSTRUCTION MANAGEMENT $ 505,000.00 CONSTRUCTION SUPPORT SERVICES $ 404,000.00 SUBTOTAL $ 5,959,000.00 SHOPP FUNDS $ (476,000.00) TOTAL REQUEST FOR FUNDING $ 5,483,000.00 The table below shows the delivery schedule. Table 2: Delivery Schedule Project Milestones Milestone Date (Month/Year) CONSTRUCTION MANAGEMENT AWARD 8/2020 READY TO LIST 9/2020 CONTRACT AWARD 10/2020 BEGIN CONSTRUCTION 01/2021 COMPLETE CONSTRUCTION 03/2022 The City of Lake Elsinore appreciates RCTC's assistance and respectfully requests funds in the amount of $5,483,000.00 to construct Main Street Interchange Improvements in Fiscal Year 2020/2021 and 2021/2022. Sincerely, Grant es City . nager Attachment A: Phase 1 and Phase 2 Main Street Improvements Franklin Street IC (Phase 2) Railroad Canyon IC (Phase 1) Completed Construction by City of Lake Elsinore I —A W IV lD Attachment A Phase 1 and Phase 2 AGENDA ITEM 8 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: Mark Lancaster, Capital Projects Manager Bryce Johnston, Capital Projects Manager Marlin Feenstra, Project Delivery Director THROUGH: Anne Mayer, Executive Director SUBJECT: Award of Interstate 215/Placentia Avenue Interchange Project Construction Agreement to Riverside Construction Company STAFF RECOMMENDATION: This item is for the Commission to: 1) Award Agreement No. 20-31-068-00 to Riverside Construction Company to construct the Interstate 215/Placentia Avenue Interchange Project (Project), in the amount of $30,292,082, plus a contingency amount of $3,029,208 for potential change orders, and supplemental work in the amount of $889,500, for a total amount not to exceed $34,210,790, contingent upon action by the California Transportation Commission (CTC) to allocate $14,160,000 of Local Partnership Program (LPP) formula funds to the Project; 2) Approve Agreement No. 20-31-063-00 with the Riverside County Transportation Department (RCTD) for a reimbursement of $30,000 for the Mead Valley Monument to be included in the construction of the Project per County of Riverside request; 3) Approve Agreement No. 20-31-086-00 with the Riverside County Flood Control and Water Conservation District (RCFC&WCD) for the maintenance of detention basins and drainage culverts to be constructed as part of the Project and to be maintained by RCFC&WCD; 4) Approve the use of $14,160,000 of Senate Bill (SB) 1 Local Partnership Program (LPP) Formula Cycle 3 funds for the Project; 5) Approve match funds by programming $12,354,000 of Transportation Uniform Mitigation Fee — Community and Environmental Transportation Acceptability Process (TUMF-CETAP) funds and $1,806,000 of 2009 Measure A Western County New Corridors funds; 6) Authorize the Chair or Executive Director, pursuant to legal counsel review, to finalize and execute the agreements on behalf of the Commission; and 7) Authorize the Executive Director, or designee, to approve contingency work as may be required for the Project. Agenda Item 8 1330 BACKGROUND INFORMATION: At the April 2015 meeting, the Commission as the lead agency under the California Environmental Quality Act (CEQA) certified the final environmental impact report, adopted findings pursuant to CEQA, adopted a mitigation monitoring and reporting program, adopted a statement of overriding considerations, and approved the Mid County Parkway (MCP) project. As the lead agency under the National Environmental Policy Act, the Federal Highway Administration approved the final environmental impact statement on April 15, 2015 and issued a record of decision for the MCP project in August 2015. At its January 2016 meeting, the Commission authorized staff to proceed with design and right of way (ROW) acquisition for the Project as the first construction contract for the MCP project notwithstanding the legal challenges to the MCP project. In June 2018, the Commission entered into a settlement agreement to resolve the legal challenges. The Project will construct a new interchange at I-215/Placentia Avenue and four lanes on Placentia Avenue between the East Frontage Road and Indian Avenue, connecting to the existing two-lane section of Placentia Avenue between Indian Avenue and Perris Boulevard (see map at Attachment 1). Procurement Process: On March 26, 2020, the Commission released Invitation for Bids (IFB) No. 20-31-068-00 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 PlanetBids website, which is accessible through the Commission's website. Electronic mail messages were sent to vendors registered in the Commission's PlanetBids database that fit the IFB qualifications. 134 firms downloaded the IFB; 42 of those firms are located in Riverside County. A pre -bid conference was held via GoToMeeting on April 9, 2020. On May 14, 2020, 11 bids were received and publicly opened. A summary of the bids received is shown in Table 1. Agenda Item 8 1331 Table 1 Construction of I-215/Placentia Avenue Interchange irm or. er from Low Bid to High : u. Engineer's Estimate $43,533,000 Riverside Construction Company, Inc. $30,292,082 Griffith Company $31,798,578 Ames Construction, Inc. $31,873,071 Steve P. Rados, Inc. $31,899,669 Powell Constructors Inc. $32,279,358 Security Paving Company, Inc. $32,600,000 OHL USA, Inc. $32,883,880 Guy F. Atkinson $34,004,777 Ortiz Enterprises Incorporated $34,713,579 SEMA Construction, Inc. $34,797,007 Flatiron West, Inc. $34,981,151 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. The bid analysis (Attachment 5) shows the bid amounts of the three lowest apparent bidders, the total price per item and percent variation from the engineer's estimate for each bid item. The bid price submitted by Riverside Construction Company was 30 percent lower than the engineer's estimate. Although Riverside Construction Company's bid is lower than the engineer's estimate, an analysis of the bids is required and was completed by staff. After analyzing the 11 bids received, staff concluded that Riverside Construction Company is the lowest responsible bidder submitting a responsive bid in the amount of $30,292,082 for the Project. Staff recommends award of Agreement No. 20-31-068-00 for the construction of the Project to Riverside Construction Company for the amount of $30,292,082, plus a contingency amount of $3,029,208 to cover potential change orders encountered during construction, and supplemental work items in the amount of $889,500 for a total amount of $34,210,790. Supplemental work is work that will have to be done during construction but is not quantifiable at the time of construction advertisement. Two common supplemental items of work are maintaining existing traffic and the price index fluctuation of asphalt pavement. Construction activity is expected to begin in September 2020 and will take about 24 months to complete. Agenda Item 8 1332 Mead Valley Monument Funding with RCTD On September 19, 2019, RCTD requested the Commission to incorporate a monument identifying the entrance to Mead Valley into the Project. The RCTD will reimburse the Commission for the total cost to construct the monument. Should the actual costs exceed the agreement amount, the Commission will notify RCTD and the agreement will be amended. Staff recommends approval of Agreement No. 20-31-063-00 with RCTD for reimbursement to the Commission for the monument cost. Basins Maintenance Agreement with RCFC&WCD To control the flow of water from west of the I-215/Placentia Avenue interchange to the east of the interchange along Placentia Avenue and eventually to the Perris Drain, two detention basins and drainage facilities need to be constructed as part of the Project. The basins are intended to prevent flooding of property on the south side of Placentia Avenue. This includes the drainage flows associated with RCFC&WCD Master Storm Drain lines H-11 and H-12 that have yet to be constructed. RCFC&WCD will be responsible to inspect, operate, maintain, and repair the two detention basins and associated drainage culverts covering approximately 15 acres. Staff recommends approval of Agreement No. 20-31-086-00 with RCFC&WCD for the maintenance of the detention basins to be constructed. SB 1 LPP Formula Cycle 3 Funds In 2017, the California State Legislature passed, and Governor Brown signed SB 1 into law. A $5 billion -a -year transportation funding bill, SB 1 created new competitive and formula grant opportunities for local, regional, and state agencies to fund meaningful transportation projects. The LPP Formula funds are distributed to agencies that administer voter -approved taxes or fees solely dedicated to transportation, such as the Commission. In Southern California, the available funds are primarily distributed based on population. The LPP Formula program funds all project components. At the December 2017 and July 2018 Commission meetings, nominations for SB 1 LPP Formula funds in the first two cycles were approved. For Cycle 2, the Commission approved the use of $7,042,000 of LPP Formula funds with 2009 Measure A Western County New Corridor Funds as a match. The CTC approved a revised amount of $7,090,000 of LPP Formula funds. Table 2 summarizes those nominations/allocations and includes the recommendation in this item. Agenda Item 8 1333 Table 2: RCTC's SB 1 LPP Formula Nominations/Allocations Project Phase LPP Formula $ (000's) Match $ (000's) Match Source LPP Formula Cycle CTC Allocation Date 71/91 Interchange PA&ED Revalidation $2,000 $2,000 Measure A 1 May 2018 Temescal Canyon Road Widening Construction 7,300 7,300 Measure A 1 August 2018 SR-91 HOV/Pachappa Underpass Construction 4,272 4,272 Federal STBG 1 June 2019 I-215/Placentia Interchange Construction 7,090 7,090 Measure A 2 March 2020 I-215/Placentia Interchange Construction 14,160 14,160 TUMF- CETAP and Measure A New Corridors 3 June 2020 (pending) The CTC announced a call for projects for SB 1 LPP Formula Cycle 3 funds, which will be a three- year funding cycle for Fiscal Years 2020/21 through 2022/23. Project nominations are due on a rolling basis. Programming and allocation of the Commission's project nomination is scheduled for June 2020. The formula share for Riverside County over the next three fiscal years is $19,485,000. The match requirement is one-to-one, and the funds are disbursed on a reimbursement basis. The Commission's TUMF-CETAP and 2009 Measure A Western County New Corridors programs qualify as local match sources for LPP Formula funds. Staff considered and evaluated the Project for eligibility requirements as well as the programming and delivery timeline. Staff recommends the Commission approve the use of $14,160,000 of LPP Formula Cycle 3 funds and $12,354,000 of TUMF-CETAP and $1,806,000 of 2009 Measure A New Corridors funds as the local match for the construction of the Project. Staff recommends awarding the Project contingent upon the June 2020 action by the CTC to allocate $14,160,000 of LPP Formula funds to the Project from the SB 1 LPP Formula Cycle 3 program as it meets the delivery and match requirements. This allows the Commission to preserve its local fund sources and maximize use of State funds on this construction project. As demonstrated in Table 3, the proposed programming of funds is sufficient to support the Project costs, including the construction costs that are the subject of this staff report. Agenda Item 8 1334 Table 3 Project Funding (Amounts in $1,000s) Construction Capital Construction Support Total SB 1 LPP $ 21,250 TUMF- 2009 Measure A CETAP New Corridors $12,354 $2,396 $6,500 $8,896 $ 21,250 $12,354 Total $ 36,000 $ 6,500 $ 42,500 Financial Information Yes FY 2020/21 $20,000,000 expenditures In Fiscal Year Budget: N/A Year: FY 2021/22+ Amount: $14,210,790 expenditures N/A FY 2021/22+ $30,000revenues State SB1 LPP, TUMF-CETAP, and 2009 No Source of Funds: Measure A Western County New Budget Adjustment: N/A Corridor funds N/A GL/Project Accounting No.: 002317 81301 00000 0000 261 3181301 Fiscal Procedures Approved: \✓i ud ,,i�¢ Date: 05/21/2020 Attachments: 1) Project Map 2) Draft Agreement No. 20-31-068-00 with Riverside Construction Company 3) Draft Agreement No. 20-31-063-00 with RCTD 4) Draft Agreement No. 20-31-086-00 with RCFC&WCD 5) Bid Analysis Agenda Item 8 1335 Asa 1 yr it.L1-111 1 !•I-Etfi f tiV4 r1 1111111 Rung I f i-11 1111111 �p� �fp•hI i k1 'rl(T l I�411ItpwIh!R, r ,. n 111 1 0 „,...d•••• -{�y `--'� - ;,��---_ --_ ••" `,,�"'4°`�'.T,3 ice",;r'1 �' Ri: ��: •. ... -ram-r•T_ f • - r 41. w + ..�.l�P�r • A � , - , .. . .. �„ .. .. ♦.... . . f ti � �:• . . Pci • • n•L_: •ter - ATTACHMENT 2 CONSTRUCTION SERVICES FOR THE INTERSTATE 215 PLACENTIA AVENUE INTERCHANGE PROJECT AGREEMENT NO. 20-31-068-00 1. PARTIES AND DATE. This Contract is made and entered into this day of , 2020 by and between the Riverside County Transportation Commission (hereinafter called the "Commission") and Riverside Construction Company (hereinafter called the "Contractor"). This Contract is for that Work described in the Contract Documents entitled CONSTRUCTION SERVICES FOR THE INTERSTATE 215 PLACENTIA AVENUE INTERCHANGE PROJECT 2. RECITALS. 2.1 The Commission is a County Transpo provisions of Sections 130000, et seq. of the Public power to contract for services necessary to achievi 2.2 Contractor, in response to a Notice I 2020, has submitted a bid proposal for CO INTERSTATE 215 PLACENTIA A 2.3 Commission has awarded the bid to Contracto Documents. on Com ties Code of t se; ion organized under the tate of California, with Bids ed by Commission on March 26, RVICES FOR THE ERCHANGE PROJECT sidered the Contractor's bid proposal and duly ith the Notice Inviting Bids and other Bid 2.4 Cont r or has ob e , and delivers concurrently herewith, Performance and Payment Bonds and e ces of i rance 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. b. c. d. e. NOTICE INVITING BIDS INSTRUCTIONS TO BIDDERS CONTRACT BID FORMS FORM OF CONTRACT PAYMENT AND PERFORMANCE BOND FORMS Contract-1 1733 6.0601 K\29695231.1 1337 f. g• h. ESCROW AGREEMENT FOR SECURITY DEPOSITS CONTRACT APPENDIX PART "A" - Regulatory Requirements and Permits PART "B" — Standard Provisions PART "C" — Special Provisions PART "D" — Contract Plans PART "E" — Supplemental Materials ADDENDUM NO.(S) (N/A or Add Addendum Numbers) 3.2 Contractor's Basic Obligation. Contractor promises and agrees, at his own cost and expe Commission all labor, materials, tools, equipment, services, a for CONSTRUCTION SERVICES FOR THE INTER AVENUE INTERCHANGE PROJECT Notwithstanding anything else in the Contra the Work for a total of Thirty Million Two Hundr ($30,292,082), as specified in the bid proposal and pr in response to the above referenced Noti adjustment in accordance with the applicable and performed in accordance with the above 3.3 Period of Perfo Contractor shall perform days of the effective Completion Dates se within the aforement provisions of the Genera , to furnish to the cidental and customary work 215 PLACENTIA ocuments, thntractor shall complete wo Thousand Eighty -Two Dollars chedules submitted by the Contractor Such amount shall be subject to tract. All Work shall be subject to, tract Documents. mplete . 1 Work under this Contract within 500 working ce to Proceed, and in accordance with the Milestone w. Contractor agrees that if such Work is not completed iquidated damages will apply as provided by the applicable , found in Part "B" of the Contract Appendix. The amount of liquidated damages shall e rteen thousand five hundred dollars ($13,500.00) for each day or fraction thereof, it takes to omplete 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. 1733 6.0601 K\29695231.1 Contract-2 1338 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 consideration 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 fo undertake self-insurance in accordance with the provisions o with such provisions before commencing the performance this purpose is attached to this Contract as Exhibit "A" a . ncorp shall be executed simultaneously with this Contract. 3.6 Successors. orker's Compensation or to Code, and agrees to comply ork. A certification form for ed herein by reference, and The parties do for themselves, the exe• •rs, administrators, successors, and assigns agree to the full performance of all of . - p . . ntained in this Contract. Contractor may not either voluntarily or by act of l.. ign . y obligation assumed by Contractor hereunder without the prior writte mission. All notices her Contract or changes return receipt requeste Contractor: Riverside Construction Company 4225 Garner Road Riverside, CA 92501 Attn: Donald Pim unications regarding interpretation of the terms of the ed by the mailing thereof by registered or certified mail, aid and addressed as follows: Commission: 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. 1733 6.0601 K\29695231.1 Contract-3 1339 CONTRACTOR RIVERSIDE COUNTY Riverside Construction Company TRANSPORTATION COMMISSION By: By: Name Title Anne Mayer Riverside County Transportation Commission Tax I.D. Number: APPROVED AS TO FORM: By: Best B- • ieger LLP Coup- , R Contract-4 1733 6.0601 K\29695231.1 1340 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: Rivers' ' struction Com ' an By: Signature Name Contract-5 1733 6.0601 K\29695231.1 1341 ATTACHMENT 3 RCTC Agreement No. 20-31-063-00 COOPERATIVE AGREEMENT BETWEEN RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND THE COUNTY OF RIVERSIDE THROUGH ITS TRANSPORTATION DEPARTMENT FOR INSTALLATION OF MEAD VALLEY MONUMENT NEAR THE 1-215 SB OFF -RAMP AND PLACENTIA STREET AS PART OF THE 1-215 PLACENTIA AVENUE INTERCHANGE This Cooperative Agreement ("Cooperative Agreement") is made and entered into this day of , 2020 by and between the Riverside County Transportation Commission ("RCTC") and the County of Riverside, a political subdivision of the state of California, through its Transportation Department ("Department"). RCTC and the Department are sometimes referred to herein individually as ("Party"), and collectively as ("Parties"). RECITALS WHEREAS, RCTC is undertaking the Mid County Parkway project ("MCP"), which includes improvements to the 1-215 Placentia Avenue Interchange ("Placentia IC"). WHEREAS, the Department requested the installation of the Mead Valley Monument near the 1-215 SB Off -Ramp and Placentia Street, and the Parties have agreed to that the Department will fund the cost of the Monument. WHEREAS, the "Project" as that term is used in this Cooperative Agreement shall mean and refer to installation of the Mead Valley Monument and related improvements necessary for the installation of the Monument, as further detailed in Exhibit "A". 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, all 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 Placentia IC. 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 1733 6.01100\32406779. 3 1 1342 precondition to construction of the Project. NOW THEREFORE, for good and valuable consideration, the receipt of which is hereby acknowledged, it is mutually understood and agreed by RCTC and the Department 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 Department ("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 incorporated herein by reference. 3.2 The concept exhibit for the monument sign is attached to this Cooperative Agreement as Exhibit "B" and incorporated herein by reference. 3.3 The vicinity map for the monument sign is attached to this Cooperative Agreement as Exhibit "C" and incorporated herein by reference. 4. Obligations of the Department. 4.1 The Department shall deposit with RCTC the total sum of $25,000.00 ("Estimated Cost"), which amount represents the total estimated Project costs to be incurred under this Cooperative Agreement. The Parties agree that the Estimated Cost is an estimate, and the Department shall reimburse RCTC for the actual cost incurred by RCTC in completing the Project. RCTC shall timely inform the Department if the actual costs are anticipated to exceed the Estimated Cost, and the Parties shall execute a written amendment to reflect the actual costs accordingly. 4.2 RCTC shall open the construction contract bids and notify the Department in writing of the contract bid price for the Project ("Bid Price"). Within 10 business days after such notice, the Department shall inform RCTC of acceptance or rejection of the Bid Price. If the Bid Price is less than 35% above the Estimated Cost, and the Department fails to accept or reject the Bid Price within the time period specified in this section, then the Bid Price shall be deemed accepted by the Department. If the Bid Price is greater than 35% above the Estimated Cost, and Department fails to accept or reject the Bid Price within the time period specified in this section, then the Bid Price shall be deemed 1733 6.01100\32406 779. 3 2 1343 rejected by the Department. If accepted, RCTC shall invoice the Department and the Department shall deposit the Estimated Cost within thirty (30) days receipt of RCTC's invoice. 4.3 The Department may provide a Department oversight engineer to oversee the work during plan preparation and construction, at its own cost. 4.4 The Department shall make payments of undisputed invoices with supporting documentation, for amounts in excess of the Estimated Cost and memorialized in a written amendment signed by both Parties, within thirty (30) days following the Department's receipt thereof from RCTC. 4.5 The Department shall issue any encroachment permits required for the Project at no cost to RCTC or the Contractor. 4.6 The Department 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 Department fails to provide any comments or its approval within said time period, RCTC shall provide notice to the Transportation Director of the Department that the design plans shall be deemed approved by the Department if no comments are received within an additional fifteen (15) days. 4.7 The Department shall inspect the Project upon written notice of completion of the work by RCTC to the Department and shall provide acceptance or identify any punch list work within fifteen (15) days. 4.8 The Department shall be responsible for securing service from the electric provider. 4.9 Following acceptance of the Project, the Department, as the owner of the Project, shall be solely responsible and liable for maintenance, including graffiti removal, and repair of the Project, at no cost or expense to RCTC. 5. Obligations of RCTC 5.1 RCTC shall be responsible for providing all services to complete the Project, as identified in Exhibit "A", or as reasonably necessary for Project completion. RCTC shall be responsible for the process of selecting Project consultants and the Contractor in compliance with all applicable local, state and federal laws. RCTC shall be responsible for obtaining all applicable environmental clearances and permits necessary to complete the Project. 5.2 RCTC shall include the Project on an alternate schedule for contractors to bid so that the Department may review the Bid Price for approval. 5.3 RCTC shall utilize the funds deposited by the Department for completion of the Project. RCTC shall provide the Department with records or invoices detailing use of the funds in a form acceptable to the Department. 17336.01100\32406779. 3 3 1344 5.4 If the deposited funds are insufficient for Project completion, after the execution of a written amendment signed by both Parties, RCTC shall invoice the Department for additional Project costs. Invoices shall be in a form acceptable to the Department. 5.5 If the deposited funds exceed the amount necessary for Project completion, RCTC shall return the Department's unused funds within thirty (30) days of the Department's acceptance of the Project. 5.6 RCTC shall provide the Department an opportunity to review and approve all design documents for the Project. 5.7 RCTC shall provide the Department an opportunity to inspect the Project work during construction. 5.8 In the event the Department and RCTC are in disagreement with a design standard or construction method for installation of the Project, Department's standards shall prevail. 5.9 RCTC shall obtain or shall require the Contractor to obtain all required permits and approvals for all Project work. 5.10 RCTC shall include, in its contracts with Project consultants and with the Contractor, a requirement that the Project consultants and Contractor include the Department, its officers, employees and agents as additional insureds and as indemnified parties under said contracts. Insurance shall be in the same amounts and with the same provisions as provided for the benefit of RCTC. 5.11 As between RCTC and the Department, RCTC and its consultants shall be responsible for construction inspection of the Project work to ensure conformance with the construction contract. RCTC shall allow Department staff access to the Project site, upon reasonable notice, to perform observation of any Project improvements. Department inspectors shall communicate any construction deficiencies during construction, including a final punch list, to RCTC for completion. Department has the final authority to accept the improvements. 5.12 RCTC shall assign all warranties for the Contractor work to the Department upon Department's acceptance of the Project. 6. Dispute Resolution. Unless otherwise specified herein, the Parties shall submit any unresolved dispute to RCTC's Executive Director and the Department's Director of Transportation for negotiation. The Executive Director and the Director of Transportation 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 1733 6.01100\324067 79. 3 4 1345 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. 7. Legal Action. If a matter is not resolved within thirty (30) calendar days after the first negotiating session between the Executive Director and the Director of Transportation, unless otherwise agreed upon in writing by the Parties, either Party may proceed with any other remedy available in law or in equity. 8. Indemnification. 8.1 RCTC shall indemnify, defend and hold the Department, 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. 8.2 The Department shall indemnify, defend and hold RCTC, 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 the Department, its officials, officers, employees, agents, consultants or contractors in the performance of the Department's obligations under this Cooperative Agreement, including the payment of all reasonable attorneys' fees. 8.3 The indemnification provisions set forth in this Section 8 shall survive any expiration or termination of this Cooperative Agreement. 9. Disclaimer. In no event shall either Party 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 the Parties expressly disclaim any and all express or implied representations or warranties with respect thereto, including any warranties of suitability or fitness for use. 10. 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 17336.01100\32406779. 3 5 1346 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. 11. Amendments. This Cooperative Agreement may be amended at any time by the mutual consent of the Parties by an instrument in writing. The Executive Director and the Department Director of Transportation shall be authorized, without further approval, to amend this Agreement to increase the Estimated Cost provided that such amount does not increase the Estimated Cost by more than ten percent (10%). 12. 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. 13. 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. 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. 14. 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. 15. Termination. Both RCTC and Department 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. The Department shall reimburse RCTC for all costs incurred prior to the date of termination. Notwithstanding the foregoing, following commencement of construction of the Project, the Department may only terminate this Cooperative Agreement for cause, after providing RCTC notice of such cause, and reasonable opportunity to cure. 16. 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. 17336.01100\32406779. 3 6 1347 17. Third Party Beneficiaries. There are no third -party beneficiaries to this Cooperative Agreement. 18. Relationship of the Parties. RCTC is, for purposes relating to this Cooperative Agreement, an independent contractor of Department and shall not be deemed an employee of Department. It is expressly understood and agreed that RCTC (including its employees, agents, and subcontractors) shall in no event be entitled to any benefits to which Department employees are entitled, including, but not limited to overtime, any retirement benefits, worker's compensation benefits, and injury leave or other leave benefits. There shall be no employer -employee relationship between the Parties and RCTC shall hold Department harmless from any and all claims that may be made against Department based upon any contention by a third party that an employer - employee relationship exists by reason of this Cooperative Agreement. 19. Delivery of 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: DEPARTMENT: County of Riverside Transportation Department 4080 Lemon Street, 8th Floor Riverside, CA 92501 Attn: Director of Transportation RCTC: Riverside County Transportation Commission 4080 Lemon Street, 3rd Floor Riverside, CA 92501 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. 20. Electronic Delivery of Agreement. A manually signed copy of this Agreement which is transmitted by facsimile, email or other means of electronic transmission shall be deemed to have the same legal effect as delivery of an original executed copy of this Agreement for all purposes. 21. Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original. 22. 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. 1733 6.01100\32406779. 3 [SIGNATURES ON FOLLOWING PAGE] 7 1348 SIGNATURE PAGE TO COOPERATIVE AGREEMENT NO. 20-31-063-00 IN WITNESS WHEREOF, the Parties hereto have executed this Cooperative Agreement on the date first herein above written. RIVERSIDE COUNTY TRANSPORTATION COMMISSION nne Mayer, Executive Director 1733 6.01100\32406779. 3 8 COUNTY OF RIVERSIDE Approved by the BOARD OF SUPERVISORS By: V. MANUEL PEREZ Chairman of the Board Recommended for Approval: By: PATRICIA ROMO Director of Transportation ATTEST: KECIA R. HARPER Clerk of the Board By: Deputy Approved as to Form: GREGORY P. PRIAMOS County Counsel By: KRISTINE BELL-VALDEZ Deputy County Counsel 1349 EXHIBIT "A" PROJECT DESCRIPTION RCTC will cause to be prepared PS&E and construct as part of the I-215/Placentia Avenue Interchange Project for a new Mead Valley Monument in the vicinity of the southbound 1-215 Off -Ramp and Placentia Street based on the design requirements of County of Riverside. Plans and specifications will be prepared to include the Mead Valley Monument Design, grading, electrical conduit for lighting, and lighting fixture for the Monument, as depicted on the Monument Concept Exhibit attached hereto as Exhibit "B" and made a part hereof. The Monument is to be placed within existing street right-of-way on the north side of Placentia Street between the 1-215 SB Off -Ramp and Harvill Avenue, as shown on the Vicinity Map attached hereto as Exhibit "C" and made a part hereof. 1350 EXHIBIT "B" MONUMENT CONCEPT EXHIBIT 1351 EXHIBIT "C" VICINITY MAP RAMONA EXWY Z O 001 A 4 `\ 9J1 ✓ 0 �L RIDER ST r" MEAD VALLEY MONUMENT A 1-215 / PLACENTIA AVE INTERCHANGE PROJECT PLACENTIA ST NTIA AVE ORANGE AVE INDIAN AVE NUEVO RD 1352 ATTACHMENT 4 20-31-086-00 AGREEMENT BETWEEN RIVERSIDE COUNTY FLOOD CONTROL AND WATER CONSERVATION DISTRICT, RIVERSIDE COUNTY TRANSPORTATION COMMISSION AND THE CITY OF PERRIS Interim Placentia Avenue Basins and Storm Drains Project No. 4-0-00546 Miscellaneous No. 181 This Inspection and Maintenance Agreement ("Agreement"), executed in triplicate this day of , 2020 by and between the Riverside County Flood Control and Water Conservation District, a body politic ("DISTRICT"), the Riverside County Transportation Commission, a public agency existing under the authority of the laws of the State of California (hereinafter referred to as "COMMISSION"), and the City of Perris, a municipal corporation ("CITY"), WITNESSETH: RECITALS A. COMMISSION is the owner of certain real property situated in the County of Riverside, California, for the purpose of constructing an interchange at the intersection of Interstate 215 and Placentia Avenue, bridge widening, drainage facilities and other related improvements; and B. COMMISSION intends to construct the following interim drainage improvements within its right-of-way and other publicly held rights -of -way, on the south side of Placentia Avenue between the northbound I-215 exit ramp and Indian Avenue located in the City of Perris, as shown in concept on Exhibit A, attached hereto and by this reference incorporated herein: i. Approximately 543 lineal feet of 12'x6' reinforced concrete box, including its associated riprap outlet structures and 167 lineal feet of 10'x5' reinforced concrete box and inlets, including its associated riprap outlet structures ("BOXES"); ii. Two detention basins of 4.91 acres and 10.44 acres ("BASINS"); iii. Approximately 33 lineal feet of 36-inch underground storm drain 1 1353 20-31-086-00 system and inlets ("STORM DRAIN") and an associated orifice plate for measuring flow rates ("ORIFICE"). Altogether, BOXES, BASINS, STORM DRAIN, and ORIFICE are hereinafter, referred to as the "BASINS & FACILITIES"; and C. DISTRICT has an adopted Master Drainage Plan for the Perris Valley area, more specifically for the proposed Perris Valley MDP Line H and associated drainage facilities ("PERRIS VALLEY FACILITIES"). The proposed PERRIS VALLEY FACILITIES are part of a regional study and entire reach will be constructed by others for the ultimate development of the area; and D. BASINS & FACILITIES's function is to provide flood protection to the properties on the south side of Placentia Avenue, in the interim, until PERRIS VALLEY FACILITIES are constructed as described in Recital 'C'. and E. COMMISSION desires DISTRICT to maintain the BASINS & FACILITIES within its rights of way; and F. DISTRICT is willing to inspect, operate and maintain the BASINS & FACILITIES within COMMISSION's right of way; and Ar G. CITY is agreeable to the parties proposed BASINS & FACILITIES and associated arrangements but solely upon the terms and conditions hereinafter set forth; and H. This Agreement relates to that portion of COMMISSION's property where BASINS & FACILITIES will be constructed by COMMISSION as part of the State Highway Construction Plans. The maintenance of BASINS & FACILITIES are depicted on Caltrans Highway Plans, Project ID No. 0817000014, Sheets DD-26 through DD-32; and I. DISTRICT, COMMISSION and CITY desire to enter into this Agreement to establish their respective roles and responsibilities concerning the COMMISSION's property and operation and maintenance responsibilities for BASINS & FACILITIES; and NOW, THEREFORE, in consideration of the preceding recitals and the mutual covenants hereinafter contained, the parties hereto mutually agree as follows: 2 1354 20-31-086-00 AGREEMENT I. DISTRICT RIGHTS AND RESPONSIBILITIES. DISTRICT shall: 1. Review and comment on (without approval authority) the plans and specifications for the BASINS & FACILITIES prior to COMMISSION commencing construction. 2. Access COMMISSION's property solely for the inspection, operation and maintenance, and repair of BASINS & FACILITIES and shall not use it for any other purpose whatsoever. No change shall be made by DISTRICT in the use of the COMMISSION's property without COMMISSION's prior written approval. 3. Inspect BASINS & FACILITIES construction to verify COMMISSION's compliance with the plans and the terms of this Agreement and pay all costs associated therewith. DISTRICT shall provide any comments to COMMISSION's designated project construction inspector, who shall be solely responsible for all communications with COMMISSION's construction contractor(s). 4. Upon receipt of COMMISSION's written notice that BASINS & FACILITIES construction are substantially complete, conduct a final inspection of BASINS & FACILITIES. 5. Notify COMMISSION of any use or condition of BASINS & FACILITIES that are not in conformity with this Agreement or encroaches upon or substantially impairs DISTRICT's ability to maintain and operate BASINS & FACILITIES. DISTRICT shall give COMMISSION thirty (30) days from and after such notice to correct any such nonconforming use or condition. 6. Assume no responsibility, obligation, or liability whatsoever, for COMMISSION's design and construction of BASINS & FACILITIES. 3 1355 20-31-086-00 7. Accept sole responsibility for the operation and maintenance of BASINS & FACILITIES, at its sole cost and expense, upon (i) DISTRICT inspection of BASINS & FACILITIES in accordance with Section II.12., (ii) DISTRICT receipt of COMMISSION's recorded Notice of Completion as set forth in Section II.13, (iii) DISTRICT acceptance of BASINS & FACILITIES construction as being complete, (iii) DISTRICT receipt of all necessary licenses, permits, including regulatory permits for the operation and maintenance of BASINS & FACILITIES, and (iv) DISTRICT's reasonable determination that BASINS & FACILITIES are in a satisfactory condition. 8. Indemnify, defend, save and hold harmless COMMISSION (including its officers, employees, agents, representatives, independent contractors, and subcontractors) from any liabilities, claim, damage, proceeding or action, present or future, based upon, arising out of or in any way relating to DISTRICT's (including its officers, Board of Supervisors, elected and appointed officials, employees, agents, representatives, independent contractors, and subcontractors) actual or alleged acts or omissions related to this Agreement, performance under this Agreement, or failure to comply with the requirements of this Agreement, including but not limited to: (a) property damage; (b) bodily injury or death; (c) payment of attorney's fees; or (d) any other element of any kind or nature whatsoever. 1111111 DISTRICT's obligation hereunder shall be satisfied when DISTRICT has provided to COMMISSION and COMMISSION's construction contractor the appropriate form of dismissal relieving COMMISSION and COMMISSION 's construction contractor from any liability for the action or claim involved. II. COMMISSION RIGHTS AND RESPONSIBILITIES. COMMISSION shall: 1. Pursuant to the California Environmental Quality Act (CEQA), act as Lead Agency and assume responsibility for preparation, circulation and adoption of all necessary and appropriate CEQA documents pertaining to the construction, operation and 4 1356 20-31-086-00 maintenance of PROJECT 2. Submit BASINS & FACILITIES plans to DISTRICT (Attention: Plan Check Section) for review and comment as provided in Section I.1. 3. Secure, at its sole cost and expense, all necessary licenses, agreements, permits and rights of entry, including regulatory permits as may be needed for DISTRICT's inspection, operation and maintenance of BASINS & FACILITIES. 4. Grant DISTRICT, by execution of this Agreement, all rights necessary to inspect, operate and maintain and repair BASINS & FACILITIES within COMMISSION rights of way or easements, as set forth herein. 5. Advertise, award and administer a public works construction contract for BASINS & FACILITIES at its sole cost and expense. 6. Provide DISTRICT with written notice (Attention: Construction Management Section) that COMMISSION has awarded a public works construction contract for BASINS & FACILITIES. 7. Prior to commencing BASINS & FACILITIES construction, schedule and conduct a pre -construction meeting between DISTRICT, and other affected entities. COMMISSION shall notify DISTRICT (Attention: Plan Check Section) at least twenty (20) days prior to conducting the pre -construction meeting. 8. Pursuant to a COMMISSION administered construction contract, construct or cause to be constructed, BASINS & FACILITIES at its sole cost and expense. 9. Inspect, or cause to be inspected, construction of BASINS & FACILITIES, and pay all costs associated therewith. 10. Not construct any improvements in a manner that would compromise access, maintenance and hydraulics of BASIN & FACILITIES, or comprise function as a regional facility in conjunction with future PERRIS VALLEY FACILITIES. 11. Assume sole responsibility for the design and construction of the BASINS & FACILITIES. 5 1357 20-31-086-00 12. Within two (2) weeks of completing the BASINS & FACILITIES construction, provide DISTRICT with written notice (Attention: Construction Management Section) that BASINS & FACILITIES construction is substantially complete and requesting that DISTRICT conduct a final inspection of BASINS & FACILITIES. 13. Upon completion of BASINS & FACILITIES construction, provide DISTRICT with a copy of COMMISSION's Notice of Completion 14. Indemnify and hold harmless DISTRICT, County of Riverside and its directors, officers, Board of Supervisors, elected and appointed officials, agents, employees, representatives, independent contractors and subcontractors (collectively "INDEMNIFIED PARTIES") and pay in full all losses, damages, or expenses that DISTRICT may sustain, incur or become liable for, resulting in any manner from the maintenance, use, state of repair, or presence of the BASINS & FACILITIES or the DISTRICT's use and maintenance of the COMMISSION's property, including, but not limited to, any such losses, damages or expenses arising out of (a) loss of or damage to property, (b) injury to or death of persons, (c) mechanics' or other liens of any character, or (d) taxes or assessments of any kind. It is the intention of the parties that DISTRICT's right to indemnity hereunder shall be valid and enforceable against COMMISSION regardless of negligence (whether active or passive) on the part of the INDEMNIFIED PARTIES, unless such injury is a result of the sole negligence of the COMMISSION. 15. Waive any claim against DISTRICT for damages to BASINS & FACILITIES resulting from DISTRICT's customary operation and maintenance activities performed within COMMISSION's right of way or its appurtenant works, including any natural calamity, act of God, or any cause or conditions beyond the control of DISTRICT, save and except damages resulting from DISTRICT's active negligence or willful misconduct. 16. Remove within a reasonable time specified by DISTRICT, upon written request by DISTRICT's General Manager -Chief Engineer, any improvements and/or equipment not previously approved by DISTRICT or cease use within the specified time frame where 6 1358 20-31-086-00 COMMISSION has installed any such improvements and/or equipment or COMMISSION has used or allowed use of right of way in a manner which, in the sole and reasonable opinion of DISTRICT's General Manager -Chief Engineer, would be detrimental to the operation and maintenance of BASINS & FACILITIES. 17. Inspect COMMISSION's property and BASINS & FACILITIES so as to monitor compliance with this Agreement. If, in COMMISSION's sole judgment, any installation on, or use or condition of the COMMISSION's property may have an adverse effect on its property, adjacent property (whether or not owned by COMMISSION) or COMMISSION's operations, COMMISSION shall be permitted to conduct any tests or assessments, including but not limited to environmental assessments, of, on or about the COMMISSION's property and the BASINS & FACILITIES, as it determines to be necessary or useful to evaluate the condition of the COMMISSION's property and the BASINS & FACILITIES. DISTRICT shall cooperate with COMMISSION in any tests or inspections deemed necessary by COMMISSION. III. CITY RIGHTS AND RESPONSIBILITIES 1. Grant COMMISSION, by execution of this Agreement, the right to enter upon property owned or controlled by CITY where necessary and convenient for the purpose of gaining access to, and for the construction of its project, provided that such entry by COMMISSION shall be on mutually agreeable date and time and during CITY's regular hours of operation. COMMISSION shall comply with all CITY regulations and procedures relating to the project, including, but not limited to, those regulations relating to conduct. 2. Grant DISTRICT, by execution of this Agreement, the right to enter upon property owned or controlled by CITY where necessary and convenient for the purpose of gaining access to, performing inspection service for, and the operation and maintenance of BASINS & FACILITIES, provided that such entry by DISTRICT shall be on mutually agreeable date and time and during CITY's regular hours of operation. DISTRICT shall comply with all CITY regulations and procedures relating to the BASINS & FACILITIES, including, but not 7 1359 20-31-086-00 limited to, those regulations relating to conduct. IV. MUTUAL RIGHTS AND RESPONSIBILITIES. It is further mutually agreed: 1. DISTRICT shall use COMMISSION's property solely for the inspection, operation, maintenance and repair of BASINS & FACILITIES and shall not use it for any other purpose whatsoever. DISTRICT use of COMMISSION's property will not at any time be a source of danger to or interference with any other activities on the COMMISSION's property. Any repair and maintenance work shall be done to DISTRICT's standards. DISTRICT shall provide COMMISSION with thirty (30) days written notice and shall acquire all necessary approvals from COMMISSION prior to DISTRICT's commencement of any such repair or maintenance work. If, at any time, DISTRICT shall, in the judgment of COMMISSION, fail to perform properly its obligations under this section, COMMISSION may, at its option, perform such work itself as it deems necessary on the COMMISSION's property, at its sole cost and expense. No change shall be made by DISTRICT in the use of the COMMISSION's property without COMMIS SION's prior written approval. 2. DISTRICT reserves the right to terminate this Agreement without cause upon sixty (60) days advance written notice to COMMISSION. DISTRICT also reserves the right to terminate this Agreement, without any liability, upon DISTRICT's determination that COMMISSION has made any modifications/improvements on COMMISSION's property for its own use, including any additional connections to the BASINS & FACILITIES without obtaining approval from DISTRICT, or COMMISSION use of COMMISSION's property (i) adversely impacts the function of BASINS & FACILITIES, and (ii) is not compatible with or unreasonably impedes DISTRICT's ability to perform all necessary operation and maintenance activities for BASINS & FACILITIES. 3. DISTRICT or COMMISSION may terminate this Agreement at any time for cause, for a breach by DISTRICT of any covenant or term of this Agreement, or a default by 8 1360 20-31-086-00 DISTRICT of any term or provision of this Agreement, which acts of DISTRICT shall include but not be limited to, the failure by DISTRICT or COMMISSION to perform any obligation under this Agreement. Notification of such termination shall be in writing. 4. DISTRICT covenants that it will not handle or transport Hazardous Materials for the operation and maintenance of the BASINS & FACILITIES or on COMMISSION's property. As used in this license, "Hazardous Materials" means any chemical, substance or material which is now or becomes in the future listed, defined or regulated in any manner by any Environmental Law based upon, directly or indirectly, its properties or effects. As used in this preceding sentence, "Environmental Law" means any federal, state or local environmental, health and/or safety -related laws, regulations, standards, decisions of the courts, permits or permit conditions, currently existing or as amended or adopted in the future which are or become applicable to the DISTRICT or the COMMISSION's property. In the event the BASINS & FACILITIES or the COMMISSION's property is now or in the future used in the handling or transporting of Hazardous Materials, DISTRICT agrees fully to comply with all applicable federal, state, and local laws, rules, regulations, orders, decisions and ordinances (hereinafter referred to as "Hazardous Materials Standards") concerning Hazardous Materials. DISTRICT further agrees that at COMMISSION's request it will furnish COMMISSION with proof, satisfactory to COMMISSION, that DISTRICT is in such compliance. Should DISTRICT not comply fully with the above -stated obligations, COMMISSION may, in its sole discretion, terminate this Agreement by serving five (5) days' notice of termination upon DISTRICT. Any waiver by COMMISSION of any breach of DISTRICT's obligation shall not constitute a waiver of the right to terminate this Agreement for any subsequent breach which may occur, or to enforce any other provision of this Agreement. 5. Without limiting or diminishing each party's obligation to indemnify or hold the other harmless as required within this Agreement, the DISTRICT and COMMISSION acknowledge that as public agencies each shall maintain insurance or a program of self-insurance that reasonably protects their respective operations. Each party shall maintain and cover the cost 9 1361 20-31-086-00 of its own programs of insurance or self-insurance. 6. Any waiver by DISTRICT or by COMMISSION of any breach of any one or more of the terms of this Agreement shall not be construed to be a waiver of any subsequent or other breach of the same or of any other term hereof. Failure on the part of DISTRICT or COMMISSION to require exact, full and complete compliance with any terms of this Agreement shall not be construed as in any manner changing the terms hereof, or estopping DISTRICT or COMMISSION from enforcement hereof. 7. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way. 8. This Agreement is to be construed in accordance with the laws of the State of California. 9. Any and all notices sent or required to be sent to the parties of this Agreement will be mailed by first class mail, postage prepaid, to the following addresses: RIVERSIDE COUNTY FLOOD CONTROL AND WATER CONSERVATION DISTRICT 1995 Market Street Riverside, CA 92501 Attn: Plan Check Section CITY OF PERRIS 101 North D Street Perris, CA 92570 Attn: Public Works Department Engineering Administration RIVERSIDE COUNTY TRANSPORTATION COMMISSION 4080 Lemon Street, 3rd Floor Riverside, CA 92502-2208 Attn: Anne Meyer Executive Director 10. Any action at law or in equity brought by any of the parties hereto for the purpose of enforcing a right or rights provided for by this Agreement, shall be tried in a court of competent jurisdiction in the County of Riverside, State of California, and the parties hereto waive all provisions of law providing for a change of venue in such proceedings to any other county. 10 1362 20-31-086-00 11. All obligations of DISTRICT hereunder not fully performed as of the termination or cessation of this Agreement in any manner shall survive the termination of this Agreement and shall be transferred to COMMISSION. 12. This Agreement and all of the covenants and conditions hereof shall be binding upon and inure to the benefit of the successors, legal representatives and assigns of the COMMISSION and DISTRICT to the same extent and effect as the same are binding upon and insure to the benefit of the parties hereto. 13. The individual(s) executing this Agreement certify(ies) that they have the authority within their respective company(ies) to enter into and execute this Agreement, and have been authorized to do so by all boards of directors, legal counsel, and/or any other board, committee or other entity within their respective company(ies) which have the authority to authorize or deny entering into this Agreement. 14. This Agreement and the conditions granted herein are personal to the DISTRICT. DISTRICT shall not assign or transfer (whether voluntary or involuntary) this Agreement in whole or in part, or permit any other person or entity to use the rights or privileges hereby conveyed, without the prior written consent of COMMISSION, which may be withheld in COMMISSION's sole and absolute discretion. Any attempted act in violation of this section shall be void and without effect and give COMMISSION the right to immediately terminate this Agreement. 15. This Agreement is intended by the parties hereto as a final expression of their understanding with respect to the subject matter hereof and as a complete and exclusive statement of the terms and conditions thereof and supersedes any and all prior and contemporaneous agreements and understandings, oral or written, in connection therewith. This Agreement may be changed or modified only in writing and executed by both parties hereto. 16. This Agreement is the result of negotiations between the parties hereto, and the advice and assistance of their respective counsel. The fact that this Agreement was prepared as a matter of convenience by DISTRICT shall have no import or significance. Any 11 1363 20-31-086-00 uncertainty or ambiguity in this Agreement shall not be construed against DISTRICT because DISTRICT prepared this Agreement in its final form. 17. DISTRICT shall not record or permit to be recorded in the official records of the county where COMMISSION's property or the BASINS & FACILITIES are located any memorandum of this Agreement or any other document giving notice of the existence of this Agreement or the conditions granted hereby. 18. The provisions of this Agreement are solely for the benefit of DISTRICT and COMMISSION, and not for the benefit of any third party, and accordingly, no third party shall have the right to enforce the provisions of this Agreement. 19. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, but all of which taken together shall constitute one and the same instrument. // // 12 1364 20-31-086-00 IN WITNESS WHEREOF, the parties hereto have executed this Agreement on (to be filled in by the Clerk of the Board) RIVERSIDE COUNTY FLOOD CONTROL RECOMMENDED FOR APPROVAL: AND WATER CONSERVATION DISTRICT By By JASON E. UHLEY KAREN SPIEGEL, Chairwoman General Manager -Chief Engineer Board of Supervisors, Riverside County Flood Control and Water Conservation District APPROVED AS TO FORM: ATTEST: GREGORY P. PRIAMOS County Counsel KECIA HARPER Clerk of the Board By By MARSHA L. VICTOR Deputy Deputy County Counsel (SEAL) Agreement w/ Riverside County Transportation Commission and the City of Perris Interim Placentia Avenue Basins and Storm Drains Project No. 4-0-00546 Miscellaneous No. 181 AMR:blm 03/18/2020 13 1365 20-31-086-00 RIVERSIDE COUNTY TRANSPORTATION COMMISSION By: ANNE E. MAYER Executive Director APPROVED AS TO FORM: By: STEVE DEBAUN Best Best & Krieger LLP Counsel to the Riverside County Transportation Commission Agreement w/ Riverside County Transportation Commission and the City of Perris Interim Placentia Avenue Basins and Storm Drains Project No. 4-0-00546 Miscellaneous No. 181 AMR:blm 03/18/2020 14 1366 CITY OF PERRIS By RICHARD BELMUDEZ City Manager APPROVED AS TO FORM: ATTEST: By By ERIC DUNN City Attorney NANCY SALAZAR City Clerk (SEAL) Agreement w/ Riverside County Transportation Commission and the City of Perris Interim Placentia Avenue Basins and Storm Drains Project No. 4-0-00546 Miscellaneous No. 181 AMR:blm 03/18/2020 1367 ATTACHMENT 5 1-215 Placentia Avenue Interchange Printed: 5/14/2020, 5:05 PM I-215Placentia Avenue Interchange , BID PRICES AND AMOUNTS Revision No.: A(completed 5/77/2020) ENGINEERS Yellow items are > S100kBelow ENGR EST Bid Opening Date: 14 MAY 2020 ESTIMATE LOW BIDDER SECOND BIDDER THIRD BIDDER Riverside Construction Co. Griffith Co. Ames Construction AVERAGE OF BID AMOUNTS ` VARIANCE LOW BIDDER Riverside Coonstruction %Var PRICE AMOUNT t°Avg FROM AVERAGE SECOND BIDDER Griffith Co. %Var PRICE AMOUNT to Avg OF BIDS THIRD BIDDER Ames Construction %Var PRICE AMOUNT [o Avg SPREAD (HIGH MINUS LOW) BID ENGINEER'S %of AMOUNT NUM CODE ITEM DESCRIPTION F^1 /µE PTV ESTIMATED Eng (A) PRICE(0) (C-AS B) Esl %VAR PRICE AMOUNT ENGR EST %VAR PRICE AMOUNT ENGR EST %VAR PRICE AMOUNT ENGR EST %of %VAR PRICE AMOUNT Total ENGR Avg. EST %of PRICE AMOUNT .. Total r i SPREAD SPREAD Avg 050000 A crr00000NTV PERMIT FEES LS 1 $ 10,00000 $ 10,000 0% 100 $ 1 -100% 500.00 $ 500 -95% 10,000.00 $ 10,000 0% (3,499.33) $ (3,499) -100% (3,000.33) $ (3,000) -86% 6,499.67 $ 8,500 186% 3,500.33 $ 3,500 0% -65% 9,99900 $ 9.999 0% 1 2 070030 LEAD COMPLIANCE PLAN LS 1 $ 10,000.00 $ 10,000 0% 10,000.00 $ 10,000 0% 4,000.00 $ 4,000 -60% 5,000.00 $ 5,000 -50% 6,333.33 $ 6,333 0% -37% 3,666.67 $ 3,667 58% (2,333.33) $ (2,333) -37% (1,333.33) $ (1,333) -21% 6,000.00 $ 6,000 0% 2 3 080050 PROGRESS SCHEDULE (CRITICAL PATH METHOD) LS 1 $ 20,00000 $ 20,000 0% 25,000.00 $ 25,000 25% 69,000.00 $ 89,000 245%d 10,00000 $ 10,000 -50% 34,666.67 $ 34,667 0% 73% (9,666.67) $ (9,887) -28% 34,333.33 $ 34,333 99% (24.666.67) $ (24.007) -71% 59,000.00 $ 59,000 0% 3 4 090100 TIME -RELATED OVERHEAD MDAV) WOAV 500 $ 5,000.00 $ 2,500,000 6% 2,200.00 $ 1,100,000 -56% 900.00 $ 450,000 -82% 3,800.00 $ 1,900,000 -2A% 2,300.00 $ 1,150,000 4% -54% (100.00) $ (50,000) A% (1,400.00) $ (700,000) -61% 1,500.00 $ 750,000 65% 2,900.00 $ 1,450,000 5% 4 5 100100 DEVELOP WATER SUPPLY LS 1 $ 50,00000 $ 50,000 0% 175,000.00 $ 175,000 250% 46,000.00 $ 46,000 -8% 160,000.00 $ 160,000 220% 127,000.00 9 127,000050 154% 48,000.00 $ 48.000 38% (81,000.00) $ (81,000) -64% 33,000.00 $ 33,000 28% 129,000.00 $ 129,000050 5 6 120090 CONSTRUCTION AREA SIGNS LS 1 $ 75,000.00 $ 75,000 0% 50,000.00 $ 50,000 -33% 90,000.00 $ 90,000 20% 95,000.00 $ 95,000 27% 78,333.33 $ 78,333 0% 4% (28,333.33) $ (28,333) -36% 11,666.67 $ 11,667 15% 16,666.67 $ 16467 21% 45,000.00 $ 45,000 0% 6 7 120100 TRAFFIC CONTROL SYSTEM LS 1 $ 175,00000 $ 175.000 0% 350,000.00 $ 350,000 100% 333,000.00 $ 333,000 9050 250,00000 $ 250,000 43% 311,000.00 $ 311,000 1% 78% 39,000.00 $ 39.000 13% 22,000.00 $ 22,000 7% (61,000.00) $ (81,000) -20% 100,00000 $ 100,000 0% 7 8 120120 TYPE III BARRICADE EA 26 $ 350.00 $ 9,100 0% 150.00 $ 3,900 -57% 125.00 $ 3,250 -64% 115.00 $ 2,990 -67% 130.00 $ 3,380 0% S3% 20.00 $ 520 15% (5.00) $ (130) A% (15.00) $ (390) -12% 35.00 $ 910 0% 8 9 120149 TEMPORARY PAVEMENT MARKING (PAINT) SOFT 120 $ 1500 $ 1.800 0% 5.00 $ 600 -67% 3.00 $ 360 -80% 200 $ 240 -87% 3.33 $ 400 0% -78% 1.67 $ 200 50% (0.33) $ (40) -10% (1.33) $ (180) -40% 300 $ 360 0% 9 10 120159 TEMPORARY TRAFFIC STRIPE (PAINT) LF 53,700 $ 0.50 $ 26,850 0% 0.20 $ 10,740 -60% 0.26 $ 13,962 -48% 0.20 $ 10,740 -60% 0.22 $ 11,814 0% -56% (0.02) $ (1,074) -9% 0.04 $ 2,148 18% (0.02) $ (1,074) -9% 0.06 $ 3,222 0% 10 11 120165 CHANNELIZER (SURFACE MOUNTED) EA 11O $ 4500 $ 4,950 0% 4500 $ 4,950 0% 37.00 $ 4,070 -18% 5000 $ 5.500 11% 44.00 $ 4,840 0% -2% 1.00 $ 110 2% (7.00) $ (770) -16% 6.00 $ 880 14% 1300 $ 1,430 0% 11 12 120201 PORTABLE RADAR SPEED FEEDBACK SIGN SYSTEMS LS . 1 $ 10,000.00 $ 10,000 0% 30,000.00 $ 30,000 200% 9,000.00 $ 9,000 -10% 25,000.00 $ 25,000 150% 21,333.33 $ 21,333 0% 113% 6,666.67 $ 8,667 41% (12333.33) $ (12,333) -5B% 3,666.67 $ 3,667 17% 21,000.00 $ 21,000 0% 12 13 124000 TEMPORARY PEDESTRIAN ACCESS ROUTE LS 1 $ 20,00000 $ 20,000 0% 50,000.00 $ 50,000 150% 8,000.00 $ 8.000 -80% 50,000.00 $ 50.000 150% 36,000.00 $ 36,000 0% 80% 14,000.00 $ 14,000 39% (28,000.00) $ (28,000) -78% 14,000.00 $ 14,000 39% 42,000.00 $ 42,000 0% 13 14 128652 PORTABLE CHANGEABLE MESSAGE SIGN (LS) LS 1 $ 50,000.00 $ 50,000 0% 75,000.00 $ 75,000 50% 22,000.00 $ 22,000 -56% 50,000.00 $ 50,000 0% 49,000.00 $ 49,000 0% -2% 26,000.00 $ 26,000 - (27,000.00) $ (27,000) -55% 1,000.00 $ 1,000 2% 53,000.00 $ 53,000 0% 14 15 128000 TEMPORARY RAILING (TYPE K) LF 12,300 $ 2000 $ 246.000 1% 15.00 $ 184,500 -25% 1700 $ 209.100 -15% 1100 $ 135,300 -45% 14.33 $ 176,300 1% -28% 0.67 $ 8,200 6% 2.67 $ 32,800 19% (3.33) $ (41,000) -23% 8.00 $ 73,800 0% 15 16 1.100 TEMPORARY CRASH CUSHION MODULE EA 160 $ 270.00 $ 43,200 0% 300.00 $ 48,000 11% 190.00 $ 30,400 -30% 250.00 $ 40,000 -7% .6.67 $ 39,467 0% -9% 53.33 $ 8,533 22% (56.67) $ (9,067) -23% 3.33 $ 533 1% 110.00 $ 17,600 0% 16 17 130100 JOB SITE MANAGEMENT LS 1 $ 48,00000 $ 48.000 0% 100,000.00 $ 100,000 108 30,000.00 $ 30,000 -38% 90,000.00 $ 90,000- 73,333.33 $ 73,333 0% 5350 26,666.67 $ 28,667 38% (43,333.33) $ (43,333) -59% 16,666.67 $ 18,887 23% 70,000.00 $ 70,000 0% 17 18 130300 PREPARE STORM WATER POLLUTION PREVENTION PLAN LS 1 $ 11,000.00 $ 11,000 0% 35,000.00 $ 35,000 218% 3,000.00 $ 3,000 -73% 10,000.00 $ 10,000 -9% 16,000.00 $ 16,0000% 45% 19,000.00 $ 19,000 119% (13,000.00) $ (13,000) -01% (6,000.00) $ (6,000) -30% 32,000.00 $ 32,000 OM 18 19 130310 RAIN EVENT ACTION PLAN EA 22 $ 500.00 $ 11,000 0% 650.00 $ 14,300 30% 675.00 $ 14,850 35% 150.00 $ 3.300 -70% 491.67 $ 10,817 0% -2% 158.33 $ 3.483 32% 183.33 $ 4,033 37% (341.67) $ (7.517) -69% 525.00 $ 11,550 0% 19 20 130320 STORM WATER SAMPLING AND ANALYSIS DAY EA 14 $ 1,200.00 $ 16,800 0% 650.00 $ 9,100 -4696 470.00 $ 6,580 -61% 250.00 $ 3,500 -79% 456.67 $ 6,3930% -62% 193.33 $ 2,707 42% 13.33 $ 187 3% (206.67) $ (2,893) 45% 400.00 $ 5,6000% 20 21 130330 STORM WATER ANNUAL REPORT EA 2 $ 2,00000 $ 4.000 0% 650.00 $ 1,300 -68% 450.00 $ 900 -78% 1,00000 $ 2,000 -50% 700.00 $ 1,400 0% -65% (50.00) $ (100) -7% (250.00) $ (500) -36% 300.00 $ 800 43% 55000 $ 1,100 0% 21 22 130505 MOVE-IN/MOVE-OUT (TEMPORARY EROSION CONTROL) EA 5 $ 748.00 $ 3,740 0% 2,500.00 $ 12,500 234%1 2,800.00 $ 14,000 2741 500.00 $ 2,500 -33% 1,933.33 $ 9,667 0% 158% 566.67 $ 2,833 29% 866.67 $ 4,333 45% (1,433.33) $ (7,167) -74% 2,300.00 $ 11,500 0% 22 23 130530 TEMPORARY HYDRAULIC MULCH (BONDED FIBER MATRIX) SPYD 247,000 $ 0.75 $ 185.250 0% 0.55 $ 135,850 -27% 0.51 $ 125,970 -32% 0.70 $ 172.900 -7% 0.59 $ 144,907 0% -22% (0.04) $ (9,05 S% (0.08) $ (18,937) -13% 0.11 $ 27,993 19% 0.19 $ 46.930 0% 23 24 130610 TEMPORARY CHECK DAM LF 5,300 $ 8.00 $ 42,400 0% 6.00 $ 31,800 -25% 2.78 $ 14,734 -65% 4.00 $ 21,200 -5016 4.26 $ 22,578 0% -47% 1.74 $ 9,222 41% (1.46) $ (7,844) -35% (0.26) $ (1,378) S% 3.22 $ 17,066 0% 24 25 130620 TEMPORARY DRAINAGE INLET PROTECTION EA 71 $ 26800 $ 19,028 0% 250.00 $ 17,750 -7% 275.00 $ 19,525 3% 40000 $ 28400 49% 308.33 $ 21,892 0% 15% (58.33) $ (4,142) -19% (33.33) $ (2,387) -11% 91.67 $ 8,508 30% 15000 $ 10,650 0% 26 26 130640 TEMPORARY FIBER ROLL LF 69,200 $ 5.00 $ 346,000 1% 3.50 $ 242,200 -30% 2.33 $ 161,236 -53% 3.50 $ 242,200 -30% 3.11 $ 215,212 1% -30% 0.39 $ 26,988 13% (0.78) $ (53,976) -25% 0.39 $ 26,988 13% 1.17 $ 80,964 0% 26 27 130710 TEMPORARY CONSTRUCTION ENTRANCE EA 8 $ 4,30000 $ 34400 0% 5,000.00 $ 40,000 16% 5,000.00 $ 40,000 16% 3300.00 $ 24,000 -30% 4,333.33 $ 34,667 0% 1% 686.67 $ 5.333 15% 866.67 $ 5.333 15% (1,333.33) $ (10,667) -31% 2000.00 $ 16,000 0% 27 28 130730 STREET SWEEPING LS 1 $ 105,600.00 $ 105,600 0% 50,000.00 $ 50,000 -53% 23,000.00 $ 23,000 -78% 100,000.00 $ 100,000 -5% 57,666.67 $ 57,667 0% 4550 (7,666.67) $ (7,667) -13% (34,666.67) $ (34367) -60% 42,333.33 $ 42,333 73% 77,000.00 $ T7,000 0% 28 29 130900 TEMPORARY CONCRETE WASHOUT LS 1 $ 40,26000 $ 40.280 0% 35,000.00 $ 35.000 -13% 32,000.00 $ 32,000 -21% 50,000.00 $ 50,000 24% 39,000.00 $ 39,000 0% -3% (4,000.00) $ (4,000) -10% (7,000.00) $ (7,000) -18% 11,000.00 $ 11,000 28% 18,000.00 $ 18,000 0% 29 30 141103 REMOVE YELLOW THERMOPLASTIC TRAFFIC STRIPE (HAZAR LF 22,300 $ 2.00 $ 44600 0% 0.30 $ 6,690 41516 0.33 $ 7,359 -8496 0.25 $ 5,575 -BB% 0.29 $ 6,5410% -6516 0.01 $ 149 2% 0.D4 $ 818 13% (O.D4) $ (966) -15% 0.08 $ 1,7840% 30 31 141120 TREATED WOOD WASTE L8 13,400 $ 0.70 $ 9380 0% 0.50 $ 6,700 -29% 0.43 $ 5,762 -39% 0.25 $ 3,350 -84% 0.39 $ 5,271 0% A4% 0.11 $ 1p29 27% 0.04 $ 491 9% (0.14) $ (1,921) -36% 0.25 $ 3,350 0% 31 32 146007 INVASIVE SPECIES CONTROL LS 1 $ 5,000.00 $ 5,000 0% 15,000.00 $ 15,000 200% 21,000.00 $ 21,000 .911120,000.00 $ 20,000 300% 18,666.67 $ 18,667 054 273% (3,666.67) $ (3,667) -20% 2,333.33 $ 2,333 13% 1,333.33 $ 1,333 7% 6,000.00 $ 6,000 0% 32 33 153121 REMOVE CONCRETE (CY) CY 830 $ 20900 $ 173470 0% 50.00 $ 41,500 -76% 22.00 $ 18,260 -89% 40.00 $ 33,200 -81% 37.33 $ 30,987 0% -82% 12.67 $ 10.513 34% (15.33) $ (12,727) -41% 2.67 $ 2.213 7% 28.00 $ 23,240 0% 33 34 160110 TEMPORARY HIGH -VISIBILITY FENCE LF 380 $ 15.00 $ 5,700 0% 10.00 $ 3,800 -33% 5.30 $ 2,014 -65% 8.00 $ 3,040 A7% 7.77 $ 2,951 0% -48% 2.23 $ 849 29% (2.47) $ (937) -32% 0.23 $ 89 3% 4.70 $ 1,786 0% 34 35 170103 CLEARING AND GRUBBING (LS) LS 1 $ 50,00000 $ 50,000 0% 150,000.00 $ 150,000 200%1 148,000.00 $ 148,000 1961 180,00000 $ 180,000 220% 152,666.67 $ 152,667 0% 205% (2,666.67) $ (2,667) -2% (4,666.67) $ (4,867) -3% 7,333.33 $ 7,333 5% 12,000.00 $ 12,000 0% 35 36 160101 ROADWAY EXCAVATION CY 372,000 $ 15.00 $ 5,580,000 13M 4.50 $ 1,674,000 -70% 4.87 $ 1,811,640 -68% 7.70 $ 2,864,400 A9% 5.69 $ 2,116,680 ]% -62% (1.19) $ (.2,680) -21% (0.82) $ (305,040) -1. 2.01 $ 747,720 35% 3.20 $ 1,160400 4% 36 37 F 192001 STRUCTURE EXCAVATION CY 13,726 $ 7300 $ 1,001,998 2% 10.00 $ 137,280 -88% 17.00 $ 233,342 -77% 1100 $ 150,986 -85% 12.67 $ 173,863 1% -83% (267) $ (38303) -21% 4.33 $ 59479 34% (1.67) $ (22,877) -13% 700 $ 96.082 0% 37 36 F 192003 STRUCTURE EXCAVATION(BRIDGE) CV 1,661 $ 100.00 $ 166,100 0% 165.00 $ 307,285 85% 40.00 $ 66,440 -60% 91.00 $ 151,151 -9% 105.33 $ 174,959 PP 5% 79.67 $ 132,326 76% (65.33) $ (108,519) -62% (14.33) $ (23,808) -14% 145.00 $ 240,815 1% 38 39 F 193001 STRUCTURE RACKFILL CY 4,388 $ 10000 $ 438.800 1% 75.00 $ 329.100 -25% 52.00 $ 228,178 -48% 31.00 $ 138328 -69% 52.67 $ 231,101 1% 4754 22.33 $ 97,999 42% (0.67) $ (2,925) -1% (21.67) $ (95.073) -41% 44.00 $ 193,072154 39 40 F 193003 STRUCTURE BACKFILL (BRIDGE) CY 1,503 $ 80.00 $ 120,240 0% 185.00 $ 278,055 131941 47.40 $ 71,242 AMA 40.00 $ 60,120 -50% 90.80 $ 136,472 0% 14% 94.20 $ 141,583 104% (43.40) $ (65,230) AB% (50.80) $ (76,352) -56% 145.00 $ 217,935 1% 40 41 194001 DITCH EXCAVATION CY 10,900 $ 2200 $ 239.800 1% 4.50 $ 49.050 -80% 36.00 $ 392400 10.00 $ 109.000 -55% 16.83 $ 183,483 1% -23% (12.33) $ (134,433) -73% 19.17 $ 208,917 114% (6.83) $ (74,483) 4150 31.50 $ 343,350154 41 42 198010 IMPORTED BORROW (CY) CY 26,700 $ 25.00 $ 667,500 2% 4.50 $ 120,150 -82% 13.00 $ 347,100 -8% 1.00 $ 26,700 -96% 6.17 $ 164,6501% -75% (1.67) $ (44,500) -27% 6.83 $ 182,450 111% (5.17) $ (137,950) -0416 12.00 $ 320,4001% 42 43 198209 SUBGRADE ENHANCEMENT GEOTEXrILE, CLASS B2 SOYD 14,900 $ 230 $ 34,270 0% 2.50 $ 37,250 9% 1.84 $ 27p16 -20% 2.75 $ 40,975 20% 2.36 $ 35,214 0% 3% 0.14 $ 2,036 8% (0.52) $ (7,798) -22% 0.39 $ 5,761 16% 0.91 $ 13,559 0% 43 44 200000 A SHREDDED BARK MULCH CY 70 $ 47.00 $ 3,290 0% 78.00 $ 5,460 66% 72.00 $ 5,040 53% 95.00 $ 6,650 102% 01.67 $ 5,717 0% 74% (3.67) $ (257) A% (9.67) $ (677) -12% 13.33 $ 933 16% 23.00 $ 1,610 0% 44 45 200114 ROCK BLANKET SOFT 45,700 $ 1500 $ 885.500 2% 10.00 $ 457,000 -33% 10.28 $ 489,796 -31% 10.00 $ 457,000 -33% 10.09 $ 461,265 1% -33% (0.09) $ (4,285) -1% 0.19 $ 8.531 2% (0.09) $ (4,265) -1% 0.28 $ 12,796 0% 45 46 200123 CULTIVATION SOYD 10.700 $ 10.00 $ 107,000 0% 2.00 $ 21,400 -BO% 1.84 $ 19,688 -82% 1.30 $ 13,910 -67% 1.71 $ 16,333 0% -63% 0.29 $ 3,067 17% 0.13 $ 1,355 7% (0.41) $ (4,423) -24% 0.70 $ 7,490 0% 46 47 202006 SOIL AMENDMENT CY 31 $ 4200 $ 1,302 0% 37.00 $ 1,147 -12% 34.00 $ 1,054 -19% 5000 $ 1,550 19% 40.33 $ 1,250 0% A% (3.33) $ (103) -8% (6.33) $ (196) -16% 9.67 $ 300 24% 16.00 $ 496 0% 47 40 202030 PACKET FERTILIZER EA 3,300 $ 2.50 $ 8,250 0% 0.25 $ 825 -9016 0.21 $ 693 -92% 0.15 $ 495 -94% 0.20 $ 671 0% -92% 0.05 $ 154 23% 0.01 $ 22 3% (0.05) $ (176) -26% 0.10 $ 330 0% 48 49 204000 A PLANT(GROUPZ)- 10. SKINNED EA 8 $ 6,00000 $ 48300 0% 7,200.00 $ 57,600 20% 6,800.00 $ 54,400 13% 7,300.00 $ 58,400 22% 7,100.00 $ 56.800 0% 18% 100.00 $ 800 1% (300.00) $ (2400) 454 200.00 $ 1,600 3% 500.00 $ 4,000 0% 49 50 204001 A PLANT (GROUP Z) - 12' SKINNED EA 16 $ 7,500.00 $ 120,000 0% 8,500.00 $ 136,000 13% 7,600.00 $ 126,400 5% 8,500.00 $ 136,000 13% 8,300.00 $ 132,800 0% 11% 200.00 $ 3,200 2% (400.00) $ (6,400) S5 200.00 $ 3,200 2% 600.00 $ 9,600 0% 50 51 204011 PLANT (GROUP K) EA 55 $ 32500 $ 17,875 0% 460.00 $ 25.300 42% 430.00 $ 23,850 32% 32000 $ 17,800 -2% 403.33 $ 22,183 0% 24% 56.67 $ 3,117 14% 26.67 $ 1,487 7% (83.33) $ (4,583) -21% 14000 $ 7,700 0% 51 52 204035 PLANT (GROUP A) EA 1,200 $ 13.00 $ 15,600 0% 10.00 $ 12,000 -23% 9.24 $ 11,088 -29% 8.00 $ 9,600 -30% 9.06 $ 10,666 0% -30% 0.92 $ 1,104 10% 0.16 $ 192 2% (1.00) $ (1,296) -12% 2.00 $ 2,400 OM 52 53 204036 PLANT (GROUP B) EA 530 $ 3200 $ 18380 0% 26.00 $ 13,780 -19% 25.10 $ 13,303 -22% 25.00 $ 13,250 -22% 25.37 $ 13,444 0% -21% 0.63 $ 336 2% (0.27) $ (141) -1% (0.37) $ (194) -1% 1.00 $ 530 0% 63 54 204038 PLANT (GROUP U) EA 27 $ 150.00 $ 4,050 0% 200.00 $ 5,400 33% 184.00 $ 4,968 23% 100.00 $ 2,700 -33% 161.33 $ 4,356 0% 8% 36.67 $ 1,044 24% 22.67 $ 612 14% (61.33) $ (1,656) -3054 100.00 $ 2,700 054 54 55 204099 PLANT ESTABLISHMENT WORK LS 1 $ 60,00000 $ 80,000 0% 40,000.00 $ 40,000 -33% 41,000.00 $ 41,000 -32% 18,000.00 $ 18,000 -70% 33,000.00 $ 33,000054 -45% 7,000.00 $ 7,000 21% 8,000.00 $ 8,000 24% (15,000.00) $ (15000) -45% 23.000.00 $ 23,000054 55 56 205033 GRAVEL MULCH SOFT 27,600 $ 5.00 $ 138,000 0% 2.70 $ 74,520 -4696 3.67 $ 101,292 -27% 3.00 $ 82,800 -4096 3.12 $ 86,204 0% -38% (0.42) $ (11,684) -1496 0.55 $ 15,088 18% (0.12) $ (3,404) A% 897 $ 26,772 0% 56 57 205034 DECOMPOSED GRANITE SOFT 55,400 $ 600 $ 332400 1% 2.00 $ 110,800 -67% 3.12 $ 172848 -48% 2.10 $ 118340 -65% 2.41 $ 133,329 0% -60% (0.41) $ (22,529) -17% 0.71 $ 39,519 30% (0.31) $ (18,989) -13% 1.12 $ 62.048 0% 57 56 206000 A BOOSTER PUMP (3HP) EA 1 $ 28,000.00 $ 28,000 0% 40,000.00 $ 40,000 43% 37,000.00 $ 37,000 32% 40,000.00 $ 40,000 43% 39,000.00 $ 39,000 0% 39% 1,000.00 $ 1,000 3% (2,000.00) $ (2,000) -516 1,000.00 $ 1,000 3% 3,000.00 $ 3,000 0% 58 59 206001 A BOOSTER PUMP (I HP) EA 1 $ 19,00000 $ 19,000 0% 27,000.00 $ 27,000 42% 25,000.00 $ 25,000 32% 28,00000 $ 28,000 47% 26,666.67 $ 26,667 0% 40% 333.33 $ 333 1% (1,666.67) $ (1,887) S54 1,333.33 $ 1,333 5% 3,000.00 $ 3,000 0% 59 60 206559 CONTROL AND NEUTRAL CONDUCTORS (ARMOR -CLAD) LS 1 $ 70,000.00 $ 70,000 0% 2,800.00 $ 2,800 -96% 2,600.00 $ 2,600 -96% 5,000.00 $ 5,000 -93% 3,466.67 $ 3,467 0% -95% (666.67) $ (667) -19% (866.67) $ (867) -25% 1,533.33 $ 1,533 44% 2,400.00 $ 2,400 0% 60 61 206562 11 REMOTE CONTROL VALVE EA 20 $ 40000 $ 8300 0% 415.00 $ 8300 4% 390.00 $ 7.800 -3% 300.00 $ 6.000 -25% 368.33 $ 7,367 0% -8% 46.67 $ 933 13% 21.67 $ 433 6% (68.33) $ (1,387) -19% 11500 $ 2,300 0% 61 62 206564 1112' REMOTE CONTROL VALVE EA 13 $ 600.00 $ 7,800 0% 500.00 $ 6,500 -1716 470.00 $ 6,110 -22% 375.00 $ 4,875 -30% 440.33 $ 5,626 0% -25M 51.67 $ 672 12% 21.67 $ 282 5% (73.33) $ (953) -16% 125.00 $ 1,625 0% 62 1368 C:\Users\halshawk\Desktop\General\Bld Comparison -Analysis Table- Construction Placentia IC 2020-05-14 MU, Bid Sched (2) Page Id 5 Printed: 5/34/2020, 5:05 PM I-215PlacentiaAvenuelnterchange r BID PRICES AND AMOUNTS Revision No.: A (completed 5/77/2020) ENGINEERS Yellow items are 0 100k8elow ENGR EST Bid Opening Date: 14 MAY 2020 LOW BIDDER SECOND BIDDER THIRD BIDDER ESTIMATE Riverside Construction Co. Griffith Co. Ames Construction AVERAGE O F BID AMOUNTS VARIANCE FROM AVERAGE OF BIDS LOW BIDDER SECOND BIDDER THIRD BIDDER Riverside Construction Griffith Co. Ames Construction SPREAD HIGH MINUS LOW ITEM ITEM DESCRIPTION NUM CODE MEASURE 63 206565 2' REMOTE CONTROL VALVE EA BID OTY (A) 2 ENGINEER'S ESTIMATED PRICE(e) $ 800.00 AMOUNT (C-AZ B) $ 1,600 Y. of Eng Est 0% %VAR "A VAR %VAR PRICE AMOUNT ENGR PRICE AMOUNT ENGR PRICE AMOUNT ENGR EST EST EST 265.00 $ 570 64% 267.00 $ 534 -67% 425.00 $ 850 -47% Co %Var %Var %Var PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT to Avg to Avg to Avg Y. of %VAR PRICE AMOUNT Total ENGR Avg. EST %of PRICE AMOUNT wf Total F SPREAD SPREAD Avg z 325.67 $ 651 0% 59% (40.67) $ (81) -12% (58.67) $ (117) -10% 99.33 $ 199 31% 158.00 $ 316 0% 63 64 206634 2" WYE STRAINER ASSEMBLY EA 2 $ 1,50000 $ 3,000 0% 585.00 $ 1,170 -61% 550.00 $ 1,100 -83% 40000 $ 800 -73% 511.67 $ 1.023 0% -66% 73.33 $ 147 14% 38.33 $ 77 7% (11187) $ (223) -22% 18500 $ 370 0% 64 65 206763 A24-40 STATION IRRIGATION CONTROLLER (WALL MOUNTED) EA 2 $ 7,500.00 $ 15,000 0% 22,000.00 $ 44,000 193%9 20,000.00 $ 40,000 1671 11,000.00 $ 22,000 47% 1],666.6] $ 35,333 0% 136% 4,333.33 $ 8,667 25% 2,333.33 $ 4,667 13% (6666.67) $ (13,333) -30% 11,000.00 $ 22,0000% 65 66 208000 A 1.5'SUB-WATER METER (HYDROMETER) EA 1 $ 2,60000 $ 2500 0% 1,100.00 $ 1,100 -56% 1,040.00 $ 1,040 -58% 2,000.00 $ 2,000 -20% 1.380.00 $ 1.380 0% -05% (280.00) $ (280) -20% (300.00) $ (340) -25% 620.00 $ 820 45% 980.00 $ 960 0% 88 67 208001 A 2" BALL VALVE EA 14 $ 300.00 $ 4,200 0% 345.00 $ 4,830 15% 325.00 $ 4,550 8% 250.00 $ 3,500 -17% 306.67 $ 4,293 0% 2% 30.33 $ 537 13% 10.33 $ 257 6% (56.67) $ (793) -10% 95.00 $ 1,330 0% 67 68 F 208044 3" GALVANIZED STEEL PIPE (SUPPLY LINE ON BRIDGE) 40 280 $ 4500 $ 12,600 0% 100.00 $ 28,000 122% 285.00 $ 79,800 533%1 10000 $ 28,000 122% 161.67 $ 452670% 259% (61.67) $ (17,287) -38% 123.33 $ 34,533 781 (61.67) $ (17,287) -38% 185.00 $ 51,8000% 88 69 200301 IRRIGATION CONTROLLER ENCLOSURE CABINET EA 2 $ 3,500.00 $ 7,000 0% 3,000.00 $ 7,600 9% 3,54050 $ 7,080 1% 2,000.00 $ 4,000 -43% 3,113.33 E 6,2270% -11% 60657 $ 1,373 22% 426.67 $ 853 14% (1,113.33) $ (2,227) -36% 1,800.00 E 3,6000% 69 70 208423 1"BACKFLOW PREVENTER ASSEMBLY EA 1 $ 3,00000 $ 3,000 0% 1,000.00 $ 1.000 67% 960.00 $ 980 -68% 1,500.00 $ 1.500 -50% 1,153.33 $ 1,153 0% 62% (153.33) $ (153) -13% (193.33) $ (193) -17% 346.67 $ 347 30% 540.00 $ 540 0% 70 71 208426 2" BACKFLOW PREVENTER ASSEMBLY EA 1 $ 5,000.00 $ 5,000 0% 1,500.00 $ 1,500 -70% 1,386.00 $ 1,386 -72% 2,500.00 $ 2,500 50% 1,795.33 $ 1,795 0% -64% (295.33) $ (295) -16% (409.33) $ (409) -23% 704.67 $ 705 39% 1,114.00 $ 1,114 0% 71 72 208440 BACKFLOW PREVENTER ENCLOSURE EA 2 $ 5,00000 $ 10,000 0% 2,800.00 $ 5,800 -44% 2,625.00 $ 5,250 -48% 2,500.00 $ 5,000 -50% 2,641.67 $ 5,283 0% -47% 158.33 $ 317 6% (16.67) $ (33) -1% (141.67) $ (283) 5% 300.00 $ 600 0% 72 73 208442 FLOW SENSOR EA 2 $ 800.00 $ 1,600 0% 950.00 $ 1,900 19% 900.00 $ 1,800 13% 1,200.00 $ 2,400 50% 1,016.67 $ 2,033 0% 27% (66.67) $ (133) -7% (116.67) $ (233) -11% 183.33 $ 367 18% 300.00 $ 600 0% 73 74 208445 TREE WELL SPRINKLER ASSEMBLY EA 850 $ 10000 $ 85000 0% 35.00 $ 29,750 65% 32.00 $ 27,200 -88% 18.00 $ 15,300 -82% 28.33 $ 24.083 0% -72% 6.67 $ 5,687 24% 3.67 $ 3,117 13% (10.33) $ (8,783) -36% 17.00 $ 14,450 0% 74 75 208466 RISER SPRINKLER ASSEMBLY (GEAR DRIVEN) EA 200 $ 70.00 $ 14,000 0% 55.00 $ 11,000 -21% 51.00 $ 10,200 -27% 40.00 $ 8,000 -43% 40.67 $ 9,733 0% -30% 6.33 $ 1,267 13% 2.33 $ 467 5% (8.67) $ (1,733) -18% 15.00 $ 3,000 0% 75 76 208575 2' GATE VALVE EA 3 $ 80000 $ 2500 0% 575.00 $ 1,725 -28% 540.00 $ 1,820 -33% 50000 $ 1,500 -38% 538.33 $ 1,615 0% -33% 36.67 $ 110 7% 1.67 $ 5 0% (38.33) $ (115) -7% 75.00 $ 225 0% 76 77 200500 3' GATE VALVE EA 6 $ 1,100.00 $ 6,600 0% 2,200.00 $ 13,200 I.1.200.00 $ 7,200 9% 1,100.00 $ 6,600 0% 1,500.00 $ 9.000 0% 36% 700.00 $ 4,200 47% (300.00) $ (1,800) -20% (400.00) $ (2,400) -27% 1,100.00 $ 6.600 0% 77 78 F 208594 3/4" PLASTIC PIPE (SCHEDULE 40) (SUPPLY LINE) LF 12,350 $ 300 $ 37050 0% 3.65 $ 45078 22% 3.40 $ 41,990 13% 3.00 $ 37050 0% 3.35 $ 41,373 0% 12% 0.30 $ 3,705 9% 0.05 $ 618 1% (0.35) $ (4,323) -10% 085 $ 8,028 0% 78 79 F 200595 1' PLASTIC PIPE (SCHEDULE 40) (SUPPLY LINE) LF 9,590 $ 4.00 $ 38,360 0% 3.75 $ 35,963 -6% 3.50 $ 33,565 -13% 3.50 $ 33,565 -13% 3.50 $ 34,364 0% -10% 0.17 $ 1,598 5% (0.00) $ (799) -2% (0.08) $ (799) -2% 0.25 $ 2,398 0% 79 80 F 208597 11/2" PLASTIC PIPE (SCHEDULE 40) (SUPPLY LINE) LF • 6,100 $ 500 $ 30,500 0% 4.05 $ 24,705 -19% 3.83 $ 23,383 -23% 4.50 $ 27,450 -10% 4.13 $ 25,173 0% -17% (0.08) $ (488) -2% (0.30) $ (1,810) -7% 0.37 $ 2,277 9% 0.67 $ 4,087 0% 80 81 F 20059E 2' PLASTIC PIPE (SCHEDULE 40) (SUPPLY LINE) LF 1,000 $ 6.50 $ 6,500 0% 4.50 $ 4,500 -31% 4.23 $ 4,230 -35% 5.00 $ 5,000 -23% 4.50 $ 4,577 0% -30% (0.00) $ (77) -2% (0.35) $ (347) -0% 0.42 $ 423 9% 0.77 $ 770 0% 81 82 F 208607 3" PLASTIC PIPE (CLASS 315) (SUPPLY LINE) 40 ' 4,600 $ 8 50 $ 39.100 0% 7.80 $ 35,880 -8% 7.30 $ 33,580 -14% 7.00 $ 32,200 -18% 7.37 $ 33,887 0% -13% 0.43 $ 1,993 6% (0.07) $ (307) -1% (0.37) $ (1687) -5% 0.80 $ 3,680 0% 82 83 208691 A6" PVC PIPE CONDUIT (SCH. 40) (UNDER ROCK BLANKETS) LF 120 $ 40.00 $ 4,800 0% 8.00 $ 1,056 -78% 8.25 $ 990 -79% 35.00 $ 4,200 -13% 17.35 $ 2.002 0% 57% (8.55) $ (1,026) -09% (9.10) $ (1,092) 52% 17.65 $ 2,118 102% 26.75 $ 3,210 0% 83 84 208692 A4" PVC CONDUIT (SCHEDULE 80) LF 280 $ 2500 $ 7,000 0% 8.50 $ 2,380 -66% 7.90 $ 2,212 -68% 3000 $ 8A00 20% 15.47 $ 4.3310% -38% (6.97) $ (1,951) -05% (7.57) $ (2,119) -09% 14.53 $ 4,069 94% 22.10 $ 6,188 0% 84 85 200760 10' CORRUGATED STEEL PIPE CONDUIT (.064'THICK) LF 860 $ 150.00 $ 129,000 0% 70.00 $ 60,200 -53% 67.00 $ 57,620 -55% 70.00 $ 60,200 -53% 69.00 $ 59,340 0% -54% 1.00 $ 860 1% (2.00) $ (1,720) -3% 1.00 $ 860 1% 3.00 $ 2,580 0% 85 86 210430 HYDROSEED SOFT 2,356,000 $ 0.15 $ 353.400 1% 0.19 $ 447640 27% 0.20 $ 471,200 33% 0.24 $ 585,440 80%9 0.21 $ 494.760 2% 40% (0.02) $ (47120) -10% (0.01) $ (2300) -5% 0.03 $ 70,680 14% 0.05 $ 117.800 0% 86 87 250201 CLASS 2 AGGREGATE SUBBASE CY 400 $ 45.00 $ 18,000 0% 70.00 $ 28,000- 86.00 $ 34,40046.00 $ 18,400 2% 67.33 $ 26,933 0% 50% 2.67 $ 1,067 4% 18.67 $ 7,467 28% (21.33) $ (8,533) -32% 40.00 $ 16,000 0% 87 88 260203 CLASS 2 AGGREGATE RASE(CV) CY 20,800 $ 4500 $ 935000 2% 40.00 $ 998,400 7% 53.00 $ 1,102,400 18% 38.00 $ 790.400 -16% 46.33 E 963,733 3% 3% 1.67 $ 34,887 4% 6.67 $ 138.887 14% (8.33) $ (170333) -18% 15.00 $ 312,000 1% 88 89 280000 LEAN CONCRETE BASE CY 1,090 $ 250.00 $ 272,500 1% 205.00 $ 223,450 -10% 200.00 $ 218,000 -20% 260.00 $ 283,400 4% 221.67 $ 201,617 1% -11% (16.67) $ (18,167) -8% (21.67) $ (23,617) -10% 30.33 $ 41,783 17% 60.00 $ 65,400 0% 89 90 280015 LEAN CONCRETE BASE RAPID SETTING CV 35 $ 500.00 $ 17500 0% 435.00 $ 15,225 -13% 420.00 $ 14,700 -16% 400.00 $ 14,000 -20% 418.33 $ 14,642 0% -16% 16.67 $ 583 4% 1.67 $ 58 0% (18.33) $ (642) -4% 35.00 $ 1,225 0% 90 91 360200 BASE BOND BREAKER SOY° 210 $ 5.00 $ 1,050 0% 14.00 $ 2,940 180%J 15.00 $ 3,150 200% 4.00 $ 840 -20% 11.00 $ 2,310 0% 120% 3.00 $ 630 27% 4.00 $ 840 36% (7.00) $ (1,470) 64% 11.00 $ 2,310 0% 91 92 374002 ASPHALTIC EMULSION (FOG SEAL COAT) TON 22 $ 1,50000 $ 33,000 0% 1,340.00 $ 20480 -11% 1,350.00 $ 29,700 -10% 1,400.00 $ 30,800 -7% 1,363.33 E 29,993 0% -9% (23.33) $ (513) -2% (13.33) $ (293) -1% 36.67 $ 807 3% 60.00 $ 1,320 0% 92 93 390100 PRIME COAT TON 150 $ 1,000.00 $ 150,000 0% 1,135.00 $ 170,250 14% 970.00 $ 145,500 -3% 675.00 $ 101,250 -33% 926.67 $ 139,000 0% -7% 200.33 $ 31,250 22% 43.33 $ 6,500 5% (251.67) $ (37,750) -27% 460.00 $ 69,000 0% 93 94 390132 HOT MIX ASPHALT (TYPE A) TON 44,200 $ 9500 $ 4.199.000 10% 78.00 $ 3447600 -18% 79.00 $ 3,491,800 -17% 81.00 $ 3,580,200 -15% 79.33 $ 3,506,533 11% -16% (1.33) $ (58,933) -2% (0.33) $ (14,733) 0% 1.67 $ 73,887 2% 3.00 $ 132,600 0% 94 95 390137 RUBBERIZED HOT MIX ASPHALT (GAP GRADED) TON 8,250 $ 115.00 $ 948,750 2% 95.00 $ 783,750 -17% 04.00 $ 693,000 -27% 97.00 $ 800,250 -16% 92.00 $ 759,000 2% -20% 3.00 $ 24,750 3% (8.00) $ (66,000) -9% 5.00 $ 41,250 5% 13.00 $ 107,250 0% 95 96 390161 HOT MIX ASPHALT (BRIDGE) TON 76 $ 40000 $ 30,400 0% 275.00 $ 20,900 -31% 208.00 $ 15,808 -48% 28000 $ 21,280 -30% 254.33 $ 19,329 0% -36% 20.67 $ 1,571 8% (46.33) $ (3,521) -18% 25.67 $ 1,951 10% 72.00 $ 5,472 0% 98 97 394070 A PLACE HOT MIX ASPHALT DIKE (CO STD) LF 2.910 $ 3.00 $ 8,730 0% 2.00 $ 5,820 -33% 3.50 $ 10,185 17% 2.70 $ 7,857 -10% 2.73 $ 7,954 0% -9% (0.73) $ (2,134) -27% 0.77 $ 2,231 28% (0.03) $ (97) -1% 1.50 $ 4,365 0% 97 98 394074 PLACE HOT MIX ASPHALT DIKE (TYPE C) LF 130 $ 700 $ 910 0% 2.00 $ 280 -71% 3.50 $ 455 -50% 2.70 $ 351 61% 2.73 $ 355 0% 61% (0.73) $ (95) -27% 0.77 $ 100 28% (0.03) $ (4) -1% 150 $ 195 0% 98 99 394076 PLACE HOT MIX ASPHALT DIKE (TYPE E) LF 5,280 $ 8.00 $ 42,240 0% 2.00 $ 10,560 -75% 3.50 $ 18,480 -56% 2.70 $ 14,256 66% 2.73 E 14,432 0% 66% (0.73) $ (3,872) -27% 0.77 $ 4,048 28% (0.03) $ (176) -1% 1.50 E 7,920 0% 99 100 394077 PLACE HOT MIX ASPHALT DIKE (TYPE F) LF 750 $ 305 $ 2288 0% 2.00 $ 1,500 -34% 3.50 $ 2,825 15% 2.70 $ 2,025 -11% 2.73 $ 2,050 0% -10% (0.73) $ (550) -27% 0.77 $ 575 28% (0.03) $ (25) -1% 1.50 $ 1,125 0% 100 101 394079 A PLACE HOT MIX ASPHALT DIKE (TYPE E Mod) LF 400 $ 8.00 $ 3,200 0% 4.00 $ 1,600 -50% 6.00 $ 2,400 -25% 2.70 $ 1,080 66% 4.23 E 4.3 0% A]% (0.23) $ (93) 6% 1.77 $ 707 42% (1.53) $ (613) -36% 3.30 E 1,320 0% 101 102 397005 TACK COAT TON 75 $ 55000 $ 41,250 0% 1,250.00 $ 93,750 12/I 750.00 $ 58,250 36% 1,00000 $ 76,000 821 1,000.00 5 75,000 0% 82% 250.00 $ 18,750 25% (250.00) $ (18,750) -25% - $ - 0% 50000 E 37,500 0% 102 103 390001 REMOVE ASPHALT CONCRETE PAVEMENT(SOFT) SOFT 400,080 $ 1.50 $ 600,000 1% 0.20 $ 80,000 -87% 0.39 $ 156,000 -74% 0.20 $ 80,000 -87% 0.26 E 105,333 0% -02% (0.06) $ (25,333) -24% 0.13 $ 50,667 48% (0.06) $ (25,333) -2A% 0.19 E 76,000 0% 103 104 398100 REMOVE ASPHALT CONCRETE DIKE . 2,890 $ 100 $ 2,890 0% 5.50 $ 16,895 450%1 2.65 $ 7659 165%1 1.50 $ 4,335 50% 3.. $ 9,296 0% 222% 2.28 $ 8,599- (0.57) $ (1,838) -18% (1.72) $ (4,981) -53% 4.00 E 11,560 0% 104 105 390200 COLD PLANE ASPHALT CONCRETE PAVEMENT SOY° 13,000 $ 12.50 $ 172,500 0% 2.00 $ 27,600 -84% 7.00 $ 96,600 -44% 2.00 $ 27,600 -04% 3.67 E 50,600 0% -71% (1.67) $ (23,000) -45% 3.33 $ 46,000 91I (1.67) $ (23,000) -45% 5.00 E 69,000 0% 105 106 401050 JOINTED PLAIN CONCRETE PAVEMENT CY 1,830 $ 31500 $ 578,450 1% 335.00 $ 613,050 6% 325.00 $ 594,750 3% 330.00 $ 803,900 5% 330.00 $ 603,900 2% 5% 5.00 $ 9,150 2% (5.00) $ (9,150) -2% - $ - 0% 10.00 $ 18,300 0% 106 107 401055 JOINTED PLAIN CONCRETE PAVEMENT (RSC) CV 60 $ 800.00 $ 48,000 0% 620.00 $ 37,200 -23% 600.00 $ 36,000 -25% 800.00 $ 48,000 0% 673.33 $ 40,400 0% -16% (53.33) $ (3,200) -8% (73.33) $ (4,400) -11% 126.67 $ 7,600 19% 200.00 $ 12000 0% 107 108 414241 ISOLATION JOINT SEAL (SILICONE) LF 880 $ 1850 $ 16,280 0% 13.00 $ 11540 -30% 12.00 $ 10,580 -35% 15.00 $ 13,200 -19% 13.33 $ 11,733 0% -28% (0.33) $ (293) -3% (1.33) $ (1,173) -10% 1.67 $ 1,487 13% 3.00 $ 2,640 0% 108 1. 418005 REMOVE CONCRETE PAVEMENT(SOYD) SOY° 1,2]0 $ 35.00 $ 44,450 0% 30.00 $ 38,100 -14% 16.00 $ 20,320 -54% 14.00 $ 17,780 60% 20.00 E 25,400 0% -43% 10.00 $ 12,700 50% (4.00) $ (5,080) -20% (6.00) $ (7,620) -30% 16.00 $ 20,320 0% 109 110 490593 84" PERMANENT STEEL CASING LF 100 $ 40000 $ 40,000 0% 850.00 $ 85,000- 2,300.00 $ 230,000- 2500.00 $ 210,000 425% 1,750.00 5 175,0001% 338% (900.00) $ (90,000) -51% 550.00 $ 55.000 31% 350.00 $ 35,000 20% 1,450.00 5 145,0000% 110 111 490603 24"CAST-IN-DRILLED-HOLE CONCRETE PILING LF 580 $ 250.00 $ 145,000 0% 120.00 $ 69,600 52% 119.00 $ 69,020 -52% 120.00 $ 69,600 52% 119.67 $ 60507 0% 52% 0.33 $ 193 0% (0.67) $ (387) -1% 0.33 $ 193 0% 1.00 $ 500 0% 111 112 490604 30" CAST -IN -DRILLED -HOLE CONCRETE PILING LF 430 $ 25000 $ 107,500 0% 240.00 $ 103,200 A% 307.00 $ 132,010 23% 22000 $ 94,800 -12% 255.67 $ 109,937 0% 2% (1567) $ (0737) 6% 51.33 $ 22,073 20% (35.67) $ (15,337) -14% 8700 $ 37,410 0% 112 113 490611 ]2'CAST-IN-DRILLED-HOLE CONCRETE PILING LF 210 $ 1,500.00 $ 315,000 1% 665.00 $ 139,650 -56% 2,090.00 $ 438,900 39% 1,000.00 $ 210,000 -33% 1,251.67 E 262,050 1% -17% (506.67) $ (123,200) -47% 830.33 $ 176,050 67% (251.67) $ (52,850) -20% 1,25.00 $ 299,250 1% 113 114 490615 18"CAST-IN-DRILLED-HOLE CONCRETE PILING LF 960 $ 15000 $ 144,000 0% 125.00 $ 120,000 -17% 88.00 $ 84,480 -41% 100.00 $ 98,000 -33% 104.33 $ 100,160 0% -30% 20.67 $ 19,840 20% (16.33) $ (15,880) -16% (4.33) $ (4,180) -4% 37.00 $ 35,520 0% 114 115 498052 60" CAST -IN -DRILLED -HOLE CONCRETE PILE (SIGN FOUNDAT LF 45 $ 1,000.00 $ 45,000 0% 1,000.00 $ 45,000 0% 1,100.00 $ 49,500 10% 1,100.00 $ 49,500 10% 1,066.67 $ 40,000 0% 7% (66.6]) $ (3,000) 6% 33.33 $ 1,500 3% 33.33 $ 1,500 3% 100.00 $ 0,500 0% 115 116 500001 PRESTRESSING 04ST-IN-P530E CONCRETE LS ' 1 $ 41,07900 $ 41,079 0% 60,000.00 $ 80,000 48% 65,000.00 $ 85,000 58% 6500000 $ 85,000 58%1 83,333.33 $ 83,33305/ 54% (3,333.33) $ (3.333) -5% 1,888.87 $ 1,887 3% 1,888.87 $ 1,887 3% 500000 $ 5,000 0% 116 117 D 510001 A COUNTY MONUMENT EA 1 $ 25,000.00 $ 25,000 0% 30,000.00 $ 30,000 20% 54,000.00 $ 54,000 111 54,000.00 $ 54,000 116% 06,000.00 E 46,000 0% 84% (16,000.00) $ (15000) -35% 8,000.00 $ 8,000 17% 0,000.00 $ 8,000 17% 24,000.00 S 24,000 0% 117 118 510002 A CITY MONUMENT EA 2 $ 40,00000 $ 80500 0% 50,000.00 $ 100.000 25% 66,000.00 $ 132,000 65% 44500.00 $ 88500 10% 53,333.33 $ 106,667 0% 33% (3,333.33) $ (5887) 64 12,666.67 $ 25,333 24% (9,333.33) $ (18.887) -18% 22.000.00 $ 44,000 0% 118 119 F 510051 STRUCTURAL CONCRETE, BRIDGE FOOTING CV II 210 $ 500.00 $ 105,000 0% 450.00 $ 94,500 -10% 470.00 $ 98,700 -6%600.00 $ 126,000 20% 506.67 $ 106,400 0% 1% (56.67) $ (11,900) -11% (36.67) $ (7,700) -7% 93.33 $ 19,600 18% 150.00 E 31,500 0% 119 120 F 510053 STRUCTURAL CONCRETE, BRIDGE CY 482 $ 1,100.00 $ 530,200 1% 1,450.00 $ 698,900 32% 3,000.00 $ 1A46,000 173%■J 2,30000 $ 1,108500 109% 2,250.00 $ 1,084,500 3% 10555 (800.00) $ (385,800) -36% 750.00 $ 381,500 33% 50.00 $ 24,100 2% 1,550.00 $ 747100 2% 120 121 F 510054 STRUCTURAL CONCRETE, BRIDGE (POLYMER FIBER) CY 520 $ 900.00 $ 468,000 1% 1,450.00 $ 754,000 278.00 $ 144,560 -69% 980.00 $ 509,600 9% 902.67 E 469,307 1% 0% 547.33 $ 284513 61% (624.67) $ (324,827) -69% 77.33 $ 40,213 9% 1,172.00 E 609,440 2% 121 122 F 510058 STRUCTURAL CONCRETE, WALL CV I. 96 $ 80000 $ 57,800 0% 925.00 $ 88,800 770.00 $ 73,920 28% 1,300.00 $ 124,800 117% 998.33 $ 95,840055 88% (73.33) 8 (7,040) -7% (228.33) 8 (21,920) -23% 301.67 $ 28,980 30% 530.00 $ 50,880 0% 122 123 510001 AGGREGATE BASE (APPROACH SLAB) CY 47 $ 350.00 $ 16,450 0% 105.00 $ 8,695 -47% 247.00 $ 11,609 -29% 150.00 $ 7,050 57% 194.00 $ 9,118 0% -45% (9.00) $ (423) 5% 53.00 $ 2,491 27% (44.00) $ (2,068) -23% 97.00 $ 4,559 0% 123 124 F 510086 STRUCTURAL CONCRETE, APPROACH SLAB (TYPE N) CY 193 $ 85000 $ 184,050 0% 750.00 $ 144,750 -12% 927.00 $ 178,911 9% 70000 $ 135,100 -18% 792.33 $ 152,920 0% -7% (42.33) $ (8,170) -5% 134.67 $ 25,991 17% (92.33) $ (17,820) -12% 22700 $ 43,811 0% 124 125 510007 STRUCTURAL CONCRETE, APPROACH SLAB (TYPE R) CY 470 $ 1,000.00 $ 470,000 1% 650.00 $ 305,500 -35% .5.00 $ 326,650 -31% 700.00 $ 329,000 -30% 60157 E 320,303 1% -32% (31.67) $ (14,883) -5% 13.33 $ 6,267 2% 10.33 $ 8,617 3% 50.00 E 23,500 0% 125 128 F 510090 STRUCTURAL CONCRETE, BOX CULVERT CV 2,257 $ 1,20000 $ 2,708500 a 738.00 $ 1.885.666 -39% 590.00 $ 1.331.830 -51% 735.00 $ 1.858.895 -39% 687.67 E 1,552,064 5% 4355 50.33 $ 113.6021 7% (97.67) $ (220534) -14% 47.33 $ 108.831 7% 148.00 $ 330.036 1% 126 1369 C:\Users\halshawk\Desktop\General\Bid Comparison -Analysis Table- Construction Placentia IC 2020-05-14 WAFT, Bid Sched (2) Page 0of Printed: 5/14/2020, 5:05 PM I-215PlacentiaAvenuelnterchange r BID PRICES AND AMOUNTS Revision No.: A (completed 5/77/2020) ENGINEERS Yellow items ace>5100k8elow ENGR EST Bid Opening Date: 14 MAY 2020 LOW BIDDER SECOND BIDDER THIRD BIDDER ESTIMATE Riverside Construction Co. Griffith Co. Ames Construction AVERAGE OF BID AMOUNTS VARIANCE FROM AVERAGE OF BIDS LOW BIDDER SECOND BIDDER THIRD BIDDER Riverside Construction Griffith Co. Ames Construction SPREAD HIGH MINUS LOW BID ITEM ITEM DESCRIPTION OTY NUM CODE measuRE (A) 127 F 510094 STRUCTURAL CONCRETE, DRAINAGE INLET CY 133 ENGINEER'S ESTIMATED PRICE(e) $ 2,250.00 AMOUNT (C=AX B) $ 299,250 Y. of Eng Est 1% %VAR %VAR %VAR PRICE AMOUNT ENGR PRICE AMOUNT ENGR PRICE AMOUNT ENGR EST EST EST 2,400.00 $ 319,200 7% 2,275.00 $ 302,575 1% 2,200.00 $ 292,600 -2% Co %Var %Var %Var PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT to Avg to Avg to Avg % %VAR PRICE AMOUNT Total ENGR Avg. EST Y.of PRICE AMOUNT w F Total F SPREAD SPREAD Avg z 2,291.67 $ 304.792 1% 2% 100.33 $ 14,408 5% (16.67) $ (2,217) -1% (91.67) $ (12,192) -0% 200.00 $ 26,600 0% 127 128 F 510502 MINOR CONCRETE (MINOR STRUCTURE) CY 105 $ 1.12600 $ 118.126 0% 2,975.00 $ 312,376 184% 1,450.00 $ 152,250 29% 2,20000 $ 231.000 989 2,208.33 $ 231,875 1% 96% 766.67 $ 80,500 35% (760.33) $ (79,625) -34% (8.33) $ (875) 0% 1,52500 $ 160,12513, 128 129 511036 A BRICK TEXTURE SOFT 1.800 $ 15.00 $ 28,200 0% 20.00 $ 37,600 33% 31.00 $ 58,280 107%1 21.00 $ 39,480 40% 24.00 $ 45,120 0% 60% (4.00) $ (7,520) -17% 7.00 $ 13,160 29% (3.00) $ (5,640) -13% 11.00 $ 20,680 0% 129 130 511106 DRILL AND BOND DOWEL LF 1,100 $ 3500 $ 38.500 0% 30.00 $ 33.000 -14% 52.00 $ 57.200 49% 35.00 $ 38.500 0% 39.00 $ 42,900 0% 11% (9.00) $ (9.900) -23% 13.00 $ 14.300 33% (4.00) $ (4.400) -10% 22.00 $ 24,200 0% 130 131 512354 FURNISH PRECAST PRESTRESSED CONCRETE SLAB (TYPE 1 SOFT 1.440 $ 45.00 $ 64,800 0% 90.00 $ 129,600 100% 98.00 $ 141,120 118% 1fi0.00 $ 230,400 256% 116.00 $ 167,040 1% 158% (26.00) $ (37,440) -22% (18.00) $ (25,920) -16% 44.00 $ 63,360 38% 70.00 $ 100,800 0% 131 132 512510 ERECT PRECAST PRESTRESSED CONCRETE DECK UNIT EA 11 $ 1.00000 $ 11.000 0% 6,000.00 $ 86000 500% 8,300.00 $ 91,300 730% 3.00000 $ 33.000 200% 5,766.67 $ 63,433 0% 477% 233.33 $ 2.687 4% 2,533.33 $ 27,887 44% (2,766.67) $ (30.433) -08% 5,300.00 $ 58,300 0% 132 133 519081 JOINT SEAL (4461/2') LF 270 $ 60.00 $ 16,200 0% 60.00 $ 16,200 0% 156.00 $ 42,120 160% 62.00 $ 16,740 3% 92.67 $ 25,020 0% 54% (32.67) $ (8,620) -35% 63.33 $ 17,100 68% (30.67) $ (6,200) -33% 96.00 $ 25,920 0% 133 134 519091 JOINT SEAL (MR 1112') LF 250 $ 7600 $ 18,730 0% 100.00 $ 25,000 33% 260.00 $ 85000 247% 90.00 $ 22,500 20% 150.00 $ 37,500 0% 100% (50.00) $ (12,500) -33% 110.00 $ 27,500 73%J (60.00) $ (15,000) -40% 170.00 $ 42,500 0% 134 135 F 520102 BAR REINFORCING STEEL(BRIDGE) LB 362,029 $ 1.10 $ 398,232 1% 0.95 $ 343,928 -14% 1.70 $ 615,449 55% 0.90 $ 325,826 -18% 1.18 $ 428,401 1% 8% (0.23) $ (84,73) -20% 0.52 $ 187,048 44% (0.28) $ (102,575) -24% 0.80 $ 289,6231% 135 136 F 520103 BAR REINFORCING STEEL(RETAINING WALL) L8 54,140 $ 1.10 $ 59,554 0% 0.90 $ 48,726 -18% 0.90 $ 48,726 -18% 0.90 $ 48,728 -18% 0.90 $ 48,7260% -18% - $ - 0% - $ - 0% - $ - 0% - $ - 0% 136 137 F 52010] BAR REINFORCING STEEL (BOX CULVERT) LB 516,780 $ 1.50 $ 775,170 2% 0.90 $ 465,102 -40% 0.93 $ 480605 -38% 0.95 $ 490,941 -37% 0.93 $ 478,803 2% -38% (0.03) $ (13,781) -3% 0.00 $ 1,723 0% 0.02 $ 12,058 3% 0.05 $ 25,839 0% 137 138 F 520120 HEADED BAR REINFORCEMENT EA 16 $ 6500 $ 1,040 0% 25.00 $ 400 62% 129.00 $ 2,064 98% 125.00 $ 2,000 92% 93.00 $ 1,488 0% 43% (68.00) $ (1.088) -73% 36.00 $ 576 39% 32.00 $ 512 34% 104.00 $ 1,684 0% 138 139 F 540101 ASPHALT MEMBRANE WATERPROOFING SOFT 27 $ 50.00 $ 1,350 0% 50.00 $ 1,350 0% 109.00 $ 2,943 118X11 II 65.00 $ 1,755 30% 74.67 $ 2,016 0% 49% (24.67) $ (666) -33% 34.33 $ 927 46% (9.67) $ (261) -13% 59.00 $ 1,593 0% 139 140 550101 A STRUCTURAL STEEL (PIPE PIN) LE 2,160 $ 1000 $ 21,800 0% 15.00 $ 32A00 50% 18.00 $ 38.880 80% 1000 $ 21,600 0% 14.33 $ 30,960 0% 43% 0.67 $ 1.440 5% 3.67 $ 7,920 28% (4.33) $ (9680) -30% 8.00 $ 17,280 0% 140 141 F 560218 FURNISH SIGN STRUCTURE (TRUSS) LB 26,486 $ 5.00 $ 132,430 0% 4.00 $ 105,944 -20% 4.25 $ 112,566 -15% 3.90 $ 103,295 -22% 4.05 $ 107,260 0% -19% (0.05) $ (1,324) -1% 0.20 $ 5,297 5% (0.15) $ (3,973) -0% 0.35 $ 6,270 0% 141 142 F 560219 INSTALL SIGN STRUCTURE (TRUSS) LE 26,486 $ 100 $ 26488 0% 0.25 $ 6822 -75% 0.26 $ 6888 -74% 0.30 $ 7,948 -70% 027 $ 7,151 0% -73% (0.02) $ (530) -7% (0.01) $ (265) -0% 0.03 $ 796 11% 0.06 $ 1,324 0% 142 143 F 560223 FURNISH SIGN STRUCTURE (BRIDGE MOUNTED WITHOUT W. LB 3,933 $ 10.00 $ 39,830 0% 6.00 $ 23,898 -40% 6.40 $ 25,491 -36% 8.50 $ 33,856 -15% 6.97 $ 27,748 0% -30% (0.97) $ (3,850) -14% (0.57) $ (2,257) -8% 1.53 $ 6,107 22% 2.50 $ 6950 0% 143 144 F 560224 INSTALL SIGN STRUCTURE (BRIDGE MOUNTED WITHOUT WP L3 3,983 $ 800 $ 31,884 0% 3.00 $ 11,949 63% 3.20 $ 12,748 -60% 8.00 $ 23.898 -25% 4.07 $ 16,198 0% 49% (1.07) $ (4,249) -26% (0.87) $ (3A52) -21% 1.93 $ 7,700 48% 300 $ 11,949 0% 144 1. 568046 REMOVE SIGN STRUCTURE(EA) E4 2 $ 6,000.00 $ 12,000 0% 3,300.00 $ 6600 -05% 7,000.00 $ 14,000 17% 5,000.00 $ 10,000 -17% 5,100.00 $ 10,200 0% -15% (1,800.00) $ (3,600) -35% 1,900.00 $ 3,800 37% (100.00) $ (200) -2% 3,700.00 $ 7400 0% 145 146 600002 A FLARE ISOLATION RETROFIT EA 3 $ 6.00000 $ 15.000 0% 6,500.00 $ 19,500 30% 8,800.00 $ 28A00 76% 7,00000 $ 21,000 40% 7,433.33 $ .,300 0% 49% (933.33) $ (2.800) -13% 1,366.67 $ 4,100 18% (433.33) $ (1,300) 614 2,300.00 $ 6,900014 146 147 60.03 INJECT CRACK (EPDXY) LF 100 $ 120.00 $ 12,000 0% 65.00 $ 6,500 -46% 59.00 $ 5,900 -51%JJ 65.00 $ 6,500 -46% 63.00 $ 6,3000% 46% 2.00 $ 200 3% (4.00) $ (400) 6% 2.00 $ 200 3% 6.00 $ 6000% 147 148 600011 RAPID SETTING CONCRETE(PATCH) OF 61 $ 16000 $ 9,160 0% 200.00 $ 12,200 33% 260.00 $ 16.860 731 31000 $ 18,910 107% 256.67 $ 15,657 0% 71% (56.67) $ (3.467) -22% 3.33 $ 203 1% 53.33 $ 3,263 21% 11000 $ 6,710 0% 148 149 600029 REMOVE ASPHALT CONCRETE SURFACING SOFT 4,820 $ 3.00 $ 14p60 0% 2.00 $ 9,fi40 -33% 2.60 $ 12,532 -13% 1.50 $ 7,230 -50% 2.03 $ 6,801 0% -32% (0.03) $ (161) -2% 0.57 $ 2,731 28% (0.53) $ (2,571) -26% 1.10 $ 5,302 0% 149 150 600033 REMOVE UNSOUND CONCRETE CF 61 $ 15000 $ 9,150 0% 100.00 $ 8,100 -33% 78.00 $ 4,768 -48% 155.00 $ 9,455 3% 111.00 $ 6,771 0% -26% (11.00) $ (871) -10% (33.00) $ (2,013) -30% 44.00 $ 2,884 40% 77.00 $ 4,697 0% 160 151 600035 POLYESTER CONCRETE EXPANSION DAM CF 37 $ 300.00 $ 11,100 0% 500.00 $ 18,500- 157.00 $ 5,809 -48% 640.00 $ 23,680 113% 432.33 $ 15,996 0% 44% 67.67 $ 2,504 16% (275.33) $ (10,187) -64% 207.67 $ 7,684 48% 483.00 $ 17,071 0% 151 152 600037 PREPARE CONCRETE FRIDGE DECK SURFACE SOFT 24,600 $ 040 $ 9,840 0% 0.50 $ 12,300 26% 1.05 $ 25830 163% 046 $ 11,070 13% 0.67 $ 16,400 0% 87% (0.17) $ (4,100) -25% 0.38 $ 6430 58914 (0.22) $ (5,330) -33% 080 $ 14,760 0% 152 153 600041 FURNISH POLYESTER CONCRETE OVERLAY CF 1,540 $ 80.00 $ 123,200 0% 100.00 $ 154,000 25% 105.00 $ 161,700 31% 91.00 $ 140,140 14% 90.67 $ 151,947 0% 23% 1.33 $ 2,053 1% 6.33 $ 9,753 6% (7.67) $ (11,807) 6% 14.00 $ 21,560 0% 153 154 F 600043 PLACE POLYESTER CONCRETE OVERLAY SOFT 24,525 $ 300 $ 73,575 0% 3.00 $ 73,575 0% 5.20 $ 127,630 73% 3.40 $ 83.385 13% 3.87 $ 94,830 0% 2996 (0.87) $ (21,255) -22% 1.33 $ 32,700 34% (047) $ (11.445) -12% 2.20 E 53,955 0% 154 155 600115 BRIDGE REMOVAL (PORTION), LOCATION A LS 1 $ 8,200.00 $ 8,200 0% 100,000.00 $ 100,000 1120% 160,000.00 $ 160,000 1051 100,000.00 $ 100,000 1120% 120,000.00 $ 120,000 0% 1363% (20,000.00) $ (20,000) -17% 40,000.00 $ 40,000 33% (20,000.00) $ (20,000) -17% 60,000.00 $ 60,000 0% 155 156 600116 BRIDGE REMOVAL (PORTION), LOCATION B LS 1 $ 4,000 00 $ 4,000 0% 75,000.00 $ 76,000 1775% 125,000.00 $ 125000 3025 90,000.00 $ 90.000 2160% 96,666.67 $ 96,667 0% 2317% (21,666.67) $ (21,887) -2214 28,333.33 $ 28,333 29% (6,666.67) $ (8,887) -7% 60,000.00 $ 50,000 0% 156 157 610108 18' ALTERNATIVE PIPE CULVERT LF 680 $ 95.00 $ 64,600 0% 105.00 $ 71,400 11% 132.00 $ 89,760 39% 75.00 $ 51,000 -21% 104.00 $ 70,720 0% 9% 1.00 $ 680 1% 28.00 $ 19,040 27% (29.00) $ (19,720) -28% 57.00 $ 30,760 0% 157 158 610112 24"41.TERNATIVE PIPE CULVERT LF 2,140 $ 15000 $ 321.000 1% 95.00 $ 203,300 -37% 130.00 $ 278.200 -13% 9000 $ 192,600 -40% 105.00 $ ,24,700 1% -30% (10.00) $ (21.400) -10% 25.00 $ 53,500 24% (15.00) $ (32,100) -14% 40.00 $ 85,600 0% 158 159 641101 12' PLASTIC PIPE LF 170 $ 71.00 $ 12,070 0% 65.00 $ 11,050 -8% 121.00 $ 20,570 70% 75.00 $ 12,750 6% 07.00 $ 14,790 0% 23% (22.00) $ (3,740) -25% 34.00 $ 5,780 39% (12.00) $ (2,040) -14% 56.00 $ 9620 0% 159 160 650014 18" REINFORCED CONCRETE PIPE LF 370 $ 11000 $ 40.700 0% 115.00 $ 42,550 5% 156.00 $ 57,720 42% 80.00 $ 29,800 -27% 117.00 $ 43,290 0% 6% (2.00) $ (740) -2% 39.00 $ 14,430 33% (37.00) $ (13,890) -32% 7600 $ 28,120 0% 160 161 650018 24' REINFORCED CONCRETE PIPE LF 140 $ 170.00 $ 23,800 0% 120.00 $ 16800 -29X 170.00 $ 23,800 0% 90.00 $ 12,600 -47% 126.67 $ 17.733 0% -25% (6.67) $ (933) 6% 43.33 $ 6067 34% (36.67) $ (5,133) -29X 80.00 $ 11,200 0% 161 162 650026 36" REINFORCED CONCRETE PIPE LF 1,050 $ 20000 $ 210,000 0% 185.00 $ 194,250 63, 200.00 $ 210,000 0% 14000 $ 147,000 -30% 175.00 $ 183,750 1% -13% 10.00 $ 10,500 6% 25.00 $ 28,250 14% (35.00) $ (38,760) -20% 8000 $ 63,000 0% 162 163 650034 48' REINFORCED CONCRETE PIPE LF 500 $ 430.00 $ 215,000 0% 195.00 $ 97,500 -55% 300.00 $ 150,000 -30% 190.00 $ 95,000 -56% 228.33 $ 114,167 0% -0]X (33.33) $ (16,667) -15% 71.67 $ 35,833 31% (38.33) $ (19,167) -17% 110.00 $ 55,000 0% 163 164 680000 A ENGINEERED SOIL MEDIA CY 620 $ 7500 $ 31,500 0% 80.00 $ 33,600 ]% 87.00 $ 28,140 -11% 11500 $ 48.300 53% 87.33 $ 38,880 0% 16% (7.33) $ (3.080) 6% (20.33) $ (6540) -23% 27.67 $ 11,620 32% 4800 $ 20,160 0% 164 1.680902 6' PERFORATED PLASTIC PIPE UNDERDRAIN LF 950 $ 29.00 $ 27,550 0% 32.00 $ 30,400 10% 1].50 $ 16fi25 -40%18.00 $ 17,100 -30% 22.50 $ 21,375 0% -22X 9.50 $ 9,025 42% (5.00) $ (4,750) -22X (4.50) $ (4,275) -20X 14.50 E 13,]]5 OX 1fi5 188 681108 8"PLASTIC PIPE (EDGE DRAIN) LF 5) $ 4600 $ 2,822 0% 28.00 $ 1,596 -39% ]6.00 $ 4,332 86% 38.00 $ 2,166 -t)% 4).33 E 2,690 0% 3% (19.33) 8 (1,102) di% 26.8] $ 1,63d- (9.33) $ (532) -20% 48.00 E 2,738 0% 166 167 601114 A BASIN OUTLET STRUCTURE EA 1 $ 19,500.00 $ 19,500 0% 40,000.00 $ 40,000 105% 33,000.00 $ 33,000 .% [ 35,000.00 $ 35,000 79% 36,000.00 $ 36,0000% 85% 4,000.00 $ 4,000 11% (3,000.00) $ (3,000) 6% (1,000.00) $ (1,000) 6% 7,000.00 $ 7,0000% 167 168 682042 CLASS, PERMEABLE MATERIAL (BLANKET) CY 280 $ 16800 $ 47,040 0% 118.00 $ 33,040 -30% 84.00 $ 23,520 -50%' 95.00 $ 28,600 43% 99.00 $ 27,720 0% 41% 19.00 $ 5,320 19% (15.00) $ (4,200) -15% (4.00) $ (1,120) -0% 34.00 $ 9,520 0% 168 169 703451 A 6' WELDED STEEL PIPE CASING (BRIDGE) LF 160 $ 165.00 $ 26,400 0% 100.00 $ 16000 -39% 176.00 $ 28,160 7% 80.00 $ 12,800 -52% 118.67 $ 18,9870% -28% (18.67) $ (2,987) -16% 57.33 $ 9,173 48% (30.67) $ (6,187) -33% 96.00 $ 15,3600% 169 170 703452 Al2" WELDED STEEL PIPE CASING (BRIDGE) LF 79 $ 16500 $ 13,035 0% 110.00 $ 8.890 -33% 310.00 $ 24,490 88% 11000 $ 8.890 -33% 17667 $ 13,9570% 7% (66.67) $ (6,287) -30% 133.33 $ 10,533 75% (66.67) $ (5.287) -30% 200.00 $ 15,8000% 170 171 705311 18' ALTERNATIVE FLARED END SECTION EA ■ 3 $ 929.00 $ 2,787 0% 750.00 $ 2,250 -19% 1,450.00 $ 4,350 56%1 800.00 $ 2,400 -14% 1,000.00 $ 3,000 0% 8% (250.00) $ (750) -25% 450.00 $ 1,350 45% (200.00) $ (600) -20% 700.00 $ 4100 0% 171 172 705315 24'ALTERNATIVE FLARED END SECTION EA 5 $ 93300 $ 4,885 0% 1,000.00 $ 5,000 7% 1,475.00 $ 7,375 58% 86000 $ 4,250 -9% 1,108.33 $ 5,542 0% 19% (108.33) $ (542) -10% 366.67 $ 1,833 33% (2..33) $ (1,292) -23% 825.00 $ 3,125 0% 172 173 705321 36' ALTERNATIVE FLARED END SECTION E4 1 $ 1,200.00 $ 1,200 0% 1,200.00 $ 1,200 0% 1,900.00 $ 1,900 50% 1,200.00 $ 1,200 0% 1,433.33 $ 1,433 0% 19% (233.33) $ (233) -16% 466.67 $ 467 33% (233.33) $ (233) -16% 700.00 $ 700 0% 173 174 707417 36' PRECAST CONCRETE PIPE RISER LF 37 $ 800.00 $ 22,200 0% 465.00 $ 17,205 -23% 237.00 $ 8,769 -61% 515.00 $ 19,055 -14% 405.67 $ 15,010 0% -32% 59.33 $ 2,195 15% (168.67) $ (6,241) 42% 109.33 $ 4,045 27% 278.00 $ 10,286 0% 174 175 710000 A CLEAN CULVERT LF 480 $ 25.00 $ 12,000 0% 17.00 $ 8,160 -32% 24.00 $ 11,520 A% 20.00 $ 9,600 -20% 20.33 $ 9,760 0% -19% (3.33) $ (1600) -16% 3.67 $ 1,760 18% (0.33) $ (160) -2% 7.00 $ 3,360 0% 175 176 710132 REMOVE CULVERT (LF) LF 510 $ 7500 $ 38.260 0% 70.00 $ 35,700 -7% 86.00 $ 43,860 15% 30.00 $ 15,300 605 62.00 $ 31,620 0% -17% 8.00 $ 4,080 13% 24.00 $ 12,240 39% (32.00) $ (16,320) -52% 58.00 $ 28,560 0% 176 1. ]10150 REMOVE INLET EA 6 $ 800.00 $ 4,800 0% 1,200.00 $ 7,200 50% 1,600.00 $ 9,fi00 100X 2,000.00 $ 12,000 150% 1,600.00 $ 6600 0% 100% (400.00) $ (2,400) -25X - E - 0% 600.00 $ 2,400 25% 800.00 E 0,000 0% 177 178 710152 REMOVE HEADWALL EA 7 $ 99000 $ 6.930 0% 2,300.00 $ 18.100- 2,000.00 $ 14,000 102 2,70000 $ 18.900 173% 2,333.33 $ 18,333 0% 136% (33.33) $ (233) -1% (333.33) $ (2,333) -14% 388.87 $ 2,567 169 700.00 $ 4,900 014 178 179 710212 ADJUST MANHOLE TO GRADE EA 9 $ 1,500.00 $ 13,500 0% 800.00 $ 7,200 -07% 1.200.00 $ 10,800 -20% 1,500.00 $ 13,500 0% 1,166.67 $ 10,5000% -22% (366.67) $ (3,300) -31% 33.33 $ 300 3% 333.33 $ 3,000 29% 700.00 $ 6,3000% 179 180 710218 ADJUST VALVE BOX EA 3 $ 50000 $ 1,500 0% 700.00 $ 2,100 40% 1,100.00 $ 3,300 120 1,160.00 $ 3,750 160% 1,016.67 $ 3,050 0% 103% (316.67) $ (960) -31% 83.33 $ 250 8% 233.33 $ 700 23% 660.00 $ 1,650 0% 180 181 710255 A CLEANOUT ASSEMBLY EA 29 $ 75.00 $ 2,175 0% 350.00 $ 10,150 71 1,300.00 $ 37,700 1633 525.00 $ 15,225 600% 725.00 $ 21,025 0% 867% (375.00) $ (10,875) -52% 575.00 $ 16675 7 (200.00) $ (5,800) -28% 950.00 $ 27,550 0% 181 182 710260 REMOVE CONCRETE (CHANNEL) CY 74 $ 14000 $ 16380 0% 140.00 $ 16360 0% 205.00 $ 16.170 46% 40.00 $ 2,960 -71% 128.33 $ 9,497 0% -8% 11.67 $ 883 9% 76.67 $ 5673 60% (88.33) $ (6.537) 69% 185.00 $ 12,210 0% 182 183 721420 CONCRETE (OUCH LINING) CY 150 $ 1,500.00 $ 225,000 1% 565.00 $ 84,750 6254 430.00 $ 64,500 -71% 500.00 $ 75,000 6754 496.33 $ 74,750 0% 6754 66.67 $ 10,000 13% (60.33) $ (10,250) -14% 1.67 $ 250 0% 135.00 $ 20,250 0% 183 184 721430 CONCRETE (CHANNEL LINING) CY 460 $ 59000 $ 271,400 1% 525.00 $ 241,600 -11% 480.00 $ 220,800 -19% 66000 $ 263,000 -7% 518.33 $ 238,433 1% -12% 6.67 $ 3,087 1% (38.33) $ (17,833) -7% 31.67 $ 14,687 8% 7000 $ 32,200 0% 184 185 721810 SLOPE PAVING (CONCRETE) CY 86 $ 700.00 $ 60,200 0% 900.00 $ 77,400 29% 660.00 $ 56,760 -6% 750.00 $ 64,500 7% 770.00 $ 66,220 0% 10% 130.00 $ 11,180 17% (110.00) $ (9,60) -14% (20.00) $ (1,720) -3% 240.00 $ 20,640 0% 185 186 723015 ROCK SLOPE PROTECTION (2T, CLASS O: METHOD A) CY 390 $ 14400 $ 58,180 0% 75.00 $ 29,250 48% 155.00 $ 60,450 8% 94.00 $ 38,880 -35% 10600 $ 42,120 0% -25% (33.00) $ (12,870) -31% 47.00 $ 18.330 44% (14.00) $ (5.460) -13% 80.00 $ 31,200 0% 186 187 723070 ROCK SLOPE PROTECTION (150 LB, CLASS III, METHODS) (CV CV 44 $ 145.00 $ 6,380 0% 137.00 $ 6028 6% 142.00 $ 6,248 -2% 90.00 $ 3,960 -38% 123.00 $ 5.412 0% -15% 14.00 $ 616 11% 19.00 $ 836 15% (33.00) $ (1,452) -27% 52.00 $ 2,280 0% 187 188 723080 ROCK SLOPE PROTECTION (60 LB, CLASS II, METHOD B) (CY) CY 63 $ 153.00 $ 9,839 0% 112.00 $ 7,056 -27% 142.00 $ 8,946 -7% 92.00 $ 5,798 40% 115.33 $ 7,266 0% -25% (3.33) $ (210) -3% 26.67 $ 1,680 23% (23.33) $ (1,470) -20% 50.00 $ 3,150 0% 188 189 723090 ROCK SLOPE PROTECTION (1T, CLASS VIII, METHOD B) CY 310 $ 128.00 $ 39,680 0% 86.00 $ 26,660 -33% 142.00 $ 4d620 11% 95.00 $ 29,450 -26% 107.67 $ 33,377 0% -16% (21.67) $ (6,717) -20% 34.33 $ 10,643 32% (12.67) $ (3,927) -12% 56.00 $ 17,360 0% 189 190 723095 ROCK SLOPE PROTECTION (20 LB, CLASS I, METHOD $) (CY) CY 480 $ 173.00 $ 83,040 0% 117.00 $ 58,160 -32% 14200 $ 68.160 -18% 110.00 $ 52,800 -36% 123.00 $ 59,040 0% -29% (6.00) $ (2.880) -5% 19.00 $ 9.120 15% (13.00) $ (8,240) -11% 32.00 $ 15,360 0% 190 1370 C:\Users\halshawk\Desktop\General\Bid Comparison -Analysts Table- Construction Placentia IC 2020-05-14 WAFT, Bid Sched (2) Page 3 of 5 Printed: 5/14/2020, 5:05 PM I-215PlacentiaAvenuelnterchange r BID PRICES AND AMOUNTS Revision No.: A (completed 5/77/2020) ENGINEERS Yellow items ace>5100k8elow ENGR EST Bid Opening Date: 14 MAY 2020 LOW BIDDER SECOND BIDDER THIRD BIDDER ESTIMATE Riverside Construction Co. Griffith Co. Ames Construction AVERAGE OF BID AMOUNTS VARIANCE FROM AVERAGE OF BIDS LOW BIDDER SECOND BIDDER THIRD BIDDER Riverside Construction Griffith Co. Ames Construction SPREAD HIGH MINUS LOW BID ITEM ITEM DESCRIPTION OTY NUM CODE MEASURE (A) 191 729011 ROCK SLOPE PROTECTION FABRIC (CLASS (1) SOYD 1,800 ENGINEER'S ESTIMATED PRICE(B) $ 5.00 AMOUNT (C=AX 8) $ 9,000 5/of Eng Est 0% %VAR %VAR %VAR PRICE AMOUNT ENGR PRICE AMOUNT ENGR PRICE AMOUNT ENGR EST EST EST 5.00 $ 9,000 0% 25.00 $ 45,000 400% I 1.00 $ 1,800 -80% Co %Var %Var %Var PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT to Avg [o Avg to Avg %of %VAR PRICE AMOUNT Total ENGR Avg. EST Y.of PRICE AMOUNT w F Total F SPREAD SPREAD Avg z 10.33 $ 18,600 0% 107% (5.33) $ (9,600) 52% 14.67 $ 26,400 142% (9.33) $ (16,800) -90% 24.00 $ 43,200 0% 191 192 730070 DETECTABLE WARNING SURFACE SOFT 270 $ 4500 $ 12,150 0% 35.00 $ 9,450 -22% 25.00 $ 6,750 -44% 40.00 $ 10,800 -11% 33.33 $ 9,000 0% -28% 1.87 $ 450 5% (8.33) $ (2,250) -25% 8.87 $ 1,800 20% 15.00 $ 4,0500% 192 193 731502 MINOR CONCRETE (MISCELLANEOUS CONSTRUCTION) CY ' 170 $ 740.00 $ 125,800 0% 800.00 $ 136,000 8% 850.00 $ 144,500 15% 750.00 $ 127,500 1% 000.00 $ 136,000 0% 8% - $ - 0% 50.00 $ 8,500 6% (50.00) $ (8,500) -6% 100.00 $ 17,000 0% 193 194 731504 MINOR CONCRETE (CURB AND GUTTER) CY 550 $ 55000 $ 302,500 1% 295.00 $ 162,250 46% 314.00 $ 172.700 -43% 300.00 $ 165.000 45% 303.00 $ 188,850 1% 45% (8.00) $ (4400) -3% 11.00 $ 6650 4% (3.00) $ (1,650) -1% 19.00 $ 10,450 0% 194 195 731516 MINOR CONCRETE (DRIVEWAY) CY 49 $ 600.00 $ 29,400 0% 325.00 $ 15,925 46% 521.00 $ 25,529 -13% 280.00 $ 13,720 53% 375.33 $ 18,391 0% -37% (50.33) $ (2,466) -13% 145.67 $ 7,138 39% (95.33) $ (4,671) -25% 241.00 $ 11,809 0% 195 198 731518 MINOR CONCRETE (BRUSHED CONCRETE) SOFT 9,580 $ 850 $ 81.260 0% 4.50 $ 43,020 47% 8.00 $ 76480 -6% 450 $ 43,020 47% 5.87 $ 54,173 0% -33% (1.17) $ (11,153) -21% 2.33 $ 22,307 41% (1.17) $ (11,153) -21% 3.50 $ 33,480 0% 196 197 731521 MINOR CONCRETE (SIDEWALK) CY 500 $ 600.00 $ 348,000 1% 500.00 $ 290,000 -17% 555.00 $ 321,900 -8% 420.00 $ 243,600 -30% 491.67 $ 285,167 1% -18% 8.33 $ 4,833 2% 63.33 $ 36,733 13% (71.67) $ (41,587) -15% 135.00 $ 78,300 0% 197 198 731850 REMOVE CONCRETE (CURB, GUTTER, & SIDEWALK) (CY) CY 380 $ 45000 $ 162,000 0% 145.00 $ 52.200 -88% 150.00 $ 54000 -870 40.00 $ 14400 -91% 111.87 $ 40,200 0% -75% 33.33 $ 12,000 30% 38.33 $ 13,800 34% (71.87) $ (25,800) 64% 110.00 $ 39,800 0% 198 199 733000 PRE/POST CONSTRUCTION SURVEYS EA 2 $ 2,000.00 $ 4,000 0% 3,500.00 $ 7,000 75% 1,500.00 $ 3,000 -25% 3,200.00 $ 6,400 60% 2,733.33 $ 5,467 0% 37% 766.67 $ 1,533 28% (1,233.33) $ (2,467) -45% 466.67 $ 933 17% 2,000.00 $ 4,000 0% 199 200 F 750001 MISCELLANEOUS IRON AND STEEL LB 23,843 $ 250 $ 59,108 0% 3.50 $ 82,751 40% 2.30 $ 54,379 -8% 200 $ 47,286 -20% 280 $ 81,472 0% 4% 0.90 $ 21,279 35% (0.30) $ (7.093) -12% (0.80) $ (14,186) -23% 150 $ 35,485 0% 200 201 F 750501 MISCELLANEOUS METAL (BRIDGE) LB 1,577 $ 20.00 $ 31,540 0% 15.00 $ 23,655 -25% 5.70 $ 8,989 -72% 1500 $ 25,232 -20% 12.23 $ 19,292 0% -39% 2.77 $ 4,363 23% (6.53) $ (10,303) 53% 3.77 $ 5,940 31% 10.30 $ 16,243 0% 201 202 770010 A SIGNAL AND LIGHTING (COUNTY) LS 1 $ 355,20000 $ 355,200 1% 380,000.00 $ 360,000 1% 380,000.00 $ 380,000 7% 350.000.00 $ 350,000 -1% 383,333.33 $ 383,333 1% 2% (3,333.33) $ (3,333) -1% 18,888.87 $ 16,667 50 (13,333.33) $ (13,333) -4% 30,000.00 $ 30,000 0% 202 203 T70030 SIGNAL AND LIGHTING (CITY STREET LOCATION 1) LS 1 $ 328400.00 $ 328,400 1% 305,00500 $ 305,000 -7% 325,000.00 $ 325,000 -1% 313,000.00 $ 313,000 5% 314,333.33 $ 314,333 1% 4% (9,333.33) $ (9,333) -3% 10,666.67 $ 10,667 3% (1,333.33) $ (1,333) 0% 20,000.00 $ 20,000 0% 203 204 n0050 SIGNAL AND LIGHTING (CITY STREET LOCATION 2) LS 1 $ 302.50000 $ 302,500 1% 295,000.00 $ 295,000 -2% 312,000.00 $ 312,000 3% 308,000.00 $ 308,000 2% 305,000.00 $ 305,000 1% 1% (10,000.00) $ (10,000) 3% 7,000.00 $ 7,000 2% 3,000.00 $ 3,000 1% 17.000.00 $ 17,000 0% 204 205 ]]0060 A ELECTRIC SERVICE FOR IRRIGATION(CITY) LS • 1 $ 24,200.00 $ 24,200 0% 25,000.00 $ 25,000 3% 25,000.00 $ 25,000 3% 33,000.00 $ 33,000 36% 27,666.67 $ 27,667 0% 14% (2,666.67) $ (2,667) -10% (2,666.67) $ (2,667) -10% 5,333.33 $ 5,333 19% 8,000.00 $ 8,000 0% 205 206 770080 A INTERCONNECTION CONDUIT AND CABLE(CITY) LS 1 $ 40,40000 $ 40400 0% 28,000.00 $ 28,000 31% 29,000.00 $ 29,000 -28% 40,000.00 $ 40,000 -1% 32,333.33 $ 32,333 0% -20% (4,333.33) $ (4,333) -13% (3,333.33) $ (3,333) -10% 7,888.87 $ 7,887 24% 12,000.00 $ 12,000 0% 206 207 770081 A INTERCONNECTION CONDUIT AND CABLE(COUNTY) LS 1 $ 27,800.00 $ 27,800 0% 20,000.00 $ 20,000 -28% 22,000.00 $ 22,000 -21% 30,000.00 $ 30,000 8% 24,000.00 $ 24,000 0% -14% (4,000.00) $ (4000) -17% (2,000.00) $ (2,000) -8% 6,000.00 $ 6,000 25% 10,000.00 $ 10,000 0% 207 208 770090 LIGHTING (CITY STREET) LS I 1 $ 239,00000 $ 239.000 10 300,000.00 $ 300.000 260 320,000.00 $ 320.000 340 330.000.00 $ 330.000 3817 316,888.87 $ 316,887 10 3217 (16,888.87) $ (16.667) 50 3,333.33 $ 3,333 10 13,333.33 $ 13,333 40 30,000.00 $ 30,000 00 208 209 ]]0090 ALIGHTING (COUNTY STREET) LS 1 $ 88,]00.00 $ 88,700 0% 65,000.00 $ 45,000 49% 48,000.OD $ 48,000 -0fi% 66,000.00 $ 66,000 -26% 53,000.00 $ 53,000 0% 40% (B4O00.OD) $ (8,000) -15% (S,OOD.OD) $ (5,000) -9% 13,000.00 $ 13,000 25% 21,000.00 $ 21,000 0% 209 210 780435 PREPARE AND PAINT CONCRETE SOFT 1,880 $ 3000 $ 58400 0% 15.00 $ 28,200 50% 1500 $ 28,200 -50% 500 $ 9400 63% 11.67 $ 21,933 0% -81% 3.33 $ 6,267 29% 3.33 $ 6,267 29% (8.87) $ (12,533) -57% 1000 $ 18,800 0% 210 211 782120 RELOCATE MAILBOX EA 1 $ 500.00 $ 500 0% 750.00 $ 750 50% 450.00 $ 450 -10% 1,000.00 $ 1,000 100% 733.33 $ 733 0% 47% 16.67 $ 17 2% (283.33) $ (283) -39% 2..67 $ 267 36% 550.00 $ 550 0% 211 212 800000 AMETAL RAILING(ORNAAENTAL FENCING) LF 430 $ 25000 $ 107.500 0% 386.00 $ 156,950 46% 438.00 $ 187480 370.00 $ 159.100 48% 390.33 $ 187,8431% 58% (26.33) $ (10.893) 6% 4587 $ 19,637 12% (20.33) $ (8,743) -5% 7100 $ 30,5300% 212 213 800001 A WELDED WIRE MESH FENCE (SCR.) LF 3,660 $ 55.00 $ 217,800 0% 30.00 $ 118,800 -45% 31.00 $ 122,760 44% 30.00 $ 118,800 -45% 30.33 $ 120,120 0% -45% (0.33) $ (1,320) -1% 0.67 $ 2,640 2% (0.33) $ (1,320) -1% 1.00 $ 3,960 0% 213 214 800002 A CHAIN LINK FENCE(RCFCWCD) LF 4,450 $ 4000 $ 178000 0% 18.00 $ 80.100 -55% 19.00 $ 84,550 -53% 18.00 $ 80,100 -55% 18.33 $ 81,583 0% 54% (0.33) $ (1,483) -2% 0.87 $ 2,967 4% (0.33) $ (1,483) -2% 1.00 $ 4,450 0% 214 215 800003 A CHAIN LINK GATE (RCFCWCD) EA 2 $ 2,500.00 $ 5,000 0% 3,000.00 $ 6,000 20% 3,300.00 $ 6,600 32% 3,100.00 $ 6,200 24% 3,133.33 $ 6,267 0% 25% (133.33) $ (2fi7) 4% 166.67 $ 333 5% (33.33) $ (67) -1% 300.00 $ 600 0% 215 218 800380 CHAIN LINK FENCE (TYPE CL-6) LF 8,580 $ 2500 $ 164,000 0% 18.00 $ 118,080 -28% 19.00 $ 124,640 -24% 1800 $ 118,080 -28% 18.33 $ 120,287 0% -27% (0.33) $ (2,1871 -2% 0.87 $ 4,373 4% (0.33) $ (2,1871 -2% 1.00 $ 8,580 0% 216 217 800365 CHAIN LINK FENCE (TYPECL-6, SLATTED) LF T70 $ 40.00 $ 30,800 0% 48.00 $ 36,960 20% 51.00 $ 39,270 28% 50.00 $ 38,500 25% 49.67 $ 38243 0% 24% (1.67) $ (1,283) -3% 1.33 $ 1,027 3% 0.33 $ 257 1% 3.00 $ 2,310 0% 217 218 802880 2O CHAIN LINK GATE (TYPE CL-6) EA 1 $ 2,50000 $ 2,500 0% 3,000.00 $ 3.000 20% 8200.00 $ 3.200 28% 3.100.00 $ 3.100 24% 3,100.00 E 3,1000% 24% (100.00) $ (100) 3% 100.00 $ 100 3% - $ - 0% 200.00 $ 200 0% 218 219 802670 24. CHAIN LINK GATE (TYPECL-6) EA 6 $ 3,000.00 $ 18,000 0% 2,850.00 $ 17,100 5% 3,080.00 $ 18480 3% 3,000.00 $ 18,000 0% 2,976.67 $ 17,860 0% -1% (126.67) $ (760) -0% 103.33 $ 620 3% 23.33 $ 140 1% 230.00 $ 1,380 0% 219 220 803050 REMOVE CHAIN LINK FENCE LF 11,700 $ 1000 $ 117,000 0% 5.50 $ 84,350 45% 2.55 $ 29,835 -75% 6.00 $ 70,200 -00% 4.88 $ 54,795 0% -53% 0.82 $ 9,555 17% (2.13) $ (24,960) -48% 1.32 $ 15,405 28% 345 $ 40,385 0% 220 221 810120 REMOVE PAVEMENT MARKER EA 1,540 $ 2.50 $ 3,850 0% 1.00 $ 1,540 60% 1.35 $ 2,079 46% 1.00 $ 1,540 60% 1.12 $ 1,720 0% 55% (0.12) $ (180) -10% 0.23 $ 359 21% (0.12) $ (180) -10% 0.35 $ 539 0% 221 222 810190 GUARD RAILING DELINEATOR EA 110 $ 2300 $ 2,530 0% 25.00 $ 2,750 9% 28.00 $ 3,080 22% 25.00 $ 2,750 9% 28.00 $ 2,880 0% 13% (1.00) $ (110) 4% 2.00 $ 220 8% (1.00) $ (110) 4% 3.00 $ 330 0% 222 223 810230 PAVEMENT MARKER (RETROREFLECTIVE) EA 5,760 $ 3.50 $ 20,160 0% 2.00 $ 11,520 -43% 2.50 $ 14400 -29% 2.00 $ 11,520 -43% 2.17 $ 12,480 0% -38% (0.17) $ (960) -8% 0.33 $ 1,920 15% (0.17) $ (960) -8% 0.50 $ 2,800 0% 223 224 820250 REMOVE ROADSIDE SIGN EA 41 $ 7500 $ 3,075 0% 100.00 $ 4,100 33% 115.00 $ 4,715 53% 6000 $ 2460 -20% 91.87 $ 3,758 0% 22% 8.33 $ 342 9% 23.33 $ 957 25% (31.87) $ (1,298) -35% 55.00 $ 2,255 0% 224 .5 820360 REMOVE SIGN PANEL EA 1 $ 700.00 $ 700 D% 150.00 $ 150 -79% 1,100.00 $ 1,100 57% 1,200.00 $ 1,200 71% 016.67 $ 8170% 17% (66567) $ (667) -02% 203.33 $ 283 35% 383.33 $ 383 47% 1,050.00 $ 1,0500% 225 228 820810 RELOCATE ROADSIDE SIGN EA 3 $ 30500 $ 915 0% 750.00 $ 2,250 146%1 480.00 $ 1,380 51% 275.00 $ 825 -10% 495.00 $ 1,485 0% 62% 26600 $ 765 II 52 (36.00) $ (105) -]% (220.00) $ (660) -04% 475.00 $ 1,426 0% 226 227 820711 A FURNISH LAMINATED PANEL SIGN(P-TYPE A) FOR RETRORE SOFT 670 $ 40.00 $ 26,800 0% 28.00 $ 18,760 -30% 29.00 $ 19,430 -28% 30.00 $ 20,100 -25% 29.00 $ 19,4300% -28% MOO) $ (670) 3% - E - 0% 1.00 $ 670 3% 2.00 $ 1,3400% 227 228 820731 A FURNISH LAMINATED PANEL SIGN (210-TYPE B)FOR RETR( SOFT 270 $ 5000 $ 13,500 0% 25.00 $ 8,750 -50% 30.00 $ 8,100 -40% 2900 $ 7,830 42% 2800 $ 7,580 0% -44% (3.00) $ (810) -11% 2.00 $ 540 ]% 1.00 $ 270 4% 500 $ 1,350 0% 228 229 820750 FURNISH SINGLE SHEETALUMINUM SIGN (0.063'-UNFRAMED) SOFT 370 $ 15.00 $ 5,550 0% 14.00 $ 5,180 -7% 15.00 $ 5,550 0% 11.00 $ 4,070 -27% 13.33 $ 4,933 0% -11% 0.67 $ 247 5% 1.67 $ 617 13% (2.33) $ (863) -18% 4.00 $ 1,480 0% 229 230 820751 A FURNISH SINGLE SHEET ALUMINUM SIGN (0.063'-UNFRAMED) SOFT 240 $ 2000 $ 4,800 0% 9.00 $ 2,180 55% 10.00 $ 2,400 -50% 800 $ 1,920 -80% 9.00 $ 2,180 0% -55% - $ - 0% 1.00 $ 240 11% (1.00) $ (240) -11% 200 $ 480 0% 230 231 820760 FURNISH SINGLE SHEET ALUMINUM SIGN (0.080'-UNFRAMED) SOFT 54 $ 20.00 $ 1,080 0% 15.00 $ 810 -25% 17.00 $ 918 -15% 12.00 $ 648 40% 14.67 $ 792 0% -27% 0.33 $ 18 2% 2.33 $ 126 16% (2.67) $ (144) -18% 5.00 $ 270 0% 231 232 820781 A FURNISH SINGLE SHEET ALUMINUM SIGN (0.080'-UNFRAMED) SOFT 180 $ 2000 $ 3,200 0% 10.00 $ 1,800 -50% 10.00 $ 1,800 -50% $00 $ 1,440 -55% 9.87 $ 1,547 0% -52% 0.33 $ 53 3% 0.33 $ 53 3% (0.87) $ (107) -]% 100 $ 180 0% 232 233 820780 FURNISH SINGLE SHEETALUMINUM SIGN (0.063'-FRAMED) SOFT 180 $ 20.00 $ 3,600 0% 15.00 $ 2,700 -25% 17.00 $ 3,060 -15% 19.00 $ 3,420 5% 17.00 $ 3,060 0% -15% (2.00) $ (360) -12% - $ - 0% 2.00 $ 360 12% 4.00 $ 720 0% 233 234 820781 A FURNISH SINGLE SHEET ALUMINUM SIGN (0.063'-FRAMED) FC SOFT 98 $ 2000 $ 1,960 0% 18.00 $ 1,588 -20% 19.00 $ 1,862 -5% 1700 $ 1,888 -15% 17.33 $ 1,899 0% -13% (1.33) $ (131) 3% 1.87 $ 163 10% (0.33) $ (33) -2% 3.00 $ 294 0% 234 235 820791 A FURNISH SINGLE SHEET ALUMINUM SIGN (0.080'-FRAMED) FC SOFT 170 $ 20.00 $ 3,400 0% 16.00 $ 2,720 -20% 19.00 $ 3,230 -5% 17.00 $ 2,890 -15% 17.33 $ 2,947 0% -13% (1.33) $ (227) -8% 1.67 $ 283 10% (0.33) $ (57) -2% 3.00 $ 510 0% 235 238 820792 A RETROREFLECTIVE SHEETING (TYPE XI) SOFT 1,330 $ 5.15 $ 6,850 0% 4.00 $ 5,320 -22% 4.00 $ 5,320 -22% 500 $ 8,850 -3% 4.33 $ 5,783 0% -18% (0.33) $ (443) 3% (0.33) $ (443) 3% 0.87 $ 887 15% 1.00 $ 1,330 0% 236 237 820840 ROADSIDE SIGN - ONE POST EA 53 $ 350.00 $ 18,550 0% 325.00 $ 17,225 -7% 350.00 $ 18,550 0% 350.00 $ 18,550 0% 341.67 $ 18,108 0% -2% (16.67) $ (883) 5% 8.33 $ 442 2% 8.33 $ 442 2% 25.00 $ 1,325 0% 237 238 820850 ROADSIDE SIGN -TWO POST EA 6 $ 60000 $ 3,600 0% 800.00 $ 3,800 0% 870.00 $ 4,020 12% 900.00 $ 5,400 50% 723.33 $ 4,340 0% 21% (123.33) $ (740) -17% (53.33) $ (320) -]% 178.87 $ 1,060 24% 300.00 $ 1,800 0% 238 239 820851 A ROADSIDE SIGN (METAL POST) EA 23 $ 250.00 $ 5,750 0% 265.00 $ 6,095 6% 295.00 $ 6,785 18% 330.00 $ 7,590 32% 296.67 $ 6,823 0% 19% (31.67) $ (728) -11% (1.67) $ (38) -1% 33.33 $ 767 11% 65.00 $ 1,495 0% 239 240 820880 INSTALL SIGN (STRAP AND SADDLE BRACKET METHOD) EA 18 $ 10000 $ 1,800 0% 210.00 $ 3,780 110% 234.00 $ 4,212 134%, 20000 $ 3,600 100% 21687 $ 3,884 0% 115% (4.87) $ (84) -2% 19.33 $ 348 9% (14.87) $ (264) -]% 3400 $ 812 0% 240 241 820090 INSTALL SIGN PANEL ON EXISTING FRAME SOFT 120 $ 50.00 $ 6,000 0% 9.00 $ 1,080 -82% 9.00 $ 1,080 -82% 9.00 $ 1,080 -82% 9.00 $ 1,000 0% -02% - $ - 0% - $ - 0% - $ - 0% - $ - 0% 241 242 820900 INSTALL ROADSIDE SIGN PANEL ON EXISTING POST EA 7 $ 10000 $ 700 0% 37800 $ 2,625 275%1 417.00 $ 2,919 317%I 100.00 $ 700 0% 297.33 $ 2,081 0% 197% 77.87 $ 544 28% 119.87 $ 838 40% (197.33) $ (1,381) -88% 317.00 $ 2,219 0% 242 2. 820920 INSTALL ROADSIDE SIGN(LAMINATED WOOD BOX POST) EA 2 $ 1,500.00 $ 3,000 0% 4,500.00 $ 9,000 200% 5,000.00 $ 10,000 233% 5,600.00 $ 11,200 273% 5,033.33 $ 10,0670% 236% (533.33) $ (LOU) -11% (33.33) $ (67) -1% 566.67 $ 1,133 11% 1,100.00 $ 2,2000% 243 244 832005 MIDWEST GUARDRAIL SYSTEM LF 1,730 $ 3500 $ 60,550 0% 27.00 $ 46,710 -23% 29.00 $ 50,170 -17% 27.00 $ 46,710 -23% 27.87 $ 47,883 0% -21% (0.87) $ (1,153) -2% 1.33 $ 2,307 5% (0.87) $ (1,153) -2% 2.00 $ 3,480 0% 244 245 832070 VEGETATON CONTROL (MINOR CONCRETE) SOYD 2490 $ 60.00 $ 149,400 0% 60.00 $ 149400 0% 54.00 $ 134460 -10% 50.00 $ 124,500 -17% 54.67 $ 136,120 0% -9% 5.33 $ 13,280 10% (0.67) $ (1660) -1% (4.67) $ (11620) -9% 10.00 $ 24,900 0% 245 248 F 833033 CHAIN LINK RAILING (TYPE 7 MODIFIED) LF 788 $ 13000 $ 99,580 0% 120.00 $ 91,920 -8% 125.00 $ 95,750 -4% 120.00 $ 91,920 -8% 121.87 $ 93,197 0% 6% (1.87) $ (1,277) -1% 3.33 $ 2,553 3% (1.87) $ (1,277) -1% 5.00 $ 3,830 0% 246 247 839301 SINGLE THRIE BEAM BARRIER LF 2490 $ 75.00 $ 156,750 0% 34.00 $ 71,060 55% 35.00 $ 73,150 -53% 35.00 $ 73,150 53% 34.67 $ 76453 0% 54% (0.67) $ (1,393) -2% 0.33 $ 697 1% 0.33 $ 697 1% 1.00 $ 2,090 0% 247 248 F 839521 CABLE RAILING LF 508 $ 8000 $ 40,640 0% 80.00 $ 30480 -25% 84.00 $ 32,512 -20% 6000 $ 30480 -25% 81.33 $ 31,167 0% -23% (1.33) $ (677) -2% 2.87 $ 1,355 4% (1.33) $ (677) -2% 4.00 $ 2,032 0% 248 249 839543 TRANSITION RAILING (TYPEWB-31) EA 3 $ 4,200.00 $ 12,600 0% 4,600.00 $ 13,800 10% 4,900.00 $ 14,700 17% 4,800.00 $ 14400 14% 4,766.67 $ 14,3000% 13% (166.67) $ (500) -3% 133.33 $ 400 3% 33.33 $ 100 1% 300.00 $ 900 0% 249 250 839581 END ANCHOR ASSEMBLY (TYPE SET) EA 5 $ 90000 $ 4,500 0% 875.00 $ 4,375 3% 928.00 $ 4,640 3% 90000 $ 4,500 0% 901.00 $ 4,505 0% 0% (28.00) $ (130) -3% 27.00 $ 135 3% (1.00) $ (5) 0% 53.00 $ 285 0% 250 251 839584 ALTERNATIVE IN -LINE TERMINAL SYSTEM EA 8 $ 4,000.00 $ 32,000 0% 3,800.00 $ 30,400 5% 4,000.00 $ 32,000 0% 3,750.00 $ 30,000 6% 3,850.00 $ 30,800 0% -0% (50.00) $ (400) -1% 150.00 $ 1,200 4% (10500) $ (800) 3% 250.00 $ 2,000 0% 251 252 839607 A REUSABLECRASH CUSHION EA 2 $ 40,00000 $ 80,000 0% 40,000.00 $ 80,000 0% 54,000.00 $ 108,000 35% 40,000.00 $ 80,000 0% 44,888.87 $ 89,333 0% 12% (4,888.87) $ (9,333) -10% 9,333.33 $ 18,887 21% (4,888.87) $ (9,333) -10% 14,000.00 $ 28,000 0% 252 253 839640 CONCRETE BARRIER (TYPE 60M) LF 210 $ 300.00 $ 63,000 0% 150.00 $ 31,500 50% 160.00 $ 33,600 -07% 135.00 $ 28,350 55% 148.33 $ 31,150 0% 51% 1.67 $ 350 1% 11.67 $ 2,450 8% (13.33) $ (2,800) -9% 25.00 $ 5,250 0% 253 254 F 839719 A CONCRETE BARRIER (TYPE 732SW143DIFIED) LF 918 $ 29000 $ 288,220 1% 300.00 $ 275,400 3% 245.00 $ 224,910 -16% 250.00 $ 229,500 -14% 285.00 $ 243,270 1% -9% 35.00 $ 32,130 13% (20.00) $ (18,360) -8% (16.00) $ (13.770) 6% 55.00 $ 50,490 0% 254 1371 C:\Users\halshawk\Desktop\General\Bid Comparison -Analysis Table- Construction Placentia IC 2020-05-14 WAFT, Bid Sched (2) Page 4 of 5 Pdnted: 5/14/2020, 5:05 PM I-215Placentia Avenue Interchange Revision No.: A(completed 5/77/2020) Bid Opening Date: 14 MAY 2020 ENGINEER'S ESTIMATE BID PRICES AND AMOUNTS Yellow items are 0 5100k®elow ENGR EST LOW BIDDER SECOND BIDDER THIRD BIDDER Riverside Construction Co. Griffith Co. Ames Construction NUM I 255 CODE 839744 ITEM DESCRIPTION CONCRETE BARRIER (TYPE 836 MODIFIED) measuae LF BID 0, (A) 460 ENGINEER'S% ESTIMATED PRICE (0) $ 145.00 AMOUNT (C-A 0 B) $ 66,700 of Eng Est 0% PRICE 165.00 %VAR AMOUNT ENGR EST $ 75,900 14% PRICE 200.00 %VAR AMOUNT ENGR EST $ 92,000 38% PRICE 150.00 AMOUNT $ 69,000 % VAR ENGR EST 3% 256 839752 REMOVE GUARDRAIL LF 960 $ 1500 $ 14A00 0% 10.00 $ 9,800 -33% 12.00 $ 11,520 -20% 1100 $ 10,580 -27% 257 839754 REMOVE DOUBLE METAL BEAM BARRIER LF ■ 1,070 $ 30.00 $ 32,100 0% 12.00 $ 12,840 50% 14.00 $ 14,980 -53% 13.00 $ 13,910 ST% 258 839774 REMOVE CONCRETE BARRIER LF 1,020 $ 4250 $ 43,350 0% 85.00 $ 88,700- 11.00 $ 11,220 -74% 3000 $ 30,800 -29% 259 840516 THERMOPLASTIC CROSSWALK AND PAVEMENT MARKING SOFT 2,830 $ 4.00 $ 11,320 0% 3.00 $ 8,490 -25% 2.50 $ 7,075 -38% 2.00 $ 5,660 50% 260 840615 6" THERMOPLASTIC TRAFFIC STRIPE (ENHANCED WET NIGH' LF 29,600 $ 100 $ 29,800 0% 0.40 $ 11,840 -60% 0.32 $ 9.472 -68% 025 $ 7A00 -75% 261 840617 6' THERMOPLASTIC TRAFFIC STRIPE(ENHANCED WET NIGH' LF 450 $ 1.00 $ 450 0% 0.40 $ 180 50% 0.32 $ 144 -68% 0.30 $ 135 -70% 262 840621 6" THERMOPLASTIC TRAFFIC STRIPE (ENHANCED WET NIGH' LF 2,700 $ 1.15 $ 3,105 0% 0.40 $ 1,080 -65% 0.32 $ 884 -72% 0.25 $ 675 -78% 263 840623 6' THERMOPLASTIC TRAFFIC STRIPE (ENHANCED WET NIGH' LF 610 $ 1.00 $ 610 0% 0.40 $ 244 50% 0.32 $ 195 -68% 0.30 $ 183 -70% 286 846007 6" THERMOPLASTIC TRAFFIC STRIPE (ENHANCED WET NIGH' LF 69,300 $ 100 $ 69.300 0% 0.55 $ 38,115 -45% 0.70 $ 48,510 -30% 058 $ 38,808 -44% 265 846008 6' THERMOPLASTIC TRAFFIC STRIPE(ENHANCED WET NIGH' LF 1,150 $ 1.00 $ 1,150 0% 0.50 $ 575 50% 0.38 $ 437 -62% 0.30 $ 345 -70% 266 846009 8" THERMOPLASTIC TRAFFIC STRIPE (ENHANCED WET NIGH' LF 12,500 $ 150 $ 18,250 0% 0.85 $ 10,825 -43% 1.08 $ 13,500 -28% 080 $ 10,000 -47% 267 846010 8" THERMOPLASTIC TRAFFIC STRIPE(ENHANCED WET NIGH' LF 360 $ 1.50 $ 540 0% 0.85 $ 306 -43% 1.05 $ 378 -30% 0.65 $ 234 -57% 268 846012 THERMOPLASTIC CROSSWALK AND PAVEMENT MARKING (Et SOFT 19,300 $ 400 $ 22,200 0% 5.50 $ 108,150 38% 5.00 $ 98,500 25% 4.10 $ 79.130 3% 269 846030 REMOVE THERMOPLASTIC TRAFFIC STRIPE LF 33,100 $ 2.00 $ 66,200 0% 0.25 $ 8,275 -B8% 0.25 $ 8,275 -SS% 0.20 $ 6,620 -90% 270 846035 REMOVE THERMOPLASTIC PAVEMENT MARKING SOFT 630 $ 2500 $ 15,750 0% 2.00 $ 1,260 -92% 2.50 $ 1,575 -90% 2.00 $ 1,260 -92% 271 847198 CONTRAST STRIPE THERMOPLASTIC LF 4,800 $ 1.50 $ 7,320 0% 1.00 $ 4,880 -33% 0.63 $ 3,074 -58% 0.50 $ 2,440 -07% 272 870090 MAINTAINING EXISTING TRAFFIC MANAGEMENT ELEMENTS D LS 1 $ 5,000.00 $ 5,000 0% 25,000.00 $ 25,000 400% 2,000.00 $ 2,000 -60% 10,000.00 $ 10,000 100% 273 870200 LIGHTING SYSTEM LS 1 $ 401,200.00 $ 401,200 1% 300,000.00 $ 300,000 -25% 316,050.00 $ 316,000 -21% 285,000.00 $ 285,000 -2. 274 870300 SIGN ILLUMINATION SYSTEM LS 1 $ 1,80000 $ 1,800 0% 4,800.00 $ 4,800 167% 5,000.00 $ 5,000 II. 3,50000 $ 3,500 94% J 275 870400 SIGNAL AND LIGHTING SYSTEM LS 1 $ 550,850.00 $ 550,850 1% 505,000.00 $ 505,000 -8% 537,000.00 $ 537,000 -3% 540,000.00 $ 540,000 -2% 276 870510 RAMP METERING SYSTEM LS 1 $ 578,200.00 $ 528,200 1% 368,000.00 $ 368.000 -36% 392,000.00 $ 392,000 -32% 350,000.00 $ 350,000 -39% 2]T 871300 CAMERA SYSTEMS LS 1 $ 28,400.00 $ 28,400 0% 15,000.00 $ 15,000 dT% 17,000.00 $ 17,000 -40% 26,000.00 $ 26,000 -8% 278 871812 INTERCONNECTION CONDUIT AND CABLE (LS) LS 1 $ 42,90000 $ 42900 0% 40,000.00 $ 40,000 -7% 40,000.00 $ 40,000 -7% 40,00000 $ 40,000 -7% 279 871900 A COMMUNICATION SYSTEM LS 1 $ 53,300.00 $ 53,300 0% 105,000.00 $ 105,000- 110,000.00 $ 110,000 106 155,000.00 $ 155,000 191% 280 872145 REMOVING TRAFFIC MONRORING STATIONS LS 1 $ 10,000.00 $ 10,000 0% 15,000.00 $ 15,000 50% 16,000.00 $ 16,000 60 15,000.00 $ 15,000 50% 281 995100 WATER METER CHARGES LS 1 $ 50,000.00 $ 50,000 0% 35,000.00 $ 35,000 -30% 23,000.00 $ 23,000 -54% 35,000.00 $ 35,000 -30% 282 999990 MOBILIZATION LS 1 $ 4303,30000 $ 4,303,300 10% 1275,000.00 $ 1,775,000 -59% 2,675,000.00 $ 2675,000 -38% 2025,00000 $ 2,025,000 -53% $ 4a162,/40 Contractor's Bid Schedule Value Delta betty. Contractor's BM Schell total value 8 Meerabove iance ta calculationEngEstimate Variance to Low Bid $ (30.292.0821 $ (13,8700591 -31.4% $ - 0.0% $ (31298,528) $ (12.364,1521 -28.0% $ 1,506497 5.05/ $ (31,823,071) $ (12.289,6701 -27.8% $ 1,580,989 5.2% AVERAGE OF BIDAMOUNTS VARIANCE FROM AVERAGE OF BIDS LOW BIDDER SECOND BIDDER THIRD BIDDER Riverside Construction Griffith Co. Ames Construction Co. %Vr %Var %Var PRICE AMOUNT PRICE AMOUNT PRICE AMOUNT to Avg to Avg to Avg SPREAD (HIGH MINUS LOW) PRICE AMOUNT %of Total Avg. %VAR ENGR EST PRICE SPREAD AMOUNT SPREAD %of Total Avg F w F _z 171.67 E 78,967 0% 18% (6.67) $ (3,067) -4% 28.33 $ 13,033 17% (21.67) $ (9,967) -13% 50.00 E 23,000 0% 255 11.00 $ 10,560 0% -27% (1.00) $ (980) -9% 1.00 $ 980 9% - $ - 0% 200 $ 1,920 0% 256 13.00 $ 13,910 0% 57% (1.00) $ (1,070) 5% 1.00 $ 1,070 8% - E - 0% 2.00 $ 2,140 0% 257 42.00 $ 42,840 0% -1% 43.00 $ 43,880 (31.00) $ (31,620) -74% (12.00) $ (12,240) -29% 74.00 $ 75.480 0% 258 2.50 $ 7.075 0% -38% 0.50 $ 1,415 20% - E - 0% (0.50) $ (1415) -20% 1.00 $ 2,030 0% 259 0.32 $ 9,571 0% -88% 0.08 $ 2,289 24% (0.00) $ (99) -1% (0.07) $ (2,171) -23% 0.15 $ 4,440 0% 260 0.34 $ 153 0% -66% 0.06 $ 27 18% (0.02) $ (9) 5% (0.04) $ (18) -12% 0.10 $ 45 0% 261 0.32 $ 873 0% -72% 0.08 $ 202 24% (0.00) $ (9) -1% (0.07) $ (198) -23% 0.15 $ 405 0% 262 0.34 $ 207 0% -66% 0.06 $ 37 18% (0.02) $ (12) 5% (0.04) $ (24) -12% 0.10 $ 61 0% 263 060 $ 41.811 0% -40% (0.05) $ (3,696) -9% 0.10 $ 6,699 16% (0.04) $ (3,003) -7% 0.15 $ 10.395 0% 264 0.39 $ 452 0% -61% 0.11 $ 123 27% (0.01) $ (15) -3% (0.09) $ (107) -24% 0.20 $ 230 0% 265 0.91 $ 11.375 0% -39% (0.08) $ (750) -7% 0.17 $ 2,125 19% (0.11) $ (1,375) -12% 028 $ 3,500 0% 266 0.85 $ 306 0% -43% - E - 0% 0.20 $ 72 24% (0.20) $ (72) -24% 040 $ 144 0% 267 4.87 $ 93,927 0% 22% 0.83 $ 12,223 13% 0.13 $ 2,573 3% (0.77) $ (14,797) -16% 1.40 $ 27,020 0% 268 0.23 $ 7,723 0% -80% 0.02 $ 552 7% 0.02 $ 552 T% (0.03) $ (1,103) -14% 0.05 $ 1,655 0% 269 2.17 $ 1,365 0% -91% (0.17) $ (105) -8% 0.33 $ 210 15% (0.17) $ (105) -8% 0.50 $ 315 0% 270 0.71 $ 3465 0% 53% O.. $ 1415 41% (0.00) $ (390) -11% (0.21) $ (1,025) -30% 0.50 $ 2,440 0% 271 12,333.33 $ 12,333 0% 147% 12,666.E $ 12,887 - (10,333.33) $ (10,333) -84% (2.333.33) $ (2,333) -19% 23,000.00 $ 23.000 0% 272 300.333.33 $ 300.333 1% -25% (333.33) $ (333) 0% 15.666.67 $ 15,667 5% (15,333.33) $ (15,333) 5% 31,000.00 $ 31,090 0% 273 4,433.33 $ 4,433 0% 1485/ 366.67 $ 387 8% 566.67 $ 667 13% (933.33) $ (933) -21% 1.600.00 $ 1,500 0% 274 527,333.33 $ 527,333 2% -4% (22,333.33) $ (22,333) -4% 9,666.07 $ 9,667 2% 12,666.67 $ 12,667 2% 35,000.00 $ 35,000 0% 275 370,000.00 $ 370,000 1% -3854 (2,000.00) $ (2,000) -1% 22,000.00 $ 22,000 6% (20,000.00) $ (20,000) -5% 42,000.00 $ 42,000 0% 276 19,333.33 $ 19,333 0% -32% (4,333.33) $ (4,333) -22% (2,333.33) $ (2,333) -12% 6,660.07 $ 6,667 34% 11,000.00 $ 11,000 0% 277 40,000.00 $ 40,000 0% -7% - $ - 0% - $ - 0% - $ - 0% - $ - 0% 278 123,333.33 $ 123,333 0% 131% (18,333.33) $ (18,333) -15% (13,333.33) $ (13,333) -11% 31,666.67 $ 31,667 26% 50,000.00 $ 50,000 0% 279 15,333.33 $ 15,333 0% 535/ (333.33) $ (333) -2% 666.E $ 862 4% (333.33) $ (333) -2% 1,000.00 $ 1.000 0% 280 31,000.00 $ 31,000 0% -38% 4,000.00 $ 4,000 13% (8,000.00) $ (8,000) -26% 4,000.00 $ 4,000 13% 12,000.00 $ 12,000 0% 281 2,158,333.33 $ 2158,333 7% -50% (383.333.33) $ (383.333) -18% 516,666.67 $ 616.667 24% (133,333.33) $ (133.333) -6% 900.000.00 $ 900.000 3% 282 II_ $(12.841.497) -29.1% $1,029,162 3.4% 1372 C:\UsersMalshawk\Desktop\General\Bid Comparison -Analysis Table- Construction Placentia IC 2020-05-14 IMAM, Bid Shed (2) Page 5 of 5 RIVERSIDE COUNTY TRANSPORTATION COMMISSION AWARD CONSTRUC11ON CONTRACT FORI-215 PLACEN11A AVENUE INTERCHANGE Riverside County Transportation Commission June 10, 2020 Mark Lancaster, Capital Projects Manager Mid County Parkway PLACENTIA INTERCHANGE Project Location Mid County Parkway Project ILI.m.miliMoreno Valley Van Buren Blva Ramiro bpy Perris Banninunimpossowisrim g Beaumont Perris Reservoir Jaaoro River N.(b ROTE Ex e Ban Jacinto i RCTC Project Limits Construction Package #1 2 Mid County Parkway PLACENTIA INTERCHANGE • Adds 4 ramps • Relocates frontage road • Widens Placentia to 4 lanes & extends to Indian Avenue • Constructs 3 detention basins and other flood control facilities Project Map SYSAN-Ln nmrrm I I' +rm 711 iks I-2151PIacentia Ave IC PS&E Pro Overview 0 1I19 7YiINIINTERNATIONAL 3 Mid County Parkway PLACENTIA INTERCHANGE Bid Results Firm (In orderfrom Low Bid to High Bid) Bid Amoun Engineer's Estimate $43,533,000 Riverside Construction Company, Inc. $30,292,082 Griffith Company $31,798,578 Ames Construction, Inc. $31,873,071 Steve P. Rados, Inc. $31,899,669 Powell Constructors Inc. $32,279,358 Security Paving Company, Inc. $32,600,000 OHL USA, Inc. $32,883,880 Guy F. Atkinson $34,004,777 Ortiz Enterprises Incorporated $34,713,579 SEMA Construction, Inc. $34,797,007 Flatiron West, Inc. $34,981,151 4 AGENDA ITEM 9 RIVERSIDE COUNTY TRANSPORTATION COMMISSION DATE: June 10, 2020 TO: Riverside County Transportation Commission FROM: David Knudsen, Legislative Affairs Manager Aaron Hake, External Affairs Director THROUGH: Anne Mayer, Executive Director SUBJECT: Senate Bill 743 Update and Request to Delay Implementation STAFF RECOMMENDATION: This item is for the Commission to: 1) Receive an update on the implementation Senate Bill 743 (Steinberg, 2013) by Caltrans; and 2) Authorize the Chair to request the Governor delay the use of Vehicle Miles Traveled (VMT) as the primary method for assessing transportation impacts on the environment for projects subject to California Environmental Quality Act (CEQA) review. BACKGROUND INFORMATION: Caltrans is in the end stages of finalizing a sweeping environmental policy change that will have a dramatic impact on the types of highway improvement projects RCTC will be able to design and construct in Riverside County. This change will not only impact the quality of the region's transportation system, but could also negate thousands of private -sector transportation -related jobs that help make up the backbone of the county's workforce and are essential to the region's economic recovery. Senate Bill 743: Determining the Significance of Transportation Impacts Title 14 of the California Code of Regulations, Section 15064.3 was created as a result of the passage of SB 743 (Steinberg, 2013). SB 743 created a special environmental review process under CEQA for a new basketball arena in downtown Sacramento. SB 743 also authorized a process for the Governor's Office of Planning and Research (OPR) and California Natural Resources Agency to change how transportation impacts are analyzed under CEQA. As a result of these state agencies regulatory actions authorized by SB 743, traffic congestion is generally no longer considered a potentially significant environmental impact under CEQA. A long-standing practice in California was to utilize a level of service (LOS) measurement for evaluating transportation impact on the environment. LOS analysis measures the quality of traffic flow on roadways, including vehicle speed and congestion. Agenda Item 9 1373 Traffic congestion is one of the top concerns of Riverside County residents, with more than 80 percent of voters stating they see a need to improve the transportation system according to a recent RCTC public opinion poll. Measure A, the voter -approved local sales tax and expenditure plan in Riverside County, makes traffic congestion reduction a central focus by naming several specific projects and programs to tackle the problem. Many of the projects in Measure A increase the capacity of state highways in Riverside County. As the legally responsible agency for regional transportation planning and funding in Riverside County, the Commission has prioritized traffic relief for local residents and businesses as among its top priorities. SB 743 required the OPR to amend the CEQA Guidelines to provide an alternative to utilizing LOS measurement. The CEQA Guidelines state that, with limited exception, vehicle delay may no longer be considered a significant impact under CEQA. Instead, the amount of driving, as measured by VMT, is generally required for assessing transportation impacts on the environment for projects subject to CEQA review. This shift is to align transportation impact with the State's plan to reduce greenhouse gas (GHG) emissions. Ultimately, the goal is to reduce the overall VMT across California by reducing vehicle dependency to support walking, bicycling, and transit use. In December 2018, the California Natural Resources Agency certified and adopted OPR's updated CEQA Guidelines package. The finalized guidelines were intended to take effect on July 1, 2020. While using VMT as the metric on land use projects is mandatory, OPR's guidelines provide discretion to Caltrans for using VMT on the state highway system. Caltrans has proposed draft guidance to implement SB 743 and its regulations for transportation projects on the State Highway System. Caltrans outreach to transportation project sponsors such as RCTC and other "self-help" transportation agencies began in late fall 2019. Caltrans has published a memo establishing that SB 743 will be implemented for transportation projects on the state highway system that have not begun the environmental review process by September 15, 2020. Caltrans' timing memo pushed -back the original implementation date of July 1, 2020. Impact on Transportation While optional under SB 743 and even in the CEQA Guidelines for roadway capacity projects, Caltrans's draft guidance has determined it will no longer utilize LOS but instead, use VMT to focus on how projects are likely to influence the overall amount of vehicle use. To compound the issue, Caltrans' draft guidance also indicates that transportation projects that increase VMT at any level may be deemed significant and require mitigation. A zero -increase VMT policy will result in increased project cost and time and expose transportation agencies to costly litigation. Implementation of SB 743 regulations as currently proposed by Caltrans will have a chilling effect on RCTC's ability to deliver Measure A projects, create needed employment, and support Riverside County residents who live here to access affordable housing and the desirable communities in our region but must make long commutes to jobs in coastal counties. Agenda Item 9 1374 The Need for Policy and Technical Improvements For the last several months, RCTC staff and the Self -Help Counties Coalition have provided Caltrans with formal and informal comments concerning SB 743 implementation. The most recent formal comment letter is attached to this staff report. RCTC staff is prepared to send another technical comment letter to meet Caltrans' June 15, 2020 deadline for comments. RCTC Executive Director and Project Delivery Director, as well as other staff, have participated in roundtable meetings held by Caltrans. In the letters, RCTC staff outline many unresolved policy and technical concerns that still require resolution before the final guidance can be implemented. In particular, RCTC has explained why VMT, as a one -size -fits -all method, should not be the only alternative for evaluating transportation projects under CEQA. Utilizing VMT as the primary method is likely to have a more significant negative impact on the state's rural, Central Valley, and Inland Empire regions. Urban coastal areas will have much less impact due to their urban and built -out environment. Caltrans has not yet resolved the outstanding SB 743 implementation issues that could put the brakes on millions of dollars of highway transportation investment in Riverside County and throughout California. RCTC staff believes the significance of the issues raised in RCTC's comment letters, and letters by other regional transportation agencies, warrant more than three months to resolve. While RCTC will continue to work towards solutions with Caltrans, as a practical matter, it is likely that an extension of Caltrans' implementation timeline will be necessary. Implementation of SB 743 across State agencies appears to be driven from the Governor's OPR. Therefore, RCTC staff recommends the Commission authorize the Chair to communicate with the Governor to request a delay of Caltrans' implementation of SB 743. Seeking a delay to SB 743 implementation is consistent with the following points from the Commission adopted 2020 State and Federal Legislative Platform: Environment • Oppose efforts to place new environmental criteria (such as GHG reduction or vehicle miles traveled reduction) on transportation projects and programs without commensurate funding for alternatives or mitigations. Regional Control • State/federal rulemakings, administrative processes, program guidelines, and policy development activities should include meaningful collaboration from regional transportation agencies. • Policies should be sensitive to each region's unique needs and avoid "one size fits all" assumptions, especially regarding the balance among highways, transit, rail, and freight; and urban, suburban, and rural needs. Agenda Item 9 1375 In addition to significant practical implementation concerns, the full impacts of the COVID-19 public health crisis remain unknown. Whether short-term or long-lasting, the stay-at-home order and social distancing guidelines have caused dramatic shifts in transportation and economic activity. With job and revenue loss expected to reach unprecedented levels, it is staff's professional perspective that now is not the appropriate time for the state to implement a new and untested environmental measurement that could delay or cancel transportation projects in a time when infrastructure investment will significantly contribute to the region's economic recovery. Last week, a bipartisan, bicameral group of state legislators sent a letter to the Governor requesting a two-year delay on implementation of SB 743. Riverside County delegation members Senator Richard Roth and Assembly Member Chad Mayes co -signed the letter, which is attached to this staff report. Attachments: 1) RCTC Comment Letter Caltrans Implementation of SB 743 (February 20, 2020) 2) Request by Legislative Members to Delay SB 743 Implementation (May 25, 2020) Agenda Item 9 1376 ATTACHMENT 1 RIVERSIDE COUNTY TRANSPORTATION COMMISSION February 20, 2020 VIA E-Mail and Online Portal 4080 Lemon Street, 3rd Floor • Riverside, CA Mailing Address: P.O. Box 12008 • Riverside, CA 92502-2208 951.787.7141 • 951.787.7920 • www.rctc.org Mr. Chris Schmidt SB 743 Program Manager California Department of Transportation Subject: February 12, 2020 Memorandum re Caltrans Implementation of SB 743 — Use of Vehicle Miles Traveled in CEQA Dear Mr. Schmidt: The Riverside County Transportation Commission (RCTC) has received and reviewed Caltrans's February 12, 2020 Memorandum titled Caltrans Implementation of SB 743 — Use of Vehicle Miles Traveled in CEQA (Memorandum). RCTC serves as the regional transportation planning agency for Riverside County, California, and has acted as both lead agency and responsible agency for billions of dollars in regional transportation projects, often partnering with the California Department of Transportation in the environmental review process under the California Environmental Quality Act (CEQA). Although RCTC submitted comments via the web portal, RCTC is also providing this letter to provide further clarification and a record of RCTC's comments. RCTC seeks implementation of SB 743 that minimizes or avoids increasing the cost and time of delivering vital transportation improvements, while achieving the State's environmental goals. The voters of California have entrusted Caltrans and agencies like ours with efficiently putting their tax dollars to projects they have voted to support. We believe that Caltrans is at risk of implementing new policy that does not appropriately consider its consequences on project delivery both for RCTC's projects and many of Caltrans's projects. Unfortunately, the Memorandum's public review and comment process is being shortchanged —the review and comment period for the significant changes being proposed is a mere 8 days (including a holiday weekend). This hasty process is a sharp contrast from Caltrans's typical process for undertaking such sweeping changes. By way of comparison, Caltrans's "Interim Guidance Determining CEQA significance for Greenhouse Gas Emissions on the State Highway System" was widely circulated to stakeholders and involved public review over many months. It is unreasonable to give stakeholders a mere 8 days to review and comment on such a radical change to how transportation projects are analyzed. For reasons explained in more detail in the attached exhibit, RCTC disagrees with the Memorandum's position that vehicle miles traveled (VMT) is the best metric for evaluating the impacts of transportation projects under CEQA and believes the Memorandum should be revised accordingly. There are very good reasons why the new State CEQA Guidelines treat land use projects and transportation projects differently —requiring land use projects to use VMT, but not transportation projects. (See 14 Cal. Code Regs., § 15064.3(b).) The Memorandum's failure to reflect this critical distinction will have serious consequences for transportation projects, such as steep cost increases and delays, double counting of VMT impacts, exacerbation of the state's 1377 CEQA Page 2 housing shortage, and unintended consequences such as increases in greenhouse gas emissions. Thus, as is allowed under the State CEQA Guidelines, Caltrans and CEQA lead agencies on state highway projects should continue to have the discretion afforded to them to use level of service to analyze CEQA impacts —and let local land authorities use VMT for local land use projects, the true source of VMT. RCTC aligns itself with concerns expressed by other regional transportation agencies who will be responsible for implementing the Memorandum and subsequent policy guidance. Although RCTC's concerns have been previously raised, RCTC appreciates this and every opportunity to comment on Caltrans's efforts to implement SB 743 and looks forward to direct engagement with Caltrans and other implementing agencies on this important subject. If you have any questions or would like to discuss further, please feel free to contact me. We would welcome a discussion on these topics. Sincerely, ',Anne Mayer Executive Director cc: Honorable Richard Roth, Senator, District 31 Honorable David Kim, Secretary, California State Transportation Agency Adetokunbo Omishakin, Director, California Department of Transportation Mike Beauchamp, District 8 Director, California Department of Transportation Kome Ajise, Executive Director, Southern California Association of Governments Keith Dunn, Executive Director, Self Help County Coalition Attachment 1378 RCTC's Comments on Caltrans's Memorandum re Implementation of SB 743 Section 1 Implementation of SB 743 under the new State CEQA Guidelines treats land use projects and transportation projects differently. While land use projects must use VMT, transportation projects do not. As stated in the new State CEQA Guidelines: "For roadway capacity projects, agencies have discretion to determine the appropriate measure of transportation impact consistent with CEQA and other applicable requirements." (14 Cal. Code Regs., § 15064.3(b)(2).) RCTC believes this distinction between land use projects and transportation projects is absolutely warranted and essential. However, this distinction is not currently reflected in the Memorandum. The Memorandum states that VMT "is the most appropriate primary measure of transportation impacts for capacity -increasing transportation projects on the SHS." (Section 1.1.) This is problematic for a few reasons. First, there is not a clear definition or explanation as to which projects increase capacity, and what the basis is for that determination. Attachment A to the Memorandum provides examples of projects "that would not likely lead to a substantial increase or measurable increase in vehicle travel," but that is not necessarily the same as whether a project increases capacity, and whether that increase is "substantial." As noted in examples below, it is possible to increase capacity without leading to a "substantial" or measurable increase in VMT. Also, projects listed in Attachment A, while not considered capacity increasing projects, can result in increases in VMT under the Induced Travel Calculator. For example, per the calculator, the addition of even 0.1 miles of an auxiliary lane shows a VMT increase of 0.5 million VMT/year. Similarly, a vital truck lane safety project on State Route 60 currently under construction by RCTC in partnership with Caltrans was analyzed with a mitigated negative declaration. Some VMT methodologies might have shown an increase in VMT, which would have then required a lengthy and costly environmental impact report (EIR). Indeed, a legal challenge to the environmental document for the project alleged that the project actually increased VMT. RCTC believes that under the proposed procedures, many of Caltrans's operational improvement projects can be considered to increase VMT and would hence require EIR-level environmental documents, jeopardizing project delivery schedules. Second, in the context of "induced" travel, there is a presumption that the addition of a lane increases capacity because better flowing traffic will lead to more people opting to use the road for travel. But this ignores the fact that the population is growing (particularly in more affordable areas outside urban centers) and a roadway improvement, itself, does not directly affect VMT ❑r the number of users. Rather, land use decisions, such as zoning and the construction of new homes and businesses more directly dictate VMT. Roadways provide corridors to be used by existing travelers 1379 and, to the extent necessary, account for future capacity needs dictated solely by local land use authorities. These land use authorities are under increasing pressure from the State to increase housing production, particularly in counties such as Riverside. With most employment opportunities still located in coastal areas, a factor that neither local land use authorities nor transportation agencies can control, VMT increases are inevitable to meet the State's housing goals. To illustrate this point, imagine a new 8-lane roadway built in a remote part of California. The roadway itself would not induce any new travel. Rather, local land use agency decisions to permit new housing and commercial construction along or near the roadway would be the cause for any increase in VMT. And, importantly, those local land use agency decisions are, themselves, subject to CEQA and required to use VMT analyses. Therefore, requiring transportation projects to a/so undergo their own VMT analyses ignores the true cause for increases in vehicle travel and results in double counting of VMT impacts. Similarly, to the extent capacity is added in urban areas (where there is scarce land available for new development), new roadway capacity projects might only shift travel from one roadway to another —not increase vehicle travel. The trips in such areas may occur with or without the new roadway capacity, and because land in these areas is often fully developed, new roadway capacity will at times, instead of increasing vehicle travel, result in a net reduction of greenhouse gases by make existing vehicle trips faster and more efficient, resulting in less idling and fewer greenhouse gas emissions. Third, and in that same vein, if the goal of SB 743 is to achieve greenhouse gas reduction goals, requiring VMT analyses for all transportation projects may take us further from those goals. The induced demand theory is premised on the idea that free -flowing traffic induces more users and therefore causes more traffic. Thus, according to the theory, it seems preferable to let congestion continue in the hope that the congestion will spur people to seek other modes of transportation. However, what is to be done in situations where there are no other viable modes of transportation, population increases, and more and more vehicles congest the roadway, idling for longer periods of time and increasing greenhouse gas emissions? Finally, the Memorandum framework does not address the fact that a multi -modal interconnected transportation network is an integral component of Regional Transportation Plans/Sustainable Community Strategies (RTP/SCS). In accordance with SB 32, specific greenhouse gas reduction targets must be met, and it is that target upon which RTP/SCS are based. Caltrans's proposed implementation of the Memorandum's framework outside the context of RTP/SCS implications could jeopardize a region's ability to comply with greenhouse gas reduction mandates. Thus, it would be far more effective to allow Caltrans and CEQA lead agencies on state highway projects to continue exercising the discretion afforded them to use level of service, as is allowed under the State CEQA Guidelines —and let local land authorities use VMT for land use projects, the true source of VMT. 1380 Additional comments on Section 1 include: • Section 1 of the Memorandum contains language that is somewhat contradictory. For example, Section 1.0 states: "It is recommended that Districts use VMT to analyze transportation impacts of projects with the potential to increase VMT ...." Whereas, Section 1.1 states: "Many types of projects will be unaffected by the use of VMT as a measure of transportation impacts because they are assumed to not lead to a substantial increase in vehicle travel." The first statement seems to indicate that any potential to increase VMT requires a VMT analysis. The second statement seems to indicate that only projects that will cause a substantial increase in VMT must have a VMT analysis. This tension reoccurs elsewhere in the memo and warrants clarification and harmonization. Further, we question what justifies the generalization that, "Many types of projects will be unaffected ...." • Section 1 references a January 4, 2019 message distributed by Caltrans Division of Environmental Analysis. This message should be disseminated (and included with this Memorandum), so that reviewers can understand its role. • Section 1 states that the January 4, 2019 message "recommended" that Districts use VMT for particular projects. Is this now a requirement? If so, why the change? If not a requirement, how much discretion do Districts have in deciding whether to use VMT? • Section 1.1 states that VMT is to be used for capacity -increasing projects on the state highway system when Caltrans is the lead agency "or when Caltrans designates another entity as lead agency." What is the basis for Caltrans requiring another agency, designated as the lead agency, to use a particular methodology? • Section 1.2 states that the TAF document will provide guidance for CEQA transportation/traffic analysis for project on the SHS. Will this require use of the "Induced Travel Calculator" on the National Congress on School Transportation (NCST) website? • Regarding the future TAF and TAC, referenced in Section 1.2, RCTC requests that there be ample time for comment and revisions before the documents are made final. Both documents will be instrumental in shaping the ultimate approach that will be used in CEQA documents, including whether an EIR and statement of overriding considerations will be required. Thus, it is critical that stakeholders —particularly project sponsors —have sufficient time to weigh in on these important documents. Based on indications from Caltrans so far, a significance threshold triggered by any increase will effectively condemn most transportation projects to preparing an EIR, which will significantly increase the time and cost for delivering many transportation projects. Such a result runs counter to representations made by Caltrans staff to the Self -Help Counties Coalition that it is not Caltrans's intent to slow projects down; it is also counter to the spirit of SB 1, which coupled new transportation taxes with new efficiencies and a pledge to voters to deliver. Doing so would also be inconsistent with and undermine specific GHG targets already established in RTP/SCS. Thus, RCTC strongly opposes a "zero increase" significance threshold. 1381 " W h e t h e r i n t h e T A C , T A F , o r M e m o r a n d u m , i t s h o u l d b e m a d e c l e a r t h a t s o m e c a p a c i t y i n c r e a s i n g p r o j e c t s m a y n o t r e q u i r e a n a n a l y s i s o f i n d u c e d d e m a n d b e c a u s e , a s n o t e d p r e v i o u s l y , n o t a l l c a p a c i t y i n c r e a s i n g p r o j e c t s i n c r e a s e V M T ( s o m e m a y d e c r e a s e V M T ) . S e c t i o n 2 . 1 T h i s s e c t i o n a p p e a r s t o a p p l y t o a l l t r a n s p o r t a t i o n p r o j e c t s n o t j u s t c a p a c i t y i n c r e a s i n g p r o j e c t s . A s s u c h , t h e r e a p p e a r s e v e n l e s s r e a s o n t o u s e a V M T - b a s e d s i g n i f i c a n c e t h r e s h o l d . A s n o t e d a b o v e , t h e u s e o f V M T f o r c a p a c i t y i n c r e a s i n g p r o j e c t s i s u n w a r r a n t e d a n d c o u l d l e a d t o u n i n t e n d e d c o n s e q u e n c e s o f i n c r e a s e d g r e e n h o u s e g a s e m i s s i o n s . T h u s , t h e r e s h o u l d b e n o r e a s o n w h y n o n - c a p a c i t y i n c r e a s i n g p r o j e c t s s h o u l d u s e V M T . F u r t h e r , t h e s i m p l e f a c t t h a t t h e r e i s a " h i g h l e v e l o f p u b l i c a n d s t a k e h o l d e r i n t e r e s t i n a p r o j e c t " o r b e c a u s e a n E I R i s g o i n g t o b e c e r t i f i e d a f t e r J u l y 1 , 2 0 2 2 , s e e m i r r e l e v a n t t o w h e t h e r a V M T - b a s e d s i g n i f i c a n c e t h r e s h o l d s h o u l d b e u s e d . W h a t ' s m o r e , t h e f a c t o r s a r e s o b r o a d , t h a t t h e y w i l l r e s u l t i n i n c o n s i s t e n t d e t e r m i n a t i o n s a c r o s s t h e s t a t e . N a t u r a l l y , a l o t w i l l d e p e n d o n w h a t t h e u l t i m a t e s i g n i f i c a n c e t h r e s h o l d t u r n s o u t t o b e , b u t i t i s n o t h a r d t o i m a g i n e m a n y t y p e s o f p r o j e c t s t h a t d o n o t i n c r e a s e c a p a c i t y , h a v e a h i g h l e v e l o f p u b l i c a n d s t a k e h o l d e r i n t e r e s t , a n d r e s u l t i n a s l i g h t i n c r e a s e i n V M T . U n d e r s u c h c i r c u m s t a n c e s , a n E I R w o u l d l i k e l y b e r e q u i r e d f o r p r o j e c t s t h a t h a v e n e g l i g i b l e e n v i r o n m e n t a l e f f e c t s . S e c t i o n 2 . 1 a l s o r e l i e s o n a n i n t e r n a l p r o j e c t d e l i v e r y s c h e d u l e , M i l e s t o n e 0 2 0 t o e s t a b l i s h w h e n t h e n e w p o l i c i e s a p p l y . B u t t h i s s c h e d u l e d i m p l e m e n t a t i o n i s a r b i t r a r y , r e l i e s o n a n i n t e r n a l p o l i c y t h a t c a n b e c h a n g e d a t a n y t i m e , a n d i s n o t g r o u n d e d i n C E Q A p r e c e d e n t . S e c t i o n 2 . 2 F o r t h e r e a s o n s p r e v i o u s l y e x p l a i n e d , i t s h o u l d n o t b e p r e s u m e d t h a t a c a p a c i t y i n c r e a s i n g p r o j e c t w i l l r e s u l t i n a n i n c r e a s e i n V M T . W h e t h e r V M T i n c r e a s e s i s d e p e n d e n t o n t h e l a n d u s e d e c i s i o n s m a d e b y l o c a l l a n d u s e a g e n c i e s , n o t r o a d w a y p r o j e c t s . S e c t i o n 2 . 3 . 1 A s e x p l a i n e d a b o v e , S e c t i o n 2 . 1 s h o u l d b e r e v i s e d a n d t h e f a c t o r s r e c o n s i d e r e d . T h u s , S e c t i o n 2 . 3 . 1 s h o u l d n o t l o o k t o t h e c u r r e n t l a n g u a g e o f S e c t i o n 2 . 1 f o r g u i d a n c e . S e c t i o n 2 . 3 . 2 a n d 2 . 3 . 3 B e c a u s e V M T h a s b e e n k n o w n f o r m a n y y e a r s , i t i s m o r e a p p r o p r i a t e t o t r e a t i t s i m i l a r t o h o w g r e e n h o u s e g a s e m i s s i o n s a r e t r e a t e d i n s u b s e q u e n t , s u p p l e m e n t a l , a n d l a t e r t i e r C E Q A d o c u m e n t s , w h e r e t h e o r i g i n a l d o c u m e n t w a s c e r t i f i e d b e f o r e g r e e n h o u s e g a s e m i s s i o n s a n a l y s e s w e r e r e q u i r e d . ( S e e C i t i z e n s f o r R e s p o n s i b l e E q u i t a b l e E n v i r o n m e n t a l D e v e l o p m e n t v . C i t y o f S a n D i e g o ( 2 0 1 1 ) 1 9 6 C a l . A p p . 4 t h 5 1 5 , 5 3 1 [ g r e e n h o u s e g a s e m i s s i o n s n o t n e w i n f o r m a t i o n t h a t t r i g g e r e d 1 4 C a l . C o d e R e g s . , � 1 5 1 2 ( a ) ( 3 ) ] ; A L o c a l a n d R e g ' l M o n i t o r ( A L A R M ) v . C i t y o f L o s A n g e l e s ( 1 9 9 3 ) 1 2 C a l . A p p . 4 t h 1 7 3 , 1 8 0 2 [ l e t t e r c o n t a i n i n g r e f o r m u l a t e d q u a n t i f i c a t i o n o f t r a f f i c s t u d y i n f o r m a t i o n t h a t 1 3 8 2 was already included in the EIR was not 'new' information].) Indeed, there should be a presumption that the subsequent, supplemental, and later tier CEQA documents use the same methodology as was used in the original document. To do otherwise will result in confusion (comparing apples to oranges, i.e., an LOS analysis to a VMT analysis) and cause unnecessary use of Supplemental and Subsequent EIRs versus addenda. Section 3.2 For the reasons previously explained, it should not be presumed that a capacity increasing project will result in an increase in VMT. Whether VMT increases is dependent on the land use decisions made by local land use authorities, not transportation agencies. 1383 ATTACHMENT 2 STATE CAPITOL P.O. BOX 942849 SACRAMENTO, CA 94249-0115 T.,aliforttizt sisktfurr May 25th, 2020 The Honorable Gavin Newsom California State Capitol Sacramento, California 95814 RE: Extension of the July 2020 Implementation Date for the Vehicle Miles Travelled Regulations Dear Governor Newsom: We would like to thank you for your leadership and prompt and decisive action to protect our state from the COVID-19 pandemic. We applaud you for taking this threat seriously, and taking the necessary actions to prevent its rapid spread thereby reducing the impacts on our healthcare system, economy, and housing that are sure to come. It is in this spirit that we bring to your attention a regulation that we believe will dramatically impact the ability for many Californians, including millennials and communities of color in particular, to purchase a home — Vehicle Miles Travelled (VMT), and respectfully request the extension of the implementation date to July 1st, 2022. In December 2018, the California Natural Resources Agency adopted new regulations for the implementation of the California Environmental Quality Act (CEQA). The CEQA Guidelines contain many provisions that will increase the likelihood that housing projects will be subject to litigation and cost increases. Among them was the newly proposed impact known as VMT. VMT requires residential project developers to quantify how many miles home buyers or renters drive to work, to the store, for recreation, and other purposes. This new impact is in addition to existing laws which require the quantification and mitigation of air quality impacts, including greenhouse gas emissions, from tail pipes. Accordingly, it will apply even once we convert to 100% zero emission vehicles. The ideological approach of VMT is to get people to abandon their individual vehicles and utilize multimodal transit opportunities such as walking, biking, and using public transit. The regulation views road congestion as a good thing, since it slows down traffic and incentivizes individuals to use alternative forms of transit. Improvements like road widening is considered a negative impact on greenhouse gas reductions because it increases commuter speeds which the regulation assumes will encourage people to drive longer distances. The new regulation advocates that California go on a "road diet" and calls into question whether the voters understood this when they approved an increase in the gas tax. The highest costs imposed by the VMT regulation is in areas farther away from job centers. This is where housing can be produced at the lowest cost, and is the primary source of housing for low and middle class Californians. However, measures to mitigate VMT, especially in rural areas, significantly drive up the costs of residential development. VMT also disproportionately impacts low- and middle-class Californians who are predominately communities of color. This point is illustrated in the graph below which shows that as people drive "until they qualify", home prices drop by $19,000 per mile as they move farther way from Santa Monica towards San Bernardino. 1 4__ Printed on Recycled Paper Figure 1: Geography of SouthernCalifornia Region's Housing Cost !C'risi Housing Costs increase S19,000 per Mile Median 2BR Apartment Rents Increase $33 per month per mile (77 Mile Commute Distance to Coast) i.< ; R r6, o ir,ss Fiume Purchase: S6!3000 /4,partrnent Runt: ," 4,379 Lrttlno/African American Pnpuiati Sank t ?vt atti Houle Perch:$1,,722rt1C+`O Apartment Rent :$4,t029 Latino/African Amraricen Repot San Bernardino Horne Purchase.: $2 Apartment Rent.: $1,4f Latino/African American Popu attic 7 Vde cl C zuaRt.r Horne Purchase,: Apartment Rent: $•2 Letlnc+/Airicarn Americam Popukrr ream: ,7% n; 2i Home [Purchase+:$42$, b Apartment Rent: $1,$36 tatlnea/African American Population: 2 % Communities of color depend on cars more than non -protected classes to get to their jobs which are often not at fixed locations served by transit (construction, farmworkers, janitors, etc.). The VMT regulation will increase, not decrease, the cost of housing and will have its greatest impacts on classes protected by the federal and state constitutions and a variety of federal and state laws prohibiting housing discrimination. Moreover, a $1,000 increase in the cost of a home eliminates 8,870 households from the ability to afford a home and puts the American dream of homeownership — the primary method of establishing economic stability, community participation and economic growth — further out of reach for those struggling to afford a home today. During the COVID-19 health crisis, which has already produced dramatic reductions in VMT, we believe that you should pause this regulation for cities and counties until a more equitable solution can be achieved.' Therefore, we respectfully request that you extend the implementation of the VMT regulation for two years. Thank you again for your leadership during these challenging times, and know that we stand ready to assist you in our mutual effort to address the housing crisis in California. Sincerely, Anna Caballero Senator, 12th District Frank Bigelow Assemblymember, 5t" District 1385 7-4 Andreas Borgeas Senator, 8th District Melissa Hurtado Senator, 14th District Richard Roth Senator, 31st District Susan Rubio Senator, 22nd District Scott Will< Senator, 21st District Steven Choi Assemblymember, 68th District Jim Cooper Assemblymember, 9th District #7;-\ Tom Daly Assemblymember, 69t" District James Gallagher Assemblymember, 3rd District Mike Gipson Assemblymember, 64th District Adam Gray Assemblymember, 21st District Chad Mayes Assemblymember, 42nd District 3 1386 Jay Obernolte Assemblymember, 33rd District Patrick O'Donnell Assemblymember, 70th District Jim Patterson Assemblymember, 23rd District Sharon Quirk -Silva Assemblymember, 65th District Blanca Rubio Assemblymember, 48th District Rudy Salas Assemblymember, 32nd District 1387 RIVERSIDE COUNTY TRANSPORTATION COMMISSION ROLL CALL JUNE 10, 2020 Present Absent County of Riverside, District I X 0 County of Riverside, District II County of Riverside, District III County of Riverside, District IV X 0 County of Riverside, District V City of Banning City of Beaumont City of Blythe City of Calimesa X 0 City of Canyon Lake X 0 City of Cathedral City City of Coachella City of Corona City of Desert Hot Springs X 0 City of Eastvale X 0 City of Hemet City of Indian Wells City of Indio City of Jurupa Valley City of La Quinta X 0 City of Lake Elsinore City of Menifee City of Moreno Valley City of Murrieta X 0 City of Norco City of Palm Desert City of Palm Springs X 0 City of Perris X 0 City of Rancho Mirage City of Riverside X 0 City of San Jacinto X 0 City of Temecula City of Wildomar Governor's Appointee, Caltrans District 8 X 0 Tara Byerly From: Tara Byerly Sent: Thursday, June 04, 2020 9:38 AM To: Tara Byerly Cc: Anne Mayer; John Standiford; Lisa Mobley Subject: RCTC: June Commission Agenda - June 10, 2020 Good morning Commissioners, The June Agenda for the Commission meeting scheduled for Wednesday, June 10, 2020 @ 9:30 a.m. is now available. https://www.rctc.org/wp-content/uploads/2020/06/June-Commission-Agenda.pdf Just a reminder, this is a hybrid meeting with some Commissioners attending in person and others attending via zoom. For those of you attending via Zoom, the information to join will be provided in a separate email. Also attached for your review and information is the conflict of interest memo and form. .a 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 R.I P.O. Box 12008 Riverside, CA 92502 rctc.orq } 1 Tara Byerly From: Tara Byerly Sent: Thursday, June 04, 2020 9:42 AM To: Tara Byerly Cc: Lisa Mobley Subject: RCTC: June Commission Agenda - June 10, 2020 Good morning Commission Alternates, The June Agenda for the Commission meeting scheduled for Wednesday, June 10, 2020 @ 9:30 a.m. is now available. https://www. rctc.org/wp-content/uploads/2020/06/June-Commission-Agenda. pdf Respectfully, Tara Bye rly Deputy Clerk of the Board Riverside County Transportation Commission 951.787.7141 W 1951.787.7906 F 4080 Lemon St. 3rd R.I P.O. Box 12008 Riverside, CA 92502 rctc.org i f/ In 0 1